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Transcript of HR EMPLOYEE JOB SATISFACTIOI.doc
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A STUDY ON
“ EMPLOYEE JOBSATISFACTION ”
With reference to
OIL AND NATURAL GAS CORPORATION LTD
RAJAHMUNDRY
Dissertation su!itte" in #artia$ fu$fi$$!ent for
the a%ar" of the "e&ree of
MAST'R O( )USIN'SS ADMINISTRATION
)*
S+SASI,ANTH
Re&"+ No - ./P0.'1123Pro4ect Gui"e
Mr+ M+SAMNATH DM 5HR6Joint #ro4ect Gui"e
Mr+Y+S+N+MURTHYAssistent Professor7 M)A De#art!ent
SRI SAI ADITYA 'NGIN''RING COLL'G'
AD) ROAD
SURAMPAL'M
'8G8Dt7
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DEPARTMENT OF MANAGEMENT STUDIES
SRI SAI ADITYA ENGINEERING COLLEGE
( APPROVED BY AICTE, AFFILIATED TO JNTU KAKINADA & GOVT. OF A.P )
ADB Road, Sura!#a$e!, E.G.Dist, Andhra Pradesh.
DECLARATION
I hereby declare that the project report entitled a study on E!P"#$EE
%#B&A'I&A'I#*+ ith re-erence to #I" A*D *A'RA" GA&
#RP#RA'I#* "'D, sub/itted under the 0uidance o- !r. !. &a/nath,
D!(R) is /y ori0inal or2. 'he -indin0s o- the report are based on the data
collected -ro/ the annual reports and /aterials.
I also declare that the project or2 is the results o- /y on e--ort and it has not
been sub/itted to any uni3ersity o- the aard o- any de0ree or diplo/a.
S+SASI,ANTH
Re0d. *o4 ./P0.'1123
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ACKNOWLEDGEMENTS
I should ta2e the responsibility to ac2noled0e the -olloin0 distin0uished personalities ho
0raciously alloed /e to carry out this project or2 successi3ely.
I a/ also than2-ul to all other /e/bers o- the sta-- -or their 2ind o- cooperation in this
behal-. !ainly I a/ 3ery /uch than2-ul to Pro. Mr+G+9+SU))ARAJU and ead o- the
depart/ent o- the /ana0e/ent studies.
I a/ hi0hly than2-ul to /y 0uide Mr+Y+S+N+MURTHY+7 Assistent pro-essor -or his 3aluable
ad3ices and encoura0e/ent throu0hout the course.
I e6press /y deep sense o- 0ratitude to !r. !. &a/nath, D!(R) -or his 2ind help and
3aluable su00estions in preparin0 this project and also to o--ice sta-- /e/bers.
I also e6press /y sincere than2s to /y -a/ily /e/bers and ell ishers -or their 3aluable
su00estion in 0i3in0 a proper shape to study.
S+SASI,ANTH
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CONT'NT
CHAPT'R I
• INTRODUCTION
• N''D O( TH' STUDY
• O)J'CTI9'S O( TH' STUDY
• M'THODOLOGY
• SCOP' O( TH' STUDY
• LIMITATION O( TH' STUDY
CHAPT'R II
• PRO(IL' O( TH' OIL:GAS INDUSTRY
• INDUSTRY PRO(IL'
CHAPT'R III
• COMPANY PRO(IL'
CHAPT'R I9
• CONC'PTUAL (RAM' WOR,
CHAPT'R 9
• DATA ANALYSIS:INT'RPR'TATION
• (INDINGS:SUGG'STIONS
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HAPTER I
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CHAPT'R : I
INTRODUCTION
Employee insight is key to any HR program. Knowledge satis!a"tion and
e#pe"tations need to $e meas%red in order to de&elop the organi'ation prepared
!or tomorrow. A strong and satis!a"tion s%r&ey ena$les the organi'ation to retain
and de&elop the $est talents. (ntelligent de"isions are the key to organi'ation)s
s%""ess. Hen"e the need to a"*%ire a""%rate and timely in!ormation on the
satis!a"tion le&el in the organi'ation $e"omes a ne"essity to make e+e"ti&e
de"isions in these iss%es and it has to "ome !rom the employees themsel&es.
Employee ,o$ satis!a"tion is a meas%re o! how happy workers are with
their ,o$ and working en&ironment. Keeping morale high among workers "an $e
o! tremendo%s $ene-t to any "ompany as happy workers will $e more likely to
prod%"e more take !ewer days o+ and stay loyal to the "ompany. There are
many !a"tors in impro&ing or maintaining high employee satis!a"tion whi"h wise
employers wo%ld do well to implement.
Employee ,o$ satis!a"tion s%r&eys help employers meas%re and
%nderstand their employees attit%de opinions moti&ation and general
satis!a"tion with their work en&ironment. Use employee satis!a"tion s%r&eys to
in!orm employee de"ision making $ene-ts work needs and more.
To meas%re employee ,o$ satis!a"tion many "ompanies will ha&e
mandatory s%r&eys or !a"e/to/!a"e meetings with employees to gain in!ormation.
0oth o! these ta"ti"s ha&e pros and "on and sho%ld $e "hosen "are!%lly. S%r&eys
are o!ten anonymo%s allowing workers more !reedom to $e honest witho%t !ear
o! reper"%ssion. (nter&iews with "ompany management "an !eel intimidating $%t
i! done "orre"tly "an let the worker know that their &oi"e has $een heard and
their "on"erns addressed $y those in "harge. S%r&eys and meetings "an tr%ly get
to the "enter o! the data s%rro%nding employee satis!a"tion and "an $e greattools to identi!y spe"i-" pro$lems leading to lowered morale.
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1any e#perts $elie&e that one o! the $est ways to maintain employee ,o$
satis!a"tion is to make workers !eel like part o! a !amily or team. Holding o2"e
e&ents s%"h as parties or gro%p o%tings "an help $%ild "lose $onds among
workers. 1any "ompanies also parti"ipate in team/$%ilding retreats that are
designed to ha&e !o%nd s%""ess. Strengthen the working relationship o! the
employees in a non/work related setting. 3amping trips $a"kpa"king wars and
g%ide $a"kpa"king trips are &ersions o! this type o! team/$%ilding strategy with
whi"h many employers ha&e !o%nd s%""ess.
JOB SATISFACTION:
4o$ satis!a"tion is one o! the most di2"%lt "on"epts to meas%res in the
-eld o! organi'ational $eha&ior. There are two e#treme points o! &iew within
whi"h one may "hose a !ramework !or the st%dy o! satis!a"tion.
One &iew is to ass%re that satis!a"tion is a totality or %nitary "on"ept
representing a state o! mind in the indi&id%al whi"h has no single re!erent. This
is not to say that satis!a"tion or the indi&id%als o&erall !eeling o! "ontent or
dis"ontent in a parti"%lar so"ial "onte#t is %nreal. This indi&id%als satis!a"tion or
dissatis!a"tion is determined $y his total sit%ation at work and at home in e&ery
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aspe"t o! his li!e. Dissatis!a"tion in one aspe"t o! li!e say work still o&er and
$e"ome dissatis!a"tion in another.
The se"ond &iew point in the e#treme holds that an indi&id%als
satis!a"tion "an $e separated !ar p%rposes o! st%dy into ma,or areas s%"h as his
,o$ the pay he re"ei&es his s%perior the "ompany he works !or and so !orth.
The s%$,e"t "an identi!y and separate these elements "ons"io%sly and indi"ate
relati&e degree o! satis!a"tion.
4o$ satis!a"tion is de-ned as the pleas%ra$le emotional state res%lting
!rom the appraisal o! ones ,o$ as a"hie&ing or !a"ilitating the a"hie&ement o!
ones ,o$ &al%es5. (n "ontrast ,o$ dissatis!a"tion is de-ned as the %npleas%ra$le
emotional state res%lting !rom the appraisal o! ones ,o$ as !r%strating or
$lo"king the attainment o! ones ,o$ &al%es or as entailing dis&al%es. Howe&er
$oth satis!a"tion and dissatis!a"tion were seen as a !%n"tion o! the per"ei&ed
relationship $etween what on per"ei&es it as o+ering or entailing.
0e!ore *%oting pop%lar de-nitions on ,o$/satis!a"tion it is %se!%l to
highlight its important aspe"ts. There are three important dimensions to 4o$
satis!a"tion6
4o$ satis!a"tion re!ers to ones !eeling towards ones ,o$. (t "an only $e
in!erred $%t not seen.
4o$ satis!a"tion is o!ten determined $y how well o%t"omes meet or e#"eede#pe"tations. Satis!a"tion in ones ,o$ means in"reased "ommitment in the
!%l-llment o! !ormal re*%irements. There is greater willingness to in&est personal
energy and time in ,o$ per!orman"e.
The terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly. 0oth
re!er to e+e"ti&e orientations on the part o! indi&id%als towards their work roles
whi"h they are presently o""%pying. 7ositi&e attit%des towards the ,o$ are
"on"ept%ally e*%i&alent to ,o$/satis!a"tion and negati&e attit%des towards the
,o$ indi"ate ,o$/orientations.
Tho%gh the terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly
there are di+eren"es $etween the two. An attit%de as was mentioned earlier
re!ers to predisposition to respond. 4o$/satis!a"tion on the other hand relates to
per!orman"e !a"tors. Attit%des re8e"t ones !eeling towards indi&id%als
organi'ations and o$,e"ts. 0%t satis!a"tion re!ers to ones attit%de to a ,o$
employee satis!a"tion is there!ore a spe"i-" s%$set o! attit%des.
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NEED OF THE STUDY
4o$ / satis!a"tion impro&es the "omm%ni"ation 8ows in all dire"tions as
people plan the s%r&ey talk 9 dis"%sses its res%lts. :hen employees are
en"o%raged to "omment a$o%t what they really ha&e in their minds it $ene-"ial
to the "ompany.
Thro%gh ,o$/satis!a"tion we "an know the indire"t prod%"ti&ity
pro$lems s%"h as a$senteeism t%rno&er.
(t "an help management to assess training needs. Us%ally employees
gi&en an opport%nity to report now they !eel the s%per&isor per!orms "ertain
parts o! the ,o$s s%"h as delegating work o! gi&ing ade*%ate ,o$ instr%"tions.
:hether the $est per!orman"e are re"ei&ing the most rewards and the most
satis!a"tion !rom their ,o$s.
Thro%gh ,o$/satis!a"tion s%r&eys we know the impa"t we know the impa"t
o! organi'ational "hanges on employees attit%des.
OBJECTIVES OF THE STUDY
To -nd whether the employees are $eing satis-ed with the ,o$ pro&ided
with the !a"ilities in large organi'ation like ON;3 <Oil and Nat%ral ;as
3orporation =imited>.
To st%dy whether employees are satis-ed with the training programs
To %nderstand whether the lea&e str%"t%re pro&ided to the employees is
ade*%ate and satis-ed <or> not
To re&iew whether wel!are !a"ilities sa!ety meas%res pro&ided $y
organi'ation are satis!a"tory !or the employees
To re&eal whether the organi'ation pro&ide proper working "onditions to
the employees
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To know a$o%t the se"%rity and standing orders maintained $y the
organi'ation
To -nd o%t the per"entage o! a$senteeism in the organi'ation
To know a$o%t the t%rno&er o! the employees.
The $a"k$one o! employee ,o$ satis!a"tion is respe"t !or workers and the
,o$ they per!orm. (n e&ery intera"tion with management employees sho%ld $e
treated with "o%rtesy and interest. An easy a&en%e !or employees to dis"%ss
pro$lems with %pper management sho%ld $e maintained and "are!%lly
monitored. E&en i! management "annot meet all the demands o! employees
showing workers that they are $eing heard and p%tting honest dedi"ation into
"ompromising will o!ten help to impro&e morale.
METHODOLOGY
Resear"h is a systemati" method o! -nding sol%tions to pro$lems.
Resear"h methodology is the systemati" way to sol&e the resear"h pro$lem. (t
gi&es an idea a$o%t &ario%s steps adopted $y the resear"her in a systemati"
manner with an o$,e"ti&e to determine &ario%s manners.
(n the pro,e"t the resear"h is "ond%"ted !or the p%rpose to -nd o%t the
employee)s satis!a"tion le&el in ON;3 and the !a"tors a+e"ting the le&el o!
employee)s satis!a"tion.
RESEARCH PROCESS
Di+erent steps are to $e !ollowed in the resear"h pro"ess and they are e#plained
as $elow6
RESEARCH PROBLEM
This is the $asi" step in the resear"h pro"ess. (t is well said? @A pro$lem
well de-ned is hal! sol&ed here the pro$lem is @To analy'e the attit%des o! the
employees and also their satis!a"tion le&els regarding the &ario%s $ene-ts
pro&ided to them $y ON;3.
There are a &ariety o! !a"tors that "an in8%en"e satis!a"tion o! employees
in"l%de
B. The le&el o! pay and $ene-ts?
C. The per"ei&ed !airness o! promotion system within a "ompany?
. %ality o! the working "onditions?
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F. =eadership and so"ial relationships?
G. Employee re"ognition?
. 4o$ se"%rity?
I. 3areer de&elopment opport%nities et".
RESEARCH DESIGN
On"e the pro$lem is de-ned the ne#t step is the Resear"h Design.
Resear"h design is the $asi" !ramework whi"h pro&ides g%idelines !or the rest o!
the resear"h pro"ess.
The resear"h design !or this pro,e"t is des"ripti&e resear"h design as
des"ripti&e st%dies attempt to o$tain a "omplete and a""%rate des"ription o! this
sit%ation. So in this st%dy !%ll des"ription o! the attit%des o! the employees
regarding the $ene-ts pro&ided to them will $e known so it is a des"ripti&e st%dy.
RESEARCH APPROACH
The resear"her "onta"ted the respondents personally with well/prepared
se*%entially arranged *%estions. The *%estionnaire is prepared on the $asis o!
o$,e"ti&es o! the st%dy. Dire"t "ontra"t is %sed !or s%r&ey i.e. "onta"ting employeesdire"tly in order to "olle"t data.
SAMPLING DESIGN
A sample design is a -nite plan !or o$taining a sample !rom a gi&en pop%lation.
The resear"her has %sed pro$a$ility sampling in whi"h Simple random sampling is %sed
!or this st%dy.
POPULATION
The total element o! the %ni&erse !rom whi"h the sample is to $e sele"ted
to $e st%died is known as pop%lation. The pop%lation o! this resear"h is the
employees o! ON;3.
SAMPLE SIZE
N%m$er o! the sampling %nits sele"ted !rom the pop%lation is "alled the
si'e o! the sample. Sample o! BJJ respondents were o$tained !rom the
pop%lation among whi"h GJ were e#e"%ti&es and GJ were non/e#e"%ti&es.
COLLECTION OF DATA
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The task o! data "olle"tion $egins a!ter the resear"h pro$lem has $een
de-ned and the resear"h design plan "halked o%t. The data %sed in this st%dy are
primary data and se"ondary data.
Primary Daa
( approa"hed to employees o! ON;3 !or the p%rpose o! s%r&eying a$o%t
the satis!a"tion le&el o! the employees. 1ost o! the data "olle"ted $y the
resear"her is primary data thro%gh personal inter&iew and *%estionnaire where
the resear"her and the respondent operate !a"e to !a"e. The *%estionnaire is
shown in the appendi#.
S!"#$%ary Daa
Se"ondary data is "olle"ted thro%gh ON;3 we$sites li$rary 0%siness
maga'ines and "ompany re"ords et".
STATISTICAL TOOLS
The statisti"al tools %sed !or analy'ing the data "olle"ted are per"entage
method $ar diagrams and graphi"al representation.
PROJECT PERIOD
The resear"h period o! the st%dy has !rom rd De"em$er to 4an%ary BLth
CJBB ha&ing FG days o! d%ration.S3O7E OM THE STUDY
The st%dy has the !ollowing s"ope6
To st%dy the nat%re and importan"e o! ,o$ satis!a"tion at workpla"e.
To st%dy &ario%s !a"tors determinants and o%t"omes o! ,o$ satis!a"tion.
To assess the e#pe"tations satis!a"tion le&els o! employees in an
Organi'ation.
To identi!y the reasons !or their satis!a"tion and dissatis!a"tion.
To re"ommend meas%res !or impro&ing the satis!a"tion le&els employees
so as to ena$le them to impro&e their per!orman"e.
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LIMITATIONS OF THE STUDY
The respondents hesitated to answer $e"a%se they !elt that the personal
details and the in!ormation "olle"ted !rom them "o%ld $e made p%$li".
There is an e&ery "han"e o! mis%nderstanding o! the *%estion in s%"h a
"ase the response may $e inappropriate.
There is e&ery possi$ility o! de&iation in the answering pattern o!
respondents !rom what they really !eel.
D%e to time "onstraint only a sample o! BJJ employees is taken and the
-ndings may not $e generali'ed.
Respondents may not $e in a position to respondent in !a&or o! the
*%estionnaire $e"a%se those are illiterate. This st%dy helps to make a managerial de"ision to the "ompany.
Some o! the respondents hesitated to answer some *%estions.
0e"a%se o! their $%sy work the data is "olle"ted in h%rry this st%dy is
analy'ed $ased on a&aila$le in!ormation
At the time o! the "olle"tion o! the data the organi'ations "limate had its
in8%en"e on the opinion o! the employees as they were $%sy in their work we
had some delay in getting the data !eed$a"k d%ring the working ho%rs
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CHAPTER II
CHAPTER&II
PROFILE OF OIL AND GAS INDUSTRY
Oil and gas ind%stry is the most important se"tor in any e"onomy sin"e it
"aters to a wide range o! ind%stries in"l%ding petro"hemi"als !ertili'ers
a%tomo$iles et". (n "%rrent s"enario this is one se"tion in e"onomy whi"h is really
hot and $oiling se"tor with "r%de oil at BF per $arrel and raring to "ross CJJ
per $arrel.
This se"tor is s%ddenly gi&ing sleepless nights to all the ma,or e"onomies
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o! the world. (t is also responsi$le !or in"rease in in8ation thro%gho%t the world.
The ma,or oil "ons%mers are US and 3hina with (ndia at si#th position the irony is
that none o! these "o%ntries is ma,or prod%"er o! oil so they ha&e to rely on other
"o%ntries like O7E3 R%ssia !or their needs.
O7E3 <organi'ation o! petrole%m e#porting "o%ntries> has BB mem$er
"o%ntries and they together a""o%nt !or FJP o! total oil prod%"tion in the world
and they ha&e the market share o! aro%nd ILP in potential "r%de reser&es. O7E3
is the largest e#porter o! oil so it dire"tly impa"ts the pri"e o! "r%de oil in the
market.
The whole oil se"tor is di&ided in to two "ategories
U'(r!am )
(t in&ol&es e#ploration and prod%"tion o! "r%de oil with limited "r%de
reser&es on the earth.
D#*$(r!am )
(t in&ol&es the re-ning and transportation o! oil. The ma,or "ompanies in
this -eld are Shell 07 and (O3= et"
The oil and gas se"tor in (ndia presents a signi-"ant opport%nity !or
in&estors and is e#hi$ited to demonstrate ro$%st growth in line with the growth
o! the (ndian e"onomy. The New E#ploration =i"ensing 7oli"y <NE=7> "on"ei&ed to
address the in"reasing demand s%pply gap o! energy in (ndia.
Other segments s%"h as Re-ning =N; and ;as Distri$%tion et". are also
seeing some a"tion. (ndia is now s%rpl%s in re-ning "apa"ity and aims to
esta$lish itsel! as a re-ning h%$.
The 7etrole%m and Nat%ral ;as Reg%latory 0oard aims to make a&aila$le
7iped Nat%ral ;as <7N;> and 3ompressed Nat%ral ;as <3N;> in new "ities a"ross
the "o%ntry $esides !a"ilitating the "onstr%"tion o! in!rastr%"t%re to transport
nat%ral gas to demand "enters.
The la"k o! a&aila$le s%pplies has so !ar hindered the growth o! this
segment. (n addition some gas/$ased power plants ha&e $een operating at low
load !a"tors owing to the shortage o! !%el.
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Two ma,or e&ents last year the "ommen"ement o! prod%"tion o! nat%ral
gas !rom Relian"e (nd%stries =tds <R(=> Krishna ;oda&ari <K;> -elds and the
s"hed%led "ommen"ement o! prod%"tion o! "r%de oil !rom 3airn (ndia =tds -elds
later this year ha&e pro&ided a ma,or $oost to the domesti" oil and gas se"tor in
(ndia and ha&e meant that %pstream a"ti&ities ha&e re"ei&ed ma,or attention
o&er the past years. At the same time (ndia already imports o&er IJ per"ent o!
its "r%de oil re*%irements with its oil import $ill $eing "lose to USD QJ $illion in
CJJL/JQ.
A'ar +r#m ,i(-
(ndia is Ninth largest "r%de oil importer in the world.
(ndia ranks si#th in re-ning "apa"ity in the world with "apa"ity at C.G million
$arrels o! oil per day whi"h is per "ent o! the world)s re-ning "apa"ity.
(ndia met IG per "ent o! its "r%de oil demand thro%gh imports. The domesti"
prod%"tion o! "r%de oil has $een in the range o! C/F 11T o&er the past !ew
years. A$o%t J per "ent o! it)s "r%de imports are !rom the 1iddle East.
(ndia has C sedimentary $asins with an area o! .BF million s*%are km and
7rognosti"ated reser&es o! CL $illion tone o! oil e*%i&alent o! gas. The 3o%ntry is
relati&ely %ne#plored with only BL per "ent o! area e#tensi&ely e#plored Only CG
per "ent o! the prognosti"ated reser&es ha&e $een esta$lished till date.7ost CJJJ (ndia witnessed some world "lass dis"o&eries. R(= str%"k gas in the
o+shore Krishna ;oda&ari <K;> 0asin on the East "oast o! (ndia with estimated
reser&es o! BF in CJJC <world)s $iggest gas dis"o&ery o! CJJC> and 3airn Energy
7l". dis"o&ered oil onshore in Ra,asthan <:estern region o! (ndia> in CJJF with
estimated prod%"tion "apa$ility o! BJJJJJ $arrels per day <F.Q 11T7A>.
The national oil "ompanies <NO3s> Oil 9 Nat%ral ;as 3orporation =td. <ON;3>
and Oil (ndia =td. <O(=> dominate %pstream segment with LJ per "ent
"ontri$%tion o! oil 9 nat%ral gas prod%"tion o! (ndia. Other ma,or players o! this
segment are R(= 0ritish ;as 3airn Energy and Nikos Reso%r"es.
(ndia has a total o! BL re-neries with (ndian Oil <(ndian Oil 3orporation =td.>
"%rrently owning the ma#im%m re-ning "apa"ity. 0esides $eing the largest
re-nery in (ndia in terms o! re-ning "apa"ity Rill)s 4amnagar re-nery is the
$iggest grassroots re-nery in the world and is the third largest in the world.
Minally the ma,or players in I$%ia$ #i. a$% /a( I$%0(ry ar!:
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0harat 7etrole%m 3orporation =imited
3hennai 7etrole%m 3orporation =imited
;as A%thority o! (ndia =imited
Hind%stan 7etrole%m 3orporation =imited
(ndian Oil 3orporation =imited
Oil and Nat%ral ;as 3orporation =imited
Relian"e 7etrole%m =imited
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INDUSTRY HISTORY:
1234& 1256
D%ring the pre/independen"e period the Assam Oil 3ompany
in the northeastern and Atta"k Oil "ompany in. northwestern part o!
the %ndi&ided (ndia were the only Oil 3ompanies prod%"ing Oil in the
"o%ntry with minimal e#ploration inp%t.
Alter independen"e the national ;o&ernment reali'ed the
importan"e Oil and ;as !or rapid ind%strial de&elopment and its
strategi" role in de!ense. 3onse*%ently while !raming the ind%strial
poli"y statement o! BQFL. The de&elopment o! petrole%m ind%stry in
the "o%ntry was "onsidered to $e o! %tmost ne"essity.
(n BQGG ;o&ernment o! (ndia de"ided the Oil and Nat%ral
;as reso%r"es in the &ario%s regions o! the "o%ntry as part o! the
p%$li" se"tor de&elopment. :ith this o$,e"ti&e an Oil and Nat%ral
;as Dire"torate was set %p towards the end o! BQGG.
A delegation %nder the leadership o! 1r. (3 D. 1al&iya the
then 1inister o! Nat%ral Reso%r"es &isited se&eral E%ropean
"o%ntries to st%dy the stat%s o! Oil (nd%stry in those "o%ntries and
to !a"ilitate the training o! (ndia pro!essionals !or e#ploring potential
Oil and ;as reser&es Moreign e#perts !rom USA :est ;ermany
Romania and erstwhile U.S.S.R &isited (ndia and helped the
go&ernment with their e#pertise. Minally the &isiting so&iet e#perts
drew %p a detailed plan !or geologi"al and geophysi"al s%r&eys and
drilling operations to $e "arried o%t in the se"ond -&e year plan
BQG / GI to BQJ / B>.
Soon a!ter the !ormation o! the Oil and Nat%ral ;as
Dire"torate it $e"ame apparent that it wo%ld not $e possi$le !or the
Dire"torate with its limited -nan"ial and administrati&e powers as
s%$ordinate o2"e o! the ;o&ernment to !%n"tion e2"iently. So inA%g%st BQG the Dire"torate was raised to the stat%s o! "ommission
1=
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with enhan"ed powers altho%gh it "ontin%ed to $e %nder the
;o&ernment. (n O"to$er BQGQ the 3ommission was "on&ened into a
stat%tory $ody $y an a"t o! the (ndian 7arliament whi"h enhan"ed
powers o! the "ommission !%rther. The main !%n"tions o! the Oil and
Nat%ral ;as 3ommission s%$,e"t to the pro&isions o! the A"t were
5to plan promote organi'e and implement programs !or
de&elopment o! 7etrole%m Reso%r"es and the prod%"tion and sale o!
petrole%m and petrole%m prod%"ts prod%"ed $y it and to per!orm
1251 & 1226
Sin"e its in"eption ON;3 has $een instr%mental in trans!orming
the "o%ntrys limited %pstream se"tor into a large &ia$le playing
-eld with its a"ti&ities spread thro%gho%t (ndia and signi-"antly in
o&erseas territories. (n the inland areas. ON;3 not only !o%nd new
reso%r"es in Assam $%t also esta$lished new Oil pro&in"e in 3am$ay
$asin <;%,arat> while adding new petroli!ero%s areas in the Assam/
Arakan Mold 0elt and East "oast $asins <$oth inland and o+shore>.
ON;3 went o+shore in early IJ s and dis"o&ered a giant Oil -eld in
the !orm o! 0om$ay High now known as 1%m$ai High.
AFTER 1226
The li$erali'ed e"onomi" poli"y adopted $y the
;o&ernment o! (ndia in 4%ly BQQB so%ght to dereg%late and de/
li"ense the "ore se"tors <in"l%ding petrole%m se"tor> with partial
disin&estments o! ;o&ernment e*%ity in 7%$li" Se"tor Undertakings
and other meas%res. As a "onse*%en"e thereo! ON;3 was re/
organi'ed as a limited 3ompany %nder the "ompanys A"t BQG in
Me$r%ary BQGF.
A!ter the "on&ersion o! $%siness o! the erstwhile Oil 9
Nat%ral ;as 3ommission to that o! Oil 9 Nat%ral ;as 3orporation
=imited in BQQ the ;o&ernment disin&ested C per"ent o! its shares
thro%gh "ompetiti&e $idding. S%$se*%ently ON;3 e#panded its
e*%ity $y another C per"ent $y o+ering shares to its employees.
1>
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D%ring 1ar"h BQQQ ON;3 (ndian Oil 3orporation <(O3> / a
downstream giant and ;as A%thority o! (ndia =imited <;A(=> / The
only gas marketing "ompany agreed to ha&e "ross holding in ea"h
others sto"k.
(n the year CJJC/J ON;3 di&ersi-ed into the
downstream se"tor. ON;3 will soon $e entering into the retailing
$%siness. ON;3 has also entered the glo$al -eld thro%gh its
s%$sidiary ON;3 idesh =td. <O=>.
ONGC&HIGHLIGHTS OFFY 16 :
@ Total CB Dis"o&eries made in MYBJ whi"h in"l%de BB New
7rospe"ts <B Deep water Shallow water I Onshore> and BJ
New pools < onshore F o+shore>.
@ ON;3s %ltimate reser&e a""retion o! LC.QL 1TOE !rom
domesti" a"reages is highest in CJ years.
@ 3r%de prod%"tion de"lines CP !rom CI.B 11T to C.F 11T.
Nat%ral ;as prod%"tion in"reases BP !rom CG.F 031 to CG.J
031
@ Net 7ro-t o! FMYBJ in"reases IBP !rom Rs CCJI 3rore to
Rs. II 3rore. Ann%al net pro-t o! ON;3 in"reases FP !rom
Rs. BBC 3rore to Rs. BIL 3rore in MYBBJ.
@ S%$sidy payo%t o! Rs.F QQQ 3rore as "ompared to Rs. LGC
3rore in FMYJQ. On ann%ali'ed $asis s%$sidy payo%t o! Rs.
BB GGF 3rore as "ompared toRs. CLCCG 3rore in MYJQ.
@ Di&idend6 Re"ommended payo%t o! Rs. per share <in"l%ding
interim di&idend Rs. BL per share> aggregating to Rs. IJGL
3rore <MY JQ/ RsC per share aggregating to Rs LFF "rore>
HIGHLIGHTS OF FY 762
Net de"lines P !rom Rs. BIJC 3rore to Rs. BBC "rore in MYJQ
d%e to the !ollowing6
5?
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Higher s%$sidy payo%t o! Rs. CLCCG 3rore as "ompared to Rs.
CCJJB in MYJL
V Higher e#ploration "ommitment
VTemporary prod%"tion set/$a"k E#"eptional pro&isions
W Hiiiher rig rate
@ Di&idend6 Re"ommended payo%t o! Rs. C/ per share <in"l%ding
interim di&idend Rs. BL per share> aggregating to Rs. LFF
"rore <same as last year>
@ ON;3s %ltimate reser&e a""retion o! L.QJ 1TOE !rom
domesti" a"reages is highest in BL years.
@ Total CL Dis"o&eries made in MYJQ whi"h in"l%de BG New
7rospe"ts <C Deep waters B Shallow water BC Onshore> and
B new pools.
HIGHLIGHTS OF FY768
@ T%rno&er Rs. CJ.BC 3rore <%p FIP !rom Rs. BICL 3rore> d%e
to higher pri"e reali'ation a!ter netting o! s%$sidy $%rden o!
Rs. QLBB 3rore
@ The s%$sidy $%rden has in"reased !rom Rs. FQ 3rore in l MY
JI / JL to Rs. Q.LBB 3rore in l MYJQ / Highest e&er so !ar
@ The gross reali'ation in respe"t o! 3r%de Oil d%ring l MYJQ is
US BCG.LF$$l <USS IB.QJ$$l in l MYJL>. The net reali'ation
is US Q.BF$$l The net pro-t is Rs. 3rore as against
Rs. FBB "rore in l MYJL
@ 3r%de Oil prod%"tion in l MYJQ is .FB 11T <e#"l. 4s share o!
J.F 11T> "ompared to .L 11T <e#"l. 4s share o! J.GJ
11T> in l MYJL. The prod%"tion has impro&ed marginally in
respe"t o! ON;3 <e#"l. 4s>
@ Nat%ral ;as 7rod%"tion in l MYJQ is G. 031 <e#"l. 4s share
o! J.I 031> as against G.GJ 031 <e#"l. 4s share o! J.J 031>
in l MYJL. The prod%"tion has impro&ed marginally.
A9ARDS:
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• Re"ei&ed E#"ellen"e Award !or CJJC / J !rom the 7etrole%m
Sports 7romotion 0oard <7S70>.
• ;olden 7ea"o"k National Training Awards !or CJJ $y the
instit%te o! Dire"tors Awarded to ON;3s6
• (nstit%te o! Drilling Te"hnology <(DT> Dahrad%n.
• (nst it%te o! 7etrole%m Sa!ety Health 9 En&ironment
1anagement
<(7SHE1>.
• ;olden 7ea"o"k Award !or En&ironmental 1anagement CJJC /
J.
• ;reen Te"h Mo%ndation Award !or En&ironmental E#"ellen"e
;old Award CJJC / J.
• E#"ellen"e in Minan"e 1anagement CJJC / J.
• 1olilal Oswald Award !or the $iggest wealth "reator / JF.
• Asia 1oney Award !or 50est deals o! the year CJJFB.
• National mineral Award !or ;eo S"ientists CJJF.
• National Award !or E#"ellen"e in "ost 1anagement CJJF.
• 7%$li" Se"tor 3ompany o! the year CJJF.
• ;olden 7ea"o"k Award !or (nno&ation in prod%"ts and ser&i"es
!or the year CJJG.
• ;olden pea"o"k en&ironment management award !or CJJ.
COMPETITIVE STRENGTH:
1.All "r%des are sweel and most <IP> are light with s%lph%rper"entage ranging !rom J.JC/J.BJ A7( gra&ity range C/F deg and
hen"e attra"t a premi%m in the 1arket
1.Strong intelle"t%al property $ase in!ormation knowledge skills and
e#perien"e.
7.1a#im%m n%m$er o! E#ploration =i"enses in"l%ding "ompetiti&e
NE=7 ro%nds. ON;3 has $agged LG o! the BC 0lo"ks <1ore than
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GJP> awarded in the ro%nds o! $idding %nder the New E#ploration
=i"ensing 7oli"y <NE=7> o! the (ndian ;o&ernment.
8.ON;3 owns and operates more than BGJJJ kilometer o! pipelines in
(ndia (n"l%ding nearly LJJ kilometers o! s%$/sea pipelines. No
other "ompany in (ndia operates e&en GJ per"ent o! this ro%te
length.
STRATEGIC VISION:
To !o"%s on "ore $%siness o! E97 ON;3 has set strategi" o$,e"ti&es
o!61. Do%$ling reser&es <i.e. a""reting $illion tonnes o! OXOE; >
5. (mpro&ing a&erage re"o&ery !rom CL per"ent to FJ per"ent.
7. Tie %p CJ 11T7A o! e*%ity Hydro"ar$on !rom a$road.
FINANCIALS 662&16:
1. ON;3 posted a net pro-t o! Rs. BI.JB $illion the
highest $y any
(ndian 3ompany.
5. Net worth Rs.QQ $illion.
7. 7ra"ti"ally ero De$t 3orporate.
8. 3orporate o&er Rs.JJ $illion to the e#"he*%er.
VISION OF ONGC:
To $e a world / "lass Oil and ;as 3ompany integrated in Energy
$%siness with dominant (ndian leadership and glo$al presen"e.
MISSION OF ONGC:
Dedi"ated to e#"ellen"e $y le&eraging "ompetiti&e ad&antages in R
9 D and te"hnology with in&ol&ed people.
(m$i$e high standards o! $%siness ethi"s and organi'ational &al%es.
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A$iding "ommitment to health sa!ety and en&ironment to enri"h
*%ality o! "omm%nity li!e.
Moster a "%lt%re o! tr%st openness and m%t%al "on"ern to make
working a stim%lating and "hallenging e#perien"e !or o%r people.
Stri&e !or "%stomer delight thro%gh *%ality prod%"ts and ser&i"es.
I$!/ra!% I$ E$!r/y B0(i$!((:
Mo"%s on domesti" and international Oil and ;as e#ploration and
prod%"tion $%siness opport%nities.
7ro&ide &al%e linkages in other se"tors o! energy $%siness.
3reate growth opport%nities and ma#imi'e shareholder &al%e.
Dominate (ndian =eadership
Retain dominant position in (ndian 7etrole%m Se"tor and enhan"e
(ndias energy a&aila$ility.
OBJECTIVES OF ONGC:
Optimi'e prod%"tion o! hydro"ar$ons.
Sel!/ relian"e in te"hnology.
7romoting indigeno%s e+ort in Oil and ;as related e*%ipment
material and ser&i"es.
Assist in "onser&ation o! hydro"ar$ons more e2"ient %se o! energy
and
de&elopment o! alternate so%r"e o! energy.
En&ironment prote"tion.
;enerate ade*%ate reso%r"es o! re / in&estment.
De&elop s"ienti-"ally oriented and te"hni"ally "ompetent h%man
reso%r"e thro%gh moti&ation and training.
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ENER;Y 3ONSU17T(ON 0Y SOUR3E CJJQ6
Renewa$l
e
"ons%mp
tion
Non
Renewa$le
3ons%mp
tion
0iomass .P 7etrole%
m
I.
GP
Hydro 7ower C.FP Nat%ralgas
C.P
;eolherm
al
J.P 3oal CC.
GP
:ind J.P Urani%m L.
P
Solar and
Other
J.BP 7ropane B.
IP
59
Reneable ener0y sources*on reneable ener0y sources&olar Ener0y#il Ener0yind
Ener0yoal Ener0yGeolher/al Ener0y*atural 0as Ener0yater Ener0y*uclear
Ener0yBio !ass ener0y
'AB"E # E*ERG$ &#RE&4
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ORGANIZATION CHART OF ONGC
Dir.
<HR>
Dir.
<Minan"e>
Dir.
<Onshore>
Dir.<O+ shore> Dir.<Te"h9
Mield Ser&i"es>
Dir.
<E#ploration
>
E / Q E#e"%ti&e Dire"tor <E.D>E / L ;ro%p ;eneral 1anager <;.;.1>E / I ;eneral 1anager <;.1>E / Dy. ;eneral 1anager <D.;.1>E / G 3hie! 1anager <31>E / F 1anager
E / Dep%ty 1anagerE / C Sr. Admm. O2"erSr. Min. 9 A""t. O2"er
E /B Administrati&e O2"er <A.O> M 9 A.O
E Z J Asst.Admn. O2"er <AAO> <A.M 9 A.O>
SEPERATION:
Hea&y 7etrole%m !ra"tions are on the $ottom light !ra"tions are on
the top. This allows the separation o! the &ario%s petro"hemi"als. 1odem
separation in&ol&es piping all thro%gh hot !%rna"es.
(nside the towers the li*%ids and &apo%rs separate into "omponents
or !ra"tions a""ording to weight and $oiling point. The lightest !ra"tions
in"l%ding gasoline and li*%id petrole%m gas <=7;> &apori'e and rise to the
top o! the lower where they "ondense $a"k to li*%ids. 1edi%m :eight
=i*%ids in"l%ding Kerosene and Diesel Oil distillates slay in the middle.
CONVERSION:
Chair!an an" Mana&in& Director
O;'<ecuti=e
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The -nishing to%"hes o""%r d%ring the -nal treatment. To make
gasoline "ra"king and rearranging mole"%les adds &al%e to the prod%"ts.
This is where re-nings !an"iest !ootwork lakes pla"e/where !ra"tions !rom
the distillation towers are trans!ormed into streams <intermediate
"omponents> that e&ent%ally $e"ome -nished prod%"ts.
TREATMENT:
The -nishing to%"hes o""%r d%ring the -nal treatment. To make
gasoline re-nery te"hni"ians "are!%lly "om$ine a &ariety o! streams !rom
the pro"essing %nits. Among the &aria$les that determine the $lend are
o"tane le&el &apo%r press%re ratings and spe"ial "onsiderations s%"h as
whether the gasoline will $e %sed at high altit%des.
STORAGE:
0oth the in"oming "r%de oil and the o%tgoing -nal prod%"ts need to
$e stored. These li*%ids are stored in large tanks on a tank !orm. 7ipelines
"arry the -nal prod%"ts !rom the tank !arm near the re-nery to other tanks
all a"ross the "o%ntry.
ENERGY USAGE FOR TRANSPORTATION
A$o%t CLP o! the energy we %se goes to transporting people and
goods !rom one pla"e to another. A%tomo$iles 1otor"y"les tr%"ks and
$%ses dro&e nearly .J trillion miles in CJJ. Thats almost one/twel!th the
distan"e to the nearest star $eyond the solar system. (ts like dri&ing to the
s%n and $a"k BFFJ times.
:hat A+e"ts 7rod%"tion 3osts[
Reser&oir "hara"teristi"s s%"h as press%re and physi"al "hara"teristi"s
and important !a"tors a+e"t the "ost o! prod%"ing oil. 0e"a%se these
"hara"teristi"s &ary s%$stantially among di+erent geographi" lo"ations the
"ost o! prod%"ing oil also &aries s%$stantially. (n CJJI a&erage 5li!ting5
"osts <all the "osts asso"iated with $ringing a $arrel o! oil to the s%r!a"e>.
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HISTORY OF OPEC:
OPEC: The Organi'ation o! 7etrole%m e#porting "o%ntries
organi'ed !or the p%rpose o! negotiating with oil "ompanies on matters o!
oil prod%"tion pri"es and !%t%re "on"ession rights. 3%rrent mem$ers <as o!
the dale o! writing this de-nition> are Algeria (ndonesia (ran. (ra* K%wait
=i$ya Nigeria atar Sa%di Ara$ia the United Ara$ Emirates and
ene'%ela. See O7E3s site at http6ww.ope".org !or more in!ormation.
T,! 1256(:
These were O7E3s !ormati&e years with the Organi'ation whi"h had
started li!e as a gro%p o! -&e oil/prod%"ing de&eloping "o%ntries seeking to
assert its 1em$er 3o%ntries legitimate rights in an international oil market
dominated $y the Se&en Sisters m%ltinational 3ompanies. A"ti&ities were
generally o! a low/pro-le nat%re.
T,! 1246(:
O7E3 rose to international prominen"e d%ring this de"ade as its
1em$er 3o%ntries took "ontrol o! their domesti" petrole%m ind%stries and
a"*%ired a ma,or say in the pri"ing o! "r%de oil on world markets. The -rst
S%mmit o! O7E3 So&ereigns and Heads o! State was held in Algiers in 1ar"h
BQIG.
T,! 1286(:
7ri"es peaked at the $eginning o! the de"ade $e!ore $eginning a
dramati" de"line whi"h 3%lminated in a "ollapse in BQL/the third oil
pri"ing "risis pri"es rallied in the -nal years o! the de"ade with o%t
approa"hing the high le&els o! the early/BQLJs as awareness grew o! the
need !or ,oint a"tion among oil prod%"ers
T,! 1226(:
A !o%rth pri"ing was a&erted at the $eginning o! the de"ade on the
o%t$reak o! hostilities in the middle east when a s%dden steep rise in pri"es
on pani"/stri"ken markets was moderated $y o%tp%t in"reases !rom O7E3
mem$ers. 7ri"es then remained relati&ely sta$le %ntil BQQL when there was
a "ollapse in the wake o! the e"onomi" downt%rn in So%th/East Asia.
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L#"ai#$(:
The o2 "ial address o! the NY1E\ head*%arters and trading !a"ili ty is
one North End A&en%e. New York NY BJCLC/BBJB. The "ompany has
additional o2"es in Ho%ston :ashington D.3... D%$ai =ondon and Hong
Kong.
NYME; Di<i(i#$:
@ 3oal
@ 3r%de oil
@ Ele"tri"ity
@ ;asoline@ Heating oil
@ Nat%ral gas
@ 7alladi%m
@ 7latin%m
@ 7ropane
@ Urani%m
F00r! #+ P!r#.!0m Pr#%0"i#$:
The !%t%re o! petrole%m as a !%el remains somewhat "ontro&ersial.
USA today news inCJJF that there were FJ years o! petrole%m le!t in the
gro%nd. Some arg%e that $e"a%se the total amo%nt o! petrole%m is -nite
the dire predi"tions o! the BQIJs ha&e merely $een postponed.
USES OF NATURAL GAS:
@ 7ower generation
@ Domesti" %se
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CHAPTER – III
COMPANY PROFILE
(Oil and Natural GaS)
CHAPTER ) III
COMPANY PROFILE
=Oi. a$% Na0ra. Ga(>
Altho%gh oil was dis"o&ered in Assam in BLG some se&en
years a!ter the -rst oil well in U.S.A was opened in 7ennsyl&ania $y
3ol. Drakes no e+ort was made either lo a%gment Assam prod%"tion
or to en*%ire into its potentialities. (t was only BQGG that the
go&ernment o! (ndia !ormed a dire"torate %nder the ministry o!
nat%ral reso%r"es and s"ienti-" resear"h to in&estigate into the
"o%ntries oil reso%r"es. (n BQG !rom oil and nat%ral gas dire"torate
to !%n"tion e2"iently in the task o! oil e#ploration and prod%"tion. (n
O"to$er BQG the oil and nat%ral gas "orporation was "on&erted intoa stat%tory $ody $y an a"t o! parliament whi"h enhan"ed the powers
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o! the "ommission still !%rther and "on&erted into ON;3 =td. in
Me$r%ary BQQF %nder the (ndian "ompany)s a"t BQ.
ON;3 is ele"ted $y the go&ernment is one o! the
5NARATNAS5 with greater empowerment in de"ision making pro"ess
and also with highest market "apitali'ation ad,%sted as the most
&al%a$le "ompany in the "o%ntry. ON;3 will $e stepping in to its
-!tieth year on BF A%g%st CJJG. Mi&e de"ades o! ON;3 nearly
"oin"ides with the se"ond hal! o! the CJlh "ent%ry / the most
in&enti&e h%ndred years that h%manity has seen.
=ooking $a"k in this hal! ON;3 has $ro%ght together all
a&aila$le s"ienti-" and engineering knowledge and pra"ti"es to
a"*%ire and de&elop J.F per"ent o! the prognosti"ated glo$al
hydro"ar$on reser&es in the (ndian sedimentary $asins to meet the
growing aspirations o! more than BG per"ent o! the world pop%lation
that li&es in (ndia.
The ,o%rney o! ON;3 o&er these years has also $een a tale o!
a "on&i"tion "o%rage and "ommitment whi"h "arried a newly /independent nation away !rom e+orts to re"ogni'e it e"onomi"ally?
Oil and ;as $%siness is di+erent !rom other deterministi"
endea&ors. (n a $road sense it demands e#ploration and
de&elopment o! the Earths s%$ / s%r!a"e / a region where h%mankind
does not li&e $%t !eels "ompelled to e#plore. Engineering within the
Earths s%$ / s%r!a"es is like e#ploring spa"e an ina""essi$le and
%nknown domain.
0%t ON;3 took on the "hallenge to %nderstand the %nknown
to prod%"e petrole%m? to meet the growing energy needs o! the
de&eloping nation to strengthen (ndias e"onomi" !o%ndation.
The se"ond hal! o! the CJ "ent%ry saw ON;3 !%el (ndia to the
glo$al hydro"ar$on map making the "o%ntry "apa$le o! hosting an oil
/ party e&ery day o! a million $arrels o! Oil E*%i&alent.
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ON;3 has esta$lished $illion tones o! (n / pla"e hydro"ar$on
reser&es with more than JJ dis"o&eries o! oil and gas? in !a"t G o%t
o! the prod%"ing $asing ha&e $een dis"o&ered $y ON;36 o%t o! these
(n / pla"e hydro"ar$ons on domesti" a"reages.
E&en in the New E#ploration =i"ensing 7oli"y <NE=7> %shering
in "ompetiti&e regime in the (ndian petrole%m ind%stry ON;3
$elying spe"%lation has esta$lished its "ompetiti&e edge $y ga2ng
GB o%t o! the QJ $lo"ks awarded in the F ro%nds o! "ompetiti&e
$idding o! NE=7.
Owns and operates more than BBJJJ kilometers o! pipelines in
(ndia in"l%ding nearly CJJ kilometers o! s%$ / sea pipelines. No
other "ompany in (ndia operates e&en GJ per"ent o! this ro%te length.
3rossed the landmark o! earning Net 7ro-t e#"eeding Rs BJJJJ
3rore
ON;3 has "ome a long way !rom the day <a !ew years $a"k>
when (ndia and ON;3 did not -g%re on the glo$al Oil and ;as map.
Today ON;3 ;ro%p has BF properties in BJ !oreign "o%ntries. ;oing
$y the in&estments <3ommitted6 USD C.IJL $illion and A"t%al6 USD
B.QJQ $illion> ON;3 is the $iggest (ndian 1%ltinational 3orporation
<1N3>.
FINANCIAL PERFORMANCE
The t%rno&er and pro-t a!ter ta# o! ON;3 3ompany d%ring
CJJI/JL registered an in"rease o! G.IP and .LP respe"ti&ely. Sales
t%rno&er in CJJI/JL Rs. o! JBIJ million <%p !rom Rs.GQBC
million in CJJ/JI> 7ro-t a!ter la# in CJJI/JL Rs o! BIJB
million<%p !rom Rs. BGFCQ million in CJJ/JI>
A&erage "r%de pri"e d%ring CJJI/JL was SGC.QJ$$i <a!ter
dis"o%nt o! C.F[$$l> against SFF.CC[$$l d%ring CJJ/JI? an
in"rease o! CJP Howe&er d%e lo appre"iation o! r%pee against dollar
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per"entage in"rease in reali'ation in r%pee terms was only P o&er
last -s"al "ontri$%tion to E#"he*%er in CJJI/JLRs o! JJCJJ million.
@ Ret%rn on "apital employed GC.JFP
@ De$t e*%ity ratio J.JJB6B
@ Earnings per share <Rs> IL.JQ
@ 0ook &al%e per share Rs.CI
ONGC7S FUTURE PLAN OF ACTIONS:
The "ompany has plan to ind%"t =ow Mre*%en"y A"o%sti" passi&e
Seismi" DM((<(7DS> te"hnology !or dire"t dete"tion o! hydro"ar$ons%sing low !re*%en"y a"o%sti" wa&es passi&e seismi" tomography in
Mrontier 0asin !or pro&iding a detailed /D seismi" &elo"ity and
7oisson ratio model %pper !ew km o! the "r%st. Two R9D pro,e"ts on
mi"ro$ial !ront are $eing taken %p? mi"ro$ial "on&ersion o! hea&y oil
to methane gas and in&estigations on $iogeni" gas so%r"e and
entrapment styles in Krishna/;oda&ari 0asin.
ONGC7( A(("( ?i$(i0!(:
A((!(:
1. 1%m$ai high assets 1%m$ai
5. N eel am 9 Heera asset 1%m$ai
7. 0assein 9 satellite assets 1%m$ai
8. Ahmeda$ad assets Ahmeda$ad
9. Ankleshwar assets Ankleshwar
;. 1ehsana assets 1ehsana
<. Ra,ahm%ndry asset Ra,ahm%ndry
=. Karaikal asset Karaikai
>. Assam assets Na'ira
1?. Trip%ra asset Agartala
Ba(i$(:
1. :estern o+shore $asin. 1%m$ai
5. :estern onshore $asin 0aroda
7. Kg/7g $asin 3hennai
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8. 3%&ery 0asin 3hennai
9. Assam 9 Assam / Arakan 0asin 4orhal
;. 10A $asin and 301 De&elopment 7ro,e"t (3olkata 0okaro
<. Mrotier 0asin Dehrad%n.
P.a$(:
1. Uran7lant Uran
5. Ha'ira 7lant Ha'ira
I$(i0!(:
B. Kesha&a De&a 1ala&iya (nstit%te o! petrole%m E#ploration
<KD1(7E> Dehrad%n.C. (nstit%te o! Drilling Te"hnology <(DT> Dehrad%n.
. (nstit%te o! Reser&oir St%dies <(RS> Ahemada$ad.
F. (nstit%te o! Oil 9 ;as 7rod%"tion Te"hnology <(O;7T> Na&i
1%m$ai
G. (nstit%te o! Engineering 9 O"ean Te"hnology <(EOT> Na&i
1%m$ai
. ;eo/data pro"essing 9 (nterpretation 3enter <;EO7(3>
Dehrad%n
I. (nsti t%te o! 7etrole%m Sa!ety Health 9 En&ironment
1anagement <(7SHE1> ;oa
L. (nstit%te o! 0io/te"hnology 9 ;eo/le"toni"s St%dies <(N0(;S>
4orhat
Q. S"hool o! 1aintenan"e 7ra"ti"es <S17> adodara
BJ. 3enter !or E#"ellen"e in :ell =ogging <3E:=> adodara
BB. Regional Training (nstit%tes <RT(s> Na&i 1%m$ai 3hennai
Si&asagar.
RAJAHMUNDRY ASSET:
Oil and Nat%ral ;as 3orporation =imited <ON;3> <in"orporated on C
4%ne BQQ> is an (ndian p%$li" se"tor petrole%m "ompany. (t is a Mort%ne
;lo$al GJJ "ompany ranked BGCnd and "ontri$%tes IIP o! (ndias "r%de oil
prod%"tion and LBP o! (ndias nat%ral gas prod%"tion. (t is the highest pro-t
making "orporation in (ndia. (t was set %p as a "ommission on BF A%g%st
BQG. (ndian go&ernment holds IF.BFP e*%ity stake in this "ompany.
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ON;3 is one o! Asias largest and most a"ti&e "ompanies in&ol&ed in
e#ploration and prod%"tion o! oil. (t is in&ol&ed in e#ploring !or and
e#ploiting hydro"ar$ons in C sedimentary $asins o! (ndia. (t prod%"es
a$o%t JP o! (ndias "r%de oil re*%irement. (t owns and operates more than
BBJJJ kilometers o! pipelines in (ndia.
LOGO:
VISION:
To $e a world "lass Oil 9 ;as 3ompany (ntegrated in energy $%siness
with dominant (ndian leadership and glo$al presen"e.
MISSION 9ORLD CLASS
Dedi"ated to e#"ellen"e $y le&eraging "ompetiti&e ad&antages in R9D
and te"hnology with in&ol&ed people.
(m$i$e high standards o! $%siness ethi"s and organi'ational &al%es.
A$iding "ommitment to health sa!ety and en&ironment to enri"h *%ality
o! "omm%nity li!e.
Moster a "%lt%re o! tr%st openness and m%t%al "on"ern to make working a
stim%lating 9 "hallenging e#perien"e !or o%r people.
Stri&e !or "%stomer delight thro%gh *%ality prod%"ts and ser&i"es.
INTEGRATED IN ENERGY BUSINESS
Mo"%s on domesti" and international Oil 9 ;as e#ploration and prod%"tion
$%siness opport%nities.
7ro&ide &al%e linkages in other se"tors o! energy $%siness.
3reate growth opport%nities and ma#imi'e shareholder &al%e.
HR Vi(i#$: To attain Organi'ational e#"ellen"e $y de&eloping and inspiring
the tr%e potential o! "ompany)s h%man "apital and pro&iding opport%nities
!or growth well $eing and enri"hment
HR Mi((i#$: To "reate a &al%e and knowledge $ased organi'ation $y
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in"%l"ating a "%lt%re o! learning inno&ation and team working and aligning
$%siness priorities with aspiration o! employees leading to a de&elopment o!
an empowered responsi&e and "ompetent h%man "apital.
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HR O@!"i<!(:
To de&elop and s%stain "ore &al%es.
To de&elop $%siness leaders !or tomorrow.
To pro&ide ,o$ "ontentment thro%gh empowerment a""o%nta$ility and
responsi$ility.
To $%ild and %pgrade "ompeten"ies thro%gh &irt%al learning opport%nities
!or growth and pro&iding "hallenges in the ,o$.
To !oster a "limate o! "reati&ity inno&ation and enth%siasm.
To enhan"e the *%ality o! li!e o! employees and their !amily.
To in"%l"ate higher %nderstanding o! ]Ser&i"e) to a greater "a%se.
P!r+#rma$"!: 668&662
Highest le&el o! (nitial (n/pla"e hydro"ar$ons &ol%me in last two de"ades
!rom domesti" -eld?
Highest a""retion o! Ultimate reser&es in last BL years !rom domesti"
-elds?
T%rn o&er and Net :orth re"orded new highs?
The Net 7ro-t o! Rs. BBC "r marginally lower than the pre&io%s year
<BIJB "r> was despite s%pporting downstream oil 7SU)s with the higheste&er o! s%$sidy dis"o%nt o! Rs. CLCCG "r. <Against Rs.CC JJB "r in MY)JL>.
C#r'#ra! r!"#/$ii#$( a$% A*ar%(:
G.#@a.:
ON;3 is the only "ompany !orm (ndia to -g%re in the elite list o! FJ
"ompanies o%t o! Mort%ne ;lo$al GJJ "ompanies list o! CJJQ $ased on
@Ret%rn on Re&en%e and @Ret%rn on Assets.
ON;3 o""%pies BGCnd rank in the Mor$es ;lo$al CJJJ list CJJQ o! the
world)s $iggest "ompanies F not"hes higher than last year)s rank o! BQLth
$ased on the sales pro-t assets and market "apitali'ation.
ON;3 has $een ranked as the most &al%a$le (ndian 7SU $ased on market
"apitali'ation.
ON3; has $een ranked as No.B 0l%e 3hip "ompany o! (ndia in the Minan"e
Asia BJJ =ist o! CJJQ with highest aggregate net pro-t !or the period CJJ
CJJL? No.BJ among Asia "ompanies
Ranked Crd among the ;lo$al 7%$li"ly listed energy "ompanies as per
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@7M3 Energy GJ list.
Nai#$a.:
1ost &al%a$le (ndian 7SU @0%siness Today
Ranked rd in the 0%siness :orld Real GJJ s%r&ey list o! the (ndian
"ompanies on the s%m o! total assets and total in"ome o! a "ompany
Se"%red three o%t o! eight 7etro!ed Awards CJJL instit%ted $y 7etrole%m
Mederation on (ndia !or per!orman"e d%ring CJJI/JL
@Enterprise E#"ellen"e Award in re"ognition o! e#"ellent "orporate
per!orman"e instit%ted $y (ndian (nstit%tion o! (nd%strial Engineers 1ay
CJJL
Awarded the -rst Dalal street (n&estment 4o%rnal<DS(4> 7SU Award CJJQ !or
the "ategory Highest 7ro-t making Enterprise !or the MY)CJJI/JL <1ar"h
CJJQ>
ON;3 and 1R7= ha&e won si# @Oil ind%stry sa!ety Awards o! the year
CJJL/JQ
ON;3 has $een "on!erred with the ;olden 7ea"o"k award !or 3orporate
;o&ernan"e $y the :orld "o%n"il o! "orporate ;o&ernan"e =ondon/ O"to$er
]JQ
ON;3 $agged the "o&eted ;old Award in the Oil and ;as "ategory o! the@Dainik 0haskar (ndia 7ride Awards !or E#"ellen"e in 7SU)s BJ O"to$er
CJJQ
HISTORY OF RAJAHMUNDRY ASSET:
Ra,ahm%ndry Asset and K; 0asin erstwhile K; 7ro,e"t is a ma,or work
"entre in So%thern Region o! ON;3. The K; $asin "o&ering an area o!
CLJJJ S*. Km on land and CFJJJ S*.Km o+shore is %ni*%e on in the sense
that the hydro"ar$ons are dis"o&ered in the geologi"ally oldest <CGJ 1illion
years> to yo%ngest <G 1illion years> sediments and also !rom $oth on land
and o+shore parts o! the $asin. The $asin has %n"on&entional reser&oirs o!
!ra"t%red &ol"ani" ro"ks like $asalt in Ra'ole 1%mmidi&aram and o!
=imestone)s in Kaikal%r. (ts ;eologi"al and ;eophysi"al s%r&eys were
initiated in the year BQGQ and BQJ respe"ti&ely.
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Mirst e#ploratory drilling "ommen"ed in the $asin at Narsap%r B in
BQIQ. Mirst o+ shore well ;/B /B was drilled in BQLJ at a water depth o!
CGJm prod%"ed oil. (t has deepest onland well at 0ha&ade&arapalli B
<GJJBm> and deepest o+shore well at ;S/ BB/B <FBBm>. 1a#im%m press%re
gradient re"orded at C.B 1:E in Tatipaka B with FGJ m and 0HT re"orded
at BLIJ in Amalap%ram B. Oil prod%"tion and on land "ommer"ial
prod%"tion o! gas started in BQLL.
The !ollowing are the salient !eat%res o! the Ra,ahm%ndry Asset.
Ra,ahm%ndry Asset is operating and handling prod%"tion $oth in
onshore as
well as in O+shore.
Ra,ahm%ndry Asset is the only Asset in ON;3 that manages
operations in $oth %pstream and downstream se"tor.
Tatipaka 1ini Re-nery <(SOBFJJB> is the -rst o! its kind in ON;3
whi"h is operating in this Asset.
D%ring the last -&e years oil and gas prod%"tion has in"reased $y
F.G times and C times respe"ti&ely.
Mo%rteen prod%"tion installations ha&e $een identi-ed !or o$taining
(SO BFJJ "erti-"ation d%ring the year till now. Ra,ahm%ndry Asset is maintaining 0S9:^J.JIP against a target o!
BP.
Re"on"iliation losses are $ro%ght down to less than BP.
Re"ei&ed ;reente"h Sa!ety E#"ellen"e Award !or Tatipaka Re-nery.
9i$/( #+ ,! 9#r "!$!r:
B. Administrati&e O2"e / ;oda&ari 0ha&an Ra,ahm%ndry.
C. Dowleshwaram :orkshop < Km>.
. Narsap%r S%$/o2"e <QJ Km>.
F. Kakinada O+shore S%pply 0ase <J Km>.
G. i'ag =iaison O2"e <CJB Km>.
. Hydera$ad 1arketing Di&ision <GJB Km>.
I. Tatipaka Re-nery <QJ Km>.
L. Mield I Rigs and BQ (nstallations.
MAN PO9ER SUMMARY OF RAJAHMUNDRY ASSET:
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CLASS ) I EB BQI EC BIQ E BCC EF CFF EG CBI E F EI Q EL B EQ C
TOTA= 1613 <E\E3UT(E 3ATE;ORY>
CLASS ) II BGF TOTA= 13 UN(ON(SED 3ATE;ORY OM E17=OYEES <as on
date> So%r"e6 7rimary data "olle"ted !rom e#ternal g%ide
CLASS ) III AB B AC BC A AF B TOTA= <ASS(STANT> 34
SB I SC BQ S G TOTA= <SU7ER(SORY> B
CLASS ) IV :B CG :C BCQ : B :F B :G I : G TOTA= 158
TOTAL <3BX3CX3X3F > 133 3
DEPARTMENTS:
The Departments in the ON;3 are a"knowledged as ser&i"es. There are
mainly se&en ser&i"es in the Ra,ahm%ndry asset. They are again di&ided
into di+erent s%$ ser&i"es $ased on their work.
They areB. Engineering ser&i"es
C. Drilling ser&i"es
. =ogging ser&i"es
F. :ell ser&i"es
G. S%pport ser&i"es
. S%r!a"e team
I. S%$ s%r!a"e team
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CHAPTER& IV
CONCEPTUAL FRAME
9OR
=J#@ Sai(+a"i#$>
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CHAPTER& IV
CONCEPTUAL FRAME 9OR
=J#@ Sai(+a"i#$>
@Employee 4o$ satis!a"tion generates a !eeling o! well $eing and
$elongingness with the organi'ation. The greater tr%th is the !a"t that in a
glo$ally "ompetiti&e en&ironment it is an e+e"ti&e tool that "an impro&e
prod%"ti&ity and "onse*%ently impa"t the $ottom line o! the "ompany.
Employee insight is key to any HR program. Knowledge satis!a"tion
and e#pe"tations need to $e meas%red in order to de&elop the organi'ation
prepared !or tomorrow. A strong and satis!a"tion s%r&ey ena$les the
organi'ation to retain and de&elop the $est talents. (ntelligent de"isions are
the key to organi'ation)s s%""ess. Hen"e the need to a"*%ire a""%rate and
timely in!ormation on the satis!a"tion le&el in the organi'ation $e"omes a
ne"essity to make e+e"ti&e de"isions in these iss%es and it has to "ome
!rom the employees themsel&es.
H%man reso%r"es are on ma,or !a"tors o! prod%"tion. (t is h%man
asset whi"h "on&ert the &ario%s reso%r"es in to the prod%"tion reso%r"es. (t
has immense potentialities and it only h%man reso%r"es whi"h appre"iate
with time whereas all other reso%r"es %ndergo the pro"ess o! depre"iation.
S%""ess o! an organi'ation mainly depends on the *%ality o! manpower and
its per!orman"e. (n early days h%man reso%r"e was not taken as an
important !a"tor o! prod%"tion.
The emergen"e o! Trade Union and their grad%al "olle"ti&e power
!or"ed some entreprene%rs to gi&e some distri"t !eat%re o! h%man side $y
prod%"tion. The -rst among the entreprene%rs who had "ontri$%ted in the
de&elopment o! h%man side o! prod%"tion was Ro$ert Owen and English
H%manist. He took a gen%ine interest in the wel!are o! the workers.
A"hie&ement theory is well a""epted too.
The great @Hawthorne St%dy @$y Elton 1ayo)s and "olleag%es
re&ealed that the e+e"ti&eness o! any organi'ation depends %pon the
*%ality o! the relationship among the personnel and so"ial needs o! employees are &ery important and that "on"entration $y management
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e#"l%si&ely on prod%"ti&ity material and en&ironmental iss%e will to $e a
sel!/de!e"ting aim. Hen"e the management m%st gi&e more emphasis on
the h%man side and their proper %tili'ation.
JOB SATISFACTION:
4o$ satis!a"tion is one o! the most di2"%lt "on"epts to meas%res in
the -eld o! organi'ational $eha&ior. There are two e#treme points o! &iew
within whi"h one may "hose a !ramework !or the st%dy o! satis!a"tion. One
&iew is to ass%re that satis!a"tion is a totality or %nitary "on"ept
representing a state o! mind in the indi&id%al whi"h has no single re!erent.
This is not to say that satis!a"tion or the indi&id%als o&erall !eeling o!
"ontent or dis"ontent in a parti"%lar so"ial "onte#t is %nreal. This
indi&id%als satis!a"tion or dissatis!a"tion is determined $y his total sit%ation
at work and at home in e&ery aspe"t o! his li!e. Dissatis!a"tion in one aspe"t
o! li!e say work still o&er and $e"ome dissatis!a"tion in another.
4o$ satis!a"tion is de-ned as the pleas%ra$le emotional state
res%lting !rom the appraisal o! ones ,o$ as a"hie&ing or !a"ilitating the
a"hie&ement o! ones ,o$ &al%es5. (n "ontrast ,o$ dissatis!a"tion is de-nedas the %npleas%ra$le emotional state res%lting !rom the appraisal o! ones
,o$ as !r%strating or $lo"king the attainment o! ones ,o$ &al%es or as
entailing dis&al%es. Howe&er $oth satis!a"tion and dissatis!a"tion were
seen as a !%n"tion o! the per"ei&ed relationship $etween what on
per"ei&es it as o+ering or entailing.
0e!ore *%oting pop%lar de-nitions on ,o$/satis!a"tion it is %se!%l to
highlight its important aspe"ts. There are three important dimensions to 4o$satis!a"tion6
B. 4o$ satis!a"tion re!ers to ones !eeling towards ones ,o$. (t "an only
$e in!erred $%t not seen.
C. 4o$ satis!a"tion is o!ten determined $y how well o%t"omes meet or
e#"eed e#pe"tations. Satis!a"tion in ones ,o$ means in"reased
"ommitment in the !%l-llment o! !ormal re*%irements. There is
greater willingness to in&est personal energy and time in ,o$
per!orman"e
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. The terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly.
0oth re!er to e+e"ti&e orientations on the part o! indi&id%als towards
their work roles whi"h they are presently o""%pying. 7ositi&e
attit%des towards the ,o$ are "on"ept%ally e*%i&alent to ,o$/
satis!a"tion and negati&e attit%des towards the ,o$ indi"ate ,o$/
orientations.
Tho%gh the terms ,o$/satis!a"tion and attit%des are %sed
inter"hangea$ly there are di+eren"es $etween the two. Attit%des as was
mentioned earlier re!er to predisposition to respond. 4o$/satis!a"tion on
the other hand relates to per!orman"e !a"tors. Attit%des re8e"t ones
!eeling towards indi&id%als organi'ations and o$,e"ts. 0%t satis!a"tion
re!ers to ones attit%de to a ,o$ employee satis!a"tion is there!ore a
spe"i-" s%$set o! attit%des.
DEFINITION OF JOB SATISFACTION
There are a n%m$er o! de-nitions o! 4o$ Satis!a"tion. 4o$ Satis!a"tion
has $een most aptly de-ned $y P!(#$!! <BQI> as ,o$ management
personal ad,%stment and so"ial relations. 1orse <BQG> "onsiders 4o$Satis!a"tion as dependent %pon ,o$ "ontent identi-"ation with the
"ompany -nan"ial and ,o$ stat%s and pride in gro%p per!orman"e.
Si$"! <BQGL> has opined that 4o$ Satis!a"tion is essentially related to
h%man needs and their /!%l-llment thro%gh work. (n !a"t 4o$ Satis!a"tion is
generated $y indi&id%al per"eptions.
4o$ satis!a"tion re!ers to a persons !eeling o! satis!a"tion on the ,o$
whi"h a"ts as a moti&ation to work not the sel!/satis!a"tion happiness or
sel!/"ontentment $%t the satis!a"tion on the ,o$.
4o$ satis!a"tion $y HOPPOC is an 5Any "om$ination o!
psy"hologi"al physiologi"al and en&ironmental "ir"%mstan"es that "a%se a
person tr%th!%lly to say ( am satis-ed with $y ,o$.
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SOURCES OF JOB SATISFACTION
Se&eral ,o$ elements "ontri$%te to 4o$ Satis!a"tion. The most
important amongst them are wage str%"t%re nat%re o! work promotion
"hanges and *%ality o! s%per&ision work gro%p and working "onditions. /
9a/!(:
:ages play a signi-"ant role in in8%en"ing ,o$ satis!a"tion. This is
$e"a%se o! two reasons. Mirst money is an important instr%ment in !%l-lling
ones needs? and two employees o!ten seen pay as a re8e"tion o!
managements "on"ern !or them.
Nat%re o! work
1ost employees "ra&e intelle"t%al "hallenges on ,o$s. They tend to
pre!er $eing gi&en opport%nities to %se their skills and a$ilities and $eing
o+ered a &ariety o! tasks !reedom and !eed$a"k on how well they are
doing. These "hara"teristi"s make ,o$s mentally "hallenging . 4o$ that ha&e
too little "hallenge "reate $oredom.
Pr#m#i#$(:7romotional opport%nities a+e"t ,o$/satis!a"tion "onsidera$ly. The
desire !or promotion is generally strong among employees as it in&ol&es
"hange in ,o$ "ontent pay responsi$ility independen"e stat%s and the like.
(t is no s%rprise that the employee takes promotion as the %ltimate
a"hie&ements in his "areer and when it is reali'ed he !eels e#tremely
satis-ed.
S0'!r<i(i#$:
There is a positi&e relationship $etween the *%ality o! s%per&ision
and 4o$ Satis!a"tion. S%per&isors who esta$lish a s%pporti&e personal
relationship with s%$ordinates and take a personal interest in them
"ontri$%te to their employee satis!a"tion.
9#r /r#0':
The work gro%p does ser&e as a so%r"e o! satis!a"tion to indi&id%al
employees. (t does so primarily $y pro&iding gro%p mem$ers with
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opport%nities !or intera"tion with ea"h other. (t is well/known that !or many
employees work -lls the need !or so"ial intera"tion.
9#ri$/ C#$%ii#$(:
:orking "onditions that are "ompati$le with an employees physi"al
"om!ort and that !a"ilitate doing a good ,o$ "ontri$%te to ,o$/satis!a"tion.
Temperat%re h%midity &entilation lighting and noise ho%rs o! work
"leanliness o! the work pla"e and ade*%ate tools and e*%ipment are the
!eat%res whi"h a+e"t ,o$/satis!a"tion.
DETERMINANTS OF JOB SATISFACTION:
:hile analy'ing the &ario%s determinants o! ,o$ satis!a"tion we ha&e
to keep in mind that 6 all indi&id%als do not deri&e the same degree o!
satis!a"tion tho%gh they per!orm the same ,o$ en&ironment and at the
same time. There!ore it appears that $esides the nat%re o! ,o$ and ,o$
en&ironment there are indi&id%al &aria$les whi"h a+e"t ,o$ satis!a"tion.
Th%s all those !a"tors whi"h pro&ide a -t among indi&id%al &aria$les
nat%re o! ,o$ and sit%ational &aria$les determine the degree o! ,o$
satis!a"tion. =et %s see what are these !a"tors are6
Si0ai#$a. <aria@.!(: Si0ai#$a. <aria@.!( r!.a!% # J#@
Sai(+a"i#$ a( +#..#*(:&
(. 9#ri$/ "#$%ii#$(:
:orking "onditions that are "ompati$le with an employees physi"al
"om!ort and that !a"ilitate dong a good ,o$ "ontri$%tes to ,o$/satis!a"tion.
Temperat%re h%midity &entilation lighting and noise ho%rs o! work
"leanliness o! the work pla"e and ade*%ate tools and e*%ipment are the
!eat%res whi"h a+e"t ,o$/satis!a"tion.
((. S0'!r<i(i#$:
There is a positi&e relationship $etween the *%ality o! s%per&ision
and 4o$ Satis!a"tion. S%per&isors who esta$lish a s%pporti&e relationship
with s%$ordinates and take a personal interest in them "ontri$%te to their
employee satis!a"tion.
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III. E0ia@.! r!*ar%(:
Employees are more satis-ed when they !eel they are rewarded !airly
!or the work they do. (! the reward per"ei&ed the ,o$ per!orman"e and
e*%ita$le it o+ers higher satis!a"tion. (! the reward per"ei&ed is to $e $ased
on "onsideration other than the ,o$ per!orman"e it o+ers ,o$ dissatis!a"tion.
I. O''#r0$iy +#r 'r#m#i#$:
7romotional opport%nities a+e"t 4o$ Satis!a"tion "onsidera$ly. The
desire !or promotion is generally strong among employees as it in&ol&es
"hange in ,o$ "ontent pay responsi$ility independen"e stat%s and the
like. (t is not s%rprise that the employee takes promotion as the %ltimate
a"hie&ement in his "areer and when it is reali'ed he !eels e#tremely
satis-ed.
. 9#r/r#0':
(ndi&id%al work in gro%p either "reated !ormally or they de&elop their
own seek emotional satis!a"tion at the work pla"e. To an e#tent s%"h
gro%ps are "ohesi&e? the degree o! satis!a"tion is high. (! the gro%p is not
"ohesi&e the satis!a"tion is low.
THEORIES OF JOB SATISFACTION
1. F0...m!$ ,!#ry:
(t is the satis!a"tion in terms o! rewards a person re"ei&es or the e#tent
lo whi"h his needs are satis-ed. The ,o$ satis!a"tion as o$ser&ed $y
willing is not only a !%n"tion o! that what a person re"ei&e $%t also when he
!eels he sho%ld re"ei&es as there will $e "onsidera$le di+eren"e in the
a"t%al and e#pe"tations o! persons. Th%s ,o$ satis!a"tion "annot $e
regarded as merely a !%n"tion o! how m%"h a person re"ei&es !rom his ,o$.
Another important !a"tor&aria$le that sho%ld $e in"l%ded to predi"t
,o$ satis!a"tion a""%rately is the strength o! the indi&id%al desire o! his le&el
o! aspiration in parti"%lar areas. This led to the de&elopment o! the
dis"repan"y theory o! ,o$ satis!a"tion.
5. Di("r!'a$"y T,!#ry:
(n this theory it dis"%s that the satis!a"tion is the !%n"tion o! what a
person a"t%ally re"ei&es !rom his ,o$ sit%ation and what he thinks he sho%ld
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re"ei&e or what he e#pe"ts to re"ei&es. :hen the a"t%al satis!a"tion
deri&ed is less than e#pe"ted satis!a"tion it res%lts in dissatis!a"tion.
The 4o$ Satis!a"tion and dissatis!a"tion are !%n"tions o! the
per"ei&ed relationship $etween what one wants !rom ones ,o$ and what
one per"ei&es it is o+ering this led to the de&elopment o! e*%ity theory o!
4o$ Satis!a"tion.
7. E0iy ,!#ry:
(t !o"%ses that the persons satis!a"tion is determined $y his per"ei&ed
e*%ity whi"h in t%rn is determined $y his inp%t/o%tp%t $alan"e "ompared to
his 3omparison o! others inp%t/o%tp%t $alan"e. (np%t/o%tp%t $alan"ed is the
per"ei&ed ratio o! what a person re"ei&es !rom his ,o$ relati&e to what he
"ontri$%tes to the ,o$.
The %nder and o&er rewards leads to dissatis!a"tion while the %nder
reward "a%ses !eeling o! %n!air treatment o&er reward lead to !eeling o!
g%ilt and dis"om-t.
8. T*# +a"#r ,!#ry:
Ma"tors s%"h as a"hie&ement re"ognition responsi$ility et" re satis-es the
presen"e o! whi"h "a%ses satis!a"tion $%t their a$sen"e does not res%lt indissatis!a"tion. Ma"tors s%"h as salary s%per&ision working "ondition et".
are dissatis!y the a$sen"e whi"h "a%ses dissatis!a"tion. Their presen"e
howe&er does not res%lt in ,o$ satis!a"tion.
A!"ANTAGES OF #O$ SATISFACTION
B. $#*.!%/! #+ G!$!ra. L!<!. #+ Sai(+a"i#$:
A st%dy o! ,o$ satis!a"tion gi&es the management knowledge o! general
le&el o! satis!a"tion among the workers o! the "ompany. The st%dy may $e
made with re!eren"e to a parti"%lar s%$,e"t and a parti"%lar gro%p o!
employees. (t tells how employees !eel a$o%t their ,o$ and a$o%t the
organi'ation what part o! their !eelings need attention and whose !eelings
are in&ol&ed et". S%"h st%dy is a power!%l diagnosis instr%ment o! looking at
employees pro$lems.
C. A.. r#0$% "#mm0$i"ai#$:
The 8ow o! "omm%ni"ation is in all dire"tion a i.e. %pward downward andlateral $e"a%se s%"h s%r&eys are planned taken %p and dis"%ssed. :hen
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we en"o%rage the workers to e#plain what is in their minds %pward
"omm%ni"ation may $e !r%it!%l.
Im'r#<!% ai0%!(:
The attit%des o! workers are impro&ed thro%gh ,o$ satis!a"tion st%dy. (t a"tsas a sa!ety &al%e releases ones emotions $y e#pressing them d%ring the
"o%rse o! s%r&ey. Th%s ,o$ satis!a"tion st%dy to an e#pression o!
management interest in employee wel!are whi"h gi&es employees a $etter
!eeling towards management.
3 D!!rmi$i$/ Trai$i$/ N!!%(:
(t determines the training needs o! the employees and the s%per&isors. (t
"an $e well esta$lished in the so%r"e o! s%r&ey in what areas the employees
are dissatis-ed or not satis-ed. (t helps the management to determine
whether employees or s%per&isors need training and in whi"h -eld so that
the management may arrange !or the training.
B!$!( # U$i#$(:
E#e"%ti&es and %nion o2"e $earers dis"%ss a$o%t the &ario%s wants o! the
employees %nion rare oppose the s%r&ey res%lts and in most o! the "ases
s%pport them espe"ially when they know that they will share the res%lts.
HR POLICIES AND PRACTICES RELATED TO EMPLOYEE JOB
SATISFACTION:
1 Or/a$iai#$ %!<!.#'m!$
Shared mission or &ision6 (n many organi'ations employee doesn)t
know what is mission &ision o$,e"ts. 0%ilding a "orporate "%lt%re that
re*%ires employees to $e an integral part o! the organi'ation "an $e an
e+e"ti&e way o! getting the most !rom the talents or "ompeten"ies $ro%ght
to the organi'ation $y ea"h employee.
Meed$a"k programs6 These programs will help organi'ation what is
opinions o! their employees.
9#r i(!.+
Yo% "an in"rease ,o$ satis!a"tion $y
4o$ rotation
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4o$ enlargement6 knowledge enlargement task enlargement.
4o$ enri"hment
C#m'!$(ai#$ a$% @!$!(
7oli"ies o! "ompensation and $ene-ts are most important part o!
organi'ation. 0%t yo% sho%ld $%ild yo%r poli"ies at @s%ita$ility not @the
$est.
3 A''rai(a. 'r#/ram
Yo% sho%ld $%ild the proper e&al%ation and !air and en"o%rage
employees per!orm work.
R!.ai#$(,i' *i, (0'!r<i(#r(Relationship with management is the key !a"tor o!ten happen
dissatis!a"tion o! employees. The "ompany sho%ld ha&e poli"ies to6
1anagement m%st $e !air treated with sta+.
Ready to help them.
M%ll training !or sta+
Ready to listen and respond to employee.
5 Pr#m#i#$( a$% "ar!!r %!<!.#'m!$
De&elop programs to promote all titles in the organi'ation.
De&elop training programs !or employees
0%ild programs !or "areer de&elopment o! ea"h title.
4 B0i.% "#r'#ra! "0.0r!
0%ild "hannel o! "omm%ni"ation in organi'ation
Relationship with "oworkers
0%ild sharing "%lt%re.
8 9#ri$/ "#$%ii#$ a$% !$<ir#$m!$
0%ild o""%pational health and sa!ety program.
2 Im'r#<!m!$ 'r#/ram( #+ !m'.#y!! (ai(+a"i#$
HR department m%st ha&e the monitoring methods !or impro&ement
programs
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o! employee satis!a"tion. 1any organi'ations ,%st do appraisal o!
employee
satis!a"tion $%t not pay attention to role o! monitoring.
0%ild sol%tions to impro&e satis!a"tion
Training all le&el o! management a$o%t the importan"e o! satis!a"tion
and
methods to in"rease satis!a"tion.
16 Em'.#y!!( @y ,!m (!.+
Hiring the right employees
3learly de-ned and "omm%ni"ated employee e#pe"tations.
97T,! Em'.#y!! #@ Sai(+a"i#$ S0r<!y Pr#"!(( )
F.#*",ar
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98
DefineObjectives
Derive the Sample andBreakup
Design of structuredQuestionnaire
Determine the sample size andSampling Technique
Revision ofQuestionnaire
nal!sis of collected data using"#cel
Distribution of final revisedQuestionnaire
$easurement of required result
%r esentation of r equir ed results to the top management
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CHAPTER & V
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DATA ANALYSIS
INTERPRETATION
Ta@.! N#: 1
:orking ho%rs are "on&enient !or me
7er"ent
Strongly agree I.G
Agree CL.IG
Neither agree nor disagree BL.IG
Disagree BC.G
Strongly disagree C.G
TOTA= BJJ
3HART B
I$!r'r!ai#$K
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Mrom the a$o&e "hart and ta$le it is "learly e&ident that I.GP o! the
respondents strongly agree that working ho%rs are "on&enient !or
them and CL.IGP agree? while BL.IGP respondents are ne%tral and
BC.GP disagree with the working ho%rs and C.GP are strongly against
working ho%r)s "on&enien"e
Ta@.! N#:
( am happy with my work pla"e
7ER3ENTStrongly agree B.CG
Agree I.GNeither agree nor disagree CJDisagree I.GStrongly disagree .IG
TOTA= BJJ
3hart C
I$!r'r!ai#$:
Mrom the a$o&e ta$le it is "lear that B.CGP respondents stronglyagree and I.GP respondents agree that they are happy with their
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work pla"e? while only CJP disagreed and I.GP ha&e no idea towards
their work pla"e.
Ta@.! N#:
( !eel ( ha&e too m%"h work to do
7ER3ENTStrongly agree BC.GAgree B.IGNeither agree nor disagree CGDisagree B.CGStrongly disagree BI.G
BJJ3hart
I$!r'r!ai#$:
Mrom the a$o&e it is *%ite "lear that the work load is not high
B.CGP o! the respondents disagreed with the *%estion ( !eel ( ha&e
too m%"h work and another BI.GP strongly disagreed CGP admits
they ha&e too m%"h work and ha&e no idea towards this *%estion.
Ta@.! N#: 3
Sa!ety meas%res pro&ided $y the "ompany
7ER3ENT
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Strongly agree GAgree C.CGNeither agree nor disagree CC.GDisagree BJStrongly disagree .CG
TOTA= BJJ
3HART F
I$!r'r!ai#$:
Mrom the a$o&e it is e&ident that the sa!ety meas%res
pro&ided $y the organi'ation are good as GP respondents rating
Strongly Agree and C.CGP respondents agree? while only BJP 9
.CGP disagreed and CC.GP neither agreed nor disagreed towards
Sa!ety meas%res pro&ided $y the "ompany.
TABLE NO
1y relationship with my s%per&isor is "ordial
7ER3ENT
strongly agree CGAgree L.IG
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Neither agree nor disagree BI.GDisagree BC.GStrongly disagree .CG
TOTA= BJJ
3HART G
I$!r'r!ai#$:
Mrom the a$o&e it is "lear that relationship $etween the
employees and their s%per&isors are "ordial as CGP o! respondents
strongly agreed and L.IGP agreed while only BC.GP disagreed and
.CGP o! respondents ha&e neither agreed nor disagreed.
TABLE NO 5
1y s%per&isor is not partial
7ER3ENTStrongly agree CI.GAgree CL.IGNeither agree nor disagree BL.IGDisagree BC.GStrongly disagree BC.G
TOTA= BJJ
CHART 5
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I$!r'r!ai#$:
Mrom the a$o&e it is e&ident that the s%per&isors are not
partial to their employees as CI.GP strongly agreed and CL.IGP
agreed to the *%estion while BC.GP disagreed and BL.IGP o! the
respondents strongly disagreed this le&el is *%ite high "ompared to
other *%estions.
TABLE NO 4
1y s%per&isor "onsiders my idea too while taking de"ision
7ER3ENTstrongly agree CGAgree GJNeither agree nor disagree BC.GDisagree I.GStrongly disagree G
TOTA= BJJ
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3HART I
I$!r'r!ai#$:
Mrom the a$o&e it is "lear that CG and GJP o! the respondents
agreed that s%per&isors "onsider their employees ideas also and only
I.GP disagreed and BC.GP o! respondents neither agreed nor
disagreed.
TABLE NO 8
(m satis-ed with the s%pport !rom my "o/workers
7ER3ENTStrongly agree CC.GAgree GJNeither agree nor disagree BC.GDisagree BJStrongly disagree G
TOTA= BJJ
CHART 8
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I$!r'r!ai#$:
Mrom the a$o&e it is "lear that relationship with "o/workers) is*%ite good as nearly GJP o! the respondents agree that they are
satis-ed with s%pport !rom "o/workers and only BJP disagreed and
BC.GP o! respondents ha&e no answer to this.
TABLE NO 2
7eople here ha&e "on"ern !rom one another and tend to help one another
7ER3ENTstrongly agree BC.GAgree GJNeither agree nor disagree BL.IG
Disagree BC.GStrongly disagree .CG
TOTA= BJJ
CHART 2
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I$!r'r!ai#$:
Mrom the a$o&e it is "lear that people in this organi'ation ha&e
"on"ern o&er ea"h other as BC.GP strongly agreed and GJP agreed
while only BC.GP disagreed and BL.IGP o! respondents neither
agreed nor disagreed.
TABLE NO 16
(m satis-ed with the re!reshment !a"ilities
7ER3ENTStrongly agree BL.IGAgree CG
Neither agree nor disagree B.CGDisagree CJStrongly disagree G
TOTA= BJJ
CHART 16
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I$!r'r!ai#$:
Mrom the a$o&e it is "lear that BL.IGP o! employees are
strongly satis-ed with the re!reshment !a"ilities o+ered $y the
"ompany as CJP o! respondents disagreed and GP strongly
disagreed while only B.CGP neither agreed nor disagreed and only
CGP o! respondents agreed.
TABLE NO 11
:e are pro&ided with the rest and l%n"h room and they are good
7ER3ENTstrongly agree BGAgree F.IGNeither agree nor disagree CC.GDisagree BGStrongly disagree .IG
TOTA= BJJ
CHART 11
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I$!r'r!ai#$:
Mrom the a$o&e it is *%ite e&ident that .IGP o! the
respondents strongly disagreed and BGP o! the respondents
disagreed while only CC.GP neither agreed nor disagreed and
F.IGP o! the respondents are satis-ed with the rest and l%n"h room
pro&ided.
TABLE NO 1
The parking spa"e !or o%r &ehi"les are satis!a"tory
7ER3ENTStrongly agree G
Agree I.GNeither agree nor disagree BGDisagree I.GStrongly disagree G
TOTA= BJJ
CHART 1
;;
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I$!r'r!ai#$:
Mrom the a$o&e ta$le it is "lear that respondents are not
satis-ed with the parking !a"ilities pro&ided $y the "ompany as GP
o! respondents strongly disagreed and I.GP o! respondents
disagreed and only I.GP o! respondents are satis-ed with the
parking !a"ilities and BGP ha&e neither agreed nor disagreed.
Ta@.! $# 1
( !ell (m paid a !air amo%nt !or the work i do
7ER3ENTstrongly agree BL.IGAgree GJNeither agree nor disagree BL.IGDisagree L.IGStrongly disagree .IG
TOTA= BJJ
C,ar 1
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I$!r'r!ai#$:
Mrom the a$o&e it is e&ident that the respondents are satis-ed
with their salary as BL.IGP agree and FL.IGP strongly agree. Only
L.IGP disagree and .IGP strongly disagree GJP o! the respondents
neither agree nor disagree.
Ta@.! $# 13
(m satis-ed with the "han"es !or my promotion
7ER3ENTstrongly agree CC.GAgree GJNeither agree nor disagree BL.IGDisagree GStrongly disagree .IG
TOTA= BJJ
C,ar 13
;=
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I$!r'r!ai#$:
Mrom the a$o&e it is *%ite "lear that employees are satis-ed
with their "han"es !or promotion with GJP o! respondents agree and
CC.GP strongly agree. Only GP disagree and .IGP strongly
disagree BL.IGP neither agree nor disagree.
Ta@.! $# 1
(m satis-ed with the allowan"es pro&ided $y the organi'ation
7ER3ENTstrongly agree B.IGAgree FI.GNeither agree nor disagree BI.GDisagree BC.G
Strongly disagree L.IG TOTA= BJJ
3hart BG
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I$!r'r!ai#$:
Mrom the a$o&e it is "lear that the employees are satis-ed
with the allowan"es and other $ene-ts pro&ided $y the organi'ation
as FI.GP agree and B.IGP strongly agree. Only BC.GP disagree and
L.IGP strongly disagree BI.GP neither agree nor disagree.
TABLE NO 15
( !eel my $oss moti&ate me to a"hie&e the organi'ational goals
7ER3ENTStrongly agree BJAgree CI.GNeither agree nor disagree G
Disagree BGStrongly disagree BC.G TOTA= BJJ
3HART B
<?
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(
I$!r'r!ai#$6Mrom the a$o&e it is e&ident that $osses o! the employees
are moti&ating to a"hie&e organi'ational goals with CI.GP respondents
agree and BJP strongly agree. GP disagree this is *%ite high "ompared to
other !a"tors and BC.GP strongly disagree and BGP neither agree nor
disagree.
TABLE NO 14
1y s%per&isor moti&ates me to in"rease my e2"ien"y at times when it is
re*%ired.
7ER3ENTstrongly agree BL.IGAgree GJ
Neither agree nor disagree BL.IGDisagree BJStrongly disagree C.G
TOTA= BJJ
3HART BI
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I$!r'r!ai#$:
Mrom the a$o&e it is e&ident that $osses o! the employees
moti&ate the employees when he is %nprod%"ti&e and help them to
$e prod%"ti&e as GJP agree and BL.IGP strongly agree. Only C.GP
strongly disagree and BL.IGP disagree BJP neither agree nor
disagree.
TABLE NO 18
( !eel that my ,o$ has little impa"t on the s%""ess o! the "ompany
7ER3ENTStrongly agree CG
Agree F.IGNeither agree nor disagree BC.GDisagree BJStrongly disagree L.IG
TOTA= BJJ
C,ar 18
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I$!r'r!ai#$:
Mrom the a$o&e "hart it is "lear that F.IGP respondents
$elie&e that they "ontri$%te in the s%""ess o! a "ompany BJP
respondent disagree !rom the statement and L.IGP respondent
strongly disagree !rom the *%estion.
Ta@.! $# 12
O&erall (m satis-ed with my ,o$
7ER3ENTstrongly agree CGAgree B.CGNeither agree nor disagree CGDisagree BGStrongly disagree .IG
TOTA= BJJ
3hart BQ
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I$!r'r!ai#$:
Mrom the a$o&e ta$le it is e&ident that O&erall satis!a"tion o!
the respondents are good as B.CGP agree and .IGP strongly
agree. Only .IGP strongly disagree and BGP disagree and CGP
neither agree nor disagree.
FINDINGS
Mrom the st%dy the resear"her has "ome to know that most o! the
respondents ha&e ,o$ satis!a"tion? the management has taken the $est
e+orts to maintain "ordial relationship with the employees. D%e to the good
working "onditions pre&ailing in this "ompany ,o$ satis!a"tion o! ea"h
respondent seems to $e the ma#im%m. Mrom the st%dy ( ha&e "ome to
know that most o! the employees were satis-ed with the wel!are meas%res
pro&ided $y ON;3. The employees o! ON;3 get more $ene-ts "ompare to
other "ompanies.
The respondents are satis-ed with the en&ironment and nat%re o!
work !a"tors
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The respondent)s relationship with the s%periors and "olleag%es
are *%ite good
The Respondents are not pro&ided with proper wel!are !a"ilities.
The "omm%ni"ation and moti&ation o! employees $y their
s%periors in this organi'ation is reasona$le.
The 7ay and promotion a"ti&ities in this organi'ation is also good .
The Respondents are o&erall satis-ed with their ,o$
The 7arking !a"ilities pro&ided $y the organi'ation are not good
that)s why most respondents disagree with this *%estion.
The re!reshment !a"ilities are also need to $e impro&ed
S%GGESTIONS & RECOMMEN!ATIONS
(n the organi'ation most o! employees are satis-ed with
all the !a"ilities pro&ided $y "ompany. On the other hand
there are some employees altho%gh a small per"entage
who are not satis-ed with the wel!are meas%res o! the
3ompany. 1anagement sho%ld try to "on&ert this portion
o! %nsatis-ed employees into satis-ed employees. (n
other words the 1anagement o! ON;3 sho%ld in"rease
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the le&el o! satis!a"tion then only the employees "an
gi&e his BJJP work and the prod%"ti&ity o! employee
wo%ld in"rease. Th%s the 1anagement o! ON;3
Ra,ahm%ndry sho%ld try to identi!y the areas and
%nsatis-ed employees so as to "on&ert this portion o!
%nsatis-ed employees into satis-ed employees $e"a%se
employees are the Assets o! the "ompany? Not a
lia$ilities.
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BIBLIOGRAPHY
$OO'S
Ashwathapa K. H%man Reso%r"e 1anagement <third edition> Tata
1" ;raw Hill 7%$li"ation 3ompany =td.
3hha$ra. T. N. H%man Reso%r"e 1anagement Dhanpat Rai
3o<7>=td. (ndia ninth edition.
Kothari 3.R. Resear"h 1ethodology New Delhi? New Age
(nternational 7%$li"ation se"ond edition.
7.SU00ARAO H%man reso%r"e management
:e$/Site6/
www.$hel."om
www.google."om
:::.ON;3india."om
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ANNE;URE
<=
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0!(i#$$air!
@A st%dy on 4o$ Satis!a"tion o! Employees in ON;3 RA4AH1UNDRY.
B. Name6 _______________________________
C. Age6 ______
. ;ender6 1ale
Memale
F. Designation _____..
0!(1/ :orking ho%rs are "on&enient !or me/
B Strongly agree C Agree Neither agree nor disagree
F Disagree G Strongly disagree
0!(/ ( am happy with my work pla"e/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(/ ( !eel ( ha&e too m%"h work to do/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(3/ Sa!ety meas%res pro&ided $y the "ompany are good/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(/ 1y relationship with my s%per&isor is "ordial/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(5/ 1y s%per&isor is not partial/
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B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(4/ 1y s%per&isor "onsider my ideas while taking de"ision/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(8/ ( am satis-ed with the s%pport !rom my "oworkers/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(2/ 7eople here ha&e "on"ern !rom one another and tend to help/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(16/ ( am satis-ed with the re!reshment !a"ility/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(11/ :e are pro&ided with the rest and l%n"h room and they are good/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(1/ The parking spa"es !or &ehi"les are satis!a"tory/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(1/ ( !eel ( am paid a !air amo%nt !or the work ( do/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(13/ ( am satis-ed with the "han"es !or my promotion/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(1/ ( am satis-ed with the allowan"es pro&ided $y the organi'ation/
=?
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B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(15/ ( !eel my $oss moti&ate me to a"hie&e the organi'ational goals/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(14/ 1y s%per&isor moti&ate me to in"rease my e2"ien"y at a time
when ( am not/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(18/ ( !eel my ,o$ little impa"t on the s%""ess o! the "ompany/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree
0!(12/ O&erall ( am satis-ed with my present ,o$/
B Strongly agree C Agree Neither agree nor disagree F Disagree G
Strongly disagree