A STUDY ON

EMPLOYEE

JOBSATISFACTION
With reference to

OIL AND NATURAL GAS CORPORATION LTD

RAJAHMUNDRY

Dissertation submitted in partial fulfillment for

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

By

S.SASIKANTH
Regd. No 14P31E0057
Project Guide

Mr. M.SAMNATH DM (HR)

Joint project Guide

Mr.Y.S.N.MURTHY
Assistent Professor, MBA Department

SRI SAI ADITYA ENGINEERING COLLEGE

ADB ROAD
SURAMPALEM
EGDt,

DEPARTMENT OF MANAGEMENT STUDIES

SRI SAI ADITYA ENGINEERING COLLEGE
(APPROVED BY AICTE, AFFILIATED TO JNTU KAKINADA & GOVT. OF A.P)

ADB Road, Surampalem, E.G.Dist, Andhra Pradesh.

DECLARATION
I hereby declare that the project report entitled a study on EMPLOYEE
JOBSATISFACTION with reference to OIL AND NATURAL GAS
CORPORATION LTD, submitted under the guidance of Mr. M. Samnath,
DM(HR) is my original work. The findings of the report are based on the data
collected from the annual reports and materials.
I also declare that the project work is the results of my own effort and it has not
been submitted to any university of the award of any degree or diploma.

S.SASIKANTH
Regd. No: 14P31E0057

ACKNOWLEDGEMENTS
I should take the responsibility to acknowledge the following distinguished personalities who
graciously allowed me to carry out this project work successively.
I am also thankful to all other members of the staff for their kind of cooperation in this
behalf. Mainly I am very much thankful to Pro. Mr.G.V.SUBBARAJU and Head of the
department of the management studies.
I am highly thankful to my guide Mr.Y.S.N.MURTHY., Assistent professor for his valuable
advices and encouragement throughout the course.
I express my deep sense of gratitude to Mr. M. Samnath, DM(HR) for his kind help and
valuable suggestions in preparing this project and also to office staff members.
I also express my sincere thanks to my family members and well wishers for their valuable
suggestion in giving a proper shape to study.

S.SASIKANTH

CONTENT
CHAPTER I
INTRODUCTION
NEED OF THE STUDY
OBJECTIVES OF THE STUDY
METHODOLOGY
SCOPE OF THE STUDY
LIMITATION OF THE STUDY
CHAPTER II
PROFILE OF THE OIL&GAS INDUSTRY
INDUSTRY PROFILE
CHAPTER III
COMPANY PROFILE
CHAPTER IV
CONCEPTUAL FRAME WORK
CHAPTER V
DATA ANALYSIS&INTERPRETATION

FINDINGS&SUGGESTIONS

CHAPTER I

CHAPTER- I

INTRODUCTION
Employee insight is key to any HR program. Knowledge, satisfaction and
expectations need to be measured in order to develop the organization prepared
for tomorrow. A strong and satisfaction survey enables the organization to retain
and develop the best talents. Intelligent decisions are the key to organizations
success. Hence the need to acquire accurate and timely information on the
satisfaction level in the organization becomes a necessity to make effective
decisions in these issues and it has to come from the employees themselves.
Employee job satisfaction is a measure of how happy workers are with
their job and working environment. Keeping morale high among workers can be
of tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. There are
many factors in improving or maintaining high employee satisfaction, which wise
employers would do well to implement.
Employee job satisfaction
understand

their

employees'

surveys help

attitude,

opinions,

employers measure
motivation,

and

and

general

satisfaction with their work environment. Use employee satisfaction surveys to

inform employee decision making, benefits, work needs and more.
To measure employee job satisfaction, many companies will have
mandatory surveys or face-to-face meetings with employees to gain information.
Both of these tactics have pros and con and should be chosen carefully. Surveys
are often anonymous, allowing workers more freedom to be honest without fear
of repercussion. Interviews with company management can feel intimidating, but
if done correctly can let the worker know that their voice has been heard and
their concerns addressed by those in charge. Surveys and meetings can truly get
to the center of the data surrounding employee satisfaction, and can be great
tools to identify specific problems leading to lowered morale.
6

Many experts believe that one of the best ways to maintain employee job
satisfaction is to make workers feel like part of a family or team. Holding office
events, such as parties or group outings, can help build close bonds among
workers. Many companies also participate in team-building retreats that are
designed to have found success. Strengthen the working relationship of the
employees in a non-work related setting. Camping trips, backpacking wars and
guide backpacking trips are versions of this type of team-building strategy, with
which many employers have found success.
JOB SATISFACTION:
Job satisfaction is one of the most difficult concepts to measures in the
field of organizational behavior. There are two extreme points of view within
which one may chose a framework for the study of satisfaction.
One view is to assure that satisfaction is a totality or unitary concept
representing a state of mind in the individual, which has no single referent. This
is not to say that satisfaction, or the individual's overall feeling of content or
discontent in a particular social context is unreal. This individual's satisfaction or
dissatisfaction is determined by his total situation at work and at home in every
7

aspect of his life. Dissatisfaction in one aspect of life, say work, still over and
become dissatisfaction in another.
The second view point, in the extreme, holds that an individual's
satisfaction can be separated far purposes of study into major areas such as his
job, the pay he receives, his superior, the company he works for and so forth.
The subject can identify and separate these elements consciously and indicate
relative degree of satisfaction.
Job satisfaction is defined as the, 'pleasurable emotional state resulting
from the appraisal of one's job as achieving or facilitating the achievement of
one's job values". In contrast job dissatisfaction is defined as 'the unpleasurable
emotional state resulting from the appraisal of one's job as frustrating or
blocking the attainment of one's job values or as entailing disvalues'. However,
both satisfaction and dissatisfaction were seen as, 'a function of the perceived
relationship between what on perceives it as offering or entailing.
Before

quoting

popular

definitions

on

job-satisfaction,

it

is

useful

to

highlight its important aspects. There are three important dimensions to Job
satisfaction:
Job satisfaction refers to one's feeling towards one's job. It can only be
inferred but not seen.
Job satisfaction is often determined by how well outcomes meet or exceed
expectations. Satisfaction in one's job means increased commitment in the
fulfillment of formal requirements. There is greater willingness to invest personal
energy and time in job performance.
The terms job-satisfaction and attitudes are used interchangeably. Both
refer to effective orientations on the part of individuals towards their work roles
which they are presently occupying. Positive attitudes towards the job are
conceptually equivalent to job-satisfaction and negative attitudes towards the
job indicate job-orientations.
Though the terms job-satisfaction and attitudes are used interchangeably
there are differences between the two. An attitude, as was mentioned earlier,
refers to predisposition to respond. Job-satisfaction, on the other hand, relates to
performance

factors.

Attitudes

reflect

one's

feeling

towards

individuals,

organizations and objects. But satisfaction refers to one's attitude to a job

employee satisfaction is, therefore, a specific subset of attitudes.

NEED OF THE STUDY

Job - satisfaction improves the communication flows in all directions as
people plan the survey, talk, & discusses its results. When employees are
encouraged to comment about what they really have in their minds, it beneficial
to the company.
Through job-satisfaction we can know the

indirect productivity

problems, such as absenteeism, turnover.

It can help management to assess training needs. Usually employees
given an opportunity to report now they feel the supervisor performs certain
parts of the jobs, such as delegating work of giving adequate job instructions.
Whether the best performance are receiving the most rewards and the most
satisfaction from their jobs.
Through job-satisfaction surveys we know the impact we know the impact
of organizational changes on employees attitudes.
OBJECTIVES OF THE STUDY
To find whether the employees are being satisfied with the job provided
with the facilities in large organization like ONGC (Oil and Natural Gas
Corporation Limited).

To study whether employees are satisfied with the training programs,

To understand whether the leave structure provided to the employees is

adequate and satisfied (or) not,
To review whether welfare facilities, safety measures provided by

organization are satisfactory for the employees,

To reveal whether the organization provide proper working conditions to

the

employees,

To know about the security and standing orders maintained by the

organization,

To find out the percentage of absenteeism in the organization,

To know about the turnover of the employees.

The backbone of employee job satisfaction is respect for workers and the
job they perform. In every interaction with management, employees should be
treated with courtesy and interest. An easy avenue for employees to discuss
problems

with

upper

management

should

be

maintained

and

carefully

monitored. Even if management cannot meet all the demands of employees,

showing workers that they are being heard and putting honest dedication into
compromising will often help to improve morale.
METHODOLOGY
Research is a systematic method of finding solutions to problems.
Research methodology is the systematic way to solve the research problem. It
gives an idea about various steps adopted by the researcher in a systematic
manner with an objective to determine various manners.
In the project the research is conducted for the purpose to find out the
employees satisfaction level in ONGC and the factors affecting the level of
employees satisfaction.
RESEARCH PROCESS
Different steps are to be followed in the research process and they are explained
as below:
RESEARCH PROBLEM
This is the basic step in the research process. It is well said; A problem
well defined is half solved here the problem is To analyze the attitudes of the
employees and also their satisfaction levels regarding the various benefits
provided to them by ONGC.
There are a variety of factors that can influence satisfaction of employees
include
1. The level of pay and benefits;
2. The perceived fairness of promotion system within a company;
3. Quality of the working conditions;
10

4. Leadership and social relationships;

5. Employee recognition;
6. Job security;
7. Career development opportunities etc.

RESEARCH DESIGN
Once the problem is defined the next step is the Research Design.
Research design is the basic framework, which provides guidelines for the rest of
the research process.
The research design for this project is descriptive research design as
descriptive studies attempt to obtain a complete and accurate description of this
situation. So in this study full description of the attitudes of the employees
regarding the benefits provided to them will be known so it is a descriptive study.
RESEARCH APPROACH
The researcher contacted the respondents personally with well-prepared
sequentially arranged questions. The questionnaire is prepared on the basis of
objectives of the study. Direct contract is used for survey, i.e., contacting employees
directly in order to collect data.
SAMPLING DESIGN
A sample design is a finite plan for obtaining a sample from a given population.
The researcher has used probability sampling in which Simple random sampling is used
for this study.
POPULATION
The total element of the universe from which the sample is to be selected
to be studied is known as population. The population of this research is the
employees of ONGC.
SAMPLE SIZE
Number of the sampling units selected from the population is called the
size of the sample. Sample of 100 respondents were obtained from the
population among which 50 were executives and 50 were non-executives.
COLLECTION OF DATA

11

The task of data collection begins after the research problem has been
defined and the research design plan chalked out. The data used in this study are
primary data and secondary data.
Primary Data
I approached to employees of ONGC for the purpose of surveying about
the satisfaction level of the employees. Most of the data collected by the
researcher is primary data through personal interview and questionnaire where
the researcher and the respondent operate face to face. The questionnaire is
shown in the appendix.

Secondary Data
Secondary data is collected through ONGC websites, library , Business
magazines and company records, etc.
STATISTICAL TOOLS
The statistical tools used for analyzing the data collected are percentage
method, bar diagrams and graphical representation.
PROJECT PERIOD
The research period of the study has from 3rd December to January 18th
2011 having 45 days of duration.
SCOPE OF THE STUDY
The study has the following scope:

To study the nature and importance of job satisfaction at workplace.

To study various factors, determinants and outcomes of job satisfaction.

To assess the expectations/ satisfaction levels of employees in an

Organization.

To identify the reasons for their satisfaction and dissatisfaction.

To recommend measures for improving the satisfaction levels employees,

so

as to enable them to improve their performance.

12

LIMITATIONS OF THE STUDY

The respondents hesitated to answer because they felt that the personal

details

and the information collected from them could be made public.

There is an every chance of misunderstanding of the question in such a

case

the response may be inappropriate.

There is every possibility of deviation in the answering pattern of

respondents

from what they really feel.

Due to time constraint only a sample of 100 employees is taken and the
findings may not be generalized.

Respondents may not be in a position to respondent in favor of the

questionnaire because those are illiterate.

This study helps to make a managerial decision to the company.

Some of the respondents hesitated to answer some questions.

Because of their busy work the data is collected in hurry this study is
analyzed

based on available information

At the time of the collection of the data the organizations climate had its
influence on the opinion of the employees, as they were busy in their work, we
had some delay in getting the data feedback during the working hours

13

CHAPTER II

CHAPTER-II
PROFILE OF OIL AND GAS INDUSTRY
Oil and gas industry is the most important sector in any economy since it
caters to a wide range of industries including petrochemicals, fertilizers,
automobiles etc. In current scenario this is one section in economy which is really
hot and boiling sector with crude oil at $146 per barrel and raring to cross $200
per barrel.
This sector is suddenly giving sleepless nights to all the major economies
14

of the world. It is also responsible for increase in inflation throughout the world.
The major oil consumers are US and China with India at sixth position the irony is
that none of these countries is major producer of oil so they have to rely on other
countries like OPEC, Russia for their needs.
OPEC (organization of petroleum exporting countries) has 11 member
countries and they together account for 40% of total oil production in the world
and they have the market share of around 78% in potential crude reserves. OPEC
is the largest exporter of oil so it directly impacts the price of crude oil in the
market.
The whole oil sector is divided in to two categories
Upstream
It involves exploration and production of crude oil with limited crude
reserves on the earth.
Downstream
It involves the refining and transportation of oil. The major companies in
this field are Shell, BP, and IOCL etc
The oil and gas sector in India presents a significant opportunity for
investors and is exhibited to demonstrate robust growth in line with the growth
of the Indian economy. The New Exploration Licensing Policy (NELP), conceived to
address the increasing demand supply gap of energy in India.
Other segments such as Refining, LNG and Gas Distribution etc. are also
seeing some action. India is now surplus in refining capacity and aims to
establish itself as a refining hub.
The Petroleum and Natural Gas Regulatory Board aims to make available
Piped Natural Gas (PNG) and Compressed Natural Gas (CNG) in new cities across
the country, besides facilitating the construction of infrastructure to transport
natural gas to demand centers.
The lack of available supplies has so far hindered the growth of this
segment. In addition, some gas-based power plants have been operating at low
load factors, owing to the shortage of fuel.
15

Two major events last year, the commencement of production of natural

gas from Reliance Industries Ltd's (RIL), Krishna Godavari (KG) fields and the
scheduled commencement of production of crude oil from Cairn India Ltd's fields
later this year have provided a major boost to the domestic oil and gas sector in
India and have meant that upstream activities have received major attention
over the past years. At the same time, India already imports over 70 percent of
its crude oil requirements, with its oil import bill being close to USD 90 billion in
2008-09.
Apart from this,
India is Ninth largest crude oil importer in the world.
India ranks sixth in refining capacity in the world with capacity at 2.5 million
barrels of oil per day which is 3 per cent of the worlds refining capacity.
India met 75 per cent of its crude oil demand through imports. The domestic
production of crude oil has been in the range of 32-34 MMT over the past few
years. About 60 per cent of its crude imports are from the Middle East.
India has 26 sedimentary basins with an area of 3.14 million square km and
Prognosticated reserves of 28 billion tone of oil equivalent of gas. The Country is
relatively unexplored with only 18 per cent of area extensively explored Only 25
per cent of the prognosticated reserves have been established till date.
Post 2000, India witnessed some world class discoveries. RIL struck gas in the
offshore Krishna Godavari (KG) Basin on the East coast of India with estimated
reserves of 14 in 2002 (worlds biggest gas discovery of 2002) and Cairn Energy
Plc. discovered oil onshore in Rajasthan (Western region of India) in 2004 with
estimated production capability of 100000 barrels per day (4.9 MMTPA).
The national oil companies (NOCs), Oil & Natural Gas Corporation Ltd. (ONGC)
and Oil India Ltd. (OIL) dominate upstream segment with 80 per cent
contribution of oil & natural gas production of India. Other major players of this
segment are RIL, British Gas, Cairn Energy and Nikos Resources.
India has a total of 18 refineries with Indian Oil (Indian Oil Corporation Ltd.)
currently owning the maximum refining capacity. Besides being the largest
refinery in India in terms of refining capacity, Rills Jamnagar refinery is the
biggest grassroots refinery in the world and is the third largest in the world.
Finally the major players in Indian oil and gas Industry are:
16

Bharat Petroleum Corporation Limited

Chennai Petroleum Corporation Limited
Gas Authority of India Limited
Hindustan Petroleum Corporation Limited
Indian Oil Corporation Limited
Oil and Natural Gas Corporation Limited
Reliance Petroleum Limited

17

INDUSTRY HISTORY:
1947- 1960
During the pre-independence period, the Assam Oil Company
in the northeastern and Attack Oil company in. northwestern part of
the undivided India were the only Oil Companies producing Oil in the
country, with minimal exploration input.
Alter independence the national Government realized the
importance Oil and Gas for rapid industrial development and its
strategic role in defense. Consequently, while framing the industrial
policy statement of 1948. The development of petroleum industry in
the country was considered to be of utmost necessity.
In 1955, Government of India decided the Oil and Natural
Gas resources in the various regions of the country as part of the
public sector development. With this objective, an Oil and Natural
Gas Directorate was set up towards the end of 1955.
A delegation under the leadership of Mr. IC D. Malviya, the
then

Minister

of

Natural

Resources,

visited

several

European

countries to study the status of Oil Industry in those countries and

to facilitate the training of India professionals for exploring potential
Oil and Gas reserves, Foreign experts from USA, West Germany,
Romania

and

erstwhile

U.S.S.R

visited

India

and

helped

the

government with their expertise. Finally, the visiting soviet experts

drew up a detailed plan for geological and geophysical surveys and
drilling operations to be carried out in the second five year plan
{1956 - 57 to 1960 - 61).
Soon,

after

the

formation

of

the

Oil

and

Natural

Gas

Directorate, it became apparent that it would not be possible for the

Directorate with its limited financial and administrative powers as
subordinate offi ce of the Government, to function effi ciently. So in
August 1956, the Directorate was raised to the status of commission
18

with enhanced powers, although it continued to be under the

Government. In October 1959, the Commission was convened into a
statutory body by an act of the Indian Parliament, which enhanced
powers of the commission further. The main functions of the Oil and
Natural Gas Commission subject to the provisions of the Act, were
"to

plan,

promote,

organize

and

implement

programs

for

development of Petroleum Resources and the production and sale of

petroleum and petroleum products produced by it, and to perform
1961 - 1990
Since its inception, ONGC has been instrumental in transforming
the country's limited upstream sector into a large viable playing
field, with its activities spread throughout India and significantly in
overseas territories. In the inland areas. ONGC not only found new
resources in Assam but also established new Oil province in Cambay
basin (Gujarat), while adding new petroliferous areas in the AssamArakan Fold Belt and East coast basins (both inland and offshore).
ONGC went offshore in early 70 \s and discovered a giant Oil field in
the form of Bombay High, now known as Mumbai High.
AFTER 1990
The

liberalized

economic

policy,

adopted

by

the

Government of India in July 1991, sought to deregulate and delicense the core sectors (including petroleum sector) with partial
disinvestments of Government equity in Public Sector Undertakings
and other measures. As a consequence thereof, ONGC was re organized as a limited Company under the company's Act, 1956 in
February 1954.
After the conversion of business of the erstwhile Oil &
Natural Gas Commission to that of Oil & Natural Gas Corporation
Limited in 1993, the Government disinvested 2 percent of its shares
through competitive bidding. Subsequently, ONGC expanded its
equity by another 2 percent by offering shares to its employees.
19

During March 1999, ONGC, Indian Oil Corporation (IOC) - a

downstream giant and Gas Authority of India Limited (GAIL) - The
only gas marketing company, agreed to have cross holding in each
other's stock.
In

the

year

2002-03,

ONGC

diversified

into

the

downstream sector. ONGC will soon be entering into the retailing

business. ONGC has also entered the global field through its
subsidiary, ONGC Videsh Ltd. (OVL).
ONGC -HIGHLIGHTS

OF

FY 10 :

Total 21 Discoveries made in FY'10 which include 11 New

Prospects (1 Deep water, 3 Shallow water, 7 Onshore) and 10
New pools (6 onshore, 4 offshore).

ONGC's

ultimate

reserve

accretion

of

82.98

MTOE

from

domestic acreages is highest in 20 years.

Crude production declines 2%, from 27.13 MMT to 26.46 MMT.

Natural Gas production increases 1%, from 25.43 BCM to 25.60
BCM

Net Profit of Q4FY'10 increases 71%, from Rs 2,207 Crore to

Rs. 3,776 Crore. Annual net profit of ONGC increases 4%, from
Rs. 16,126 Crore to Rs. 16,768 Crore in FY110.

Subsidy payout of Rs.4, 999 Crore as compared to Rs. 852

Crore in Q4FY'09. On annualized basis, subsidy payout of Rs.
11, 554 Crore as compared toRs. 28,225 Crore in FY'09.

Dividend: Recommended payout of Rs. 33 per share (including

interim dividend Rs. 18 per share) aggregating to Rs. 7,058
Crore (FY '09- Rs,32 per share aggregating to Rs 6844 crore)

HIGHLIGHTS OF FY '09
Net declines 3%, from Rs. 16,702 Crore to Rs. 16,126 crore in FY'09
due to the following:
20

Higher subsidy payout of Rs. 28,225 Crore as compared to Rs.

22,001

in

FY'08

Higher exploration commitment

Temporary

production

set-back

Exceptional

provisions

Hiiiher rig rate

Dividend: Recommended payout of Rs. 32/- per share (including
interim dividend Rs. 18 per share) aggregating to Rs. 6,844
crore (same as last year)
ONGC's

ultimate

reserve

accretion

of

68.90

MTOE

from

domestic acreages is highest in 18 years.

Total 28 Discoveries made in FY'09 which include 15 New
Prospects (2 Deep waters, 1 Shallow water, 12 Onshore) and
13 new pools.
HIGHLIGHTS OF FY'08
Turnover Rs. 20.123 Crore (up 47% from Rs. 13,728 Crore) due
to higher price realization, after netting of subsidy burden of
Rs. 9,811 Crore
The subsidy burden has increased from Rs. 3,649 Crore in Ql FY
07 - 08 to Rs. 9.811 Crore in Ql FY09 - Highest ever so far
The gross realization in respect of Crude Oil during Ql FY09 is
US$ 125.84/bbl (USS 71.90/bbl in Ql FY08). The net realization
is US$ 69.14/bbl The net profit is Rs. 6,636 Crore as against
Rs. 4,611 crore in Ql FY08
Crude Oil production in Ql FY09 is 6.41 MMT (excl. JVs share of
0.43 MMT) compared to 6.38 MMT (excl. JVs share of 0.50
MMT) in Ql FY08. The production has improved marginally in
respect of ONGC (excl. JVs)
Natural Gas Production in Ql FY09 is 5.63 BCM (excl. JVs share
of 0.76 BCM) as against 5.50 BCM (excl. JVs share of 0.60 BCM)
in Ql FY08. The production has improved marginally.

AWARDS:
21

Received Excellence Award for 2002 - 03 from the Petroleum

Sports

Promotion Board (PSPB).

Golden Peacock National Training Awards for 2003 by the

institute of Directors Awarded to ONGC's:

Institute of Drilling Technology (IDT), Dahradun.

Institute

of

Petroleum

Safety,

Health

&

Environment

Management
(IPSHEM).

Golden Peacock Award for Environmental Management, 2002 03.

Green Tech Foundation Award for Environmental Excellence

Gold Award 2002 - 03.

Excellence in Finance Management 2002 - 03.

Molilal Oswald Award for the biggest wealth creator - 04.

Asia Money Award for "Best deals of the year 20041'.

National mineral Award for Geo Scientists 2004.

National Award for Excellence in cost Management 2004.

Public Sector Company of the year 2004.

Golden Peacock Award for Innovation in products and services

for the year 2005.

Golden peacock environment management award for 2006.

COMPETITIVE STRENGTH:
1. All crudes are sweel and most (76%) are light, with sulphur
percentage ranging from 0.02-0.10, API gravity range 26-46 deg and
hence attract a premium in the Market
1.Strong intellectual property base, information, knowledge, skills, and
experience.
3.Maximum number of Exploration Licenses, including competitive
NELP rounds. ONGC has bagged 85 of the 162 Blocks (More than

22

50%) awarded in the 6 rounds of bidding, under the New Exploration

Licensing Policy (NELP) of the Indian Government.
4.ONGC owns and operates more than 15000 kilometer of pipelines in
India, Including nearly 3800 kilometers of sub-sea pipelines. No
other company in India operates even 50 percent of this route
length.
STRATEGIC VISION:
To focus on core business of E&P, ONGC has set strategic objectives
of:
1. Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG )
2. Improving average recovery from 28 percent to 40 percent.
3. Tie up 20 MMTPA of equity Hydrocarbon from abroad.
FINANCIALS 2009-10:

1.

ONGC posted a net profit of Rs. 167.016 billion, the

highest by any
Indian Company.
2. Net worth Rs.699 billion.
3. Practically Zero Debt Corporate.
4. Corporate over Rs.300 billion to the exchequer.
VISION OF ONGC:
To be a world - class Oil and Gas Company integrated in Energy
business with dominant Indian leadership and global presence.
MISSION OF ONGC:
Dedicated to excellence by leveraging competitive advantages in R
& D and technology with involved people.
Imbibe high standards of business ethics and organizational values.

23

 Abiding commitment to health, safety and environment to enrich

quality of community life.
Foster a culture of trust, openness and mutual concern to make
working a stimulating and challenging experience for our people.
Strive for customer delight through quality products and services.

Integrated In Energy Business:

Focus on domestic and international Oil and Gas exploration and
production business opportunities.
Provide value linkages in other sectors of energy business.
Create growth opportunities and maximize shareholder value.
Dominate Indian Leadership
Retain dominant position in Indian Petroleum Sector and enhance
India's energy availability.
OBJECTIVES OF ONGC:
Optimize production of hydrocarbons.
Self- reliance in technology.
Promoting indigenous effort in Oil and Gas related equipment,
material and services.
Assist in conservation of hydrocarbons more effi cient use of energy
and
development of alternate source of energy.
Environment protection.
Generate adequate resources of re - investment.
Develop scientifically oriented and technically competent human
resource through motivation and training.

24

TABLE OF ENERGY SOURCES:

Renewable energy sourcesNon renewable energy sourcesSolar EnergyOil EnergyWind
EnergyCoal EnergyGeolhermal EnergyNatural gas EnergyWater EnergyNuclear
EnergyBio Mass energy

ENERGY CONSUMPTION BY SOURCE, 2009:

Renewabl
e

consump
tion

Biomass

Non

Renewable
tion
3.6%
Petroleu
m

Hydro Power

2.4%

37.

5%
Natural

gas
Geolherm

Consump

23.
3%

0.3%

Coal

0.3%

Uranium

al

22.
5%

Wind

8.
3%

Solar and

0.1%

Propane

Other

1.
7%

25

ORGANIZATION CHART OF ONGC

Chairman and Managing Director

Dir.

Dir.

Dir.

Dir.(Off shore)

(HR)

(Finance)

(Onshore)

Dir.(Tech&

Dir.

Field Services)

(Exploration

O/Executive

E
E
E
E
E
E
E
E
E

- 9 Executive Director (E.D)

- 8 Group General Manager (G.G.M)
- 7 General Manager (G.M)
- 6 Dy. General Manager (D.G.M)
- 5 Chief Manager (CM)
- 4 Manager
- 3 Deputy Manager
- 2 Sr. Admm. Offi cer/Sr. Fin. & Acct. Offi cer
-1 Administrative Offi cer (A.O)/ F & A.O

E ~ 0 Asst.Admn. Offi cer (AAO)/ (A.F & A.O)

SEPERATION:
Heavy Petroleum fractions are on the bottom, light fractions are on
the top. This allows the separation of the various petrochemicals. Modem
separation involves piping all through hot furnaces.
Inside the towers the liquids and vapours separate into components
or fractions according to weight and boiling point. The lightest fractions,
including gasoline and liquid petroleum gas (LPG), vaporize and rise to the
top of the lower, where they condense back to liquids. Medium Weight
Liquids, including Kerosene and Diesel Oil distillates, slay in the middle.
CONVERSION:

The finishing touches occur during the final treatment. To make

gasoline, cracking and rearranging molecules adds value to the products.
This is where refining's fanciest footwork lakes place-where fractions from
the

distillation

towers

are

transformed

into

streams

(intermediate

components) that eventually become finished products.

TREATMENT:
The finishing touches occur during the final treatment. To make
gasoline, refinery technicians carefully combine a variety of streams from
the processing units. Among the variables that determine the blend are
octane level, vapour pressure ratings and special considerations, such as
whether the gasoline will be used at high altitudes.
STORAGE:
Both the incoming crude oil and the outgoing final products need to
be stored. These liquids are stored in large tanks on a tank form. Pipelines
carry the final products from the tank farm near the refinery to other tanks
all across the country.
ENERGY USAGE FOR TRANSPORTATION
About 28% of the energy we use goes to transporting people and
goods from one place to another. Automobiles, Motorcycles, trucks, and
buses drove nearly 3.0 trillion miles in 200. That's almost one-twelfth the
distance to the nearest star beyond the solar system. It's like driving to the
sun and back 13,440 times.
What Affects Production Costs?
Reservoir characteristics such as pressure and physical characteristics
and important factors affect the cost of producing oil. Because these
characteristics vary substantially among different geographic locations, the
cost of producing oil also varies substantially. In 2007, average "lifting'"
costs (all the costs associated with bringing a barrel of oil to the surface).

HISTORY OF OPEC:
OPEC: The Organization of Petroleum exporting countries
organized for the purpose of negotiating with oil companies on matters of
oil production, prices, and future concession rights. Current members (as of
the dale of writing this definition) are Algeria, Indonesia, Iran. Iraq, Kuwait,
Libya,

Nigeria,

Qatar,

Saudi

Arabia,

the

United

Arab

Emirates,

and

Venezuela. See OPEC's site at http://ww.opec.org for more information.

The 1960s:
These were OPEC's formative years, with the Organization, which had
started life as a group of five oil-producing, developing countries, seeking to
assert its Member Countries legitimate rights in an international oil market
dominated by the 'Seven Sisters' multinational Companies. Activities were
generally of a low-profile nature.
The 1970s:
OPEC rose to international prominence during this decade, as its
Member Countries took control of their domestic petroleum industries and
acquired a major say in the pricing of crude oil on world markets. The first
Summit of OPEC Sovereigns and Heads of State was held in Algiers in March
1975.
The 1980s:
Prices peaked at the beginning of the decade, before beginning a
dramatic decline, which Culminated in a collapse in 1986-the third oil
pricing crisis, prices rallied in the final years of the decade , with out
approaching the high levels of the early-1980s, as awareness grew of the
need for joint action among oil producers

The 1990s:
A fourth pricing was averted at the beginning of the decade, on the
outbreak of hostilities in the middle east, when a sudden steep rise in prices
on panic-stricken markets was moderated by output increases from OPEC
members. Prices then remained relatively stable until 1998, when there was
a collapse, in the wake of the economic downturn in South-East Asia.

Locations:
The offi cial address of the NYMEX headquarters and trading facility is
one North End Avenue. New York, NY 10282-1101. The company has
additional offi ces in Houston, Washington D.C... Dubai, London, and Hong
Kong.
NYMEX Division:

Coal

Crude oil

Electricity

Gasoline

Heating oil

Natural gas

Palladium

Platinum

Propane

Uranium

Future of Petroleum Production:

The future of petroleum as a fuel remains somewhat controversial.
USA today news in2004 that there were 40 years of petroleum left in the
ground. Some argue that because the total amount of petroleum is finite,
the dire predictions of the 1970s have merely been postponed.

USES OF NATURAL GAS:

Power generation

Domestic use

CHAPTER III
COMPANY PROFILE
(Oil and Natural GaS)

CHAPTER III
COMPANY PROFILE
(Oil and Natural Gas)
Although oil was discovered in Assam in 1865, some seven
years after the first oil well in U.S.A was opened in Pennsylvania by
Col. Drakes, no effort was made either lo augment Assam production
or to enquire into its potentialities. It was only 1955, that the
government of India formed a directorate under the ministry of
natural resources and scientific research to investigate into the
countries oil resources. In 1956, from oil and natural gas directorate
to function effi ciently in the task of oil exploration and production. In
October 1956, the oil and natural gas corporation was converted into
a statutory body, by an act of parliament, which enhanced the powers

32

of the commission still further and converted into ONGC Ltd., in

February 1994 under the Indian companys act 1936.
ONGC

is

elected

by

the

government

is

one

of

the

"NAVRATNAS" with greater empowerment in decision making process

and also with highest market capitalization adjusted as the most
valuable company in the country. ONGC will be stepping in to its
fiftieth year on 14 August 2005. Five decades of ONGC nearly
coincides with the second half of the 20lh century - the most
inventive hundred years that humanity has seen.
Looking back, in this half, ONGC has brought together all
available scientific and engineering knowledge and practices to
acquire

and

develop

0.4

percent

of

the

prognosticated

global

hydrocarbon reserves in the Indian sedimentary basins, to meet the

growing aspirations of more than 15 percent of the world population
that lives in India.
The journey of ONGC, over these years, has also been a tale of
a conviction, courage and commitment, which carried a newly independent nation away from efforts to recognize it economically;
Oil and Gas business is different from other deterministic
endeavors.

In

broad

sense,

it

demands

exploration

and

development of the Earth's sub - surface - a region where humankind

does not live, but feels compelled to explore. Engineering within the
Earth's sub - surfaces is like exploring space, an inaccessible and
unknown domain.
But ONGC took on the challenge, to understand the unknown,
to produce petroleum; to meet the growing energy needs of the
developing nation to strengthen India's economic foundation.
The second half of the 20 century saw ONGC fuel India to the
global hydrocarbon map, making the country capable of hosting an oil
- party every day, of a million barrels of Oil Equivalent.

33

ONGC has established 6 billion tones of In - place hydrocarbon

reserves with more than 300 discoveries of oil and gas; in fact, 5 out
of the producing basing have been discovered by ONGC: out of these
In - place hydrocarbons on domestic acreages.
Even in the New Exploration Licensing Policy (NELP), ushering
in competitive regime in the Indian petroleum industry, ONGC,
belying speculation has established its competitive edge, by gaffi ng
51 out of the 90 blocks, awarded in the 4 rounds of competitive
bidding of NELP.
Owns and operates more than 11,000 kilometers of pipelines in
India, including nearly 3200 kilometers of sub - sea pipelines. No
other company in India operates even 50 percent of this route length.
Crossed the landmark of earning Net Profit exceeding Rs 10,000
Crore,
ONGC has come a long way from the day (a few years back)
when India and ONGC did not figure on the global Oil and Gas map.
Today, ONGC Group has 14 properties in 10 foreign countries. Going
by the investments (Committed: USD 2.708 billion, and Actual: USD
1.909 billion), ONGC is the biggest Indian Multinational Corporation
(MNC).
FINANCIAL PERFORMANCE
The turnover and profit after tax of ONGC Company during
2007-08 registered an increase of 5.7% and 6.8% respectively. Sales
turnover in 2007-08 Rs. of 601,370 million (up from Rs.569,123
million in 2006-07) Profit after lax in 2007-08, Rs of 167,016
million(up from Rs. 156,429 million in 2006-07)
Average crude price during 2007-08 was S52.90/bbi (after
discount of $32.64?bbl) against S44.22?bbl during 2006-07; an
increase of 20% However, due lo appreciation of rupee against dollar,

34

percentage increase in realization in rupee terms was only 6% over

last fiscal contribution to Exchequer in 2007-08,Rs of 300,200 million.

Return on capital employed 52.04%

Debt equity ratio 0.001:1

Earnings per share (Rs) 78.09

Book value per share Rs.327

ONGC'S FUTURE PLAN OF ACTIONS:

The company has plan to induct Low Frequency Acoustic passive
Seismic DFII(IPDS) technology for direct detection of hydrocarbons
using low frequency acoustic waves ,passive seismic tomography in
Frontier Basin for providing a detailed 3-D seismic velocity and
Poisson ratio model upper few km of the crust. Two R&D projects on
microbial front are being taken up; microbial conversion of heavy oil
to methane gas and investigations on biogenic gas source and
entrapment styles in Krishna-Godavari Basin.
ONGC's

Asscst

/institutes:

Assets:
1. Mumbai high assets, Mumbai
2. N eel am & Heera asset Mumbai
3. Bassein & satellite assets, Mumbai
4. Ahmedabad assets, Ahmedabad
5. Ankleshwar assets, Ankleshwar
6. Mehsana assets, Mehsana
7. Rajahmundry asset, Rajahmundry
8. Karaikal asset, Karaikai
9. Assam assets, Nazira
10. Tripura asset, Agartala
Basins:
1. Western offshore basin. Mumbai
2. Western onshore basin, Baroda
3. Kg-Pg basin, Chennai

35

4. Cuvery Basin, Chennai

5. Assam & Assam - Arakan Basin, Jorhal
6. MBA basin and CBM Development Project, IColkata / Bokaro
7. Frotier Basin, Dehradun.
Plants:
1. UranPlant, Uran
2. Hazira Plant, Hazira
Institutes:
1. Keshava Deva Malaviya Institute of petroleum Exploration
(KDMIPE), Dehradun.
2. Institute of Drilling Technology (IDT), Dehradun.
3. Institute of Reservoir Studies (IRS), Ahemadabad.
4. Institute of Oil & Gas Production Technology (IOGPT), Navi
Mumbai
5. Institute of Engineering & Ocean Technology (IEOT), Navi
Mumbai
6. Geo-data

processing

&

Interpretation

Center

(GEOPIC),

Dehradun
7. Institute

of

Petroleum

Safety,

Health

&

Environment

Management (IPSHEM), Goa

8. Institute of Bio-technology & Geo-lectonics Studies (INBIGS),
Jorhat
9. School of Maintenance Practices (SMP), Vadodara
10.

Center for Excellence in Well Logging (CEWL), Vadodara

11.

Regional Training Institutes (RTIs), Navi Mumbai, Chennai,

Sivasagar.
RAJAHMUNDRY ASSET:
Oil and Natural Gas Corporation Limited (ONGC) (incorporated on 23
June 1993) is an Indian public sector petroleum company. It is a Fortune
Global 500 company ranked 152nd, and contributes 77% of India's crude oil
production and 81% of India's natural gas production. It is the highest profit
making corporation in India. It was set up as a commission on 14 August
1956. Indian government holds 74.14% equity stake in this company.

36

ONGC is one of Asia's largest and most active companies involved in

exploration and production of oil. It is involved in exploring for and
exploiting hydrocarbons in 26 sedimentary basins of India. It produces
about 30% of India's crude oil requirement. It owns and operates more than
11,000 kilometers of pipelines in India.
LOGO:

VISION:
To be a world class Oil & Gas Company Integrated in energy business
with dominant Indian leadership and global presence.
MISSION WORLD CLASS
Dedicated to excellence by leveraging competitive advantages in R&D
and technology with involved people.
Imbibe high standards of business ethics and organizational values.
Abiding commitment to health, safety and environment to enrich quality
of community life.
Foster a culture of trust, openness and mutual concern to make working a
stimulating & challenging experience for our people.
Strive for customer delight through quality products and services.
INTEGRATED IN ENERGY BUSINESS
Focus on domestic and international Oil & Gas exploration and production
business opportunities.
Provide value linkages in other sectors of energy business.
Create growth opportunities and maximize shareholder value.
HR Vision: To attain Organizational excellence by developing and inspiring,
the true potential of companys human capital and providing opportunities
for growth, well being and enrichment
HR Mission: To create a value and knowledge based organization by

37

inculcating a culture of learning, innovation and team working and aligning

business priorities with aspiration of employees leading to a development of
an empowered, responsive and competent human capital.

38

HR Objectives:
To develop and sustain core values.
To develop business leaders for tomorrow.
To provide job contentment through empowerment, accountability and
responsibility.
To build and upgrade competencies through virtual learning, opportunities
for growth and providing challenges in the job.
To foster a climate of creativity, innovation and enthusiasm.
To enhance the quality of life of employees and their family.
To inculcate higher understanding of Service to a greater cause.
Performance: 2008-2009
Highest level of Initial In-place hydrocarbons volume in last two decades
from domestic field;
Highest accretion of Ultimate reserves in last 18 years from domestic
fields;
Turn over and Net Worth recorded new highs;
The Net Profit of Rs. 16,126 cr marginally lower than the previous year
(16,701 cr), was despite supporting downstream oil PSUs with the highest
ever of subsidy discount of Rs. 28,225 cr. (Against Rs.22, 001 cr in FY08).
Corporate recognitions and Awards:
Global:
ONGC is the only company form India to figure in the elite list of 40
companies, out of Fortune Global 500 companies list of 2009 based on
Return on Revenue and Return on Assets.
ONGC occupies 152nd rank in the Forbes Global 2000 list 2009 of the
worlds biggest companies 46 notches higher than last years rank of 198th,
based on the sales, profit, assets and market capitalization.
ONGC has been ranked as the most valuable Indian PSU based on market
capitalization.
ONCG has been ranked as No.1 Blue Chip company of India in the Finance
Asia 100 List of 2009 with highest aggregate net profit for the period 2006
2008; No.10 among Asia companies
Ranked 23rd among the Global Publicly listed energy companies as per

39

PFC Energy 50 list.

National:
Most valuable Indian PSU Business Today
Ranked 3rd in the Business World Real 500 survey list of the Indian
companies on the sum of total assets and total income of a company
Secured three out of eight Petrofed Awards 2008, instituted by Petroleum
Federation on India for performance during 2007-08
Enterprise Excellence Award in recognition of excellent corporate
performance instituted by Indian Institution of Industrial Engineers May
2008
Awarded the first Dalal street Investment Journal(DSIJ) PSU Award 2009 for
the category Highest Profit making Enterprise for the FY2007-08 (March
2009)
ONGC and MRPL have won six Oil industry safety Awards of the year
2008-09
ONGC has been conferred with the Golden Peacock award for Corporate
Governance by the World council of corporate Governance, London- October
09
ONGC bagged the coveted Gold Award in the Oil and Gas category of the
Dainik Bhaskar India Pride Awards for Excellence in PSUs 10 October
2009

HISTORY OF RAJAHMUNDRY ASSET:

Rajahmundry Asset and KG Basin, erstwhile KG Project, is a major work
centre in Southern Region of ONGC. The KG basin covering an area of
28000 Sq. Km on land and 24000 Sq.Km offshore is unique on in the sense
that the hydrocarbons are discovered in the geologically oldest (250 Million
years) to youngest (5 Million years) sediments and also from both on land
and offshore parts of the basin. The basin has unconventional reservoirs of
fractured volcanic rocks like basalt in Razole, Mummidivaram and of
Limestones in Kaikalur. Its Geological and Geophysical surveys were
initiated in the year 1959 and 1960 respectively.

40

First exploratory drilling commenced in the basin at Narsapur 1 in

1979. First off shore well G-1 -1 was drilled in 1980 at a water depth of
250m produced oil. It has deepest onland well at Bhavadevarapalli 1
(5001m) and deepest offshore well at GS- 11-1 (4611m). Maximum pressure
gradient recorded at 2.1 MWE in Tatipaka 1 with 3450 m and BHT recorded
at 1870 in Amalapuram 1. Oil production and on land commercial
production of gas started in 1988.
The following are the salient features of the Rajahmundry Asset.

Rajahmundry Asset is operating and handling production both in

onshore as
well as in Offshore.

Rajahmundry Asset is the only Asset in ONGC that manages

operations in both upstream and downstream sector.

Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC,

which is operating in this Asset.

During the last five years, oil and gas production has increased by
4.5 times and 2 times respectively.

Fourteen production installations have been identified for obtaining

ISO 1400 certification during the year till now.

Rajahmundry Asset is maintaining BS&W<0.07% against a target of

1%.

Reconciliation losses are brought down to less than 1%.

Received Greentech Safety Excellence Award for Tatipaka Refinery.

Wings of the Work center:

1. Administrative Office - Godavari Bhavan, Rajahmundry.
2. Dowleshwaram Workshop (6 Km).
3. Narsapur Sub-office (90 Km).
4. Kakinada Offshore Supply Base (60 Km).
5. Vizag Liaison Office (201 Km).
6. Hyderabad Marketing Division (501 Km).
7. Tatipaka Refinery (90 Km).
8. Field 7 Rigs and 19 Installations.
MAN POWER SUMMARY OF RAJAHMUNDRY ASSET:

41

CLASS I E1 197 E2 179 E3 122 E4 244 E5 217 E6 43 E7 9 E8 1 E9 2

TOTAL 1014 (EXECUTIVE CATEGORY)
CLASS II 154 TOTAL 154 UNIONISED CATEGORY OF EMPLOYEES (as on
date) Source: Primary data collected from external guide
CLASS III A1 1 A2 12 A3 3 A4 31 TOTAL (ASSISTANT) 47
S1 37 S2 19 S3 5 TOTAL (SUPERVISORY) 61
CLASS IV W1 25 W2 129 W3 1 W4 1 W5 7 W6 5 TOTAL 168
TOTAL (C1+C2+C3+C4 ) 144 4
DEPARTMENTS:
The Departments in the ONGC are acknowledged as services. There are
mainly seven services in the Rajahmundry asset. They are again divided
into different sub services based on their work.
They are:
1. Engineering services
2. Drilling services
3. Logging services
4. Well services
5. Support services
6. Surface team
7. Sub surface team

42

CHAPTER- IV
CONCEPTUAL FRAME
WORK
(Job Satisfaction)

43

CHAPTER- IV
CONCEPTUAL FRAME WORK
(Job Satisfaction)
Employee Job satisfaction generates a feeling of well being and
belongingness with the organization. The greater truth is the fact that in a
globally competitive environment, it is an effective tool that can improve
productivity and consequently impact the bottom line of the company.
Employee insight is key to any HR program. Knowledge, satisfaction
and expectations need to be measured in order to develop the organization
prepared for tomorrow. A strong and satisfaction survey enables the
organization to retain and develop the best talents. Intelligent decisions are
the key to organizations success. Hence the need to acquire accurate and
timely information on the satisfaction level in the organization becomes a
necessity to make effective decisions in these issues and it has to come
from the employees themselves.
Human resources are on major factors of production. It is human
asset, which convert the various resources in to the production resources. It
has immense potentialities and it only human resources, which appreciate
with time whereas all other resources undergo the process of depreciation.
Success of an organization mainly depends on the quality of manpower and
its performance. In early days human resource was not taken as an
important factor of production.
The emergence of Trade Union and their gradual collective power
forced some entrepreneurs to give some district feature of human side by
production. The first among the entrepreneurs who had contributed in the
development of human side of production was Robert Owen, and English
Humanist. He took a genuine interest in the welfare of the workers.
Achievement theory is well accepted too.
The great Hawthorne Study by Elton Mayos and colleagues,
revealed that the effectiveness of any organization depends upon the
quality of the relationship among the personnel and social needs of
employees are very important and that concentration by management

44

exclusively on productivity, material and environmental issue will to be a

self-defecting aim. Hence the management must give more emphasis on
the human side and their proper utilization.
JOB SATISFACTION:
Job satisfaction is one of the most difficult concepts to measures in
the field of organizational behavior. There are two extreme points of view
within which one may chose a framework for the study of satisfaction. One
view is to assure that satisfaction is a totality or unitary concept
representing a state of mind in the individual, which has no single referent.
This is not to say that satisfaction, or the individual's overall feeling of
content or discontent in a particular social context is unreal. This
individual's satisfaction or dissatisfaction is determined by his total situation
at work and at home in every aspect of his life. Dissatisfaction in one aspect
of life, say work, still over and become dissatisfaction in another.
Job satisfaction is defined as the, 'pleasurable emotional state
resulting from the appraisal of one's job as achieving or facilitating the
achievement of one's job values". In contrast job dissatisfaction is defined
as 'the unpleasurable emotional state resulting from the appraisal of one's
job as frustrating or blocking the attainment of one's job values or as
entailing disvalues'. However, both satisfaction and dissatisfaction were
seen as, 'a function of the perceived relationship between what on
perceives it as offering or entailing.
Before quoting popular definitions on job-satisfaction, it is useful to
highlight its important aspects. There are three important dimensions to Job
satisfaction:
1.

Job satisfaction refers to one's feeling towards one's job. It can only
be inferred but not seen.

2.

Job satisfaction is often determined by

how well

outcomes meet or

exceed expectations. Satisfaction in one's job means increased

commitment in the fulfillment of formal requirements. There is
greater willingness to invest personal energy and time in job
performance,

45

3.

The terms job-satisfaction and attitudes are used interchangeably.

Both refer to effective orientations on the part of individuals towards
their work roles which they are presently occupying. Positive
attitudes towards the job are conceptually equivalent to jobsatisfaction and negative attitudes towards the job indicate joborientations.
Though

the

terms

job-satisfaction

and

attitudes

are

used

interchangeably there are differences between the two. Attitudes, as was

mentioned earlier, refer to predisposition to respond. Job-satisfaction, on
the other hand, relates to performance factors. Attitudes reflect one's
feeling towards individuals, organizations and objects. But satisfaction
refers to one's attitude to a job employee satisfaction is, therefore, a
specific subset of attitudes.
DEFINITION OF JOB SATISFACTION
There are a number of definitions of Job Satisfaction. Job Satisfaction
has been most aptly defined by Pestonjee (1973) as job, management,
personal adjustment, and social relations. Morse (1953) considers Job
Satisfaction as dependent upon job content, identification with the
company, financial and job status and pride in group performance.
Since (1958) has opined that Job Satisfaction is essentially related to
human needs and their -fulfillment through work. In fact, Job Satisfaction is
generated by individual perceptions.
Job satisfaction refers to a person's feeling of satisfaction on the job,
which acts as a motivation to work not the self-satisfaction, happiness or
self-contentment but the satisfaction on the job.
Job

satisfaction

by

HOPPOCK

is

an

"Any

combination

of

psychological, physiological and environmental circumstances that cause a

person truthfully to say I am satisfied with by job.

46

SOURCES OF JOB SATISFACTION

Several job elements contribute to Job Satisfaction. The most
important amongst them are wage structure, nature of work, promotion
changes, and quality of supervision, work group, and working conditions.

Wages:
Wages play a significant role in influencing job satisfaction. This is
because of two reasons. First, money is an important instrument in fulfilling
one's needs; and two, employees often seen pay as a reflection of
management's concern for them.
Nature of work
Most employees crave intellectual challenges on jobs. They tend to
prefer being given opportunities to use their skills and abilities and being
offered a variety of tasks, freedom, and feedback on how well they are
doing. These characteristics make jobs mentally challenging . Job that have
too little challenge create boredom.
Promotions:
Promotional opportunities affect job-satisfaction considerably. The
desire for promotion is generally strong among employees as it involves
change in job content pay, responsibility, independence, status and the like.
It is no surprise that the employee takes promotion as the ultimate
achievements in his career and when it is realized, he feels extremely
satisfied.
Supervision:
There is a positive relationship between the quality of supervision
and Job Satisfaction. Supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them
contribute to their employee satisfaction.
Work group:
The work group does serve as a source of satisfaction to individual
employees. It does so, primarily by providing group members, with

47

opportunities for interaction, with each other. It is well-known that, for many
employees work fills the need for social interaction.
Working Conditions:
Working conditions that are compatible with an employee's physical
comfort and that facilitate doing a good job contribute to job-satisfaction.
Temperature, humidity, ventilation, lighting and noise, hours of work,
cleanliness of the work place, and adequate tools and equipment are the
features which affect job-satisfaction.
DETERMINANTS OF JOB SATISFACTION:
While analyzing the various determinants of job satisfaction, we have
to keep in mind that : all individuals do not derive the same degree of
satisfaction though they perform the same job environment and at the
same time. Therefore, it appears that besides the nature of job and job
environment, there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual variables,
nature of job and situational variables determine the degree of job
satisfaction. Let us see what are these factors are:
Situational

variables:

Situational

variables

related

to

Job

Satisfaction as follows:I.

Working conditions:
Working conditions that are compatible with an employee's physical
comfort and that facilitate dong a good job contributes to job-satisfaction.
Temperature, humidity, ventilation, lighting and noise, hours of work,
cleanliness of the work place, and adequate tools and equipment are the
features which affect job-satisfaction.

II.

Supervision:
There is a positive relationship between the quality of supervision
and Job Satisfaction. Supervisors who establish a supportive relationship
with subordinates and take a personal interest in them contribute to their
employee satisfaction.

48

Equitable rewards:

III.

Employees are more satisfied when they feel they are rewarded fairly
for the work they do. If the reward perceived the job performance and
equitable it offers higher satisfaction. If the reward perceived is to be based
on consideration other than the job performance it offers job dissatisfaction.
IV.

Opportunity for promotion:

Promotional opportunities affect Job Satisfaction considerably. The
desire for promotion is generally strong among employees as it involves
change in job content, pay, responsibility, independence, status and the
like. It is not surprise that the employee takes promotion as the ultimate
achievement in his career and when it is realized, he feels extremely
satisfied.

V.

Workgroup:
Individual work in group either created formally or they develop their
own seek emotional satisfaction at the work place. To an extent, such
groups are cohesive; the degree of satisfaction is high. If the group is not
cohesive the satisfaction is low.
THEORIES OF JOB SATISFACTION

1. Fulfillment theory:
It is the satisfaction in terms of rewards a person receives or the extent
lo which his needs are satisfied. The job satisfaction , as observed by
willing, is not only a function of that what a person receive but also when he
feels he should receives as there will be considerable difference in the
actual and expectations of persons. Thus job satisfaction cannot be
regarded as merely a function of how much a person receives from his job.
Another important factor/variable that should be included to predict
job satisfaction accurately is the strength of the individual desire of his level
of aspiration in particular areas. This led to the development of the
discrepancy theory of job satisfaction.

2. Discrepancy Theory:
In this theory it discus that the satisfaction is the function of what a
person actually receives from his job situation and what he thinks he should

49

receive or what he expects to receives. When the actual satisfaction

derived is less than expected satisfaction, it results in dissatisfaction.
The Job Satisfaction and dissatisfaction are functions of the
perceived relationship between what one wants from one's job and what
one perceives it is offering, this led to the development of equity theory of
Job Satisfaction.

3. Equity theory:
It focuses that the person's satisfaction is determined by his perceived
equity which in turn is determined by his input-output balance compared to
his Comparison of others input-output balance. Input-output balanced is the
perceived ratio of what a person receives from his job relative to what he
contributes to the job.
The under and over rewards leads to dissatisfaction, while the under
reward causes feeling of unfair treatment, over reward lead to feeling of
guilt and discomfit.

4. Two factor theory:

Factors such as achievement, recognition, responsibility etc re satisfies, the
presence of which causes satisfaction but their absence does not result in
dissatisfaction. Factors such as salary, supervision, working condition etc.
are dissatisfy, the absence, which causes dissatisfaction. Their presence
however, does not result in job satisfaction.

ADVANTAGES OF JOB SATISFACTION:

1. Knowledge of General Level of Satisfaction:
A study of job satisfaction gives the management knowledge of general
level of satisfaction among the workers of the company. The study may be
made with reference to a particular subject and a particular group of
employees. It tells how employees feel about their job and about the
organization, what part of their feelings need attention and whose feelings
are involved etc. Such study is a powerful diagnosis instrument of looking at
employees problems.
2. All round communication:
The flow of communication is in all direction a i.e. upward, downward and
lateral because such surveys are planned, taken up and discussed. When

50

we encourage the workers to explain what is in their minds, upward

communication may be fruitful.
3. Improved attitudes:
The attitudes of workers are improved through job satisfaction study. It acts
as a safety value, releases one's emotions by expressing them during the
course of survey. Thus job satisfaction study to an expression of
management interest in employee welfare which gives employees a better
feeling towards management.
4. Determining Training Needs:
It determines the training needs of the employees and the supervisors. It
can be well established in the source of survey in what areas the employees
are dissatisfied or not satisfied. It helps the management to determine
whether employees or supervisors need training and in which field so that
the management may arrange for the training.

5. Benefits to Unions:
Executives and union office bearers discuss about the various wants of the
employees union rare oppose the survey results and in most of the cases
support them, especially when they know that they will share the results.
HR POLICIES AND PRACTICES RELATED TO EMPLOYEE JOB
SATISFACTION:
1. Organization development

Shared mission or vision: In many organizations, employee doesnt

know what is mission, vision, objects. Building a corporate culture that
requires employees to be an integral part of the organization can be an
effective way of getting the most from the talents or competencies brought
to the organization by each employee.

Feedback programs: These programs will help organization what is

opinions of their employees.

2. Work itself
You can increase job satisfaction by

Job rotation

51

Job enlargement: knowledge enlargement, task enlargement.

Job enrichment

3. Compensation and benefits

Policies of compensation and benefits are most important part of
organization. But you should build your policies at suitability not the
best.
4. Appraisal program
You should build the proper evaluation and fair and encourage
employees perform work.
5. Relationship with supervisors
Relationship with management is the key factor often happen
dissatisfaction of employees. The company should have policies to:

Management must be fair treated with staff.

Ready to help them.

Full training for staff

Ready to listen and respond to employee.

6. Promotions and career development

Develop programs to promote all titles in the organization.

Develop training programs for employees

Build programs for career development of each title.

7. Build corporate culture

Build channel of communication in organization

Relationship with coworkers

Build sharing culture.

8. Working condition and environment

Build occupational health and safety program.

9. Improvement programs of employee satisfaction

HR department must have the monitoring methods for improvement

programs

52

of employee satisfaction. Many organizations just do appraisal of

employee
satisfaction but not pay attention to role of monitoring.

Build solutions to improve satisfaction

Training all level of management about the importance of satisfaction

and
methods to increase satisfaction.

10.

Employees by them self

Hiring the right employees

Clearly defined and communicated employee expectations.

The Employee job Satisfaction Survey Process 53

Flowchart

Define
Objectives

Derive the Sample and

Breakup

Design of structured
Questionnaire

Determine the sample size and

Sampling Technique

Revision of
Questionnaire
Distribution of final revised
Questionnaire

Analysis of collected data using

Excel

Measurement of required result

Presentation of required results to

the top management

54

CHAPTER - V

55

DATA ANALYSIS
&
INTERPRETATION

Table No: 1
Working hours are convenient for me
Percent
Strongly agree

37.5

Agree

28.75

Neither agree nor disagree

18.75

Disagree

12.5

Strongly disagree

2.5

TOTAL

100

CHART 1

Interpretation;

56

From the above chart and table, it is clearly evident that 37.5% of the
respondents strongly agree that working hours are convenient for
them and 28.75% agree; while 18.75% respondents are neutral and
12.5% disagree with the working hours and 2.5% are strongly against
working hours convenience
Table No:2
I am happy with my work place

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
31.25
37.5
20
7.5
3.75
100

Chart 2

Interpretation:
From the above table it is clear that 31.25% respondents strongly
agree and 37.5% respondents agree that they are happy with their

57

work place; while only 20% disagreed and 7.5% have no idea towards
their work place.
Table No: 3
I feel I have too much work to do

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

PERCENT
12.5
13.75
25
31.25
17.5
100

Chart 3

Interpretation:
From the above, it is quite clear that the work load is not high,
31.25% of the respondents disagreed with the question I feel I have
too much work and another 17.5% strongly disagreed, 25% admits
they have too much work and have no idea towards this question.

Table No: 4
Safety measures provided by the company
PERCENT

58

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

35
26.25
22.5
10
6.25
100

CHART 4

Interpretation:
From the above, it is evident that the safety measures
provided by the organization are good as 35% respondents rating
Strongly Agree and 26.25% respondents agree; while only 10% &
6.25% disagreed and 22.5% neither agreed nor disagreed towards
Safety measures provided by the company.

TABLE NO. 5
My relationship with my supervisor is cordial
strongly agree
Agree

PERCENT
25
38.75

59

Neither agree nor disagree

Disagree
Strongly disagree
TOTAL

17.5
12.5
6.25
100

CHART 5

Interpretation:
From the above, it is clear that relationship between the
employees and their supervisors are cordial, as 25% of respondents
strongly agreed and 38.75% agreed while, only 12.5% disagreed and
6.25% of respondents have neither agreed nor disagreed.

TABLE NO 6
My supervisor is not partial
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
27.5
28.75
18.75
12.5
12.5
100

CHART 6

60

Interpretation:
From the above, it is evident that the supervisors are not
partial to their employees as 27.5% strongly agreed and 28.75%
agreed to the question while, 12.5% disagreed and 18.75% of the
respondents strongly disagreed this level is quite high compared to
other questions.

TABLE NO 7
My supervisor considers my idea too while taking decision

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
25
50
12.5
7.5
5
100

61

CHART 7

Interpretation:
From the above, it is clear that 25 and 50% of the respondents
agreed that supervisors consider their employees ideas also and only
7.5% disagreed and 12.5% of respondents neither agreed nor
disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
22.5
50
12.5
10
5
100

CHART 8

62

Interpretation:
From the above, it is clear that relationship with co-workers is
quite good as nearly 50% of the respondents agree that they are
satisfied with support from co-workers and only 10% disagreed and
12.5% of respondents have no answer to this.

TABLE NO 9
People here have concern from one another and tend to help one another

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
12.5
50
18.75
12.5
6.25
100

CHART 9

63

Interpretation:
From the above, it is clear that people in this organization have
concern over each other as 12.5% strongly agreed and 50% agreed
while, only 12.5% disagreed and 18.75% of respondents neither
agreed nor disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
18.75
25
31.25
20
5
100

CHART 10

64

Interpretation:
From the above, it is clear that 18.75% of employees are
strongly satisfied with the refreshment facilities offered by the
company as 20% of respondents disagreed and 5% strongly
disagreed while, only 31.25% neither agreed nor disagreed and only
25% of respondents agreed.

TABLE NO 11
We are provided with the rest and lunch room and they are good

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
15
43.75
22.5
15
3.75
100

CHART 11

65

Interpretation:
From the above, it is quite evident that 3.75% of the
respondents

strongly

disagreed

and

15%

of

the

respondents

disagreed while, only 22.5% neither agreed nor disagreed and

43.75% of the respondents are satisfied with the rest and lunch room
provided.

TABLE NO 12
The parking space for our vehicles are satisfactory

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
5
7.5
15
37.5
35
100

CHART 12

66

Interpretation:
From the above table it is clear that respondents are not
satisfied with the parking facilities provided by the company as 35%
of respondents strongly disagreed and 37.5% of respondents
disagreed and only 7.5% of respondents are satisfied with the
parking facilities and 15% have neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work i do
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
18.75
50
18.75
8.75
3.75
100

Chart 13

67

Interpretation:
From the above, it is evident that the respondents are satisfied
with their salary as 18.75% agree and 48.75% strongly agree. Only
8.75% disagree and 3.75% strongly disagree, 50% of the respondents
neither agree nor disagree.

Table no 14
I'm satisfied with the chances for my promotion

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
22.5
50
18.75
5
3.75
100

Chart 14

68

Interpretation:
From the above, it is quite clear that employees are satisfied
with their chances for promotion with 50% of respondents agree and
22.5% strongly agree. Only 5% disagree and 3.75% strongly
disagree, 18.75% neither agree nor disagree.

Table no 15
I'm satisfied with the allowances provided by the organization
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
13.75
47.5
17.5
12.5
8.75
100

Chart 15

69

Interpretation:
From the above, it is clear that the employees are satisfied
with the allowances and other benefits provided by the organization
as 47.5% agree and 13.75% strongly agree. Only 12.5% disagree and
8.75% strongly disagree, 17.5% neither agree nor disagree.

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
10
27.5
35
15
12.5
100

CHART 16

70

I
Interpretation:From the above, it is evident that bosses of the employees
are motivating to achieve organizational goals with 27.5% respondents
agree and 10% strongly agree. 35% disagree this is quite high compared to
other factors and 12.5% strongly disagree and 15% neither agree nor
disagree.

TABLE NO 17
My supervisor motivates me to increase my efficiency at times when it is
required.

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
18.75
50
18.75
10
2.5
100

CHART 17

71

Interpretation:
From the above, it is evident that bosses of the employees
motivate the employees when he is unproductive and help them to
be productive as 50% agree and 18.75% strongly agree. Only 2.5%
strongly disagree and 18.75% disagree, 10% neither agree nor
disagree.

TABLE NO 18
I feel that my job has little impact on the success of the company
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
25
43.75
12.5
10
8.75
100

Chart 18

72

Interpretation:
From the above chart, it is clear that 43.75% respondents
believe that they contribute in the success of a company, 10%
respondent disagree from the statement and 8.75% respondent
strongly disagree from the question.

Table no 19
Overall, I'm satisfied with my job

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
25
31.25
25
15
3.75
100

Chart 19

73

Interpretation:
From the above table, it is evident that Overall satisfaction of
the respondents are good as 31.25% agree and 3.75% strongly
agree. Only 3.75% strongly disagree and 15% disagree and 25%
neither agree nor disagree.

FINDINGS
From the study, the researcher has come to know that most of the
respondents have job satisfaction; the management has taken the best
efforts to maintain cordial relationship with the employees. Due to the good
working conditions prevailing in this company, job satisfaction of each
respondent seems to be the maximum. From the study, I have come to
know that most of the employees were satisfied with the welfare measures
provided by ONGC. The employees of ONGC get more benefits compare to
other companies.

The respondents are satisfied with the environment and nature of

work factors

74

The respondents relationship with the superiors and colleagues

are quite good

The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their

superiors in this organization is reasonable.

The Pay and promotion activities in this organization is also good .

The Respondents are overall satisfied with their job

The Parking facilities provided by the organization are not good

thats why most respondents disagree with this question.

The refreshment facilities are also need to be improved

SUGGESTIONS & RECOMMENDATIONS

In the organization, most of employees are satisfied with

all the facilities provided by company. On the other hand,
there are some employees, although a small percentage,
who are not satisfied with the welfare measures of the
Company. Management should try to convert this portion
of unsatisfied employees into satisfied employees. In
other words, the Management of ONGC should increase

75

the level of satisfaction, then only, the employees can

give his 100% work and the productivity of employee
would

increase.

Thus,

the

Management

of

ONGC,

Rajahmundry should try to identify the areas and

unsatisfied employees, so as to convert this portion of
unsatisfied employees into satisfied employees, because
employees are the Assets of the company; Not a
liabilities.

76

BIBLIOGRAPHY
BOOKS:

Ashwathapa K., Human Resource Management (third edition), Tata

Mc Graw Hill Publication Company Ltd.

Chhabra. , T. N. Human Resource Management, Dhanpat Rai

$Co(P)Ltd. India, ninth edition.

Kothari

C.R.,

Research

Methodology,

New

Delhi;

New

Age

International Publication, second edition.

P.SUBBARAO, Human resource management

Web-Site:www.bhel.com
www.google.com
WWW.ONGCindia.com

77

ANNEXURE

78

Questionnaire
A study on Job Satisfaction of Employees in ONGC, RAJAHMUNDRY.
1. Name:
2. Age:
3. Gender:

Male
Female

4. Designation

..

Ques1- Working hours are convenient for me1 Strongly agree 2 Agree 3 Neither agree nor disagree
4 Disagree

5 Strongly disagree

Ques2- I am happy with my work place1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques3- I feel I have too much work to do1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques4- Safety measures provided by the company are good1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques5- My relationship with my supervisor is cordial1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree

Ques6- My supervisor is not partial-

79

1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques7- My supervisor consider my ideas while taking decision1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques8- I am satisfied with the support from my coworkers1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques9- People here have concern from one another and tend to help1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques10- I am satisfied with the refreshment facility1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques11- We are provided with the rest and lunch room and they are good1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques12- The parking spaces for vehicles are satisfactory1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques13- I feel I am paid a fair amount for the work I do1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques14- I am satisfied with the chances for my promotion1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques15- I am satisfied with the allowances provided by the organization-

80

1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques16- I feel my boss motivate me to achieve the organizational goals1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques17- My supervisor motivate me to increase my efficiency at a time
when I am not1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques18- I feel my job little impact on the success of the company1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree
Ques19- Overall I am satisfied with my present job1 Strongly agree

2 Agree 3 Neither agree nor disagree 4 Disagree 5

Strongly disagree

81