Chapter I

INTRODUCTION

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 Chapter I

INTRODUCTION

Human resource is consider to be the most valuable asset in any organization. It is the sum-
Total of inherent abilities, acquired knowledge and skills represented by the talents and
aptitudes of the employed persons who comprise executives, supervisors and the rank and file
employees. It may be noted here that human resource should be utilized to the maximum
possible extent, in order to achieve individual and organizational goals. It is thus the
employees performance, which ultimately decides, and attainment of goals. However, the
employee performance is to a large extent, influenced by motivation and job satisfaction. The
term relates to the total relationship between an individual and the employer for which he is
paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal;
the end state is feeling accompanying the attainment by an impulse of its objective. Job
satisfaction does mean absence of motivation at work. Research workers differently described
the factors contributing on job satisfaction & job dissatisfaction. The survey made regarding the
job satisfaction in RSP will facilitate and enables the management to know the perceptions and
inner feelings regarding the job they are performing on day - to - day basis. The term job
satisfaction reveals and focuses on the likes and dislikes of the employees of RSP. In this
particular study the researchers tries to identify the causes for satisfaction and dissatisfaction
among the employees. So this is the most effective and selective instrument for diagnosis and
peeping into the employees problems. Job satisfaction survey can give the most valuable
information the perceptions and causes. For satisfaction / dissatisfaction among the employees
attitude towards job satisfaction may be either positive or negative. This positive feeling can be
re - in forced and negative feelings can be rectify. This survey can be treated as the most
effective and efficient way, which makes the workers to express their inner and real feelings
undoubtedly. For any future course of action / development, which involves employees
participation, is considered. The management will get a picture their employees acceptance and
readiness. This survey also enables to avoid misinterpretations and helps management in solving
problems effectively. It is observed during study some of the employees accepted the proposal

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survey research. A perfectly contentment and satisfaction motivates an employees to be
confident with a high morale, it is an asset to organization as a whole. Thus the high
motivation and morale of an employee make him to remain in the organization and
encourage him to face cut throat competition and gives him enough dynamics to face
challenges. Every human being possess him own unique resource, if properly channels it
by supportive and supplement, ultimately for achieving organization goals. As proper
breathing and diet is necessary to healthy human being so as is contentment to the
job satisfaction. This contentedness ultimately acts as a key factor to human resource
development.

Job Satisfaction

Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses
the amount of agreement between ones expectation of the job and the rewards that the job provides. Job
Satisfaction is a part of life satisfaction. The nature of ones environment of job is an important part of life as Job
Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes
possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such
specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt
settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that
many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors
as employees age, health temperature, desire and level of aspiration should be considered. Further his family
relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job
satisfaction.

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FACTORS INFLUENCING JOB SATISFACTION

The major factors influencing job satisfaction are presented below: SUPERVISION To a worker, Supervision is
equally a strong contributor to the job satisfaction as well as to the job dissatisfaction. The feelings of workers
towards his supervisors are usually similar to his feeling towards the company. The role of supervisor is a focal
point for attitude formation. Bad supervision results in absenteeism and labor turnover. Good supervision results in
higher production and good industrial relations.CO-WORKERS Various studies had traced this factor as a factor
of intermediate importance. Ones associates with others had frequently been motivated as a factor in job
satisfaction. Certainly, this seems reasonable because people like to be near their friends. The workers derive
satisfaction when the co-workers are helpful, friendly and co-operative. PAY Studies also show that most of the
workers felt satisfied when they are paid more adequately to the work performed by them. The relative important
of pay would probably changing factor in job satisfaction or dissatisfaction.

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AGE

Age has also been found to have a direct relationship to level job of satisfaction of employees. In some groups job
satisfaction is higher with increasing age, in other groups job satisfaction is lower and in other there is no difference
at all.

MARITAL STATUS

Marital status has an important role in deciding the job satisfaction. Most of the studies have revealed that the
married person finds dissatisfaction in his job than his unmarried counterpart. The reasons stated to be are that
wages were insufficient due to increased cost of living, educations to children etc.

EDUCATION

Studies conducted among various workers revealed that most of workers who had not completed their school
education showed higher satisfaction level. However, educated workers felt less satisfied in their job. WORKING
CONDITION The result of various studies shows that working condition is an important factor. Good working
atmosphere and pleasant surroundings help increasing the production of industry. Working conditions are more
important to women workers than men workers.

WORKING

CONDITION The result of various studies shows that working condition is an important factor. Good working
atmosphere and pleasant surroundings help increasing the production of industry. Working conditions are more
important to women workers than men workers.

REVIEW OF LITERATURE
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JOB SATISFACTION

This study attempts to evaluate job satisfaction of ROURKELA STEEL PLANT (SAIL). It focuses on the
relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also
investigates the impacts such as, work experience, age, and sex differences on the attitudes toward Job
Satisfaction.

The result shows that salary, efficiency in work, fringe supervision, and co-worker relation are the most important
factors contributing to job satisfaction. Private sectors have higher levels of job satisfaction than those from public
sectors as they enjoy better facilities and supportive work environment. Sex and age differences have relatively
lower level of impact on it. The overall job satisfaction of the employees is at the positive level. Nowadays,
employee loyalty is very important for the organization to improve their organization quality
and productivity. Given today of employee loyalty decreasing towards the organization, many
organizations are trying to find some ways to increase the employee loyalty. According to
Ginzberg, Ginsburg, Axelrad and Herma (n.d.), career development is influenced by the
educational process, the emotional factor and individual values. Besides, Gerhartet et al. (1994)
also had established that employee compensation plays such a key role because it is at the heart
of the employment relationship, being of critical importance to both employees and employers.
According to Holm and Hovland 1999; Schmidt 1999 (as cited in Cheng, 2004), the changes in
the organizational structure and the decline in job security has changed the psychological
contract between employer and employee. Moreover, according on Al- Anzi (2009) study result
shows over than 90% say the quality of their working environment affects their mood and
attitude about their work. All the above studies are pointed out those different types of factors
which will influence the employee loyalty in the organization.

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Employee Loyalty

Based on Loyalty Research Center (2002), employee loyalty can be defined as employees
believe that they have no regrets for working in their organization and they are considered it was
a best choice for them. Employees can represent an important investment and vital resource for
all organization because the salaries, bonuses and employees benefits can enhance the
employees work hard and loyalty to the organization. So, there is a considerable expense for
replacing an employee whether he/she is holding a high position or low position in the
organization since the employee loyalty is not easily build up in the organization. According to
Vince (2005), understanding the employees needs can cultivate the employee loyalty towards
the organization. As early as 1950s, the famed psychologist, Abraham Maslow presented his
Hierarchy of Needs Model as a way to explain the human behavior. Maslow believed that human
act on their unmet needs according to their urgency at any given moment. For instance, most
people have no difficult to satisfy their basic physiological, safety, security and social needs on a
daily basis. Therefore, these known as lower-level needs. However, after these lower-level
needs are met will one strives to satisfy ones higher-level needs which are self-esteem,
achievement and recognition, and self-actualization. Therefore, Vince DiCecco found that he
should know his employees well to enhance the operation and productivity of his organization.
He tried to understand and respect his employees dignity which is they have a management team
that respects the differences among individuals. Besides, he suggests that the business managers
should focus on, recognize and reward the performance and productivity that compares

favorably with the goals and objectives for those jobs. Furthermore, companies with loyal
employees regularly conduct goal-setting sessions between supervisors and workers. So, these
have got to be positive sessions to accentuate the persons talent, avoid the persons
shortcomings and also improve the relationship between the supervisors and employees. Other
than that, managers should speak less and listen more from the employees during the meeting.
This can helps the employees present their own new ideas or describes some recent
achievements. Moreover, according to Kyle (1996), there are some few ways to increase the
employees loyalty in the organization. For instance, telecommuting is important to enhance the
employees loyalty because it can reduce the travel time and generally helps employees strike a

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better work/life balance. Its best for positions that benefit from employees thinking, but not for
all the employees who rely on meetings and collaboration. The management in office, job
involvement, leaves of absence and self-education improvement for employees are good
examples of flexibility in the modern workplace. Instead of meeting financial and health needs,
they satisfy human and lifestyle needs, which are equally important. Besides, rewards also very
important for enhance the employees loyalty. It could be from the view of individual
performance, team performance, and the loyalty and length of service in the firm. For the
individual performance, employees reward system is important to encourage them take personal
responsibility to achieve the goals set by the organization. Rewards give to employees could be
in the form of commissions and bonus or employees been promoted. However, for the team
performance, team rewards can work well for temporary project teams and company-wide
programs. There could be some non-monetary rewards such as additional time off, employees
appreciation certificate or gifts for encourage and make them feel that they are worth for working
hard for the organization since the organization acknowledge their hard works. The team will be

always share their information and work together when these rewards are given by the
organization. On the other hand, rewards can be giving based on the loyalty and length of service
in the firm. Annual increase of employees working in the organization shows that they are
becoming more appreciated and important to the company. The annual performance review
shows that the employees working attitude and appraisal from organization in each year to
encourage them to put more efforts for earning the next raise for the job performance. Otherwise,
the Human Resource (HR) Department in the organization is very important. Every HR task
today requires increasing levels of expertise: calculating payroll, gathering employee hours,
tracking employee benefit programs, administering pensions, ensuring a safe work environment
and others. Companies of all sizes are entrusting these tasks to HR outsourcers. The organization
has the experts that understand and keep abreast of changes to government regulations, ensure
compliance with all regulatory bodies, offer personalized service unmatched by in-house systems
and use the latest technology to fully host the company data. Therefore, the firm only can pay the
employees accurately and on time by having the access to HR to facilitate the succession
planning and giving the employees self-service options for the benefits administration. It will
help the firm to create a more satisfied and loyal employee base. As a result, it can be say that a

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company with motivated and loyalty employees runs on all cylinders and increasing satisfaction
and productivity for company.

Career Development

According to Mehta, Singh, Bhakar, and Sinha (2010), career development is a most important
determinant of employee loyalty. According to Merchant (n.d.), career development means an
individual can be and finding a place in an organization where they can express excellence and
contribute to the goals of the organization and respected position in which could advance such as
promotions and upward mobility. Career development consists of concerted efforts directed
towards assessing workers performance identifying likely career paths for that employee,
designing and implementing different forms of training and experience to prepare that person for
more advanced job. Besides that, career development has both personal and organizational
dimensions. In organizational level, it is a planned program designed to match individual and
organizational needs. Examples of program included are recruitment policy that encourages a full
exchange of information between the applicant and the organization prior to hiring as well as
promotion policy that considers the needs and objective of the organization and employees.
According to Ginzberg, Ginsburg, Axelrad and Herma (n.d.) career development are influence by
the educational process, the emotional factor and individual values. The researchers also state
that individual will pursues their career goal through the educational experiences.

In most industrial organizations, effort at career guidance are directed towards organizational
goals, thus, each employee should take some initiative in planning his or her career. Since, not all
firms accept the responsibility for retraining employee when the changes of job technology, the
worker must be aware of the potential for change in any career he or she undertakes (Peterson &
Tracey, 1979 as cited in Agba, Ogaboh, Nkpoyen, Ushie, 2010).

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Career development takes a professional manager to realize that time spent in career counseling
may have a greater pay off in the employees performance rather than time spent on routine day-
to-day responsibilities. Employee must assume primary responsibility for his or her career
development since the company cannot develop a worker who does not wish to be developed.
While the employee does have primary responsibility for personal development, the manager and
human resources development have interrelated roles in the career counseling process. Dual
commitment from the employee and the organization is required if the career counseling process
is to be effective. The role of the manager is to encourage growth and create an environment that
will also stimulate and encourage growth. The role of the HR department is to help both the
manager and subordinate consider potential career routes, possible departmental needs and
available resources for meeting these needs (Gambill, 1979 as cited in Agba, et al. 2010).

On the other hand, career problems will occur on some worker. Organization may made serious
human resources planning mistakes if it assumes that all people share the same career notions
and intentions. In most firms, it is becoming increasingly evident that career management
programmed are cost justified in the same terms as staffing programmed, which is each approval
contributes to improved utilization of employees and overall organizational effectiveness (Leach,
1980 as cited in Agba et al. 2010). Thus, the purpose of career development is to match an
employees career aspirations with opportunities and challenges available within the organization
(Aplin and Gerster, 1978 as cited in Agba et al. 2010). The interest of career development also
entails a successful placement of employees in positions that meet their needs as well as the
organizations needs. Therefore, employee career must be of concern to organizations and
managers in order that human resources can improve the management to meet constantly
changing environmental condition (Aplin and Gerster, 1978; Flippo, 1980 as cited Agba et al.
2010).

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Compensation and Rewards

In hotel industry, the relationship between employer and employees are very important. This
might indirectly bring effect to the hotel industry. To retain employees, employer had provided
compensation and rewards system to buoy their employees to work hard and loyal to them.
Compensation is a statistical term used in balance of payments statistics, national accounts and
sometimes in corporate accounts as well. According to Gerhart et. al. (1994) established that
employee compensation plays such a key role because the heart of the employment relationship
being critical importance to both employees and employers. Employees is usually depend on
wages, salaries, and so forth to provide a large share of their income and on benefits to provide
income and health security. For employers, compensation decisions influence their cost of doing
a business, their ability to sell at a competitive price in the product market. In addition, the
compensation decisions will influence the employer's ability to compete for employees in the
labor market, as well as their attitudes and behaviors while with the employer.

According to Steers and Porter (1991), stated that compensation is clearly shows a link between
the rewards of a company offers and those individuals that attracted by the compensation to
working in the firm, and those employees who willing continue to work for the business.
Recognition and rewards is playing an important role in agency programs and work unit to
attract and retain employees in the hotel industry. It is a day-to-day interaction that makes
employees feels that their contributions are appreciated by the company. It is recognized for their
unique qualities and type of recognition may contribute to high morale in the working
environment. Rewards, financial or otherwise, should be valued and must be perceived as based
on performance. Perhaps there is no hitch in acknowledging this principle. But most
organizations have far to go in implementing them. Researcher has declare to several
management practices such as time-based compensation, inadequate performance appraisal and
others that hinder reward-performance contingency and equity in the Indian context (Ho fstede,
1980 as cited in Seema, 2010).

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According to Dunnette, Avery, and Banas (1973); Schneider, (1972) and Wanous(1976) as cited
in Rusbult (1983) have established that logical to expect that job rewards such as high pay,
autonomy, variety should be salient to workers even during early stages of a job, whereas the
costs associated with a given job such like unexpected variations in work load, numerous
deadlines, inadequate resources, and unfair promotion practices may probably become more
noticeable over time. Thus, whereas the impact of job rewards should remain relatively constant,
the impact of job costs on satisfaction and commitment should increase over time on the job.
Research on organizational entry provides indirect support for this statement which is the
expectations of newcomers has consistently been shown to be more favorable than those of more
experienced workers. Whereas, for employees who wish to have compensation and rewards in
hotel industry from employer, employees also need contribute the effort to get the return of
compensation and rewards by the hotel industry.

According to (Adams, 1963 & 1965; Herzberg, 1959 & 1968; Maslow, 1943 & 1954; Rousseau,
1989 & 1995) as cited in Ismail (n.d.), stated that compensation is viewed as a segment of human
capital management that emphasizes planning, organizing, and controlling various types of
payment systems for rewarding employees who perform their work or service. Within
organizations, individual employees have different interpretations of compensation.

Job Security

According to previous research done by Seema et al. (n.d) found that there a significant
difference between job security and loyalty when job security consider is a factor. According to
Commerce Dictionary.com, job security define as the like hood that an employee will keep his or
her job for a long time or until retirement and an employees feeling that he has a right to keep
his job, or that he will never be made redundant. Other than that, job security defines as the
feeling that an employee has of being able to stay in a job as long as he or she wants from
Publishing Dictionary.com. In other words, job security is the security of continued employment

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in the same occupation with the same employer. Bolman and Deal (1997) as cited in (Gerhardt,
2004) recommended that promotions from an organization would give employees a sense of job
security because they support employees to stay with the organization and gain more skills. The

promotions like given the training and opportunity to learn something new can influence the
employee decide continue stay at that company because they will feel the company are concern
them so their job were secure. Many of the troubles of survivor condition come from breach of
the traditional psychological contract, somewhere managers were promised job security and
hierarchical career advancement in return for employee loyalty and commitment to the
organization (Brockner, & Cooper-Schneider, 1992 as cited in Ndlovu, & Parumasur, 2005). The
changes of organizational structure and the turn down in job security have affect to the
psychological contract linking employer and employee (Holm and Hovland 1999; Schmidt 1999
as cited in Cheng, 2004). In order to determine whether the job of employees secure or not by
employee themselves, normally were based on the feeling or psychological so if they feel their

job or work is not secure, the level of employee loyalty will be decline. In opposite, if they feel
their jobs are secure, the level of employee loyalty will be increase. Employees apply their
offerings to the organization and gain reasonable rewards in return; However organizations will
promise job security and career advancement opportunities in substitute or gain employees
loyalty (Nicholson and Johns, 1985 as cited in Fu, 1996). Many organizations has been
processing mergers, restructuring and downsizing in order to maintain or improve its core
competence. The result of these crucial changes unavoidably lead to many employees lose their
jobs and meanwhile, it also break the psychological contract between employer and employee in
the past, which employer has been using job security to exchange employees loyalty. According
to Batt, 1996; Beckman, 1996; Scott, OShaughnessy, & Cappelli, 1996, the changed of
psychological contract will reduce job security and also will reduce the employee loyalty
according to Goffee & Scase, (1992) and Murrell, Frieze, & Olson, (1996) as cited in Sullivan
(1999).Nowadays, employer recruits and layoff those employees are based on their company
needs so job security has been develop as one of the most important factor to employees around t

he world stay in a company. Job security will help to generate an environment of confidence
along with employees which will reinforce their loyalty to the company (Pfeffer, 1998 as cited in
Abdullah, Boyle & Joham 2010). When companies do provide job security, it can have a positive

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contact on the companys performance. This relates to the idea that job security both increases an
employees commitment, and has an important effect on an employees rank of
enthusiasm(Nohria et al., 2008 as cited in Abdullah et al. 2010). When the economic crisis or
unstable, the employees are worry their job because the income of the employees are based on
the job. When the under that situation, employers are promise given job security to the
employees, employees will loyal to their company because their jobs are secure. Research by
Blunt (1983), Jones (1986) and Leonard (1991) show that employees in collectivist countries
such as Kenya regard job security is an important factor to them work in an organization.
Company set a rule of promised job security this will lead to positive contact on productivity
(Akerlof & Yellen, 1986).Whereas, in order the employees get the job security not only
contribute by the employers. The employees also need contribute the effort to get the return of
job security. The exchange for employer in promise job security to employee is receiving
constant loyal from employee in the future (Herriot et al., 1995 as cited in Zeppou, 1999).
Several studies have shown positive relationships between job security and employees
loyalty(Argyris, 1960; Ashford et al., 1989; Roskies & Louis Guerin, 1990; I lallier & Lyon 1996
as cited in Zeppou, 1999). Individual differences in perceived job security may result from
organizational practices that affect the current employeeemployer relationship (Davy, Kinicki,
& Scheck, 1991; Geary, 1992; Roskies & Louis-Guerin, 1990; Tsui, Pearce, Porter, & Tripoli,
1997 as cited in Maria, Kraimer, Sandy, Wayne, Liden, & Sparrowe, (2005).

According to Reichheld, (2006) as cited in (Seema et al., n.d) found that those employee stay in
an organization two years and above is because of few factors such as benefits and pay, working
environment, job satisfaction and customers.

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Workplace Environment

The definition of the term workplace, meaning the place which houses workstations and any
other place within the area of the undertaking to which the worker has access in the course of his
or her employment (Best Practice, 2008). Overall, the workplace environment is where an
employees working surrounding is according what the organization gives of the quality for the
facilities, tools, ergonomic design, light, air, temperature, noise, ventilation and the cooperation
with manager and co-workers. The environment can affects the employees productivity, safety
and health, and psychologically.

At present the workplace is different, diverse and continuously changing if compare to past.
According on Al-Anzi (2009) study result show over 90% respondents say the quality of their
working environment affects their mood and attitude about their work. Almost as many, about
89% respondents believe the quality of their working environment is very important to them
view of job satisfaction. Given that roughly one in six employees considers his or her workplace
unhealthy, it is worth examining specific job characteristics to determine the extent to which they
correlate with employees' perceptions of healthy work environments.

The factors of workplace environment impact the employee satisfaction towards the job and
affect the loyalty to organization are performance feedback, manager support and mentoring, co-
workers teamwork, and environmental factors. According to Hughes study (as cited in Al-Anzi,

2009), employees in different organizations have different office designs. Every organization
office has lighting and heating arrangements, unique furniture and spatial arrangements, and
different levels of noise. Comfortable and ergonomic office design is one of the ways to motivate
employees increase their performance substantially.

Other than that, the principals of management that dictate how exactly to maximize employee
productivity are personal motivation and the infrastructure of the work environment. Manager
has to give sufficient authority to employees, increase employee accountability, delegate
responsibilities and encourage teamwork. This can creating an optimistic and healthy work

15
environment which employees are productive is essential to increased motivation, confident,
loyalty and profits for organization. Employees with an engaging workplace environment that
provides personal development and recognition are more possible to remain loyal to the
company. Some studies suggest loyalty is declining because employees are not happy in recent
years. High unemployment, limited development opportunities, demanding working conditions
and declining compensation, all have contributed to a frustrating workplace environment. The
obvious conclusion is that unhappy employees are disloyal employees (Reed, 2011).

Workplace quality can affect the attitude of employees and increases their productivity. Better
physical environment of office will boosts the employees and ultimately improve their
productivity, morale and engagement. Now, organization management new challenge is to
generate a work environment that attract, maintain, and motivate the workforce. Therefore, the
work environment has to be where employees enjoy with what they do, feel like they have a
purpose and important, have pride in what they done, and can reach their potential.

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Review of Relevant Theoretical Models

Based on previous research, the researchers, Halil Zaim and Selim Zaim (n.d.) Investigate on
measuring employee satisfaction in small and medium sized enterprises, the purpose of the
research is measure employee satisfaction and determines the critical factors of employee
satisfaction and to measure their effect on the overall evaluation of employee satisfaction in
small and medium sized enterprises (SMEs).

The factors have investigated by the researchers to carry out the relationship between of
employee satisfaction on the employee loyalty. The factors are pay and benefits, peers,
management and superior. The methodology used by the researchers to collect the data is through
survey instrument and used sample. The data collection for the survey method used around 15
minute to complete it in the interview section. 30 graduate students have been interviewed by the
interviewer and the backgrounds of the graduate students are ten middle level managers from ten
different countries. After researchers get the data, they use Exploratory Factor

Analysis (EFA) to analysis the data.

The final result of this research has a positive relationship between employee satisfactions with
the employee loyalty. This means that, if the pay and benefits, peers, management and superior
are increase the employee loyalty also will increase.

According to Martensen and Gronholdt (2006) study on Internal Marketing: A Study of

Employee Loyalty, Its Determinants and Consequences, Innovative Marketing, Volume 2, Issue
4, 2006. An employees job satisfaction in a company is a complex term.

17
 Do the employees find that the job is interest and meaningful?

Does the job satisfy the employees demand and needs?

Does it live up to expectation?

Do the employees experience joy in their work?

Do they feel that, the work they do is appreciated?

Are they generally satisfied with their job?

From the above series of questions can show the researchers believe that the expectation of
employee has and experience of the job are important and linked to job satisfaction, then only
can living up the employees loyalty.

According to Hackman and Oldmans (as cited in Martensen & Gronholdt, 2006) on Work
Design Model, how meaningful a job is playing a significant role for job satisfaction, the
purpose of the research is to develop and apply a model of employee loyalty. Researchers have
used partial least square (PLS) method to estimate the model. Result in Figure 2. The estimated
model of employee loyalty show that, if increase 1-point of job satisfaction index directly
result in a 0.43 increase in the employee loyalty index.

The Estimated Model of Employee LoyaltyAdapted from: Martensen, A. & Gronholdt, L.

(2006). Internal Marketing: A Study of Employee Loyalty, Its Determinants and Consequences.

Innovative Marketing, Volume 2, Issue 4, 2006.

According on Abdullah et al. (2009) survey result in Table 1 found that employee satisfaction is
dependent on benefits package, training and development, relationship with supervisor, working

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conditions, teamwork and cooperation, recognition and rewards, empowerment and
communication. Whereas, employee loyalty is a result of the satisfaction that stems from
satisfaction variables such as, recognition and rewards, working conditions, teamwork and
cooperation, and relationship with supervisor. They are focus on the four factors, however, if
look into depth the job security question, my job is secure is highest in agree somewhat, which
is 65.8%. Those employees mostly also satisfied and agree with the benefit, rewards and
compensation paid by hotel.

1.1 Objectives of the Study

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The main aim of the study is to analyze and examine level of job satisfaction among the
RSP employees and to know the problems faced by the employees of the various
categories.

The specific objectives are as follows:

To present a profile of RSP and organizational structure etc.,

To observe the level of satisfaction among of employees relating to the nature of the

job and other factors.

To identify the extent of job satisfaction in the RSP employees and its impact on

the job performance of the employees.

To evaluate the working environment in RSP.

To examine satisfaction regarding the salary and other benefits of its employees.

To suggest suitable measures to improve the overall satisfaction of the employees

in the organization.

LIMITATIONS

The sample selected from the employees of Rourkela Steel Plant. Satisfaction level of the
employees of this organization may differ from those other. In steel industry the overall
satisfaction of employees may differ from company to company, from industry to industry.

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Hence the level of satisfaction of the employees at Rourkela Steel Plant cannot be generalized to
other industry.

Fear of the employees will have an effect on the result obtained. Their chances of biased
response on the part of the respondents. Since the researcher is viewed as the representative of
the management.

The survey purely based on opinion of employees, which may be biased at time. The factory
function in shift system so all shift workers will not take part in the sample. As the study is very
wide and vast all the facts and features regarding the study could not be analyzed and taken into
account.

1.2 Scope of Study

In the survey an attempt has been made to analyze the job satisfaction of employees of
RSP, Rourkela. The study tries to understand the level of satisfaction among the employees
of RSP. It further explains the area on which employees are mostly dissatisfied. Job satisfaction

21
of the employees has been analyzed on the basis of the following thirteen job related
factors.

Salary and monetary benefits

Job security
Promotion policy
Working environment
Employees participation in management
Freedom of expressions
Nature of job
Interest taken by superiors
Superiors and sub-ordinate relationship
Medicare
Loans
Conveyance
L.T.C.

1.3 Research Methodology

The success of formal research project depends on the sound research design. As the main aim
of the project is to identify the satisfaction level of the employee in an organization. The project
is purely descriptive in nature. Descriptive research studies are those studies, which are
concerned with describing the characteristic of particular individuals, or of a group. In the
preparation of this report, the researcher the data from different sources. The sources of data as
follows:

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Primary data: This data is gathered from first hand information sources by the researcher, this
data collection from employees, managers, clerks etc., by administrating the questionnaire
having face to face interaction with employees.

Secondary data : This will give the theoretical basis required for the report presentation which
can be available from various sources such as magazines, office files, inter office manual and
website.

TOOL USED FOR COLLECTING

Questionnaire is the tool used for collecting data. Multiple choice, rating scale and close end
questions of pre-formulated questionnaire have been designed for the study.

SCALING TECHNIQUES

As the questions are closed ended, Liker scale is the technique used for asking the questions. The
respondent is asked to respond to each of the statement in terms of several degrees as
given below:

( Strongly Agree )

( Agree )

( Undecided )

( Disagree )

( Strongly Disagree )

23
ANALYSIS OF DATA

After collecting the data, they were entered in a single table called master chart. Different
tables were prepared and analysis of data was done to find out the level of satisfaction of staff
member in the organization. To extract meaningful information from data collected, analysis of
data and interpretation was carried out by using simple percentage analysis and chi-square
method.

Statistical tools used

Percentage analysis

Charts used

Bar chart

Testing of hypothesis

A statistical hypothesis is a statement or assertion about a population, which must be verified on

the basis of information available from the sample.

24
 Chapter II
Organization Profile ( RSP )

Chapter II

Organization Profile RSP

Rourkela Steel Plant (RSP), in Rourkela, Odisha is the first integrated steel plant in the public
sector in India. It was set up with West German collaboration with an installed capacity of 1
million tons in the 1960s. It is operated by Steel Authority of India. German metallurgical firms

25
Mannesmann, Krupp, Damage, and Siemens provided machinery and consultancy to the
plant among others. Rourkela Steel Plant was the first steel plant in Asia to use the LD
(Linz-Donitz) process of steel-making. Rourkela Steel Plant ( RSP ) has an associated
fertilizer plant that produces nitrogenous fertilizers using ammonia feedstock (from its coke
oven plant). On 3 February 1959, then president Rajendra Prasad inaugurated RSP's first
blast furnace named 'Parvati' when the company was known as Hindustan Steel Limited
(HSL). Subsequently, the RSP became a unit of the Steel Authority of India Ltd (SAIL).
Recently, a Rs 12,000-crore modernization and expansion project at the Rourkela Steel Plant was
dedicated to the Nation by Prime minister Narendra Modi on 1 April 2015. RSP presently has
the capacity to produce 4.5 million tones of hot metal, 4.2 million tones of crude steel and 3.9
million tones of saleable steel. The capacity of Rourkela Steel Plant (RSP) is expected to
rise to 10.8 MTPA by 2025.

Contents

1 Upgrade and modernization

2 Product mix

2.1 Products

3 Facilities

4 Quality Management

5 Environment management

5.1 Awards

1. Upgrade and modernization

26
Prime Minister Narendra Modi speaking at a public meeting after opening the 4.5 MT
expansion of the Rourkela Steel Plant, April 2015. The RSP has many firsts to its credit. It is
the first plant in Asia to adopt the energy-efficient LD Process of steel making and the first
integrated steel plant of SAIL which adopted the cost- effective and quality-centered
continuous casting route to process 100% of steel produced. The plant has also, for the first
time in India, had adopted external desulphurization of hot metal by calcium carbide injection
process. RSP is one of the unique units under the SAIL umbrella with a wide variety of special
purpose steels.

After RSP was set up with the help of German collaboration. Subsequently, its steel making
capacity was enhanced to 2 million tones and added many units to the facility. A pipe
plant and special plate plant were set up during the 1970s for production of ERW pipes and
steel plates f or defense requirements. NSPCL, a joint venture company of NTPC Limited and
SAIL, set up a captive power plant of 120 MW capacity to be self-sufficient.

Rourkela Steel Plant undertook a modernization program in 1988 with an outlay of INR 4500
crores. This revamped the process of supply of raw materials, new oxygen plant, improved
techniques in blast furnaces, selling of dolomite plant, cast house, slag granulation plant, supply

of raw materials sintering plants and coal handling plants among others. Following the
modernization RSP became the first SAIL plant to have adopted continuous casting route for all
its hot metal production. It is also the first Indian steel plant to have adopted
external desulfurization of hot metal by the calcium carbide injection process. Steel Authority of

27
India plans to invest for its capacity expansion in its major plants. So Rourkela Steel Plant on
modernization and expansion project on process.

1964: The Fertilizer Plant was set up in the year 1964 with a view to utilizing the residue
of the steel plant and the re-utilization of the chemicals.

1970: Pipe Plant and Special Plate Plant was set up for production of pipes and steel
plates for defense requirements.

1988: The modernization of RSP was begun for producing qualitative materials and
establishing its importance in the world market.

1998: The modernization program with an outlay of INR 4500 crores.

2010: RSP-SAIL plans for its capacity expansion in its existing 2.2 MT to 4.5 MT of
production.

2013: Rourkela Steel Plant unveiled the country's largest blast furnace named "DURGA" having
a useful volume of 4060 cubic meters with a production capacity of 8000 tons hot metal per day,
thus increasing its production capacity from 2.2 MT to 4.5 MT

2. Product mix

SAIL's Rourkela Steel Plant is a unique unit under SAIL with a wide variety of special purpose
steels. The use of its products abound. Its HR coils find application in manufacturing LPG
cylinders, automobiles, railway wagon chassis and other high - strength type steels. It is SAILs
only plant that produces silicon steels for the power sector, high quality pipes for the oil and gas
sector and tin plates for the packaging industry. Its wide and sophisticated product range
includes flat, tubular and coated products. Special Plate Plant, Rourkela, is emerging as a major
steels centre for defence equipment. It produces armored plate for the T-90 and Arjun
(tank), and the BMP-2 infantry combat vehicle, which are built at Avadi and Medak respectively

28
by the Ordnance Factory Board. Its annual capacity of 2,000 tones is being upped to 12,000
tones. The AB /A grade steel used in making India's first fully homemade Aircraft
carrier INS Vikrant (2013) were produced in Rourkela Steel Plant.

2.1 Products

Plate mill plates

HR plates

HR coils

ERW pipes

SW pipes

CR sheets and coils

Galvanized sheets

Electrolytic tin-plates silicon steel sheets

Heavy and chequered plates

Electrical steel (CRNO/CRGO)

GP coils and sheets/GC sheets

The fertilizer plant produces calcium ammonia nitrate (CAN) fertilizer marketed under the
brand name "Sona" (gold).

29
3. Facilities

Major Units

Ore Bedding and Blending Plant- RSPs Ore Bedding & Blending Plant (OBBP) has a base
mix preparation system with on-ground bedding, blending and conveying facilities. Set up under
the earlier modernization programmed to provide pre-mix feedstock to Sinter Plant-I & -II,
the plant has an annual dispatch capacity of 500,000 tons of material. The facilities in
OBBP include major installations like wagon unloading (tipplers & track hoppers), iron ore
crushing and screening system, raw material storage yard, rod mills and roll crushers for flux
and coke crushing, proportioning bins and elaborate conveying systems.

Coke Oven- RSP has five 4.7- meter-tall coke oven batteries (COBs) that produce coke as the
input for blast furnaces. The coke ovens are equipped with wagon tipplers, automatic handling
and conveying facilities, coal blending provisions, coke warfare crushing together with
screening and conveying systems.

Sintering Plant- RSPS Three sinter plants feed sinter to the blast furnaces with a combined
capacity of 6.87 MT per annum. Sinter Plant-II is operating at more than its rated capacity since
the year 2000. This has facilitated the increased usage of sinter in blast furnace burden.

Blast furnaces- The Five blast furnaces of RSP, with a combined capacity of 4.5 MTPA,
produce hot molten metal for steel production. Recently commissioned Blast furnace-5 named as
"Durga" is the largest Blast Furnace in India. Steel Melting Shops.

SMS-I- Apart from a computerized LD process which has enhanced shop capability, the LA
Vacuum Metallurgy Technique has been also adopted for secondary refining of steel. This

30
facilitates production of special steels for application in electrical machines, pipe making, tin
plate, boilers and auto chassis members. The shop was originally designed to produce in got for
conversion to slabs through the Stabbing Mill route. However, after the discontinuation of the
ingot route, SMS-I produces slabs through casting machines.

SMS-II- Provided with the latest steel making, secondary refining (ladle furnace and argon
rinsing) facilities and two single-strand slab casters to produce 1,355,000 tons of steel slabs
annually, the shop is equipped with automation through three levels of computerized control, LD
gas cleaning and recovery, power distribution system, water and utility services.

Plate Mill- RSPs 3.1 meter wide, 4 high reversing mill is equipped with online thickness
measurement facilities. Provision for inspection by customers nominees, online ultrasonic
testing and checking ensure dispatch of superior quality plates to customers. The Plate mill also
has a walking beam-type furnace with a capacity of 100 tones/hour for slab heating. The mill
has a production capacity of 485,000 tons per annum.

Hot Strip Mill- The facilities of the 1.44 MT per annum mill has : Two new walking beam type
reheating furnace (225 TPH) Roughing / sizing stand Rovno with automation Automated coil
box Quick roll change system in Roughing Stand-1 and finishing mills Coil marking, sampling
and conveying systems.

Cold Rolling Mill- Produces about 678,000 tons of cold rolled sheets per annum, RSPs Cold
Rolling Mill has a modern 5- stand tandem mill and a 4-high 1700- mm reversing mill. The

31
tandem mill is equipped with automatic gauge control, x-ray gauge, data logging and
thyristorisation. Electrolytic Tinning Line the continuous electrolytic tinning line produces a
shining tin - coated surface in a variety of coating thicknesses. The tinplate shearing lines are
equipped with sensitive pinhole detectors and an automatic sorting system. Galvanizing lines
two continuous hot-dip galvanizing lines are equipped with jet - coating facilities. There are
2multi -roller- corrugating machines as well which produce corrugated sheets.

Silicon Steel Mills - This unit produces steel for the electrical industry through various
operations carried out in sophisticated, continuous/semi-continuous processing lines and a 4-high
reduction mill. Advanced process control and product testing facilities ensure product quality.

Pipe Plants - A highly sophisticated Spiral Welded (SW) Pipe Plant is equipped with submerged
arc welding process and produces large diameter pipes. Hydrostatic pressure testing, ultrasonic
testing and eddy current testing are some of the features which ensure quality control. The
Electric Resistance Weld (ERW) Pipe Plant caters to the smaller diameter pipe consumers. This
plant has been recently upgraded to enable it to produce API grade pipes. A 3-LPE Pipe Coating
Plant has been commissioned in November 2008. This unit produces value - added pipes by
providing 3-layers of Poly Ethylene coating on ERW and SW pipes of Rourkela Pipe Plants. Set
up with technical knowhow from M/s Socotherm Spa, Italy, the unit is in strict compliance with
the Pollution Control norms as per European standards.

Traffic & Raw Material- The Traffic & Raw Material Department deals with procurement and
supply of raw materials to various user departments, internal movement of in-process and other
material from one unit to another and dispatch of finished products in railway wagons to outside

parties or SAIL warehouses. Raw materials play the most vital role in RSPs production of 1.9
million tons (MT) of steel per annum. The annual input requirement of the plant includes 2.3

32
MT of coking coal, 1.5 MT of boiler coal, 1.8 MT of iron ore lumps, 1.5 MT of iron ore fines,
1.6 MT of fluxes and other materials like tin, zinc, aluminum and Ferro-alloys. The department
maintains 350 wagons, 40 locomotives and a network of 240 km rail tracks across the plant.

4. Quality Management
Total Quality Management (TQM) that was adopted in RSP since January 1992 today forms the
core of all our business strategies. Today the entire works zone as well as Personnel and Steel
Township have been certified to ISO 9001: 2008 QMS. Silicon Steel Mill and Environmental
Engineering Department were the first departments to be certified with ISO 14001 Environment
Management System (EMS) in the year 2000. Subsequently, SP-II, HSM, PM, SWPP, ERWPP,
SPP and Steel Township were certified to ISO 14001:2004 EMS. RSPs Steel Township is the
first Township of SAIL to be certified for both ISO 9001 QMS and ISO 14001 EMS. Entire RSP
has been certified to internationally acclaimed Occupational Health & Safety Assessment Series
( OHSAS 18001: 2007 ). n order to have synergy and synchronization in implementation of
various management systems, concept of Integrated Management System (IMS) has been
initiated in RSP. An IMS Policy covering Quality, Environment, Occupational Health & Safety
and Social Accountability of RSP has been introduced. RSP is the first unit in SAIL to adopt
IMS policy.

5. Environment management
As a responsible corporate citizen, RSP has taken effective measures in the area of pollution
control in by - product coke oven batteries, Battery No: 4 and 7m tall Battery No: 6. RSP has
taken adequate steps to check emissions from coke ovens and has installed air-cooled self -
sealing doors resulting in significant reduction in door emissions; doors were designed,
manufactured and supplied by Simplex Castings Ltd, Bhilai India.

Almost all major units of the plant, including its Personnel Department and Steel Township, are
certified to ISO:9001 standards. RSPs Silicon Steel Mill, Sintering Plant II, Environment
Engineering Department, Plate Mill, Hot Strip Mill, ERW and SW Pipe Plants, Special Plate

33
Plant as well as Steel Township have been awarded ISO:14001 certification for Environment
Management.

5.1. Awards

Srishti Good Green Governance Award for 2010

Global CSR Leadership & Excellence Awards in 2013

CII-ITC Sustainability Award 2013

34
 Chapter III
CHAPTERISATION

35
 Chapter III

Job Satisfaction

3.1 Job satisfaction

I am satisfied with the job is one way to define job satisfaction .

Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation
to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the
job. Different authors give various definitions of job satisfaction. Some of them are taken
from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:

According to WEISS Job satisfaction is general attitude, which is the result of many specific
attitudes in three areas namely:

Specific job factors,

Individual characteristics,

Group relationship outside the job.

According to BLUM & NAYLOR Job satisfaction is defined, as it is result of various attitudes
the person hold towards the job, towards the related factors and towards the life general.

36
According to GLIMMER Job satisfaction is defined as any contribution, psychological,
physical, and environmental circumstances that cause a person truthfully say, I am satisfied
with my job.

According to Mr. SMITH Job satisfaction is defined, as employees judgment of how well his
job on a whole is satisfying his various needs

According to LOCKE Job satisfaction is defined as a pleasurable or positive state of mind

resulting from appraisal of ones job or job experiences.

37
Importance of Job Satisfaction

Job satisfaction is an important indicator of how employees feel about their job and
a predictor of work behavior such as organizational, citizenship, Absenteeism,
Turnover.

Job satisfaction can partially mediate the relationship of personality variables and deviant
work behavior.

Common research finding is that job satisfaction is correlated with life style. This
correlation is reciprocal meaning the people who are satisfied with the life needs to be
satisfied with their jobs and the people who are satisfied their jobs needs satisfied with
their life.

This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, A happy worker is a productive worker.

It gives clear evidence that dissatisfied employees skip work more often and more like
to resign and satisfied worker likely to work longer with the organization.

38
Factors of Job Satisfaction

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under :

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

39
Reasons of low Job Satisfaction

Reasons why employees may not be completely satisfied with their jobs:

Conflict between co-workers.

Conflict between supervisors.

Not being opportunity paid for what they do.

Have little or no say in decision making that affect employees.

Fear of looking their job.

3.2 Job satisfaction theory

There are vital differences among experts about the concept of job satisfaction. Basically, there
are four theories of job satisfaction :

40
1) Fulfillment theory

2) Discrepancy theory

3) Equity theory

4) Two-factor theory

(1) Fulfillment Theory

The main aim of this theory is to measure satisfaction in terms of rewards a person receives or
the extent to which his needs are satisfied. Job satisfaction cannot be regarded merely as a
function of how much a person receives from his job but it is the strength of the individuals
desire of his level of aspiration in a particular area. The main difficulty in his approach as
observed by willing is that job satisfaction is not only a function of what a person receives
but also what he feels he should receive, as there would be considerable difference in the
actual and expectations of persons.

(2) Discrepancy Theory

The proponents of this theory is that satisfaction is the function of what a person actually

41
receives from his job satisfaction and what he thanks receives or expects to receive. This
approach does not make it clear whether or not over satisfaction is a part of dissatisfaction and
if so, how it differs from dissatisfaction.

(3) Equity Theory

The proponents of this theory are of the view that a persons satisfaction determined by
his perceived equity which in from is determined by his input-output balance when compared to
others input-output balance. Input-output balance is the perceived ratio of what a person received
from his job relative to what he contributes to the job.

(4) Two-Factor Theory

This theory was developed by Herzberg, Manusner, Paterson and Capwell who identified
certain factors as satisfiers and dissatisfies. Factors such as achievement, recognition
responsibility etc., are satisfiers, the presence of which causes satisfaction but their
absence does not result in dissatisfaction on theother hand the factors such as
supervision salary, working conditions etc are dis-satisfiers the absence of which cause
dissatisfaction however their presence does not result in job satisfaction. This theory is
considered invalid as a person can get both satisfaction and dissatisfaction at the same
time.

Theories of job satisfaction

Job satisfaction theories have a strong overlap with theories explaining human motivation. The
most common and prominent theories in this area include: Maslows needs hierarchy theory ;

42
Herzbergs motivator - hygiene theory; the Job Characteristics Model ; and the dispositional
approach . These theories are described and discussed below.

Hierarchy of needs
Although commonly known in the human motivation literature, Maslows needs hierarchy
theory was one of the first theories to examine the important contributors to job satisfaction. The
theory suggests that human needs form a five - level hierarchy (Figure 1) consisting of:
physiological needs, safety, belongingness / love, esteem, and self-actualization. Maslows
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as, belonging and
esteem).

43
Figure 1: Maslows Five-level hierarchy

44
Maslows needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job satisfaction.
Within an organization, financial compensation and healthcare are some of the benefits which
help an employee meet their basic physiological needs. Safety needs can manifest itself through
employees feeling physically safe in their work environment, as well as job security and/ or
having suitable company structures and policies. When this is satisfied, the employees can focus
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they feel they
are a part of their team / organization. Once satisfied, the employee will seek to feel as though
they are valued and appreciated by their colleagues and their organization. The final step is
where the employee seeks to self-actualize; where they need to grow and develop in order
to become everything they are capable of becoming. Although it could be seen as separate,
the progressions from one step to the next all contribute to the process of self-
actualization. Therefore, organizations looking to improve employee job satisfaction should
attempt to meet the basic needs of employees before progressing to address higher-order
needs. However, more recently this approach is becoming less popular as it fails to consider the
cognitive process of the employee and, in general, lacks empirical supporting evidence .
In addition, others have found fault with the final stage of self-actualization. The lack of a clear
definition and conceptual understanding of self-actualization, paired with a difficulty of
measuring it, makes it difficult to measure what the final goal is or when it has been
achieved.

45
Motivator-Hygiene Theory
Herzbergs motivator - hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. Motivating factors like pay and benefits, recognition and achievement need
to be met in order for an employee to be satisfied with work. On the other hand, hygiene factors
( such as, working conditions, company policies and structure, job security, interaction with
colleagues and quality of management) are associated with job dissatisfaction.

Figure 2: Graphical Representation of Herzbergs Description of Satisfiers and Dissatisfies

Because both the hygiene and motivational factors are viewed as independent, it is possible that
employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors
are low the employee is dissatisfied, but when these factors are high it means the employee is not
dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is satisfied is
dependent on the motivator factors. Moreover, it is thought that when motivators are met the
employee is thought to be satisfied. This separation may aid in accounting for the complexity of
an employees feelings, as they might feel both satisfied and dissatisfied at the same time; or
neither satisfied nor dissatisfied. While the Motivator - Hygiene theory was crucial in first
distinguishing job satisfaction from dissatisfaction, the theory itself has received little
empirical support. Herzbergs original study has been criticized for having been conducted with
a weak methodology . As a result, subsequent attempts to test this theory have obtained mixed
results with some researchers supporting it and others not .

46
Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics. Five key job characteristics:
skill variety, task identity, task significance , autonomy and feedback , influence three
psychological states (Figure 3). Subsequently, the three psychosocial states then lead to a number
of potential outcomes, including: job satisfaction. Therefore from an organizations point of
view, it is thought that by improving the five core job dimensions this will subsequently lead to a
better work environment and increased job satisfaction.

Figure 3: Job Characteristics Model

Unlike the Maslow or Herzbergs theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the direct
impact core job dimensions have on personal and work outcomes, completely disregarding the
critical psychological states . Despite this, the JCM and its impact on job satisfaction has been
the subject of three reviews , which further lend support to the model. Further to this, Benson and
colleagues meta-analysis of 13 studies specifically focused on the role of critical psychological
states, and found these psychological states to play a crucial practical and theoretical role within
the JCM.

47
Dispositional approach

This dispositional approach suggests that job satisfaction is closely related to personality. It
postulates that an individual has a strong predisposition towards a certain level of satisfaction,
and that these remain fairly constant and stable across time . The evidence for this approach can
be divided into indirect studies and direct studies. Judge and colleagues have reviewed these
areas in greater detail.

The indirect evidence comes from studies that do not explicitly measure personality. Data from
the National Longitudinal Studies in the United States found that measures of job satisfaction
tend to remain fairly stable over 2, 3 and 5 year periods . This even includes significant
employment changes, such as: changes in employer or occupation. Interestingly, a twin based
study examined 34 twins whom had been raised independently of one another. This study found
genetic factors accounted for 30% of job satisfaction levels when assessed in later life.
The indirect studies, however, are vulnerable to a number of important criticisms, namely that
other unaccounted factors might be contributing to job satisfaction levels . This highlights the
respective importance of studies directly assessing the role of personality. Most prominently,
there is research evidence that self-esteem, self-efficacy, emotional stability and locus of control
comprise a broad personality construct, which contribute to how an individual sees themselves.
A review of 169 correlations between each of four affective constructs (i.e., self-esteem, self-
efficacy, emotional stability and locus of control) and job satisfaction, found that as self-reported
levels of self-esteem, self-efficacy, emotion stability and locus of control increased so did job
satisfaction . Similarly, investigations into the link between the five factor model of personality
and job satisfaction revealed neuroticism, conscientiousness and extraversion to have a moderate
relationships with job satisfaction .

48
Summary of theories

Despite its past popularity, it is unfortunate that there is little empirical support for the hierarchy
of needs and motivator-hygiene approaches . On the other hand, the dispositional approach and
JCM continues to grow in empirical support . However, it is difficult to deny that the motivating
factors influence the surrounding environment and has an impact on how satisfied employees are
in their work, and that personality or the JCM do not fully explain job satisfaction. Consequently,
Furnham and colleagues integrated Herzbergs motivator - hygiene approach alongside
personality to better understand the combined impact on job satisfaction. Findings revealed that
demographic variables and scores on the five commonly used personality traits (including,
openness, conscientiousness, extraversion, agreeableness, and neuroticism) together accounted
for a significant portion of job satisfaction.

49
 Chapter IV
Analysis & Interpretation

Chapter IV

50
 Analysis & Interpretation (Viewers)

AGE

Different age groups are working in Rourkela Steel Plant (SAIL). So here we can find out the

different level of age groups working in this company.

AGE GROUPS IN YEARS PERCENTAGE

40 49 30

50 59 60

60 10

TOTAL 100

Interpretation:

From the above table, it is inferred that :

60% of the respondents are in the age group 50 to 59,

30% of the respondents are in the age group 40 to 49, and

10% of the respondents are 60.

51
 NUMBER OF YEARS OF SERVICES

The members in Rourkela Steel Plant have been provided with different years of service. Their

percentage is given below:

YEAR OF SERVICE PERCENTAGE

20 - 29 40
30 - 39 60
TOTAL 100

Interpretation:

From the above table, it is inferred that :

60% of the respondents comes under 30 - 39 years of service,

40% of the respondents comes under 20 - 29 years of service

4.1 ANALYSIS OF DATA

52
 COMPENSATION & WELFARE

NO. STATEMENT Strongly Agree Undecide Disagree Strongly

agree d Disagree

01 Welfare facilities provided to

the employees at RSP are 0 8 0 1 1
satisfactory.

02 Employees are satisfied with

the overall compensation 2 3 2 3 0
package.

03 Employees are satisfied with 0 2 1 6 1

the bonus and incentives given.

04
Employees at RSP are satisfied
with the appreciation or 0 5 2 3 0
reward system provided by
management.

05 Employees are satisfied with

the overall wages paid to them. 2 5 0 2 1

Table 1.1

53
 % of Respondents
8

0
1 2 3 4 5

Strongly agree Agree Undecided

Disagree Strongly Disagree

Chart 1.1

Interpretation:

54 % of the employees are satisfied with the overall compensation and welfare.

while 36 % of the employees feel that there should be a hike in wages paid to them.

Rest 10 % of the employees couldnt decide.

54
 SCOPE FOR INNOVATION & CREATIVES

NO. STATEMENT Strongly Agree Undecide Disagree Strongly

agree d Disagree

01 RSP provides opportunities to 1 7 1 1 0

use new technologies.

02 RSP encouraged their

employees to come up with 0 7 1 1 1
new and better ways of doing
things.

03 RSP provides opportunities to 1 4 4 1 0

work on interesting projects.

04 RSP does an excellent job of

keeping employees informed 2 3 3 1 1
about matters affecting us.

Employees are satisfied with

05 the information receive from
management on what is going 0 6 0 3 1
in their division.

Table 1.2

55
56
 % of Respondents
7

0
1 2 3 4 5

Strongly agree Agree Undecided

Disagree Strongly Disagree

Chart 1.2

Interpretation:

62% of the employees says there is a lot of Scope for innovation and creatives.

While 20% of the employees dont think so.

Rest 18% are confused to decide.

57
 INVOLVEMENT IN DECISION MAKING

NO. STATEMENT Strongly Agree Undecide Disagree Strongly

agree d Disagree

01 RSP organizes counseling

programs for the employees 1 8 0 1 0
regularly.

02 Employees in the organization

have necessary authority to 5 5 0 0 0
perform their duties
effectively.

03 Top management involves

employees in the management 2 1 3 3 1
decisions.

04 Employees are satisfied with

his involvement in decision 0 5 0 4 1
that affect work.

05 RSP clearly communicate its

goals & strategies to their 2 3 3 2 0
employees.

Table 1.3

58
59
 % of Respondents
8

0
1 2 3 4 5

Strongly agree Agree Undecided

Disagree Strongly Disagree
.

Chart 1.3

Interpretation:

64% of the employees says there is a lot of scope for involvement in decision making.

While 24% of the employees are not interested.

Rest 12% couldnt decide.

60
 QUALITY OF WORK

NO. STATEMENT Strongly Agree Undecide Disagree Strongly

agree d Disagree

01 Employees are satisfied with

different communication 1 6 1 2 0
programmed.

02 Employees are satisfied with

the facilities provided in 0 4 0 5 1
industrial tour.

03 Employees at RSP are satisfied

with medical facilities 2 4 0 3 1
available at OHSC and IGH.

04 Feel proud to be a member of 4 4 2 0 0

RSP.

05 Feel yourself as a part of the 4 6 0 0 0

company.

Table 1.4

61
 % of Respondents
6

0
1 2 3 4 5

Strongly agree Agree Undecided

Disagree Strongly Disagree

Chart 1.4

Interpretation:

70% of the employees are satisfied with the facilities and works in RSP.

While 24% of the employees are not satisfied with the quality of work.

Rest 06% couldnt decide.

62
4.2 FINDINGS

1. It was found that out of 100% respondents 46% of the employees are not satisfied with

the accident compensation and welfare facilities given to them.

2. It was found that out of 100% respondents 62% of the employees says there is a lot of

Scope for innovation and creative thinking.

3. It was found that out of 100% respondents 64% of the employees says there is a lot of

Scope for involvement in decision making together.

4. It was found that out of 100% respondents 30% of the employees are not satisfied with

the facilities provided by RSP.

63
4.3 SUGGESTIONS

As the satisfaction level of the employees overall good but it could be better if we
consider some factors which can help to improve the organization. The following factors are
given below:

1. Nearly most of the respondents are satisfied with the welfare facilities, but some state in the

organization should concentrate to improve the quality, neatness, rest room etc.

2. The satisfaction level in the canteen facilities is very low, the organization should concentrate

on providing better canteen facilities.

3. The organization may increase the relationship with workers and superior so that it can be

helpful to create better ideas for improving organization.

4. There should be a better communication channel between the employees and managers.

5. To run organization smoothly you should consider with the wages paid to employees.

64
4.4 CONCLUSIONS

The research made in an attempt to find out the job satisfaction level of the employees in

ROURKELA STEEL PLANT . In the study certain parameters has been defined to measure. The

parameters are set regarding factors related to work satisfaction, pay, rewards, personal attitude,

working environment, etc.

The satisfaction level for each parameter is identified individually from the employees.

This study helps the organization to concentrate on those parameters, which lack the employees

satisfaction.

An overall study of the research reveals good satisfaction level of the employees in their

job, but at the same time the organization lacks on certain factors such as canteen, rest room

facilities, rewards, recognition and incentives given. If these factors are given little more care,

the company can maintain good workers with high level of satisfaction among the employees

with organizational commitment and involvement.

65
 Chapter V
BIBILOGRAPHY

66
 Chapter V

BIBILOGRAPHY

Books

Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley Students

Edition.

Luthans Fred Organizational Behavior, McGraw Hill 7th Edition.

Newstrom John W ., Davis Keith, Organizational Behavior Human Resource At Work,

9th Edition, Tata McGraw Hill Edition.

Pestonjee D.M. Motivation and Job Satisfaction, 1st Edition. Macmillan India Limited.

Kothari C.R., Research Methodology , New Delhi; New Age International Publication,

2nd Edition.

Websites :

http://www.workforce.com/

http://www.google.co.in

https://oshwiki.eu/wiki/Job_satisfaction:_theories_and_definitions

67
Chapter VI
ANNEXURE

68
 Chapter VI

ANNEXURE

Questionnaire

A STUDY ON JOB SATISFACTION OF EMPLOYEES IN ROURKELA STEEL PLANT

( SAIL)

Dear Sir / Madam,

Kindly give your valuable opinion based on the questionnaire. Your view shall be kept

confidential and shall be used for academic purpose only.

ANSWER THE FOLLOWING QUESTIONS BY THE ORDER GIVEN

(Strongly Agree)

(Agree)

(Undecided)

(Disagree)

(Strongly Disagree)

AND PUT A TICK MARK ( ) AGAINST EACH STATEMENT IN THE COLUMN WHICH

BEST EXPRESSES YOUR FEELINGS.

69
 RESPONSE
SL STATEMENT Strongly Agree Undecide Disagre Strongly
NO agree d e disagree

01. RSP organizes counseling

programs for the employees
regularly.

02. Employees get Appreciation

and rewards if the desired
work / targets are
accomplished.

03. Employees are satisfied with

the top Management.

04. Working hours at RSP is

satisfactory.

05. Employees in the

organization have necessary
authority to perform their
duties effectively.

06. Top management involves

employees in the
management decisions.

70
 RESPONSE
SL STATEMENT Strongly Agree Undecide Disagre Strongly
NO agree d e disagree

07. Welfare facilities provided to

the employees at RSP are
satisfactory.

08. Employees are satisfied with

the overall compensation
package.

09. Employees are satisfied with

the bonus and incentives given.

10. Employees at RSP are satisfied

with the appreciation or
reward system provided by
management.

11. RSP provides opportunities to

use new technologies.

12. RSP encouraged their

employees to come up with new
and better ways of doing
things.

13. RSP provides opportunities to

work on interesting projects.

14. RSP does an excellent job of

keeping employees informed
about matters affecting us.

15. Employees are satisfied with

the information receive from
management on what is going
in their division.

71
 RESPONSE
SL STATEMENT Strongly Agree Undecide Disagre Strongly
NO agree d e disagree

72
16. Employees are satisfied with
his involvement in decision that
affect work.

17. RSP clearly communicate its

goals & strategies to their
employees.

18. RSP focus on clear path for

career advancement.

19. Physical working condition at

RSP is satisfactory.

20. Employees are satisfied with

the overall compensation
package.

21. Employees are satisfied with

different communication
programmed.

22. Employees are satisfied with

the facilities provided in
industrial tour.

23. Employees at RSP are satisfied

with medical facilities available
at OHSC and IGH.

24. Feel proud to be a member of

RSP.

25. Feel yourself as a part of the

company.

73