A STUDY ON JOB SATISFACTION 

WITH SPECIAL REFERENCE TO 

RTPP 
PROJECT REPORT 
Submitted in partial fulfillment of the requirements 

For the award of the degree of MASTER OF BUSINESS 

ADMINISTRATION 
By G.PAVANI (Reg. No: 12BC1EOO18) 
Under the guidance of 
Mr. K.VISWANATH REDDY, M.B.A., NET 
Assistant Professor 
KANDULA OBUL REDDY MEMORIAL COLLEGE OF ENGINEERING 
(Approved by the AICTE, New Delhi & AFFILIATED TO JNTU, ANANTHAPUR) 
KADAPA-516003 (2012-2014) 
 
DECLARATION 
I, the undersigned, hereby declare that the project report entitled “A STUDY ON 
JOB STISFACTION” carried out at RTPP. Is my original work written and 
submitted by me in partial fulfillment of Master`s Degree in Business 
Administration of JNTU, Ananthapur, Under the guidance of 
Mr. K.VISWANATH REDDY, M.B.A., NET Assistant Professor.,MBA dept., 
KANDULA OBUL REDDY MEMORIAL COLLEGE OF 
ENGINEERING,KADAPA For the award of MASTER OF BUSINESS 
ADMINISTRATION. I also declare that this project has not been submitted 
earlier in any other university or institution. 
Place: G.PAVANI 
Date: (12BC1E0018) 
 
ACKNOWLEDGEMENT 
I must thank to SRI S.VENKATA SIVA REDDY garu, Correspondent of 
KORMCE, Kadapa for making me convenient to undertake a project work. 
I am also thankful to SRI.Dr.V.MADHUSUDHAN garu, Principal of KORMCE, 
Kadapa, for making it convenient to under tae a project work. 
Encouraging advice and words of wisdom when things seemed to do away 
Mr. S 
. 
REDDY MURALI Head of the Department, KORMCE, kadapa helped to meet my 
project objective and match the time and resource framework. 
I am thankful to SRI. K.VISWANATH REDDY garu, Assistant Professor, 
KORMCE, kadapa for his valuable suggestion and guidance in every moment of my project. 
I would like to acknowledge my sincere thanks to college for giving me this opportunity. 
I would like to thank RTPP people for giving me an opportunity to work on this 
project. 
I am thankful to my company guide Mr.V.KODANDAPANI garu, Assistant 
Divisional Engineer, ELECTRICAL Department of RTPP who has provided me with 
valuable suggestions & tips for conducting the survey in my project. 
I will remain always indebted to my parents & friends for their moral support and have 
been the most caring and the best critics during the course of my project. My special thank to all 
the Executives for their active participation without whom the project work not have been 
possible 
G.PAVANI (Reg No:12BC1E0018) 
 
CONTENTS 
CHAPTER NO TITLE Page. NO 
Chapter 1 INTRODUCTION AND PROFILE 1.1. Introduction 1.2. Industry 
profile 1.3. Company profile 
1-38 
Chapter 2 Design of the study 
2.1. Need for the study 2.2. Scope of the Study 2.3. Objective of the Study 2.4. 
Limitations of the study 2.5. Research Methodology 
39-42 
Chapter 3 Data Analysis & Interpretation 
43-62 
Chapter 4 Findings & Suggestions 
4.1. Findings 
4.2. Suggestions 
63-65 
Chapter 5 Conclusion & Appendix 
5.1 Conclusion 
5.2 Appendix 1 - Questionnaire 
5.3 Appendix 2 - Bibliography 
66-69 
 
CHAPTER – 1 
 
Introduction 
 
JOB SATISFACTION 
INTRODUCTION: 
Job satisfaction is one of the major interests to the field of organizational behavior and the 
practice of HRM. It reflects employee’s attitudes towards their job and commitment to an 
organization. Job satisfaction refers to one’s feelings or state of mind regarding the nature of 
their work. It describes how content an individual is with his or her job. 
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation 
to work. It is not self satisfaction, happiness or self contentment but satisfaction on the job. 
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. 
Job satisfaction is not the same as motivation. It is linked to productivity, motivation, 
absenteeism, waste accidents, mental health, physical health and general life satisfaction. 
There are three important dimensions to job satisfaction. 
➢ Job satisfaction is an emotional response to a job situation. It can’t be seen, only 
inferred. 
➢ Job satisfaction is often determined by how well outcomes meet or exceed expectations. 
➢ Job satisfaction represents several related attitudes. 
VARIOUS DEFINITIONS OF JOB SATISFACTION: 
 
Bullock (1952) defined job satisfaction as an attitude, which results from 
balancing and summation of many specific likes dislikes experienced in connection with the 
job. 
Smith (1955) defined to job satisfaction as the employee’s judgment of how well his 
job on whole is satisfying his various needs. 
Locke (1969) defines job satisfaction as the pleasurable or positive emotional state 
revolving from the appraisal of one’s job or job experie 
According to Vroom, “job satisfaction is the reaction of the workers against the role they 
play in their work.” 
“ job satisfaction as a general attitude of the workers constituted by their approach 
towards the wages, working conditions, control, promotion related with job, social relations in 
the work, recognition of talent and some similar variables personal characteristics, and group 
relations apart from the work life”. 
--Blum& Naylor. 
“Job satisfaction is the total of the sentiments related with the job conducted. 
If the worker perceives that his/her values are realized with in the job, she/he improvises a 
positive attitude towards his/her job and acquires job satisfaction”. 
--Mc comic & Tiffin. 
From these definitions, we can define the job satisfaction as the sum of all negative 
and positive aspects related to the individual’s salary his/her physical and emotional working 
conditions, the authority she/he has the autonomous usage of this authority, the level of 
success she/he has maintained and the rewards given due to this success, the social state 
maintained in relation with his/her job. 
THE IMPORTANCE OF JOB SATISFACTION: 
The job satisfaction is the condition of establishing an healthy organizational 
environment in an organization. Individuals want to maintain statute, high ranks and authority 
by giving their capabilities such as knowledge, ability education, health etc. The individuals 
 
who can’t meet their expectations, with regard to their jobs become dissatisfied. Thus this 
dissatisfaction affects the organization for which she/ he works. 
Job satisfaction is very important for a person’s motivation and contribution to 
production. Job satisfaction may diminish irregular attendance at work, replacement workers 
with in a cycle or even the rate of accidents. 
Job satisfaction is an employee’s thoughts and emotions towards their job and how 
they evaluate their job. This can be a judgment of their job overall, or of specific judgment such 
as pay, promotions, work tasks, coworkers and supervisors. It is important for organizations to 
care about their employee’s job satisfaction. It will promote employees organizational 
commitment when they feel that they are satisfied with their jobs. 
DIMENSIONS OF JOB SATISFACTION: 
There are six dimensions that represent the most important characteristics of 
a job about which people have effective responses. 
• The work itself: 
The content of the work itself is a major source of satisfaction. This means the extent 
to which the job provides the individual with interesting tasks, opportunities for learning, and 
the chance to accept responsibility. Some of the most important ingredients of job satisfaction 
include interesting and challenging work and a job that provides status. 
• Compensation: 
Wages and salaries are significant, but a complex and multidimensional factor in job 
satisfaction. Money not only helps people attain their basic needs, but also is instrumental in 
providing upper level need satisfaction. Employees often consider salary as a reflection of how 
management views their contribution to the organization. Fringe benefits are also important, but 
they are not as influential. 
• Career Growth: 
Promotional opportunities seem to have a varying effect on the job satisfaction. This 
is because promotions take different forms and include a variety of rewards. For example 
 
individuals who are promoted on the basis of seniority often experience job satisfaction but not 
as much as those who are promoted based on their performance. 
• Supervision: 
Supervision is another moderately important source of job satisfaction. There are two 
dimensions of supervisory style that effect on job satisfaction. One is employee centeredness, 
which is measured by the degree of which a supervisor takes personal interest in the welfare of 
employees. The other dimension is participation or influence, illustrated by managers who allow 
their people to participate in decisions that affect their own jobs. This approach leads to higher 
job satisfaction. It is proved that a participative environment. 
• Coworkers: 
Friendly, cooperative coworkers are a modest source of job satisfaction the work 
group serves as a source of support, comfort, advice, and assistance to the individual. A good 
work makes the job more enjoyable. 
If this factor is not considered with care, then if may have reverse effects, 
meaning there by that the people are difficult to get along with. This will have a negative effect 
on job satisfaction. 
• Work Environment: 
Work environment and working conditions are factors that have a modest effect 
on job satisfaction. If working conditions are good clean, attractive surroundings, employee, 
find it easier to carryout their job. 
THEORIES OF JOB SATIAFACTION: 
There are some theories to describe the job satisfaction. 
❖ Fulfillment theory: 
This theory measures satisfaction in terms of rewarded. A person receives or the extent 
to which his needs are satisfied. Further they thought that there is a direct relationship between 
job satisfaction and the actual satisfaction of the expected needs. The main difficult what he 
feels he should receive at there would be considerable difference in this approach is that job 
satisfaction as observed by willing is not only a function of what a person receives but also what 
he feels he should receive at there would considerable difference in the accruals and 
 
expectations of persons. Thus job satisfaction can’t be regard as merely a function of hw much a 
person receives from his job. 
❖ Discrepancy theory: 
The proponents of this theory argues that satisfaction is the function of what a 
person actually receives from his job situation and he thinks he should receive or what 
expect to receive. When the actual satisfaction is derived less than expected satisfaction, it 
results dissatisfaction. Job satisfaction and dissatisfaction are functions of the perceived 
relationship between what one wants from ones job & what one perceives it is offering. 
❖ Equity theory: 
The proponents of this theory are of the viewed that persons satisfaction is determined by this 
perceived equity which in turn is determined by his input output balance compared to his 
comparison of others input output balance. Input output balance is the perceived rate of what a 
person receives from his job relative to what he contributes to the job. This theory is of the view 
that both under the over rewards lead to dissatisfaction, while the under reward causes feeling of 
unfair treatment over reward leads to feelings guilt and discomfort. 
❖ Two factor theory: 
This theory was developed by Herzberg, Mnusener, Peterson and corpwell who 
identified certain factors as satisfies and dissatisfies. Factors such as achievement, recognition, 
responsibility etc, are satisfies, the presence of which causes satisfaction by their absence 
however does not result in job satisfaction. 
FACTORS INFLUENCING ON JOB SATISFACTION: 
Job satisfaction as a bydimensional concept consisting of motivational factors, 
personal factors, intrinsic &extrinsic dimensions. Intrinsic sources of satisfaction depend on the 
individual characteristics of the person such as the ability to use initiative relations with 
superiors or the work that the person actually performs. Extrinsic sources of satisfaction are 
situational & depend on the environment such as pay, promotion or job security. Both extrinsic 
& intrinsic job facts should be represented as equally as possible in a composite measure of 
overall job satisfaction. 
PERSONAL FACTORS: 
 
These sources are include worker’s age, sex, education, marital status and their 
personal characteristics, family background, socio economic background etc. 
AGE: 
The relationship between age and job satisfaction could be complex. Generally one 
would expect that as the person would grow order he would get greater satisfaction with his job 
particularly because of the experience and therefore the case with which he would be able to 
perform it. 
SEX: 
There is as yet no consistence evidence as to whether women more satisfied with 
their jobs than men, holding such factors as job and occupational level constant, one might 
predict this to be case, considering the generally lower occupational aspiration of women. 
EDUCATIONAL LEVEL: 
There is a negative relationship between educational level & job satisfaction. The 
higher the education the higher reference group which the individual looks to for guidance to 
evaluate his job rewards. 
MARITAL STATUS: 
There is a relationship between marital status & job satisfaction. Generally one 
would assume that that with increasing responsibilities placed on an individual because of 
marriage he would value his job little more than an unmarried employee. 
MOTIVATIONAL FACTORS: 
Motivation of employees is the most important aspect of managing an enterprise. The 
success or failure of an enterprise depends mostly on how best the employees working are the 
involved and motivated. Among the four essential & factors of production namely men, 
machine, material & money. The most important is men. Motivation of the employee can be sub 
divide into two groups 
1. Extrinsic factors & 2. Intrinsic factors. 
❖ Extrinsic factors: 
 
Extrinsic factors are monetary related factors an employee will have positive 
feeling. Extrinsic source of satisfaction are situational & depends on environment such as pay, 
promotion or job security. 
✓ Salary: 
Wages and salaries are the multidimensional and complex factors in job 
satisfaction. Higher salary should lead to higher job satisfaction and lower salary should lead to 
lower job satisfaction. So many studies have found that job satisfaction increased with increase 
in wages & salaries. 
✓ Job expectation 
When an employee joins in an organization he expects something from job. Job 
satisfaction of an employee can be based on the fact to what effect his job meets his 
expectations. Employee expectations may include about working conditions, work, colleagues, 
supervision etc. 
✓ Comparison of outputs: 
Persons tend to compare his out comes with the other persons out comes. The out 
comes consists of primarily of rewards such as pay, status, promotion and intrinsic interest in 
the job. Comparison is mainly with ratio of the inputs or he puts in and ratio is equal he will be 
satisfied otherwise the person in an effort to restore equity may after the inputs or outcomes, 
cognitively distort the inputs or out comes, leave the field, act on the other, or change the other. 
✓ Job security: 
Security is a lower order need which an employee have job security has its effect 
on the employee morale. An insecure person’s morale will be low and will have its effect on the 
employee morale. Secure person’s will work effectively and have job satisfaction. 
✓ Performance appraisal: 
As the performance appraisal is linked to promotions, rewards, feedback it has its 
effect on the employee satisfaction. If the appraisal is not proper employee will be dissatisfied. 
 
❖ INTRINSIC FACTORS: 
Intrinsic factors keeps the employees motivated and make them satisfied from 
work. The intrinsic factors are: 
✓ Recognition and praise: 
Human beings are self centered and long for praise. They want to be recognized 
and praised for their work. They expect their superiors to recognizer their efforts and praised 
rewarded. This will increase their satisfaction and make them more active. 
✓ Autonomy or freedom: 
Employees desire certain amount of freedom to work. The autonomy to tale 
decisions and influences others. If this freedom is absent and it will have its effect on the job 
satisfaction. The person, who has maximum of autonomy, will have high satisfaction. Otherwise 
it will be low. 
✓ Participative management: 
Participative management has a positive impact on the employee. Openness of the 
higher ups towards the employee ideas will keep the employee morale high and keep him 
satisfied from the job. 
✓ Belongingness: 
It is the complete identification of employee with the company. He should regard 
goals of the company as his own goals. If he has high belongingness it shows that an employee 
satisfied with his job. 
✓ Career advancement: 
Employee desire to in higher position if they perceive that they have opportunity to 
grow in their career they will be motivated and show this in their performance. If the employees 
feel that they reached to a level of saturation in their career they will be de motivated and will 
be dissatisfied. 
 
✓ Achievement : 
Employees have a need to achieve something worthy and have influence. If this 
need is not fulfilled, they will be dissatisfied. 
✓ Job signification: 
It refers to the impact created on the others by one’s contribution. A feeling of 
importance is perceived by the employee is the ultimate goal of doing his work in an excellent 
manner. 
NATURE OF WORK AND JOB DESIGN: 
Job variety: 
It allows the employees to perform different operations requiring different skills. 
This will arrest monotony in performing repetitive activity. 
job monotony: 
It refers to the identity that an employee has his contribution after performing a 
complete piece of work. 
Contribution to groups: 
Employees derive satisfaction by knowing how his work affects the groups and 
how far he can influence his group. 
Feedback: 
Feedback refers to information that tells employees how well they are 
performing. It satisfies the inner urge of people wanting to know they are performing on the 
assigned work. 
Challenging: 
Employees perceive to have a challenging work in an organization and this will his 
develop a active state and will be satisfied with his job. 
Contribution to society: 
Employees derive satisfaction by knowing how worth full and meaningful is his work 
and how his work able to contribution to society. 
 
Consequences of satisfactions: 
High job satisfaction may lead to improve productivity, increased turnover, improved 
attendance, reduced accidents, less job stress and lower unionization. Job satisfaction and 
productivity: 
➢ Job Satisfaction And Employee Turn Over: 
High employee turnover is of concern for employers because it disrupts normal 
operations, causes morale problems for those who stick on, and increases the cost involved in 
selecting and training replacement. The employer does whatever possible to minimize turnover, 
making the employees feel satisfied on their jobs, being one such. 
In four major reviews of the relationship between satisfaction and turnover had been 
demonstrated that workers who have relatively low levels of job. Employee perceive that 
intrinsic and extrinsic rewards (example: play) distributed equally. Inequitable distribution fails 
to convince the employees close correlation between hard work and rewards. 
➢ Job satisfaction and performance: 
The most accurate statement is that the high performance contributes to high job 
satisfaction. A better performance typically lead to higher economic, sociology and 
psychological rewards in proportion to their performance. On the other hand, if rewards are seen 
as inadequate for the level of satisfaction leads to either greater or leser commitment, which 
then affect effort and eventually affects performance again. The result is a continuously 
operating performance satisfaction-effort loop. 
Alternatively, a different scenario emerges if performance is low. Employees might not 
receive the rewards they are hoping for the dissatisfaction are the most likely to quit their jobs 
and that organizational units with the lowest average satisfaction levels tend to have the highest 
rates. 
➢ Job satisfaction and Absenteeism: 
 
Job satisfaction will Correlation of satisfaction to absenteeism is also proved conclusively. 
Workers who are dissatisfied are more likely to take “mental health” days i.e. days off not due 
to illness or personal business. Simply stated, absenteeism is high when satisfaction is low. As 
in turnover, absenteeism is subject to modification by certain factors. The degree to which 
people feel their jobs are important has a moderating influence on their absence. Employee who 
feel that this work is important tend to clock in regular attendance. Besides, it is important to 
remember that while not necessarily result in low absenteeism, low satisfaction is likely to bring 
high absenteeism. 
➢ Job satisfaction and Safety:Poor safety practices are a negative consequence of 
low satisfaction level. When people are discouraged about their jobs, company and 
supervisors, they are more liable to experience accidents. An underlying reason for such 
accidents is that discouragement may take one’s attention away from the task at hand. In 
attention leads directly to accidents. 
➢ Job satisfaction and job Stress: 
Job stress is the body’s response to any job-oriented factor that threatens to disturb the 
person’s equilibrium. In the process of experiencing stress, the employee’s inner stage changes. 
Prolonged stress can cause the employee serious ailment such as heart diseases, ulcer, blurred 
vision, lower back pain, dermitis and muscle aches. 
Chronic job satisfaction is a powerful source of job stress. The employee may see no 
satisfactory short-term solution to escape this type of stress. An employee may trap in a 
dissatisfyingjob may withdraw by such means as high absenteeism and tardiness or employee 
may quit. 
➢ Job Satisfaction and Unionization:It is proved that job satisfaction is a major 
cause for unionization. Dissatisfaction with wages, job security, fringe benefits, chances 
for promotion and treatment by supervisors are reasons make employees join unions. 
Another dimension is that dissatisfaction can have not impact on the tendency to take 
action with in the union, such filing grievances or striking. 
➢ Other Effects of Satisfaction: 
In addition to the above it has been claimed that satisfied employees tend to have better 
mental and physical health and learn new job related tasks more quickly. 
 
Sources Of job Satisfaction: 
Several job elements contribute to job satisfaction. The most important amongst them 
are wage-structure, nature work, promotion chances, and quality of supervision, workgroup and 
work condition. 
• Wages: 
Wages play an important role on influencing the job satisfaction. This is 
because of mainly two reasons : 
I. Money is an important instrument in fulfilling one’s needs. 
II. Employees often see pay a reflection on management’s concern for the 
• Nature of work:Most of the employees have intellectual challenges on job. But too 
many challenges create frustration and a feeling of failure under condition of moderate 
challenge, employee’s experience, pleasure and satisfaction. 
• Promotions:Promotional opportunities affect job satisfaction considerably. The desire 
for promotion is generally strong among employees, as it involves change in job content 
pays, responsibility, independence, status and the like. 
• Supervision:There is positive relation between the quality of supervision and job 
satisfaction. 
❖ 

Supervision acts maintaining satisfaction : 

❖ 

Maintain open lines of communication. 

❖ 

Crate a good physical environment. 

❖ 

Remedy standard conditions. 

❖ 

Transfer discontented employees. 

❖ 

Change the perception of dissatisfied employees. 

❖ 
Display concerned employees. 
❖ 

Give ample recognition. 

❖ 

Conduct morale building management. 

❖ 

Practice good management. 

Measuring Job Satisfaction: 
 
Also called survey of morale, opinion, attitude, climate, or quality of work life. 
Management conducts job satisfaction survey in order to get information for making sound 
decisions. A job satisfaction survey is a procedure by which employees report their feelings 
towards their job and work environment. The responses are then combined and analyzed. 
Various ways of measuring job satisfaction are available. 
❑ 

Rating scales: 
The most common approach for measuring job satisfaction is the use of rating scales. 
These scales fall in two categories. One is called tailor-made standardized scales, which before 
their use, have been developed to establish group norms on scales to ensure the reliablility and 
validity of the measuring instruments. Mostly, using method is ‘Tailor – made scales’. 
❑ 

Critical incidents: 
It was developed by HERTBERG and his associates in their research on the two-factor 
theory of motivation. The employees were asked to describe incidents on their job particularly 
satisfied. These incidents were then content analyzed in determining which aspects closely 
related to positive and negative attitudes. 
❑ 

Interviews: 
Personal interviews are yet another method for measuring job satisfaction. Employees 
are individually and the responses reveal their satisfaction or dissatisfaction. 
❑ 

Action tendencies: 
The represents the inclinations. People have to avoid or approach certain things by 
gathering information about how they feel like action with respect to their jobs. The job 
satisfaction can be measured. Benefits Of Job Satisfactions:These indicate the general level of 
satisfaction 
• Improved communication. 
• Improved attitudes. 
• It helps to discover the cause of indirect productivity problems, such as absenteeism, turnover 
and poor quality of work. 
• They help management to assess training needs. 
 
• It is used as an indicator of the effectiveness of organizational reward systems. 
• It is used in the evaluation of the impact of organizational changes on employee attitudes. 
• Spirit of co-operation and mutual respect, etc. 
Satisfaction And Management Implications: 
Job satisfaction has behavioral implications. Particularly manager must be clear that : 
• Employee dissatisfaction is most frequently caused by what is perceived to be low pay and 
boring work. 
• Employee’s dissatisfaction is largely influenced by their feelings of inequity. 
• Individual satisfaction or dissatisfaction is more important than overall satisfaction or 
dissatisfaction of the employees. 
• .It has impact on employee turnover, absenteeism and unionization. 
 
 Industry profile 
 
PROFILE OF APGENCO 
I. POWER SECTOR REFORMS IN INDIA: 
II. Introduction: The power sector has transited to an era or controlled competition 
giving a meaningful role for the private sector and the market to play in the nation’s 
infrastructure building. Reform in the power sector was officially kicked off in September 1991 
with the passing of the electricity laws (amendment) act, allowing the private sector in power 
generation. This was followed by the center’s resolution in October 1991 that opened up 
electricity generation, supply and distribution to the private sector. These came soon after the 
assumption of office by the Narasimha Rao’s Government. 
A. REFORMS IN THE STATE ELECTRICITY BOARD: 
The reforms process turned active only in late 1996 with the adoption of the “common 
minimum nation action plan for power” at the Chief Minister’s conference. This action plan, 
which laid the foundation for reforms, is the state electricity boards [SEB’s] have the following 
salient features. 
• Formulation of national energy policy. 
• Setting up of the central and state electricity regulatory commissions. 
• Rationalization of retail tariffs. 
• Private sector participation in private distribution. 
• Streaming the role of central agencies concerned with project approvals. 
• Autonomy and improvement in the management and physical parameters of 
SEB’s. 
It took another 18 months before the reforms process got in to implementation mode 
with the promulgation of the electricity regulatory commissions ordinance by the president of 
India on April 25, 1998. This ordinance primarily gave legal shape to the two cardinal features 
of the common minimum action plan establishment of regulatory commission and 
rationalization of retail tariff. This provision invited considerable flak from the prefer power 
 
lobby and was unceremoniously shelved when the ordinance was passed in it, an act of 
parliament on July 2, 1998, reducing SERCs to toothless tigers as far as rationalization of retail 
tariff was concerned. However, the clause requiring the State Government to compensate the 
person affected by the grant of subsidy in the manner state commission may direct was retained, 
there by giving some vestige of authority to the regulators. 
Andhra Pradesh Power Generation Corporation Limited is one of the pivotal 
organizations of Andhra Pradesh, engaged in the business of Power generation. Apart from 
operation & Maintenance of the power plants it has undertaken the execution of the ongoing & 
new power projects scheduled under capacity addition program and is taking up renovation & 
modernization works of the old power stations. 
When APSEB came into existence in 1959, APSEB started functioning with the 
objectives of maintaining the power sector efficiently and economically simultaneously 
ensuring demand meets the supply. 
During the last decade inadequate capacity addition and low system frequency operation 
of less than 48.5 Hz for more than half a decade considerably reduced the power supply 
reliability. 
The consumer have grown up from two and half lakhs to over one crore, the energy 
handled per annum from 686 MV to over 40,000 MV. The annual revenue has increased from 
mere Rs 65 crores to Rs 48000 crores. In the after reforms process is taken up in a big way and 
APGENCO could complete 2X250MU KTPS V- stage and Srisailam left bank Power House. 
International agencies have are now interested in taking part in VTPS stage– IV. 
HISTORY OF APGENCO: APGENCO came into existence on 28.12.1998 and commenced 
operations from 01.02.1999. This was a sequel to Government’s reforms in Power Sector to 
unbundled the activities relating to Generation, Transmission and Distribution of Power. All the 
Generating Stations owned by erstwhile APSEB were transferred to the control of APGENCO. 
The installed capacity of APGENCO as on 31.03.2007 is 6760.9 MW comprising 
3172.50 MW Thermal, 3586.4 MW Hydro and 2 MW Wind power stations, and contributes 
about half the total Energy Requirement of Andhra Pradesh. APGENCO is third largest power 
generating utility in the Country next to NTPC and Maharashtra. Its installed Hydro capacity of 
3586.4 MW is the highest among the Country. 
 
APGENCO has an equity base of Rs.2107 crores with 10804 dedicated employees as on 
31.12.2006. The company has an asset base of approximately Rs.12000 crores. 
a) Power Sector Status in India: 
• Generation during 2007-08 (April). 
• Daily reservoir levels. 
• Daily generation report. 
• Generation during 2006-07(April-March). 
B. OUR POWER PLANTS: 
Our power plants meet more than half the total energy requirement of Andhra Pradesh as 
on 06-03-2007 APGENCO owns, operates and maintains five Thermal Plants with an installed 
capacity of 3172.5 MW, 17 Hydel Plants (including 3 mini Hydel Plants) with an install 
capacity of 3586.4 MW, among them Tungabadhra HES is joint project (80 : 20) with 
Government of Karnataka and Machkund power utility (70 : 30) with Orissa Government, and 2 
MW Ramagiri Wind Power Plant. 
APGENCO has also undertaken operation and maintenance of Gas Power Plant at 
Vijeswaram owned by APGPCL. 
1) Thermal Plants. 
2) Hydel Plants. 
3) Wind Plants. 
 
Wind Plants 
Name & Address Capacity (MW) Date of Installation 
Ramgiri Wind Farm, 
HLC Colony 
Anantapur-515001 
Ananthapur (Dt). 
Phone : 08554-276541 
Fax : 
2 10/10/1994 
Total Capacity: 2 
 
Director 
(Thermal) 

ORGANISATION STRUCTURE: 
Director (Hydel) 
J.S (Personnel) 
CGM (Adm) 
CGM(HR) 
Director 
(Technical) 
Managing Director 
Chairman 
Director (Comml) 
E.D (Information Systems) 
Chief of Vigilance & 
Security. 
CGM(IR) NC 
Director 
(Finance) 
Director (Projects) 
 
I. PLANT HISTORY 
II. GENESIS: 
During  1985  the  installed  generating  capacity  in  the  state  was  1963  MW  of  hydel  units  and  983  MW  of 
thermal  units.  Most  of  these  units  were  located  in  the  northern  half  of  the  state.  In  view  of  the 
predominant  hydel  installation  in  the  Southern  Region  of  the  state,  It  is  considered  necessary to increase 
thermal  generation  in  the  area  thereby  strengthening  the  base  load  capacity.  Also,  the  need  for  stable 
power  supply  in  the  Rayalaseema  region  is  considered  a  must,  in  view  of  the  rapid  industrial  growth 
envisaged  in  the  region.  Government  of  Andhra  Pradesh  has  taken  a  policy  decision  of  locating  a  420 
MW  thermal  power  station  in  Rayalaseema,  based  on  water  from  the  Mylavaram  Dam  on  the  Penneru 
River. 
Based on Government Decision APSEB has taken up 2 Nos. 210 MW thermal units under Rayalaseema 
Thermal Power Project (Stage-I). 
The  project  was  approved by the Planning Commission in March, 1988 at an estimated cost of Rs. 503.71 
Cr.  The  Asian  Development  Bank,  Manila  has  sanctioned  a  loan  of  US  $  190  Millions  towards  civil 
works and local equipment. 
The  project  helps  improved  the  voltage  profile  in  Rayalaseema  region  which  is  economically  backward 
and  drought  prone.  It  is  built  on  a  2500  acre  area  acquired.  Water  for  the  project  is  drawn  from 
Mylavaram  reservoir  formed  by  Mylavaram,  dam  across  River  Pennar,  through  a 22 KM. long steel pipe 
line laid underground. 

III. GENERAL 
Rayalaseema  Thermal  Power  Project  is  one  of the major power generation facilities developed in Andhra 
Pradesh  to  meet  the  growing  demand  for  power.  The  Project  envisaged  the  installation  of  5  x  210  MW 
coal  based  thermal  generation  units.  The  first  210  MW  unit  came  for  commercial  operation  on 
25-Nov-1994 and the second 210 MW unit on 30-Mar-1995. 

IV. LOCATION 
The  project is located at a distance of 8 KM from Muddanur Railway Station of South Central Railway on 
Chennai-Mumbai  Railway  Line.  The  site  selected is at an adequate distance from the populous towns and 
the  land  (2600  acres)  is  government  land  not  put  to  any  use.  The  water  requirement  for  the  project  is 
envisaged  to  be  supplied  from  the  "Mylavaram"  Reservoir,  which  is  21km  away  from  the  project  and 
"Brahma  Sagar"  Reservoir,  which  is  65km awya from the project. The project is quite near to the existing 
railway line and transmission lines of the Andhra Pradesh Grid. 
 
V. OBJECT OF THE PROJECT: 
The  Rayalaseema  region  is  a  drought  prone area and has to depend on Industrial Growth for its economic 
development.  Power  being  basic  need,  RTPP  has  ensured  the  proper  and  quality  supply.  The  objective 
also improved the base load Thermal generating capacity of the AP Grid. 

VI. STAGE-I: 
Zero date is 14-Mar-1990. Unit-1 is synchronized to grid on 31-Mar-1994. Unit-2 is synchronized to grid 
on 25-Feb-1995. 
Sri Nara Chandrababu Naidu, the then Hon’ble Chief Minister of Andhra Pradesh dedicated Stage-I (2 x 
210 MW) to the Nation on Dt. 29-Nov-1995 

VII. STAGE-II: 
Appreciating the prompt Completion of Rayalaseema Thermal Power Station Stage-I project with the 
A.D.B. loan in a record time, the Director planning of C.E.A. requested A.P.S.E.B. for preponing the 
Rayalaseema stage-II to the 8th plan from 9th plan as many other projects planned for completion in 8th 
plan in the country, were not materializing. The A.P.S.E.B. agreed to it and the project was quickly 
approved by CEA. 
As an expansion to the existing stage-I APSEB has taken up Rayalaseema Thermal Power Project 
Stage-II by installation of 2 Nos. 210 MW thermal units adjacent to the existing 2 units of 210 MW with 
estimated cost of the Project is Rs. 1640 Crores. PFC & REC has provided financial support for this stage. 
The water requirement of the project is met from Mylavaram reservoir. The annual coal requirement of 
2.06 million tones has been linked to Singareni collieries. 
Zero date is 31-Mar-2004. Unit-1 is synchronized to grid on 25-Jan-2007. Unit-2 is synchronized to grid 
on 20-Nov-2007. 
Dr. Y.S.Rajasekhara Reddy the then Hon’ble Chief Minister of Andhra Pradesh dedicated Rayalaseema 
Thermal Power Project Stage-II Unit-3 (210 MW) to the nation on Dt.24-Jan-2007. 
 
VIII. STAGE-III: 
During Dedication Programme of Unit-3, Dr.Y.S.Rajasekhar Reddy the then Hon’ble Chief Minister of 
Andhra Pradesh has directed APGENCO to take up 1X210MW and 1X600MW under Stage-III. As per 
the directions of Hon’ble Chief Minister APGENCO has taken up 1X210MW unit under Stage-III and 
1X600MW unit under Stage-IV as an expansion to the existing Stage-II. 
Zero-date commenced on 24-01-2007 Power Finance Corporation provided finding for this project. 
Irrigation Department, Go AP has allocated 1.4 TMC of water from Sri Pothuluri Veera Brahmam 
Reservoir vide G.O.Rt.No.183, Dt.29-03-2010 for both Stage-III & Stage-IV. 
Zero date is 31-Mar-2004. Unit-5 is synchronized to grid on 29-Nov-2010. 

IX. STAGE-IV (Under Construction): 

During Dedication Programme of Unit-3, Dr.Y.S.Rajasekhar Reddy the then Hon’ble Chief Minister of 
Andhra Pradesh has directed APGENCO to take up 1X210MW and 1X600MW under Stage-III. As per 
the directions of Hon’ble Chief Minister APGENCO has taken up 1X210MW unit under Stage-III and 
1X600MW unit under Stage-IV as an expansion to the existing Stage-II. 
APGENCO has taken up 1X600MW unit as Stage-IV with an estimated cost of Rs.3525Cr. M/s Power 
Finance Corporation Ltd. Agreed to sanction loan of Rs.2423Cr. vide lr. Dt.19-Mar-2010. 
MOE&F has cleared the project vide letter dated 21-Jan-2010. Ministry of Coal allocated 2.31mtpa long 
term coal linkage from MCL for 600MW Unit. MOC has been addressed for additional quantity of 
1.2mtpa required for 600MW. Additional coal linkage is awaited. 
Purchase Order issued on 14-Oct-2010 to BHEL for BTG package for Rs.1445 Cr. And another P.O. 
issued on M/s Tech Pro Systems Ltd for executing BOP works. 
Unit is programmed to commission by September, 2013. 
 
X. PLANT DETAILS 
S.No. Name & Address 
Stage 
Unit 
No. 
No. 
Date of 
Commissioning 
1 
Capacity 
Rayalaseema Thermal Power 
Unit-1 210MW 31-Mar-1994 
Project 
Unit-2 210MW 25-Feb-1995 V.V.Reddy Nagar-516312 
Yerraguntla Mandal 
Stage-II 
Y.S.R. Kadapa District 
Phone:08563-232103 
Fax:08563-232102 
Stage-I 
Unit-3 210MW 24-Jan-2007 
Unit-4 210MW 
Stage-III Unit-5 210MW 
Stage-IV Unit-6 600MW Under Construction 
METROLOGICAL DATA OF R.T.P.P. SITE 
1 CL I M AT E : T r o p ic a l - Ho t - Hum id 
2 ALTITUDE : 190 meters above mean sea level 
3 TEMPERATURE : Min 19 o c – Max 43 o c 
4 RAINFALL (AVERAGE) : 74.28 MM 
5 WIND VELOCITY (KM/HR) : 12.9/KM/Hr (Max) 
6 WIND DIRECTIONS : Towards E and W 
7 RELATIVE HUMIDITY : 62% 
8 SEISMIC DATA : The area is not prone to earth quakes 
 
XI. PLANT PERFORMANCE 
Financial Year 
Generation (MU) PLF (%) 
Rank in Unit-1 Unit-2 Unit-3 Unit-4 Unit-5 Total Unit-1 Unit-2 Unit-3 Unit-4 Unit-5 Total India 1994-1995 11.78 10.96 .64 
.60 
1995-1996 348.14 979.37 18.87 53.09 
1996-1997 1224.21 1212.32 66.55 65.90 
1997-1998 1456.42 1526.16 79.17 82.96 
1998-1999 1707.26 1657.80 92.81 90.12 
1999-2000 1742.01 1758.34 94.44 95.32 
2000-2001 1753.87 1721.52 95.34 93.58 
2001-2002 1675.03 1725.78 91.05 93.81 
2002-2003 1745.22 1743.61 94.87 94.78 
2003-2004 1762.06 1639.53 95.52 88.88 
2004-2005 1639.17 1714.62 89.10 93.21 
2005-2006 1094.29 1276.70 59.49 69.40 
2006-2007 1638.41 1855.27 89.06 89.98 
2007-2008 1493.99 1652.90 80.99 89.61 
2008-2009 1679.00 1678.27 91.27 91.23 
2009-2010 1612.74 1657.15 87.67 90.08 
2010-2011 1578.88 1355.15 85.83 73.67 
2011-2012 1628.47 1625.79 88.28 88.14 
2012-2013 1574.85 1344.13 1645.32 1635.77 1492.55 7692.60 85.60 73.10 89.40 88.90 81.10 83.60 
2013-2014 1217.35 1407.00 1488.26 1521.48 1422.24 7056.33 66.20 76.50 80.90 82.70 77.30 76.70 
 
 Company 
Profile 
 
PROFILE OF RTPP 
HISTORICAL BACKGROUND OF RTPP, KADAPA (Dist), A.P.: 
A Beginning: Almost a century after the invention of electricity it was introduced in India for 
commercial use in a humble way. For the first time in the year 1889 a mini hydroelectric 
powerhouse with a capacity of 15KW was constructed on a small rivulet in Darjeeling district 
and electric power was supplied in its vicinity. Within, two decades, in 1909 a 10KW diesel set 
was installed in Hyderabad for supply of electricity to the king’s palaces. This was the first step 
in the development of electric power in Andhra Pradesh (HYDERABAD). 
GENERAL: Rayalaseema Thermal Power Project is one of the major Powers 
generating facilities in Andhra Pradesh to meet the growing demand for power in the Southern 
part of the state. The Project envisaged the installation of 2X210 MW of Thermal Generation 
units under Stage – I. 
LOCATION: The Project is located at a distance of 8 KM from Muddanur Railway station 
of South Central Railway on the Chennai – Mumbai Railway line. The site selected is at an 
adequate distance from the populous Town and the land belonged to the Government and was 
not in use. It is quiet near to the existing Railway line and Transmission lines of AP 
TRANSCO. 
The water requirement for the Project is met from Mylavaram Reservoir, which is at 20 
KM from the Project through two dedicated pipelines. 
COAL LINKAGE: The main Coal Linkage to RTPP is M/s SCCL and is transported 
through rail. Occasionally RTPP gets the coal requirements from M/s MCL, Orissa and this is 
transported through ‘Rail-Sea-Rail’ Method. 
 
OBJECTIVE OF THE PROJECT: The Rayalaseema region is in the Southern part of 
the state and most of the generation facilities are in the Northern part of the state, except for two 
major Hydel stations in the Central part of the state. The Rayalaseema region thus used to get 
power through long EHT line and frequently it is used to face the low voltage problem 
particularly during the summer when the Hydel stations generations goes down. The region is a 
drought prone area and has to depend on Industrial growth for its economic development power 
bring basic need, RTPP has ensured the proper and quality supply the objective also improved 
the base load Thermal generating capacity of the AP Grid. 
PROJECT COST: The original cost of the Project as approved by the Planning 
Commissioner is Rs 503.71 crores and the revised cost of the Project based on actual 
expenditure is Rs 860.30 crores and the increase over general cost is 70%. 
LAND MARKS & ACHIEVEMENTS: 
• Unit 3 (210 MW) of Vijayawada Thermal Power Station has established a National Record of 
continuous service for 441 days from 14.12.2004 to 
28.02.2006 
• APGENCO is the third Largest Power utility in the country in terms of 
Installed Capacity - 6760.9 MW 
• Our Hydro Installed Capacity 3586.4 MW is highest in the country. 
• Thermal plants are consistently winning the Gold and silver medals for Meritorious Productivity Award 
• Availability of thermal plants has been (over a decade) well above the national average 
• Recently Srisailam Left Bank Power House, a unique complete under ground powerhouse is 
successfully commissioned and being operated. This 
is the first such one in southern region. 
 
• AMRP LIFT IRRIGATION Scheme is taken up and completed well below 
the stipulated time & budget .In that, the pumping station commissioned (18 MW) is first such one in 
India where water is lifted to an height of 100Mts. 
• Srisailam complex is the largest hydro power station with installed capacity 
1670 MW in the country. 
• Nagarjuna Sagar Left canal Power House is the first hydro station in the 
country to use SCDCA for operation of the units from control room besides enhancing the Excitation and 
Governor systems with microprocessor 
controls. 
• Pochampad Hydro electric Scheme is the first hydro power station to use 
microprocessor controls in the powerhouse 
• Thermal generation during 2004-05 - 23360 MU - is highest ever achieved 
by APGENCO 
• The average PLF of 89.7 % during 2004-05 is the highest ever achieved and 
highest in the country when compared with the utilities having comparable 
installed capacity and vintage. 
• Since 1994-95 VTPS and RTPP are occupying top two positions in terms of 
PLF rankings, except in the year 1999-00 in which RTPP stood second. 
VTPS stood FIRST in the country during 1994-95, 1995-96, 1996-97, 1997- 98, and 2001-02 and RTPP 
stood first in the country during 1998-99, 2000- 
01, 2002-03 and 2003-04. 
• VTPS has been receiving Meritorious Productivity Award for last twenty 
consecutive years and bagged Gold Medal 9 times in a row since 1994-95. 
• RTPP has been receiving Meritorious Productivity Award for last six 
consecutive years and bagged Gold Medal five years in a row since 1998- 
99. 
 
• KTPS V Stage has been receiving Meritorious Productivity Award for last 
four consecutive years and bagged Gold Medal four times in a row since 1999-00. 

APGENCO – RTPP ITS VISION, MISSION AND CORE VALUES: 

Our Vision: 
✓ To be the best power utility in the country and one of the best in the world. 
Our Mission: 
❖ To generate adequate and reliable power most economically, efficiently and eco- 
friendly. 
❖ To spearhead accelerated power development by planning and implementing new power 
projects. 
❖ To implement Renovation and Modernization of all existing units and enhance their 
performance. 
Core Values: 
• To proactively manage change to the liberalized environment and global trends. 
• To build leadership through professional excellence and quality. 
• To build a team based organization by sharing knowledge and empowering employees. 
• To treat everyone with personal attention, openness, honesty and respect they deserve. 
• To break down all departmental barriers for working together. 
• To have concern for ecology and environment. 
 
CORPORATE OBJECTIVES: 
To adopt appropriate Human Resources development policy leading to creation of team of 
motivated and competent power professional. 
SPECIAL FEATURES AT RAYALASEEMA THERMAL POWER PROJECT: 
❖ At RTPP, the Coal Bunkers and Mills are located. Boiler House and ESPS unlike usual 
arrangements else where in the Country placing the Bunkers and Mills in between the 
Turbine House and the Boiler thus, Turbine House is totally isolated from the Mills and 
it will ensure the dust free atmosphere in the Turbine House and also ensure the easy 
accessibility of Mills for maintenance. 
❖ Multiple fuels Chimney are also a new feature of this Power Station. 
❖ Tower type Boiler of single pass design manufactured by M/s BHEL limited under 
collaboration M/s Stein Industries [France]. This type of Boiler will have less erosion 
and will be better then the two pass Boiler for high ash content coal also maintenance of 
Super Heaters and Economizers. 
❖ Turbo-Generator was supplied by M/s BHEL and is manufactured by M/s KWU, West 
Germany. 
❖ Tubular Mills in place of Bowl Mills are employed which can run for a very long 
durations with out stopping as the Grinding Media can be fed in to the Running Mill. 
Another advantage is more fineness of coal can be achieved and smoother control over 
the varying loads. 
❖ Distributed digital and M/s BHEL (DDC System) by M/s Yakogowa Blue Star Limited 
and M/s BHEL (PROCONTROL) is employed for effective and efficient control of 
Boiler, Turbine and Generator and their auxiliaries. 
To operate and maintain Power Stations availability ensuring minimum cost of generation. 
To add generating capacity with in prescribed time and cost. 
To maintain the financial soundness of the Company by managing financial operations. 
In accordance with good commercial utility practices. 
 
❖ A new system called Dry ash system, which stores the Dry ash in SILOS and is being 
issued to cement and brick Industries around the Rayalaseema region. 
❖ Approximately Rs 5.00 lakhs per annum is being invested to improve the Green Belt in 
the Power House and Colony premises. 
ELECTRICITY PROGRESS IN A.P.(19911-1922): 
The electricity department was established in 1911 under the Government Mint. Later 
Hussain Sugar Bund was electrified on Saturday 25th October; 1913 A.D and street 
electrification work was started within and outside the Municipal limits of Hyderabad and 
electricity was provided on the residency roads. In Hyderabad 10 substations were erected for 
the distribution of power in the city. The tariff was 6 annas (Osmania sikka) per unit with a 
minimum of Rs.5/-O.S.per month. Programmes of expansion to cover other town if the Nizams 
State was take up. Under this programme steps were taken to generate electric power at 
Aurangabad, Raichur, Warangal, and Gulbarga etc. 
The Government of India framed Electricity rules in 1910 so as to ensure fair 
distribution and supply of power as well as take all necessary precaution for the use of power by 
the consumers and concerned departments. 
POWER DEVELOPMENT IN A.P AN OPPORTUNITY KNOCKING: 
We are standing at the entrance of 21st century and opportunity is knocking at its door. 
The end of the century offers us the opportunity to assure India’s and in particular our state’s 
electricity needs for decades to come. 
Electricity demand in A.P is estimated to grow at an annual compound growth rate of around 
10% as against the National growth rate of 6.8%. The installed capacity of A.P state Electricity 
Board has grown from 213 MW in 1960-61 to 6124 MW at present (Excluding central share). 
The available capacity in A.P is 6135.5 MW, which includes 897 MW from central 
generating stations. As the capacity addition could not keep pace with the growth in demand, a 
shortage of 2000MW in the installed capacity exists now. The growth in demand has been 
mainly due to extensive Rural Electrification Program and enerzisation of agricultural pump 
sets at one-lakh pump sets per year since 1985-86 besides increase in domestic loads. 
 
A.P.S.E.B has long been a trendsetter in breaking new paths and adopting the STATE- 
OF-THEATRE technology in its power plants. The technology adopted in the power station 
has been continuously upgraded both in the Hydro and Thermal station and also in transmission 
distribution and general management to enhance the productivity and improve the operations. 
RAYALASEEMA THERMAL POWER PROJECT STAGE – I: 
Rayalaseema comprises of four districts Kadapa, Kurnool, Anantapur and Chittoor 
which are considered to be in backward region and the area lags behind in all respects such as 
Agriculture, Industry and education prior to the Industrial development, Agriculture is purely 
dependent on rainfall. People used to live on Agriculture sector owing to the advancement of 
Science and Technology some of barites and Mine Industries were started subsequently and 
more Industries were established in this region. Added to this, the region is considered to be 
hottest region and temperature often goes up to 50 degrees centigrade in summer. Therefore the 
need for Electricity to meet the necessity of the inhabitants and the Industrial belt of this region 
was felt, as the supply that was generated by the Agencies was found insufficient. Hence the 
Government established Rayalaseema Thermal Power Project in 1994. Rayalaseema Thermal 
Power Project is one of the major power generation facilities began developed in Andhra 
Pradesh to meet the growing demand for power. The project envisages the installation of 
210MW power generation units under StageI. 
The first 210 MW under commissioned on 31-3-1994 and second unit on 25-2-1995. 
Rayalaseema region is in the Southern part of the state and most of the generating facilities are 
in the Northern part of the state except two major Hydel stations in the Central part. The 
Rayalaseema region therefore gets in power, therefore gets power needs through long EHT lines 
and frequently face low voltage problem particularly during summer when the Hydro stations 
generations goes down. Priority is therefore given for Industrial development and power being 
the basic infrastructure; it is necessary to ensure proper power supplies. In this context the 
RTPP is taken up not only to improve the base load capacity of the Grid but also to ensure 
proper voltage profile in the area under all conditions. 
 
RAYALASEEMA THERMAL POWER PROJECT STAGE – II: 
Salient Features: 
Installed Capacity 420 MW (2 x 210 MW) Estimated Cost Rs.1640 Cr Location V V Reddy 
Nagar-516 312, Kadapa (Dt) Coal Source Singareni Coal Collieries Limited Water Source 
Mailavaram Dam Units Commissioning Schedule 
Unit-III : January,2007 Unit-IV : July, 2007 
Financial Assistance 
Power Finance Corporation, Rural Electricification Corporation, Central Bank & Indian 
Overseas Bank. 
STATUS AS ON 04.06.2007: 
▪ All Statutory Clearances/Approvals obtained 
▪ Total Project cost including IDC is about Rs. 1640 Crores (Rs. 3.90 Cr per MW). 
▪ Contract for Main Plant and balance of plant except coal & ash plants and civil works was 
awarded to BHEL on 27.12.2003 at Rs.1125 Cr. 
▪  Contracts  for  major  civil  works  like  Foundations,  Structures,  Cooling  Towers,  Chimney, 
C.W.Pump  House  and  Railway  siding  were  also  awarded  and  civil  works  are  under  brisk 
progress. 
▪ Financial Closure achieved through PFC, REC, Central Bank and Indian Overseas Bank. 
 
 (a) RAYALASEEMA THERMAL POWER PROJECT STAGE – III: Salient Features: 
Installed Capacity 710 MW (1x210 MW + 1x500 MW) Installed Cost Rs. 2800 Cr Location V. 
V Reddy Nagar-516 312, Kadapa (Dt) Coal source It is being Finalized Water source 
Mailavaram Dam Units Commissioning Unit-V: February, 2009 Schedule Unit-VI: March, 2010 
Financial assistance Power Finance Corporation, 
Rural Electricification Corporation 
(b) STATUS AS ON 31.05.2008: 
• Honourable Chief Minister during dedication of 3rd Unit of RTPP Stage-II on 24.01.2007 
directed APGENCO to immediately take up another 210 MW and ensure that the unit is 
commissioned by February 2009. 
• A DO Letter was addressed to Director (Power), M/s. BHEL, New Delhi by 
MD/APGENCO to go ahead with the project with the Zero Date as 24.01.2007 subject to 
finalization of technical scope and prices. 
• APGENCO Board has accorded approval for establishment of RTPP Stage-III Unit-5 
(1x210 MW) in the 64th Board Meeting held on 30.03.2007. 
• The Irrigation Dept. was addressed vide MD/APGENCO Letter Dt.24.02.2007 for 
allocation of 16 Cusecs of water for Unit-5 of RTPP-Stage III and allocation is not yet 
received. 
• CEA was addressed vide CE/Comml. Letter Dt.26.02.2007 for allocation of 1.03 million 
Tons of coal from Singareni or from Mahanadi coalfields and the coal allocation is not yet 
received. 
The Airports Authority of India was addressed vide CE/Comml letter Dt.29.03.2007 for 
issuing ‘No Objection certificate’ for construction of Chimney and the same is yet to be 
received. 
 
PLANT DESIGN 
LOCATION OF THE PROJECT: 
The project is located at a distance of 8KM from Muddanur Railway station of south 
Central Railway on the BROADGUGE RAILWAY LINE connecting CHENNAI-MUMBAI. 
The site near Mekalabayalapalli is selected for the Thermal Power Project as it is at an adequate 
distance from populous towns and the land is government land not put to any use. The site is 
comparatively nearer to MALAVARAM RESERVOIR, which supplies water. It is quite near 
to the existing railway lines. Transmission lines of A.P grid are also nearby to supply 
construction power, later for evacuation of power generated and supplying reliable power. 
COST ESTIMATES: 
The total cost of the project was estimated at Rs503.71 crores based on1987 prices and 
now revised to 840 crores and it is financed partly by Asian development bank, Manila and 
partly by Power Finance Corporation, Delhi and self finance. 
ESSENTIAL INPUTS TO PROJECTS: 
• Land: An extent of 2621.587 acres of Government land has been acquired for the main 
plant, colony ash pond and marshalling yard areas. In addition to that 52.59 acres of 
patta land was also acquired. 
• Water Supply: The water required for running of the Power Station is being drawn 
from the Mylavaram Reservoir through a 21 KM long steel pipeline. Government of 
Andhra Pradesh Irrigation Department has allocated 40 cusecs of water from the 
reservoir through out the year for the Project. 
• Coal supply: The Power Station requires about 1.5 million tones of coal every 
year, which is being supplied from the Singareni Collieries under long-term coal linkage 
arrangements. The coal is being transported to Power House side by rail transport over a 
distance of about 800 KM by one of the routs, Vijayawada-Gudur-Renigunta. An 
 
approach railway line is formed from Muddanur Railway Station to the Project site as a 
part of the Project. Of late, coal supply is arranged from TELCHER also (State of 
Orissa in Eastern India). 
• Evacuation of Power: The Power generated at the project is evacuated through 220 
KV transmission lines to Yerraguntala, Kadapa, Anantapur,Srisailam and the Grid at 
Chinakampalli. 
• State of Clearances: All the clearances required for the construction of the Project 
like “No Objection” from Airports Authority,” No Objection, from the State Pollution 
Control Board and clearance from environmental angle were obtained. The Planning 
Commission, Government of India wide letter dated 9-3-1998 accorded investment 
approval for the Project at an estimated cost of Rs 503.71 crores for the Power station 
based on 1987 prices (Revised to Rs 840 crores). 
ACHIEVEMENTS: 
➢ Station achieved all India First position for the 1998-99, 2000-01, 2002-03 and 2003-04. 
➢ Station achieved all India Second position for the year 1999-2000, 2001-2002. 
➢ Station achieved CEA Gold Medal for the years 1998-99, 1999-2000, 2000-01, 2001-02, 
2002-03, 2003-04 and 2004-05. 
➢ Station achieved CEA Silver Medal for the year 1997-1998. 
➢ Station achieved CEA Incentive Awards for auxiliary Power consumption for the years 
1996, 1998 and 1999. 
➢ Station achieved CEA Incentive Awards for specific Oil consumption for the years 
1996, 97, 98, 99, 2000, 2001 and 2002. 
➢ Stations achieved highest ever PLF of 94.9% for the year 1999-2000 in APGENCO. 
 
Stations PLFs achieved: 
Year Plant Load Factor (PLF) (%) 
1994-95 00.62 
1995-96 35.98 
1996-97 66.22 
1997-98 81.07 
1998-99 91.46 
1999-00 94.88 
2000-01 94.46 
2001-02 94.43 
2002-03 94.83 
2003-04 92.20 
2004-05 91.16 
2005-06 64.44 
2006-07 89.52 
ENVIRONMENTAL DEVELOPMENT IN RTPP: 
Measures have been taken to check environmental pollution by plantation viz, avenue 
Plantation Development of Green Belt area, Lawns, Gardens were extended in and around 
RTPP to establish environmental and ecological balances as follows. 
Sl. No. Area No. of Plants 
1 Main Plant Area 1045 
2 Coal Plant Area 550 
3 D.M. Plant Area (lawns) 8550 Sq.mts 
4 Colony Area (lawns) 770 Sq.mts 
5 Around Plant Area 775 Sq.mts 
6 Development of Green Belt 
inside 
4850 Sq.mts 
 
Previously ash water from ash pond was let out in to the Kallamalla River it is now 
stored in a tank and are circulated back to the Plant. As such water pollution as been effectively 
controlled also oxidation pond for treatment of sanitary effluents was commissioned on 3-1- 
1998. WELFARE MEASURES: 
During the survey it was found that the Organization is very particular about all the 
Welfare activities and improving so, it takes effective steps to maintain them continuously. The 
following are the Welfare Measures that the Organization is providing: 
❖ 

Drinking Water: Every establishment of factory is under a duty to make effective 

arrangement to provide and maintain sufficient supply of drinking water at suitable 
points, as it is essential. And in this Organization also drinking water facility is 
provided properly. 
❖ 

Housing facility: As it is must for every Organization to provide proper housing 

facility for every employee, as usual it is providing good housing facility for different 
categories based on their designation and 1268 different type of quarters have been 
constructed and there is proposal for construction of new quarters as per requirement. 
❖ 

Education Facilities: Educational Facilities are provided for the children of the 
employees of RTPP in the Plant itself. 
The following are the Educational Institutions located in RTPP: 
▪ Dayananda Anglo Vedic Public School. 
▪ Saraswathi Sisu Mandir. 
❖ 

Medical Benefits: Plant is provided with a Project Hospital with sufficient member 
of staff, and dispensary to provide suitable medicine for the employees and their family 
members. 
❖ 

Canteen: A subsidized canteen has been provided in the Plant with healthy and 
hygienic environment. 
❖ 

Children’s Park: Abundant number of children’s parks was provided with cradles, 
seesaw, merry go round, etc., in a wide area enables the children to enjoy their free time. 
 
Recreational ❖ 
Facilities: The management in the housing colony provided 
arrangements for entertainment in the colony. Generally on the eve of Festivals, the 
management arranges some cultural programmes. 
❖ 

Conveyance: For traveling to the nearby town i.e., Proddutur, conveyance facility has 
been provided with many trips. Three recreations for workers and officers employed in 
RTPP housing busses are arranged; one for Executives and two for non-executives. 
❖ 

Community Hall: A community hall is provided to arrange different functions of the 

RTPP members and different programs are being arranged. An open-air theater was 
inaugurated recently to facilitate cultural programs and also is used to screen the movies 
during weekends. 
❖ 

Co-operative Stores: Two nos consumer’s cooperative stores with all the provisions 
are provided in the colony. One is an officers cooperative consumers stores and the 
other is a workmen cooperative consumer store. 
❖ 

Ladies Club: In the colony, separate Ladies Club is provided with different Indoor 
and Outdoor Games for recreation. 
❖ 

Guest House: highly sophisticated Guest House is constructed for the VIP’s who 
visit the Plant. 
❖ 

Holy Places: Colony is provided with Temples indicating the culture is provided with 
a Church and Mosque, giving the symbol of quality, peace and harmony. 
❖ 

In addition to the above facilities Plant is also provided with a bank i.e.’ Andhra Bank, 
Post Office and Bakery. 
 
CHAPTER -2 
 
NEED FOR THE STUDY: 
Obviously job satisfaction plays a key role in organizations success. Without employee 
satisfaction towards their jobs none of the employee will perform well and it is very difficult to 
reach the organizational goals and objectives. Hence, job satisfaction helps to yield maximum 
output (performance) from the employees. So that this study is undertaken to measure 
satisfaction level of employees towards their jobs in RTPP. 
SCOPE OF THE STUDY: 
The scope of this study is clear as we analyze the needs of the employees to enrich their morale 
and creating a friendly atmosphere which also enriches their work life, can also be a possible 
scope. 
As we identify, analyze and satisfy their expectations, a good and a healthy environment 
can be create vis-à-vis, can loyal and dedicated workforce to develop the organization. 
OBJECTIVES OF THE STUDY: 
To make necessary recommendation for increasing the satisfaction levels of employee, 
if any 
LIMITATIONS OF THE STUDY:- 
♦ The study here is limited only to the HR and TECHNICSAL Dept of RTPP. 
♦ The suggestions given in the study may not be applicable to entire organization. 
To measure the level of employee satisfaction towards their jobs. 
To study the various factors determining job satisfaction of the employee. 
To study the impact of job satisfaction on the overall growth of employees as well as the 
organization. 
 
 RESEARCH 
METHODOLOGY 
 
RESEARCH METHODOLOGY 
Research is thus, an original contribution to the existing stock of knowledge making for its 
advancement. It Is the pursuit of truth with the help of study, observations. Comparison and 
experiment. In short, the search for knowledge through objective and systematic method of 
generalization and the formulation of a theory is also theory is also research. 
A team ‘research’ refers to the systematic method of consisting for enunciating the 
problem, formulating a hypothesis, collecting the facts or data. Analyzing the facts or data, 
analyzing the facts and reaching certain conclusions either in the form of solutions toward the 
concerned problems or in certain generalization for some theoretical formulation. 
Research Instument : 
The instrument used in this study is a structured questionnaire. A questionnaire is a sheet 
or sheets of paper containing questions relating to certain specific, regarding which the 
researcher collects the data. The questionnaire is given to the information or respondents to be 
filled in up. 
Data Collection : 
Data refers to information or facts. Often researchers understand by data as only 
numerical figure. It also includes descriptive facts, on numerical information, quantitative and 
quantitative information. 
Collective of data is an important stage in research. In fact the quality of the data 
collected determine the quantity of the research. 
Collection of data is done by 2 methods. 1. 
Primary data collection 

. 
2. 
Secondary data collection 

. 
 
1. Primary data collection: 
Primary data is also known as the data collected for the first time through the field survey. Such 
data are collected with specific set of objectives to asses the current of any variable studied. 

•
Interviews 

•
Questionnaires 2. 
Secondary data collection 
: 
The secondary data, which is needed for my study was collected from the company’s 
database. Convenience sampling: 
The sampling which along the researcher to carry out his research based on his convenience 
and respondents availability of constraints. The research sampling studies every respondent 
response according to time, place and situation. This sampling provides ease of doing his 
research. Sampling procedure : 
The technique to be used in selecting the items for the sample. This technique or procedure 
stands for the sample design itself. Sample size: 
It refers to the number of items to the selected from the universe to constitute a sample. 
Sample size: 100 Sampling unit: 
It may be a geographical such as state, districts, village etc or a construction unit such as 
House, Flat etc or it may be social unit such as family, club, school etc or it may be an 
individual. 
Sampling unit: APGENCO – RTPP 
Questionnaire Design : 
I framed the structured questionnaire for my study with careful and frequent consultation wit 
both the internal as well as company guide. 
 
: Statistical Tools 
The various technique applied in the case of analysis are listed and are as follows : 
Simple Percentage Method 
Weighted Average Method 
Chi-square Test Population Size: 
All items in any field of enquiry constitute a universe or population. Sample design: 
It is a definite plan for obtaining a sample from a given population. It refers to the 
technique of the procedure the researcher would adopt in selecting items for the sample. 
 
CHAPTER -3 
 
 DATA ANALYSIS & 
INTERPRETATION 
 
DATA ANALYSIS 
1.Have you been trained well in your training program in the organization? 
Workers 
opinion 
No. of 
Respondents 
Scale Aggregate 
values 
Strongly Agree 14 2 28 
Agree 62 1 62 
Undecided 11 0 0 
Disagree 5 -1 -5 
Strongly 
Disagree 
8 -2 -16 
Total 100 69 
69/100= 0.69 
70 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 

Inference:- 
➢ Most of the employees agreed that they have been trained well in training program. 
Agree Undecided Disagree Strongly Disagree 
 
2.Are there any opportunities (like Job rotation, employees’ development) in 
your organization? 
Workers 
No. of 
opinion 
Respondents 
21/100= 0.21 
Inference:- 
➢ Majority of people are neutral towards their opportunities (like job rotation, employee 
development) in the organization. 
Scale Aggregate 
values 
Strongly Agree 4 2 8 
Agree 54 1 54 
Undecided 16 0 0 
Disagree 11 -1 -11 
Strongly 
Disagree 
15 -2 -30 
Total 100 21 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 
Agree Undecided Disagree Strongly 
Disagree 
 
3.Will you get appraisals for your good performance in your organization? 
S.No Responses Respondents 
1 YES 71% 
2 NO 29% 
80% 
70% 
60% 
50% 
40% 
30% 
20% 
10% 
0% 
YES NO 

Inference:- 
➢ 71% of the employees agreed that they are getting appraisals for their performance in 
the organization. 
 
4.Is there any feed back given to you by the superiors after completion of a 
particular task or work? 
S.No Responses Respondents 
1 YES 69% 
2 NO 31% 
70% 
60% 50% 
40% 30% 
20% 10% 
0% 
YES NO 

Inference:- 
➢ 69% of the employees are satisfied with the feedback from their superiors after 
completion of their work. 
 
5.Do you get help from your superiors 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 16 2 32 
Agree 56 1 56 
Undecided 12 0 0 
Disagree 6 -1 -6 
Strongly Disagree 9 -2 -18 
Total 100 64 
64/100= 0.64 
Inference:- ➢ Majority of people agreed that their superiors help them to improve their 
performance 
level. 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 
Agree Undecided Disagree Strongly Disagree 
 
6.Are you satisfied with your working time? 
S.No Responses Respondents 
1 YES 85% 
2 NO 15% 
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 
YES NO 

Inference:- 
➢ 85% of employees are satisfied with their working hours 
 
7.Are there any incentives provided to you by the organization for your good 
performance? 
S.No Responses Respondents 
1 YES 55% 
2 NO 45% 
60% 
50% 
40% 
30% 
20% 
10% 
0% 
YES NO 

Inference:- ➢ 55% of employees are satisfied with the incentives provided to them based on 
their 
performance. 
 
8.In your organization welfare measures (like accommodation, transport 
etc...) have been provided by the organization? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 14 2 28 
Agree 64 1 64 
Undecided 8 0 0 
Disagree 9 -1 -6 
Strongly Disagree 5 -2 -18 
Total 100 68 
68/100= 0.68 
70 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree Undecided Strongly Disagree 

Inference:- ➢ Majority of employees are satisfied with the welfare measures taken by the 
organization. 
 
9.Do you get Freedom to express your views in front of your superiors in the 
organization? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 13 2 26 
Agree 59 1 59 
Undecided 16 0 0 
Disagree 2 -1 -2 
Strongly Disagree 10 -2 -20 
Total 100 63 
63/100= 0.63 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 

Inference:- ➢ Majority of employees agreed that they have freedom to express their views in 
front of 
their superiors. 
Agree Undecided Disagree Strongly Disagree 
 
10.Are you satisfied with your salary? 
S.No Responses Respondents 
1 YES 83% 
2 NO 17% 
100% 
80% 
60% 
40% 
20% 
0% 
YES NO 

Inference:- ➢ 83% of employees are satisfied with their salary packages. 

 
11.Do you have good inter personal relations with your superiors and 
subordinates? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 17 2 34 
Agree 63 1 63 
Undecided 8 0 0 
Disagree 6 -1 -6 
Strongly Disagree 6 -2 -12 
Total 100 79 
79/100= 0.79 
70 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 

Inference:- ➢ Majority of employees agreed that they have good relations with their superiors 
and 
subordinates 
Agree Undecided Disagree Strongly Disagree 
 
12.Apart form the work do you have any scope of participating in recreational 
activities (sports, entertainment etc....) in the organization? 
Inference:- 
➢ 70% of employees are dissatisfied towards their scope of participation in extra curricular 
activities. 
S.No Responses Respondents 
1 YES 75% 
2 NO 25% 
80% 70% 60% 50% 40% 30% 20% 10% 0% 
YES NO 
 
13.Are you getting advice & assistance from your superintendents at your 
work? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 9 2 18 
Agree 53 1 53 
Undecided 22 0 0 
Disagree 6 -1 -6 
Strongly Disagree 9 -2 -18 
Total 100 37 
37/100= 0.37 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 

Inference:- 
➢ Some employees agreed and some disagreed as result is neutral towards getting advices 
form superiors 
Agree Undecided Disagree Strongly Disagree 
 
14.Are you satisfied with the way company policies are put into practice? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 3 2 6 
Agree 51 1 51 
Undecided 23 0 0 
Disagree 16 -1 -16 
Strongly Disagree 7 -2 -14 
Total 100 27 
27/100= 0.27 
60 
50 
40 
30 
20 
10 
Strongly Agree 

Inference:- 
➢ Employees are neither satisfied nor dissatisfied with the way company policies put into 
practices. 
0 
Agree Undecided Disagree Strongly 
Disagree 
 
15.The Technology adopted by the organization helps you to finish your work 
smoothly? 
Workers opinion No. of Respondents Scale Aggregate values 
Strongly Agree 12 2 24 
Agree 59 1 59 
Undecided 17 0 0 
Disagree 8 -1 -8 
Strongly Disagree 4 -2 -8 
Total 100 67 
67/100= 0.67 
60 
50 
40 
30 
20 
10 
0 
Strongly Agree 

Inference:- 
➢ Majority of employees are satisfied with the technology adopted by the organization to 
finish their works smoothly 
Agree Undecided Disagree Strongly Disagree 
 
16.Are you satisfied with safety methods that are provided by the company? 
S.No Responses Respondents 
1 YES 79% 
2 NO 21% 
80% 
70% 
60% 
50% 
40% 
30% 
20% 
10% 
0% 
YES NO 

Inference:- 
➢ 79% of employees are satisfied with the safety measures provided by the company 
 
17.Are you satisfied with your job? 
Workers opinion No. of Respondents Scale Aggregate values 
Highly satisfied 12 2 24 
Satisfied 63 1 63 
Neutral 11 0 0 
Dissatisfied 5 -1 -5 
Highly dissatisfied 9 -2 -18 
Total 100 64 
64/100= 0.64 
70 
60 
50 
40 
30 
20 
10 
0 
Highly satisfied Neutral Highly dissatisfied 

Inference:- 
➢ Most of the employees are satisfied with their jobs 
 
18.Are you proud to work for the organization? 
S.No Responses Respondents 
1 YES 82% 
2 NO 18% 
100% 
80% 
60% 
40% 
20% 
0% 
YES NO 

Inference:- 
➢ 82% of employees feel proud to work In the organization 
 
19. Are you satisfied with the organization as a place to work ? 
Workers opinion No. of Respondents Scale Aggregate values 
Highly satisfied 18 2 36 
Satisfied 60 1 60 
Neutral 11 0 0 
Dissatisfied 9 -1 -9 
Highly dissatisfied 2 -2 -4 
Total 100 83 
83/100= 0.83 
60 
50 
40 
30 
20 
10 
0 
Highly satisfied 

Inference:- 
➢ Most of employees are satisfied with the organization as a place for work. 
Satisfied Neutral Dissatisfied Highly 
dissatisfied 
 
20. Do you get opportunity for learning and growth in your organization? 
Workers opinion No. of Respondents Scale Aggregate values 
Highly satisfied 12 2 24 
Satisfied 52 1 52 
Neutral 22 0 0 
Dissatisfied 7 -1 -7 
Highly dissatisfied 7 -2 -14 
Total 100 55 
55/100= 0.55 
60 
50 
40 
30 
20 
10 
0 
Highly satisfied 

Inference:- ➢ Most of the employees agree that they get opportunity for learning and growth in 
the 
organization 
Satisfied Neutral Dissatisfied Highly 
dissatisfied 
 
 
FINDINGS 
 
FINDINGS 
➢ Most of the employees agreed that they have been trained well in training and 
development program with a weighted average of 0.69. ➢ Majority of people are neutral 
towards their opportunities (like job rotation, employee 
development) in the organization ➢ 71% of the employees agreed that they are getting 
appreciation for their performance in 
the organization ➢ 69% of the employees are satisfied with the feedback from their superiors 
after 
completion of their work. ➢ Majority of people agreed that their superiors help them to 
improve their performance 
level with a weighted average of 0.64. ➢ 85% of employees are satisfied with their working 
hours 
➢ 55% of employees are satisfied with the incentives provided to them based on their 
performance. 
➢ Majority of employees are satisfied with the welfare measures taken by the organization 
with a weighted average of 0.68. 
➢ Majority of employees agreed that they have freedom to express their views in front of 
their superiors with a weighted average of 0.63. 
➢ 83% of employees are satisfied with their salary packages. ➢ Majority of employees agreed 
that they have good relations with their superiors and 
subordinates with a weighted average of 0.79. ➢ 70% of employees are dissatisfied towards 
their scope of participation in extra curricular 
activities. ➢ Some employees agreed and some disagreed as result is neutral towards getting 
advices 
form superiors with a weighted average of 0.37. ➢ Employees are neither satisfied nor 
dissatisfied with the way company policies put into 
practices with a weighted average of 0.27. 
➢ Majority of employees are satisfied with the technology adopted by the organization to 
finish their works smoothly with a weighted average of 0.67. 
 
➢ 79% of employees are satisfied with the safety measures provided by the company ➢ Most of 
the employees are satisfied with their jobs with a weighted average of 0.64. 
➢ 82% of employees feel proud to work In the organization ➢ Most of employees are satisfied 
with the organization as a place for work with a 
weighted average of 0.83. ➢ Most of the employees agree that they get opportunity for 
learning and growth in the 
organization with a weighted average of 0.55. 
 
SUGGESTIONS 
 
SUGGESTIONS 
✓ Superiors have to guide their subordinates with advices and assistance which motivate 
the employees. 
✓ The company needs to put the policies into practice so that the employees should not 
feel any inconvenience. 
✓ Organization has to provide provisions for the growth & development of employees. 
 
CONCLUSION 
 
Conclusion: 
Job satisfaction is a key aspect for success of every enterprise, when 
employee’s are satisfied work of performance will increase. 
 
Questionnaires 
 
Questionnaire 
Topic: Job satisfaction Name: Designation: Department: Gender: Service: 1) Have you been 
trained well in your training program in the organization? 
( ) a) Strong agree b) 
agree c) undecided d) Disagree e) strongly disagree 
2) Are there any opportunities (like Job rotation, employees’ development) in your 
organization? ( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
3) Will you get appraisals for your good performance in your organization?( ) 
a) Yes b) no 
4) Is there any feed back given to you by the superiors after completion of a particular task or 
work? ( ) 
a) Yes b) no 
5) Are the superior’s helps to you to improve your performance level? ( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
6) Are you satisfied with your working time? ( ) 
a) Yes b) no 
7) Are there any incentives provided to you by the organization for your good 
performance? 
( ) a) Yes b) no 
8) In your organization welfare measures (like accommodation, transport etc... Have been 
provided by the organization? ( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
9) Do you get Freedom to express your views in front of your superiors in the 
organization? 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
 
10) Are you satisfied with your salary? ( ) 
a) Yes b) no 
11) Do you have good interrelations with your superiors and subordinates? ( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
12) Apart form the work do you have any scope of participating in extra curricular activities 
in the organization? ( ) 
a) Yes b) no 
13) Are you getting advice & assistance from your superintendents at your 
work? ( ) a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
14) Are you satisfied with the way company policies are put into practice? ( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
15) The Technology adopted by the organization helps you to finish your work smoothly? 
( ) 
a) Strong agree b) agree c) undecided d) Disagree e) strongly disagree 
16) Are you satisfied with safety methods that are provided by the company?( ) 
a) Yes b) no 
17) Are you satisfied with your job? ( ) 
a) Highly satisfied b) satisfied c) neutral d) Dissatisfied e) highly dissatisfied 
18) Are you proud to work for the organization? ( ) 
a) Yes b) no 
19) Are you satisfied with the organization as a place to work ? ( ) 
a) Highly satisfied b) satisfied c) neutral d) Dissatisfied e) highly dissatisfied 
20) Do you get opportunity for learning and growth in your organization? ( ) 
a) Highly satisfied b) satisfied c) neutral d) Dissatisfied e) highly dissatisfied 
 
BIBLOGRAPHY 
 
BIBLIOGRAPHY: 
Name of the Book Author 
Personnel/Human Resource 
Management (Third 
Edition) 
David A. DeCenzo 
Personnel/Human Resource 
Management (Third 
Edition) 
Stephen P. Robbins 
Personnel and Human 
Resource Management 
P. Subba Rao 
Organizational Behaviour Dr.Varma & Agarwal 
Research Methodology C.R. Kothari 
WEB SITE: 
www.apgenco.com