RAYAT BAHRA INSTITUTE OF MANAGEMENT,

HOSHIARPUR

SUMMER PROJECT REPORT

ON

EMPLOYEE JOB SATISFACTION

IN

VARDHMAN SPECIAL STEELS LTD.

Submitted in partial fulfilment of the

requirement for the award of degree

BACHELORS OF BUSINESS ADMINISTRATION (BBA)

Submitted by: Submitted to: Supervised by:

Sachin Arora Miss. Manisha Amit Sharma
Roll no. 1719765 Assistant Professor Chief Manager
(RBIM) (HR & ADMIN)

1
DECLARATION
This is to state that the Summer Project Report title "Employees satisfaction level " is
based on original work carried by me under the supervision of the MR. AMIT SHARMA
towards the Partial Fulfillment of the Degree of BECHALOR OF BUSINESS ADMINISTRATION
(BBA) of the IK Gujral Punjab Technical University .

University Roll No. 1719765

Date

Place

2
 TABLE OF CONTENTS

Serial No. Particulars Page No.

1. Preface 4

2. Acknowledgement 5
1.1 CHAPTER :1 6
INTRODUCTION TO THE
TOPIC
A Job satisfaction meaning 7-13

B Industrial Profile 13-20

2.1 CHAPTER :2 21
INTRODUCTION TO THE
ORGANISATION
Highlights 22

A About the corporate 23-25

B Product Range 26-28

C Journey so far 29

D Methodology 30-32

3.1 CHAPTER:3 REVIEW OF LITERATURE 33

A Content 34-37

4.1 CHAPTER:4 INTERPRETATION 38

A QUESTIONAIRE AND 39-69

INTEPRETATION

PREFACE
Bachelor of Business Administration (BBA) is a stepping stone to the management
carrier and to develop good manager or employee. It is necessary that theoretical must be
supplemented with exposure to the real environment .Theoretical knowledge just provided

3
the base and it is not sufficient to produce a good manager that is why practical knowledge
is needed.

Therefore the research product is an essential requirement for the student of BBA
.This research project not only help the student to utilize properly learn field realities but
also provided a chance to the organization to find put talent among the budding managers
or employee in the very beginning .In accordance with the requirement of BBA course .I
have a Summer project report on the topic LABOUR AND EMPLOYEE WELFARE which
helps to gain new knowledge and learning about HUMAN RESOURCE DEPARTMENT

ACKNOWLEDGEMENT
Developing a project is not a single person’s effort but it is a combined of a group of people.
So many contributions from different category of people are required to develop a project
successfully with all the functionalities fulfilled. During the development of this project, right

4
from the initiation stage to implementation stage, so many people have helped us in doing
these right things in right time. We feel grateful to all the persons who helped us in studying
the system, researching, developing and at last preparing the document.

I am thankful to Ms.Manisha of RAYAT BAHRA INSTITUTE OF MANAGEMENT, for making it

convenient to undertake a project work.

I am thankful to Dr.Harinder Singh Gill, Principal of RAYAT BAHRA INSTITUTE OF

MANAGEMENT, for making it convenient to undertake a project work.

I sincerely acknowledge my thanks to Mr.Amit Sharma, HR manager of Vardhman Special

Steels limited, Ludhiana for giving the help & guidance in completing my project work.

I would like to acknowledge my sincere thanks to college for giving me this opportunity.

My hurtful thanks to my parents my friends whose suggestion resulted in successful

completion of this project work.

5
 Chapter -1

INTRODUCTION
TO
THE
TOPIC
(A) INTRODUCTION

The term “job satisfaction” refers to an employee general attitude towards his job. Job satisfaction is
how content an individual is with his or her job. The employees can be think that the organization
can be fulfil their requirements such as pay, pension arrangement, working hours.

6
It is useful to highlight its important aspects.  There are three important dimensions to
employee job satisfaction. 

1. Employee job satisfaction refers to ones feeling towards ones job. It can only be inferred
but not seen 

2. Employee job satisfaction is often determined by how well Outcomes meet or exceed
expectations satisfaction in one’s job Means increased commitment in the fulfilment of
formal   Requirements.  There is greater willingness to invest personal Energy and time in
job performance      

3. The terms of employee job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations   On the part of individuals towards
their work roles, which they are presently occupying. Positive attitude towards the job
are conceptually equivalent to employee job satisfaction and negative attitudes towards the
job indicate employee dissatisfaction.

Though the terms employee job satisfaction and attitudes are used interchangeably, there
are difference between the two. Attitudes, as was mentioned earlier, refer to predisposition
to respond. Employee job satisfaction, on the other hand, relates to performance factors.
Attitudes reflect ones feeling towards individuals, organizations and objects. But satisfaction
refers to ones attitudes to a job. Employee job satisfaction is, therefore, a specific subset of
attitudes. 

Attitudes endure generally, but employee job satisfaction is dynamic, it can decline even
more quickly that it developed. Managers, therefore, cannot establish the conditions
leading to high satisfaction now and then neglect it, for employee satisfaction constantly.

Sources of job-satisfaction
 Benefits of Employee job satisfaction:

A) One benefit of Employee job satisfaction survey is that they Give management an
indication general levels of satisfaction in a company. Surveys also indicate specific
areas of satisfaction or dissatisfaction (as with employee services) and particular
groups of employee. In other words, a survey tells how employees feel about their
jobs, what parts of their jobs these feeling are focused on, with department are
particularly affected, and whose feelings are involved ( for example, supervision,
employee or staff specialists). The survey is powerful diagnostic instrument for
assessing employee problems.

B) . Improved communication is another benefits of the surveys.

Communication flows in all directions as people plan the survey, talk and
discuss its result. Particularly beneficial to the company is, the upward
communication when employees are encouraged to comment about what
they really have in their minds. 

7
 1. An unexpected benefit from an employee job satisfaction survey is improved
attitudes. For some employees, the survey is a safety valve, an emotional release,
and a chance to get things off their chest. For others, the survey is a tangible
expression of management’s interest in employee welfare, which gives employees a
reason to feel better    towards management.

               

    

2. The employee job satisfaction survey can help discover the causes of indirect
productivity problems, such as absenteeism, turnover and poor quality of work. If an
organization is disturbed by a high rate of absenteeism or turnover, it might
opportunities, unchallenging jobs, unjust treatment and the like. Without proper
survey, there could be random guessing on the part of management employee job
satisfaction survey help management both to get a better handle on why employees
are lagging and to plan better handle solutions to problems.

3. Another benefit of satisfaction survey is that help management assess training

needs. Usually, employees are given on opportunity how they feel this supervisor
performs certain parts of the jobs, such as delegating work and giving adequate job
instruction. Since employees experience these supervisory acts, their perception may
provide useful data about the training of their supervisors

4. One of the best uses of employee job satisfaction survey is in the evaluation of the
impact of organizational changes on employees attitudes. For example, the
management wants to whether the job redesign program recently implemented in
the organization has resulted in increased satisfaction to the employees. By
comparing pre-change data and post- change data, it is easy to determine what
impact the redesigned work has on employee attitudes.

 
 
 

But the benefit discussed above would be realized subject to certain prerequisites.
Following are the conditions: 

o Top management actively supports the survey

8
 o Employees are fully involved in planning the survey.

o A clear objective exists for conducting the survey.

o The study is designed and administered consistent with standards of sound

research.

o Management is capable and willing to take follow up action.

o Both the results and action plans are communicated to employees.

 
  Ways of Measuring Employee Job Satisfaction: 

                  There are a number of ways of measuring Employee Job Satisfaction. This is not
surprising since hundreds of studies have been conducted over the past three and half
decades, employing varied techniques. The most common ways of measurement include
rating scales, critical incidents, interviews, and action tendencies. 

             Measurement of employee job satisfaction has come to acquire the same fate as the
measurement of intelligence. We can measure employee job satisfaction by questionnaire.
Perhaps the earliest of all the known scales of measuring employee job satisfaction is that
by Hop pock (19335). 

Other Effects of Employee Job Satisfaction:

In addition to the above, it has been claimed that satisfied employees tend to have better
mental and physical health and learn new employee related tasks quickly. 
 

Two faces of Employee Job Satisfaction: 

Employee job satisfaction has both functional and dysfunctional consequence. The positive
consequences of employee job satisfaction have already been stated above. An often-
overlooked dimension of employee job satisfaction is its relationship to employee health.
Employee who are dissatisfied with their jobs are prone to managers, this means that even
if satisfaction did not lead to less voluntary turnover and absence, the goal of a satisfied
workforce might be justifiable because it would reduce medical or costs and the premature
loss of valued employees by way of heart Disease or strokes. 

The effect of employee job satisfaction goes beyond organizational setting. When
employees are happy with their jobs, their lives away from jobs will be better off. In
contrast, the dissatisfied employee carries that attitude home. Some benefits of employee
job satisfaction accrue to every citizen. These people will hold a more positive attitude
towards life in general and make for a society of more psychologically health people. 

9
The employee job satisfaction helps management in terms of reduced turnover, reduced
absences, reduced job stress and reduced medical and life insurance costs. Additionally,
there benefits for society in general. Satisfied employees are happy and better citizens.  

However, employee job satisfaction has been overemphasized. Its benefits to the
management are contingent upon fulfilment of several other variables. Take turnover for
instance. Employee job satisfaction may not directly lead to reduced turnover, other facto
like age, financial position, number of dependents and like will have their own say.  

       It seems that only academician and researchers are interested in employee job
satisfaction. For them employee job satisfaction is a good topic for survey. For them
employee job satisfaction is important and they expect that it is important for others too.
For many people, job is only a source for earning, nothing more, and nothing less. A
dissatisfied employee has any number of off the job activities to find satisfaction. Non job
oriented people tend not to be emotionally involved with their work this relative
indifference allows them to accept frustrating condition at work more willingly.
Unfortunately, the number of non job oriented people is more than those who take job as
everything in life. 

Determinants of Employee job Satisfaction: 

        Employee job satisfaction is critical concept to measure the employees organizational
behaviour. There are a number of factors influencing the employee’s job satisfaction. Refers
to a set of some commonly experienced stable characteristics of organizations, which
constitutes the uniqueness of that organization and differentiates it from others. We face
some difficulties in identifying this set of characteristic we do not yet know the various
dimensions or factors of Employee job satisfaction on which we should look fir these
characteristic. Some of these common dimensions are described below.

Mentally challenging work: 

Employee tent to prefer jobs that give them opportunities to use skills and abilities and offer
a variety of tasks, freedom and feedback on how well they are doing are some of the most
important ingredients of a satisfying job. 

Working conditions: 

Employees are concerned with their work environment for personal comfort and for doing a
good job. Temperature, light, noise and other environmental factors should not be
extremes. 
 
 Company policies: 

If the company has policies that can help the employee on the job and of the job then the
employee does his duty effectively. It provides the employee to improve the attitude of
dedication and co-operation. 

10
Job security: 

  For employee the man aspects of his job are security. If the employee feels that in
company here he is working then he will be satisfied and performs his duties with
commitment.     

Communication:

  Communication includes both the transference and understanding of meaning. Good

communication is essential to any group or organization effectiveness. Poor communication
is probably the most frequently sited source of interpersonal conflict. An idea, no matter
how great, is useless until it is transmitted and understood by others. Perfect
communication, would exist when a thought or an idea was transmitted so that the mental
picture perceived by the receiver was exactly the same as that envisioned by the sender. 

Compensation and Rewards: 

        An employee reward system consists of an originations integrated policies, processes

and practices for rewarding its employee in accordance with their contribution, skill and
competence and their market work. It is developed with in the frame work of organizations
reward philosophy , strategies and policies and contains arrangement in from of processes,
structures and procedures which will provide and maintain appropriate types and levels of
pay, benefits and other forms rewards. 

Safety and Health:  

Safety, in simple terms, means freedom from the occurrence or risk of injury or loss.
Industrial safety or employee safety refers to the protection of workers from the danger of
the industrial accidents. An accident free plant enjoys certain benefits. Major ones are
substantial savings in cost, increase productivity, moral and legal grounds. The well being of
the employee in an industrial establishment is affected by accidents any by ill health
physical as well as mental. The need healthy the workers and health services are to be
provided by the management to ensure the continuing good health of their employees. 

Rewards and recognition: 

    An employee reward system consists of an origination’s integrated policies, processes and
practices for rewarding its employees and practices for rewarding its employees in
accordance with their contribution, skill and competence and their market work. It is
developed with in the framework of organizations reward philosophy, strategies and
contains arrangement in from of processes appropriate types and levels of pay, benefits and
other forms rewards. 

Career Development:

11
A career can define as a sequence but related work activities that provides continuity, and
meaning in a persons life. Careers are both individually, perceived and society constrained;
not only do people make careers out of their particular experience, but career opportunities
in society also influence and make people. 

Performance Appraisal: 

Performance Appraisal is deemed by many to be an essential part of the executive job. A

systematic and periodic appraisal process is deemed superior to a casual, intuitive, and at
the absence of such preplanning. Systematic performance appraisal is that which provides
information of great assistance in making and enforcing decisions such subject as
promotions, pay increases, layoffs and transfers. It provides such information in advance of
time when it may be needed, they by avoiding spot judgment when a decision must be
made. 

Training & Development:   

    Training is the formal and systematic modification of behavior through learning, which
occurs as a result of education, instruction, and development and planned experience. The
fundamental aim of guiding is to help the organization achieve its purpose by adding value
to its key resource- the people it employee. Training means investing its people to enable
them to perform better and to empower them to make the best use of their natural
abilities.

   Individuals with guidance, encouragement and health from their managers as required
carry out personal development are planning. A personal development plan sets out the
action. People to take to learn and develop themselves.

Empowerment:      

      Empowerment is the process of giving employees more power to exercise control over,
and take responsibility for their work. It provides greater space for individual to use their
abilities by enabling and encouraging them to take decisions close to the point of impact. 

              Empowerment is about engaging both the hearts and minds of people so that they
can take the opportunities available to them for greater responsibility. Jobs are so
structured that individuals can plan, execute and evaluate a complete operation in the total
process personally. Empowerment can speed up decisions making process and accelerate
the response time to meet the changing needs of the customer, release creativity of
employee, provide for greater job satisfaction, motivation and commitment, give people
more responsibility. 
 
 

MERITS- EMPLOYEE JOB SATISACTION:

12
  Sets people management priorities for CEO

 Detects potential problem areas early

 Evaluates success of policies and practices

 Makes employees feel involved and cared about

 Customer and employee satisfaction are liked.

 
 

DEMERITS- EMPLOYEE JOB SATISFACATION:

 Managers could get lost in data

 Inaction could destroy credibility

 Periodic change could paralyze company

 Employee may not revel innermost feelings

 Too general in scope to affect individuals.

(B) INDUSTRY PROFILE

The iron and steel industries are among the most important industries in India. During 2014
through 2016, India was the second largest producer of raw steel [1] and the largest producer
of sponge iron in the world. The industry produced 82.68 million tons of total
finished steel and 9.7 million tons of raw iron. Most iron and steel in India is produced from
iron ore.[2]
Policy for the sector is governed by the Indian Ministry of Steel, which concerns itself with
coordinating and planning the growth and development of the iron and steel industry, both
in the public and private sectors; formulation of policies with respect to production, pricing,
distribution, import and export of iron and steel, ferro alloys and refractories; and the
development of input industries relating to iron ore, manganese ore, chrome
ore and refractories etc., required mainly by the steel industry.
Most of the public sector undertakings market their steel through the Steel Authority of
India (SAIL). The Indian steel industry was de-licensed and de-controlled in 1991 and 1992
respectively.

13
Steel plants
There are two types of steel plants - mini steel plants and integrated steel plants. About half
of the country's steel is produced by medium and small enterprises. [3]
Mini steel plants are smaller, have electric furnaces and use steel scrap as well as sponge
iron. They have re-rollers that use steel ingots as well. They produce Carbon steel and alloy
Steel of certain specifications. There are around 650 mini steel plants in India.
Integrated steel plants are large, handle everything in one complex - from putting together
raw material to steel making, rolling and shaping. Iron ore, coke, and flux are fed into
the blast furnace and heated. The coke reduces the iron oxide in the ore to metallic iron,
and the molten mass separates into slag and iron. Some of the iron from the blast furnace is
cooled, and marketed as pig iron; the rest flows into basic oxygen furnaces, where it is
converted into steel. Iron and steel scrap may be added to both to the blast furnace and to
the basic iron furnace. There are about five integrated SAIL plants in India.

Current steel plants in India

There are more than 50 iron and steel industries in India. Given below are major steel
plants:

Name Location

Jindal Steel and Power

Raigarh, Angul, Odisha
Limited

Tata Steel Limited Jamshedpur, Jharkhand Tata Steel

Tata Steel Limited Kalinganagar, Odisha Tata Steel

Vardhman special steels

Ludhiana, Punjab VSSL
Limited

Durgapur Steel Plant Durgapur, West Bengal SAIL

Bhilai Steel Plant Bhilai steel city, Chhattisgarh SAIL

Bokaro Steel Plant Jharkhand SAIL

14
 Chandrapur Ferro Alloy
Chandrapur, Maharashtra SAIL
Plant

IISCO Steel Plant Asansol, West Bengal SAIL

Salem Steel Plant Tamil Nadu SAIL

Rourkela Steel Plant Odisha SAIL

JSW Steel Hospet, Bellary, Karnataka JSW Steel

Visakhapatnam, Andhra Rashtriya Ispat Nigam

Vizag Steel
Pradesh Limited

Essar Steel India Limited Hazira, Gujarat

JSW Steel Tarapur, Boisar, Maharashtra JSW Steel

JSW Steel Dolvi, Dolvi, Maharashtra JSW Steel

Structure
The iron and steel industry in India is organised into three categories: main producers, other
major producers, and secondary producers. In 2004-05, the main producers i.e. SAIL, TISCO
and RINL had a combined capacity of around 50% of India’s total steel production capacity
and production. The other major producers — ESSAR, ISPAT and JVSL — account for around
20% of the total steel production capacity.

National steel policy

National steel policy – 2005 has the long-term goal of having a modern and efficient steel
industry of world standards in India. The focus is to achieve global competitiveness not only
in terms of cost, quality, and product-mix but also in terms of global benchmarks of
efficiency and productivity. The Policy aims to achieve over 100 million metric tonnes of
steel per year by 2019-20 from the 2004-05 level of 38 mt. This implies an annual growth of
around 7.3% per year from 2004-5 onward.
The strategic goal above is justified because steel consumption in the world, around 1000
million metric tonnes in 2004, is expected to grow at 3.0% per annum to reach 1,395 million
metric tonnes in 2015, compared to 2% per annum in the past fifteen years. China will
continue to have a dominant share of the demand for world steel. Domestically, the growth
rate of steel production over the past fifteen years was 7.0% per annum. The projected rate
of 7.3% per annum in India compares well with the projected national income growth rate
of 7-8% per annum, given an income elasticity of steel consumption of around 1. [4]

15
Subsequent steel policies have been drafted each year. The Indian Ministry of Steel has
released draft National Steel Policy (NSP), 2017. The problems identified in this sector
include:

 Steel companies are plagued with huge debts.

 Lack of domestic demand. This is a major concern
 Low quality of metallurgical coke for blast furnace iron making.
 High input costs.
 Cheap imports from China, Korea and other countries are also a matter of concern
for domestic producers.
The aim of the draft NSP is to develop a self-sufficient steel industry that is globally
competitive. The policy proposes setting up Greenfield Steel Plants along the Indian
coastline under the Sagarmala Project. This has been proposed in order to tap cheap
imported raw materials such as coking coal and export the output without incurring huge
cost burden. The policy has also proposed the idea of gas-based steel plants and use of
electric furnaces in order to bring down the use of coking coal in blast furnaces. The policy
targets to achieve production of 300 million tonnes by 2030-31.

Production
The steel industry in India was de-licensed and decontrolled in the years 1991 and 1992
respectively. In 2014-15, production for sale of total finished steel (alloy + non-alloy) was
91.46 million tonnes, a growth of 4.3% over 2013-14. Production for sale of pig iron in 2014-
15 was 9.7 million tonnes, a growth of 22% over 2013-14. India is the largest producer of
sponge iron in the world with the coal-based route accounting for 90% of total sponge iron
production in the country. Data on production for the sale of pig iron, sponge iron and total
finished steel (alloy + non-alloy) are given below for last five years.
Production (in million tons)

2011- 2013-
Category 2010-11 2012-13 2014-15
12 14

Pig Iron 5.68 5.371 6.870 7.950 9.694

Sponge Iron 25.08 19.63 14.33 18.20 20.38

Total Finished Steel(alloy+non-

68.62 75.70 81.68 87.67 91.46
alloy)

16
Steel prices
Price regulation of iron and steel was abolished on 16 January 1992. [5] Since then steel prices
have been determined by an interplay of market forces. Domestic steel prices are influenced
by trends in raw material prices, demand, supply conditions in the market, and international
price trends among others. An Inter-Ministerial Group (IMG) is functioning in the Ministry of
Steel, under the chairmanship of the secretary (Steel) to monitor and coordinate major steel
investments in the country. As a facilitator, the government monitors the steel market
conditions and adopts fiscal and other policy measures based on its assessment. Currently,
basic excise duty for steel is set at 12.5% and there is no export duty on steel items. The
government has also imposed an export duty of 30% on all forms of iron ore except low
grades, which carry a duty of 10%, while iron ore pellets have an export duty of 5% to
control ad-hoc exports of the items and to conserve them for the long-term requirements of
the domestic steel industry. It has also raised the import duty on most steel imports by
2.5%, taking the import duty on carbon steel, flat products to 10% and that on long products
to 7.5%.

Import and export

Imports
Iron and steel are freely importable as per the extant policy. There has been a steady
increase in the amount of steel imported into the country to meet demands.
Imports (in Million Tonnes)

2010-
Category 2011-12 2012-13 2013-14 2014-15
11

Total Finished Steel 6.66 6.86 7.93 5.45 9.32

Exports
Iron and steel are freely exportable. In the years 2010-11, India exported about 3.64 million
tonnes of steel; further, in 2011-12 it rose to 4.59 million tonnes. 2012-13 and 2013-14 did
not see a sharp rise with exports of 5.37 and 5.98 million tonnes respectively. The exports
declined in the year 2014-15, falling to 5.59 million tonnes.
Exports (in Million Tonnes)

2010-
Category 2011-12 2012-13 2013-14 2014-15
11

Total Finished Steel 3.64 4.59 5.37 5.98 5.59

17
History
Early
Recent excavations in the Middle Ganges Valley conducted by archaeologist Rakesh Reddy
with the advice of wife Aditi Venugopal show iron working in India may have begun as early
as 1800 BCE.[6] In fact, the practice of manufacturing practical metals first began in India.
[7]
 Archaeological sites in India, such as Malhar, Dadupur, Raja Nala Ka Tila, and Lahuradewa
in the state of Uttar Pradesh show iron implements in the period between 1800 BCE-1200
BCE.[6] Sahi (1979: 366) concluded that by the early 13th century BCE, iron smelting was
definitely practiced on a larger scale in India, suggesting that the date the technology's early
period may well be placed as early as the 16th century BCE. [6]
Some of the early iron objects found in India are dated to 1400 BCE by
employing radiocarbon dating.[8] Spikes, knives, daggers, arrow-heads, bowls, spoons,
saucepans, axes, chisels, tongs, door fittings etc. ranging from 600 BCE—200 BCE have been
discovered at several archaeological sites.[8] In southern India (present day Mysore) iron
appeared as early as the 12th or 11th century BCE. These developments were too early for
any significant close contact with the northwest of the country. [8]
The beginning of the 1st millennium BCE saw extensive developments in iron metallurgy in
India.[9] Technological advancement and mastery of iron metallurgy was achieved during this
period of peaceful settlements. The years between 322—185 BCE saw several
advancements made to the technology involved in metallurgy during the politically
stable Maurya period (322—185 BCE). Greek historian Herodotus (431—425 BCE) wrote the
first western account of the use of iron in India.[9]
Perhaps as early as 300 BCE — although certainly by 200 CE — high quality steel was being
produced in southern India by what Europeans would later call the crucible technique.
[10]
 Using this system, high-purity wrought iron, charcoal, and glass were mixed in a crucible
and heated until the iron melted and absorbed the carbon.[10] The first crucible steel was
the wootz steel that originated in India before the beginning of the common era. [11] Wootz
steel was widely exported and traded throughout ancient Europe, China, and the Arab
world, and became particularly famous in the Middle East, where it became known as
Damascus steel. Archaeological evidence suggests that this manufacturing process was
already in existence in south India well before the Christian era.[12][13]
Medieval
The world's first iron pillar was the Iron Pillar of Delhi erected during the time
of Chandragupta Vikramaditya (375–413).[14] The swords manufactured in Indian workshops
are mentioned in the written works of Muhammad al-Idrisi (flourished 1154). [15] Indian
Blades made of Damascus steel found their way into Persia. [16] During the 14th century,
European scholars studied Indian casting and metallurgy technology. [17]
Indian metallurgy under the Mughal emperor Akbar (reign: 1556-1605) produced excellent
small firearms.[18] Gommans (2002) holds that Mughal handguns were stronger and more
accurate than their European counterparts.[19]

18
Colonial era
In The New Cambridge History of India: Science, Technology and Medicine in Colonial India,
scholar David Arnold examines the effect of the British Raj in Indian mining and metallurgy:
[20]

With the partial exception of coal, foreign competition, aided by the absence of tariff
barriers and lack of technological innovation, held back the development of mining and
metal-working technology in India until the early 20th century. The relatively crude, labour-
intensive nature of surviving mining techniques contributed to the false impression that
India was poorly endowed with mineral resources or that they were inaccessible or
otherwise difficult and unremunerative to work. But the fate of mining and metallurgy was
affected by political as well as by economic and technological considerations.
The British were aware of the historical role metal-working had played in supporting
indigenous powers through the production of arms and ammunition. This resulted in the
introduction of then Arms Act in 1878 which restricted access to firearms. They also sought
to limit India’s ability to mine and work metals for use in future wars and rebellions in areas
like metal-rich Rajasthan. India's skill in casting brass cannon had made Indian artillery a
formidable adversary from the reign of Akbar to the Maratha and Sikh wars 300 years later.
By the early 19th century most of the mines in Rajasthan were abandoned and the mining
caste was ‘extinct’.[20]
During the Company period, military opponents were eliminated and princely states
extinguished, and the capacity to mine and work metals declined, largely due to British
tariffs. As late as the Rebellion of 1857, because the mining of lead for ammunition at Ajmer
was perceived as a threat, the British closed mines.[20]
Modern era
The first modern steel manufacturing plant of India was set up at the Gun & Shell Factory in
the year 1801 [21] and the Metal & Steel Factory at Calcutta,[22] both belonging to
the Ordnance Factory Board. OFB continues to be one of the largest metallurgical
organizations of India with its dedicated metallurgical factories at Heavy Alloy Penetrator
Project, Trichy for non-ferrous metals such as tungsten for anti-submarine warfare and tank
ammunition the only plant in India,[23] Grey Iron Foundry, Jabalpur, for making engines and
armoured body of vehicles [24] Ordnance Factory Muradnagar for special alloys and steel,
[25]
 Ordnance Factory Ambajhari for aluminium, brass and other special alloys for aerospace,
rockets, bombs and missiles.[26] The premier Defence Metallurgical Research
Laboratory (DMRL) of the DRDO started at the Metal & Steel Factory, Kolkata, later to be
shifted to Hyderabad.[27]
Modern steel making in India began with the setting of first blast furnace of India at Kulti-
Burnpur in 1870 and production began in 1874, which was set up by Bengal Iron Works.Tata
Iron and Steel Company (TISCO) was established by Dorabji Tata in 1907, as part of his
father's conglomerate. By 1939 it operated the largest steel plant in the British Empire. The
company launched a major modernisation and expansion program in 1951. [28]
Prime Minister Jawaharlal Nehru, a believer in Harold Laski's Fabian socialism, decided that
the technological revolution in India needed maximisation of steel production. He,

19
therefore, formed a government owned company, Hindustan Steel Limited (HSL) and set up
three steel plants in the 1950s.[29]
The Indian steel industry began expanding into Europe in the 21st century. In January 2007
India's Tata Steel made a successful $11.3 billion offer to buy European steel maker Corus
Group. In 2006 Mittal Steel Company (based in London but with Indian management)
acquired Arcelor for $34.3 billion to become the world's biggest steel maker, ArcelorMittal,
with 10% of the world's output.[30]

20
 Chapter-2

INTRODUCTION
TO
THE
COMPANY

21
INTRODUCTION:

22
 (A) About the corporate (overview)

Vardhman has evolved through history, from a small beginning to a modern industrial
major, under the dynamic leadership of its Chairman & Managing Director, Mr. S.P. Oswal.
His vision and insight have given Vardhman an enviable position in the Indian industry.
Under his able leadership, Vardhman is innovating, diversifying, integrating and building
its various operations into a dynamic enterprise of today.
The Vardhman Group, driven by faith in the economy development of the country,
specifically in core industrial sector, ventured into the steel industry back in the year 1973.
Since then, the company has exponentially expanded its operations on all fronts, attaining
a capacity of 150,000 metric tonnes per annum producing high-grade hot rolled bars for
varied applications..

Placed among the leading producers of Special and Alloy Steels, Vardhman Special Steels
Limited caters to diverse requirements of hot rolled bars for Engineering, Automotive,
Tractor, Bearing and Allied Industries. The company, for more than 40 years, has
emphasized on total customer focus in all operational areas, monitoring and nurturing
relationships with all clients and business associates.

Vardhman Special Steels Limited incorporates some of the most advanced manufacturing
facilities with equally reliable support facilities. The plant has well-conceived layout plan
with modern material handling facilities-all designed for economic processing of materials
and human skills. Vardhman's ability to adopt changes in technology is evident in its
extensive use of automation and contemporary concepts.

Leveraging state-of-the-art manufacturing facilities and vast experience in the domain, the
company has an extensive list of clientele, including various globally renowned
corporations, such as Toyota, Hero Moto Corp, Caterpillar, Hino Motors, Bosch are some
of the prominent names from the list.

Committed to delivering unmatched quality, Vardhman Special Steels Limited is an ISO

14001:2004; OHSAS 18001:2007; ISO 9001:2008; ISO/TS 16949:2009 certified organization.

23
Mission

Vardhman Special Steels Ltd. Endeavors to become a market driven, cost competitive,
hard core Special & Alloy Steel producer by taking a lead in technology, continuous
improvement in business processes, building up knowledge & skills through a committed,
highly involved and focused team to achieve complete customer satisfaction in quality
and service.

Vision
We aspire to be the global steel industry benchmark for Value Creation and Corporate
Citizenship.

Philosophy
Acutely emphasizing on total customer focus in all operational areas, Vardhman Special
Steels Limited incorporates some of the most advanced manufacturing facilities with
equally reliable support facilities. The plant has a well-conceived layout plan with modern
material handling facilities, all designed for optimal processing of materials and
technology, and efficient utilization of human resources.

VSSL focuses of the following core ideologies:

 Absolute market orientation for a quick and positive response to customer needs.
 Uncompromising commitment to flexible, professional and personalized services.
 Delivery to a consistent standard, competitively and meeting deadlines.
 Responsive approach to the benefits of R&D and modern technology.
 Having faith in individual potential and respect for human values.
 Being a responsible corporate citizen with due respect to laws of the land and
environment.

 
Vardhman's ability to adopt changes in technology is evident in its extensive use of
automation and contemporary concepts. The company, dedicated to delivering
unmatched quality and value, incorporates state-of-the-art technology for quality control.

24
In the first phase of quality adherence, process parameters and conditions are developed,
which are constantly monitored throughout the manufacturing process. The parameters
are repeated within a narrow range from heat to heat. The final produce is then inspected
and tested to ensure compliance with the customer's requirement.

In short, appropriate statistical quality control systems and the latest testing facilities are
the hallmarks of Vardhman's Quality Assurance Department.

These values underlie the corporate philosophy that has shaped Vardhman of yesterday
into the Vardhman of today, and will continue to guide us in the times to come.

Vardhman Group
Incorporated in the year 1962, The Vardhman Group is a globally recognized textile
conglomerate in India with an annual turnover of more than  1 billion USD. Spanning
over 24 manufacturing facilities located in five states of the country, the Group’s business
portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic Fibre,
Garments and Alloy Steel.
The Vardhman Group’s manufacturing capabilities span more than 1 million spindles, 55.5
tons per day yarn and fibre dyeing, 900 shuttleless looms, 90 million meters per annum
processed fabric, 33 tons per day sewing thread, 20000 metric tons per annum acrylic fibre
and 150,000 tons per annum special and alloy steel.

The Group has evolved through history from a small beginning in 1962 into a modern
textile major under the dynamic leadership of its Chairman & Managing Director, Mr. S. P.
Oswal. His vision and insight has given Vardhman an enviable position in the textile
industry. Under his leadership, Vardhman is optimally utilizing resources to innovate,
diversify, integrate and build its diverse operations into a dynamic modern enterprise.

Appreciating its role as a responsible corporate citizen, Vardhman Group has been active
in multiple educational and general wellness initiatives, including the establishment of Sri
Aurobindo socio-economic and management research institute, and various commerce
and management institutes. The Group can also be credited for notable contributions in
various rural development programs.

25
 (B)Product Range

Product Size Range

16, 18, 19, 20, 21, 22, 23, 24, 25, 26, 28, 30, 32, 34, 36, 38, 40,
Round Bar Diameter (mm): 42, 44, 45, 46.5, 48, 50, 52, 54, 56, 58, 60, 63, 65, 66, 67, 68,
70, 72, 75, 80, 85, 90, 95, 100, 105, 110, 120
Round Corner Square (mm): 45, 50, 51.5, 55, 63, 70, 75, 80, 90, 95, 100, 110, 125
Peeled/Peeled & Centerless
14 mm to 78mm Dia
Ground bar:
Drawn/Drawn & Centerless
21.35mm to 50mm Dia
Ground bar:
Hexagonal Sizes (across 19.5, 20.5, 22.5, 23.5, 25, 25.5, 26.5, 28.5, 30.5, 32.5, 33.5, 34,
flats): 34.5, 38, 38.5, 40.5
*Diameters 95, 100, 105, 110, 120mm & RCS - 110, 125mm can be rolled depending upon
reduction ration requirement.

Steel Categories

Carbon Steel
15C8, 35C8, 45C8, 55C8, C30, C35, C38, C40, C45CR, C48, C50,
C55, C65, CK35, CK45, En2a, En3, En32B, En42, En43, En43AM,
En5, En8, En8DCR, En9, JDMA1045, S20C, S25C, S35C, S38C,
S40C, S43C, S45C, S48C, S50C, S53C, S58C, SAE1006, SAE1008,
Plain Carbon Steel:
SAE1010, SAE1015, SAE1016, SAE1018, SAE1019, SAE1020,
SAE1025, SAE1030, SAE1035, SAE1037, SAE1038, SAE1040,
SAE1041, SAE1045, SAE1047, SAE1050, SAE1052, SAE1055,
VS13111, 1E1771, 1E0065, 080A47.
20Mn2, 27C15, 27Mn2, 37C15, 37Mn2, En15, En15A, En15B ,
Carbon Manganese Steel : JDMA1041F, SAE1524, SAE1541, 45M5, S355J2+N, St52-3,
150M36R,1E0170
Case Hardening Steel
Chrome Steel: 15Cr3, 17Cr3, SCr415H, SCr420H
Chrome Manganese Steel: 16MnCr5, 16MnCrS5, 20MnCr5
SCM Category Steel SCM415H, SCM418H, SCM420H, XSCM318H, SCM822H,
/Chrome- Moly Steel: 20MoCr4E, 16CD4, 20CD4
SAE8620H, SAE8622, SAE8625, SAE8822, En351,En352, En353,
Nickel Chrome / Nickel
En354, En355, 15CrNi6, 16CrNi4,17CrNiMo6, 19CrNi5, 20NiCr6,
Chrome Moly Steel:
20NiCrMoS6-4, SAE3420, 815M17, 20CrNi4, 18NCD6
Chrome-Moly Steel: 15CrNi6, 16CrNi4,17CrNiMo6, 19CrNi5,  20NiCr6,  20NiCrMoS6

26
 -4,  SAE4320,  815M17,  20CrNi4, 18NCD6

Through Hardening Steel

34Cr4, 37Cr4, 40Cr4, 40Cr4B, 40Cr4C, 41Cr4,41Cr4, 45XGOST,
Chrome Steel: En18, En18C, En18D, SAE5115, E5120, SAE5132, SAE5135,
SAE5145H, SAE5150, SAE5160
25CrMo4, 40CrMo2, 40MoCr4, 42Cr4Mo2, 42Cr4Mo4,
42CrMo2, 42CrMo4, AISI4142H, AISI4150, En19, En91C,
Chrome Moly Steel:
SAE4130, SAE4135, SAE4137, SAR4140, SAE4142, SAE4147,
708M42, ETN22, V2250-97, 42CD4, 25MoCr4
SCM Category Steel: SCM435, SCM435H
Chrome/Ni- Moly Steel: SAE8640, 40NiCrMO4, SAE4340, En24
Moly Steel: 35Mn6Mo3, En16, En16C, En17, SAE4027
Other Categories
SAE41B30, SAE1036B, SAE15B35H, SAE10B25H, 38B3,
Boron Steel: SAE15B41H, 58CRMNB4, SAE40B37, 30MnB4, SCrB435H,
TIE2135, TIE2169, 20MnB5, 20MnCrB5, TIE0312,TIE0166, 1E28
SAE1137V, 38MnSiVS5, C70S6, 38MnVS6, SBMA740,
Micro Alloyed Steel:
38MnSiVS5
20MnV6, 31CrV3, SMnV440- Annealed- Peeled and Ground-
Vanadium Steel:
Cold Drawn
Nitriding Steel: 1E1286
Ball Bearing Steel: En31, SAE52100, DIN100Cr6
Free/ Semi Free Cutting En15AM, En18DM, En1A, En8DM, En8M, SAE1117, SAE1118,
Steel: SAE1137, SAE1140, SAE1141, SAE1144, SA1145S, SAE1215
En45, En45A, 55SI7, 60SI7, 37MnSI5, SUP11A, SUP9G, 50CrV4,
Spring Steel: En47, 38XC, 52Cr4Mo2V, 59CrV4,
SAE4161H, SUP12,51CrV4
High Titanium Steel: SA836, H-MN TI

27
(C) JOURNEY SO FAR

28
 (D) METHODOLOGY:

RESEARCH METHODS:

 PRIMARY DATA:

The primary data has been collected through the Questionnaire. The Questionnaire
has been properly prepared in order to cover all the Information required for the study. The
primary data has been obtained by interaction with the officials and staff in the division in
the organization and also obtained through the Questionnaire distributed to the persons in
different departments in that particular division

 SECONDARY DATA:

The secondary data has been collected through by the Manuals and also from old
records available in the organization. Some other data also collected from the websites
earlier researches and published books

RESEARCH DESIGN:

Research methodology, which is followed by researcher, is Descriptive study.

SAMPLING PROCEDURE:

Here the researcher follows the simple random sampling for conducting survey and
in detail sampling procedure is convenience sampling. This procedure is adopted based on
the convenience of the researcher time and money constraints.

POPULATION:

Population includes all the employees working in vardhman special steels limited.
Total population is 120.

29
SAMPLE SIZE:-

The researcher has allowed doing the project in particular division in the
organization. The study is limited to only that particular division.

 TOTAL SIZE: 120

 SAMPLE SIZE: 50

Keeping in view of the above objectives of the study, an objective type Questionnaire is
prepared and distributed to 50 persons for the sample and collected opinions.

RESEARCH INSTRUMENT:

The research instrument that is used in this study is structured questionnaire. A

questionnaire consists of a set of questions presented to the respondents for their answers.
The researcher has used questionnaire as the instrument of research, to collect the
information. A questionnaire consists of open ended, closed ended and likert 5 scale model
questions to the respondents.

SAMPLING UNIT:

Respondents have been selected from different wings of the vardhman special
steels limited.

PERCENTAGE ANALYSIS:

In the research various percentage are identified the analysis and they are presented
pictorially by way of bar diagrams and pie charts.

Total population is 120.

SAMPLE SIZE:-

The researcher has allowed doing the project in particular division in the
organization. The study is limited to only that particular division.

30
  TOTAL SIZE: 120
 SAMPLE SIZE: 50

Keeping in view of the above objectives of the study, an objective type Questionnaire is
prepared and distributed to 50 persons for the sample and collected opinions.

RESEARCH INSTRUMENT:

The research instrument that is used in this study is structured questionnaire. A

questionnaire consists of a set of questions presented to the respondents for their answers.
The researcher has used questionnaire as the instrument of research, to collect the
information. A questionnaire consists of open ended, closed ended and likert 5 scale model
questions to the respondents.

SAMPLING UNIT:

Respondents have been selected from different wings of the Vardhman special steels
private limited.

PERCENTAGE ANALYSIS:

In the research various percentage are identified the analysis and they are presented
pictorially by way of bar diagrams and pie charts.

31
 Chapter-3

REVIEW
OF
LITERATURE

32
Abstract:

Job Satisfaction is all about how a person likes the job. It is actually more of a journey
than being a destination. It is of utmost requirement to organizations as it will increase the
job involvement level of the employees and decrease the turnover. Job satisfaction has
been a fascinating concept for researchers as well as experts since number of decades. This
paper presents the study of past literatures of job satisfaction between the years 1981 to
2014. The purpose is to find out the different attributes used for evaluating the job
satisfaction. From the review of extant literature, it has been found that it is always not
salary which leads to job satisfaction rather it is the work environment.

Keywords: Job Satisfaction, Attributes, Turnover, Work environment

Introduction
Human resource is considered to be the most valuable asset in any organization. It is the
sum-total of inherent abilities, aptitudes of the employed persons who comprise executives,
supervisors and the rank and file employees. The human resources should be utilized to the
maximum possible extent, in order to achieve individual and organizational goals. It is thus
the employee’s performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job satisfaction.

Job satisfaction is all about how one feels about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude towards the job, unlike a dissatisfied
employee who has a negative attitude towards the job. A person having negative attitude
shows a personality disposition which is inclined to experience nervousness, tension, worry,
upset and distress, where as those with positive attitude will feel happy with themselves,
others, and with their work.

Job satisfaction reflects the extent to which people find gratification or fulfilment in their
work. Job satisfaction shows that personal factors such as an individual needs and
aspirations determine his/her attitude, along with group and organizational factors such as
relationships with co-workers and supervisors and working conditions, work policies, and
compensation. A satisfied employee tends to be absent less often, to make positive
contributions, and to stay with the organization. The effect of job satisfaction goes beyond
organizational setting. Satisfied employees are more likely to be satisfied citizens. These
people will hold a more positive attitude towards life in general and make for a society of
more psychologically healthy. Job satisfaction has been considered as state of condition
where people are:

33
1) Induced to do work efficiently and effectively;

2) Convinced to remain in the enterprise;

3) Prepared to act efficiently during contingences;

4) prepared to welcome the changes without resistance;

5) Interested in promoting the image of the organization; and

6) More happy and satisfied with their job. The level of job determines the job satisfaction.

2.1 Meaning and Definitions of Employee Job Satisfaction

Employee satisfaction is a function of perceived performance and expectations. It is a
person’s feeling of pleasure or disappointment resulting from comparing a product’s
outcome to his/her expectations. If the performance falls short of expectations, the
employee is dissatisfied and if it matches the expectations, the employee is satisfied.

1. Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience”.

2. “job satisfaction is defined as the amount of overall positive effect (or feelings) that
individuals have towards their jobs”.

3. “Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction”.

4. “Job satisfaction is the favorableness or unfavourableness with which employees view

their work”

Job satisfaction can be measured based on morale, opinion, attitude, work climate,
and quality of work life.

Dimensions of Job satisfaction

There are three important dimensions to job satisfaction:

1. Job satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not
seen.
34
 2. Job-Satisfaction is often determined by how well out-comes meet or exceeds
expectations. Satisfaction in one’s job means increased commitment in the fulfilment of
formal requirements. There is greater willingness to invest personal energy and time in job
performance.

3. The terms job satisfaction and job attitudes are typically used interchangeably. Both refer
to effective orientations on the part of individuals towards their work roles which they are
presently occupying. Positive attitudes towards the job are conceptually equivalent to job
satisfaction and negative attitudes towards the job indicate job dissatisfaction.

Review of Literature
Savery (1989) highlighted the job satisfaction of nurses in Perth, Western Australia. The job
satisfaction level of the nurses was mainly due to interesting and challenging work which
was followed by a feeling of achievement wherein, he even said salary was ranked as a very
low satisfier. The job satisfaction level increased as the person grew old where in the
variables like gender, time in hospital, position held were controlled. Organizations should
always focus on satisfying the three basic needs (Individual motivators, Employee
relationships and personal relationships) of an employee which will in return help the
employees in achieving job satisfaction.

Melvin (1993) stated that the environmental design of an organization plays a very
important role in job satisfaction at the same time it also plays an important role in
employees high job involvement. A good environmental design of an organization helps in
resolving the conflicts and confusion. The author even cites that it is the responsibility of the
management to design the environment in such a manner that it reduces the dissatisfaction
where in the work tasks, working patterns are properly mentioned.

MacDermid(1999) studied the job satisfaction level of workaholics. He said there are six
variables of workaholic patterns i.e. Workaholics, Enthusiastic Workaholics, Work
Enthusiastic, Unengaged Workers, Relaxed Workers and Disenchanted Workers. The job
satisfaction level and career satisfaction level was much more in Enthusiastic Workaholics ,
Work Enthusiastic, Relaxed Workers than Workaholics, Unengaged Workers and
Disenchanted Workers because of the future career prospects, working involvement, drive
and work enjoyment.

Beumont (1982) in his article highlights the job satisfaction level of general household in
United States & Britain where in there is a close fit relationship in U.S than Britain. In the
study he found that in U.S there is a positive relationship between Job Satisfaction and Age
where as in Britain it was considerably low.

35
 Partridge (1981) studied the job satisfaction level of women in Britain in which he found
that the job satisfaction level of women was more as compared with black men, as they
normally have low expectations from their jobs. At the same time they have a greater
feeling that the alternative jobs available to them differs very less than those available to
them.

Conclusion
The literature review indicates there are many factors which help in achieving job
satisfaction The factors may be the type of work assigned to them; work environment, work
design etc. Salary is certainly an important factor but it always doesn’t play such a big role as
it looks. Non-monetary benefits play a bigger role at large. Therefore, organizations have to
have a intellect think on their HRM system on a regular basis so that it helps in improving
the system, work environment, decreasing the job stress and finally leading to job
satisfaction and more job involvement. Future studies can focus on factors such as
mentoring, coaching and personal development plans influencing job satisfaction. The next
generation employees, the Z generation is a completely different breed. Researches focused
on understanding what influences the job satisfaction of these employees will be quite
relevant for the organizations.

References

 Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth

Edition, Kogan Page Publishing, London,, p. 264
 Christen, M., Iyer, G. and Soberman, D. (2006). Job Satisfaction, Job Performance,
and Effort: A Reexamination Using Agency Theory, Journal of Marketing, January,
Vol. 70, pp. 137-150
 Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20
 Mullins, J.L. (2005). Management and organizational behaviour, Seventh Edition,
Pearson Education Limited, Essex, p. 700
 Lawson K. Savery, (1989), Job Satisfaction and Nurses. Journal of Managerial
Psychology, 4 (5) , 11 – 16

36
 Chapter-4

INTERPRETATION

(A) QUESTIONAIRE AND INTERPRETATION

37
1. Are you satisfied with your work?

TABLE: Showing employee satisfaction on their work

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30

Agree 21 42

Neutral 13 26 CHART:
Disagree 1 2
Showing
Strongly disagree 0 0
employee
Total 50 100
satisfaction

on their work

45 42

40

35
30
30 26
25 21 No. Of. Responds
20 percentage
15
13
15

10

5 1 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed and
42% of employees are agreed that they are satisfied with their work. 26% of employees are
in dilemma and 2% of employees are disagreed.

2. Are you satisfied with the hours each week?

TABLE: Showing the satisfied with the hours each week

38
 PARTICULARS NO. OF RESPONSE PERCENTAGE
Strongly agree 14 28
Agree 32 64
Neutral 2 4
Disagree 2 4
Strongly Disagree 0 0
Total 50 100 CHART:
Showing the satisfied
with the hours each week

70 64

60

50

40 34
No. Of. Responds
28 percentages
30

20 14

10 4 4
2 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 28% of employees are strongly agreed
and 64% of employees are agreed that they are satisfied with the hours in each week. 4% of
employees are in dilemma and 4% of employee are disagreed.

3. I am satisfied with the salary I receive.

TABLE: Showing the employee satisfied with their salary

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14
Agree 30 60
Neutral 10 20
Disagree 3 39 6
Strongly Disagree 0 0
Total 50 100
 CHART: Showing the employee satisfied with their salary

60
60

50

40

30
30 No. Of. Responds
Percentage
20
20
14
10
10 7 6
3
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
16% of employees are agreed that they are satisfy their salaries. 20% of employees are in
dilemma and 6% of employees are disagreed that they are not satisfy their salaries they
received.

4. I am satisfied with the benefits extended by the company? (Health, life insurance, etc.)

TABLE: Showing employees satisfied with the benefits extended by the company

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14
Agree 18 36
Neutral 25 50
CHART:
Disagree 0 0
Showing employee
Strongly Disagree 0 0
satisfied with the
Total 50 100
benefits extended
by the company

40
 50
50

45

40 36
35

30
25
25 No. Of. Responds
Percentage
18
20
14
15

10 7

5
0 0 0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
36% of employees are agreed that they are satisfied the benefits extended by the company.
50% of employees are in dilemma about the benefits extended by the company.

5. Do you feel uncertain about your tenure in the company?

TABLE: Showing employees feel uncertain about your tenure in the company

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 3 6
Agree 17 34
Neutral 28 56 CHART:

Disagree 2 4 Showing employees

Strongly Disagree 0 0 feel uncertain about

Total 50 100 your tenure in the

company

41
 60 56

50

40
34

28 No. Of. Responds

30
Percentage

20 17

10 6
3 4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 6% of employees are strongly agreed and
34% of employees are agreed that they feel about their tenure in the company. 56% of
employees are in dilemma and 4% of employee are disagreed.

6. Do you find your colleagues understanding to help you?

TABLE: Showing finding the employee colleagues understanding to help

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 30 60
Neutral 10 20
CHART:
Disagree 2 4
Showing finding the
Strongly Disagree 0 0
employee colleagues
Total 50 100
understanding to
help

42
 60
60

50

40

30
30 no of responds
Percentage
20
20 16

10
8
10
4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
60% of employees are agreed and told that their colleagues are understand and help them.
20% of employees are in dilemma and 4% of employee are disagreed with their colleagues.

7. Does your supervisor give you feedback on your work?

TABLE: Showing the supervisor give you feedback on employees work

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30
Agree 23 46
Neutral 10 20
CHART:
Disagree 1 2
Showing the
Strongly Disagree 1 2
supervisor give you
Total 50 100
feedback on
employees work

43
 50 46
45

40

35
30
30
23 No. Of. Responds
25
20 Percentage
20
15
15
10
10

5 1 2 1 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed
and 46% of employees are agreed that their supervisor give them about their work. 20% of
employees are in dilemma, 2% of employee are disagreed and 2% of employees are strongly
disagreed.

8. Does your supervisor give you guidance whenever you require?

TABLE: Showing supervisor give guidance to employees whenever require

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 15 30
Agree 24 48
Neutral 10 20
CHART:
Disagree 1 2
Showing supervisor
Strongly Disagree 0 0 give guidance to
Total 50 100 employees whenever
require

44
 48
50

45

40

35
30
30
24
25 No. Of. Responds
20 Percentage
20
15
15
10
10

5 1 2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 30% of employees are strongly agreed and
48% of employees are agreed that their supervisors give a guidance when they require. 20%
of employees are in dilemma and 4% of employee are disagreed that their supervisors
cannot give a guidance.

9. Do you give suggestion on work?

TABLE: Showing employees give suggestion on work

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 30 60
Neutral 10 20
CHART:
Disagree 2 4
Showing employees
Strongly Disagree 0 0 give suggestion on
Total 50 100 work

INTERPRETATION:

45
 From the above chart we observe that 16% of employees are strongly agreed and
60% of employees are agreed that they give suggestions on their work. 20% of employees
are in dilemma and 4% of employee are disagreed.

10. Do you feel your suggestions are well recognized?

TABLE: Showing employee feeling on their suggestions are well recognized

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 6 12
Agree 14 28
Neutral 5 10
CHART:
Disagree 25 50
Showing employee
Strongly Disagree 0 0
feeling on their
Total 50 100
suggestions are well
recognized

50
50

45

40

35
28
30
25
25 No. Of. Responds
Percentage
20
14
15 12
10
10 6 5
5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

46
INTERPRETATION:

From the above chart we observe that 12% of employees are strongly agreed and
28% of employees are agreed that their suggestions are well recognised. 10% of employees
are in dilemma and 50% of employee are disagreed that their suggestions are not
recognised.

11. Your overall opinion on the company as an employee?

TABLE: Showing overall opinion on the company as an employee

PARTICULARS NO. OF RESPONSE PERCENTAGE

Very bad 2 4
Not bad 10 20
Satisfied 19 38
CHART:
Good 11 22
Showing overall
Excellent 8 16
opinion on the
Total 50 100
company as an
employee

40 38

35

30

25 22
20
19
20 NO. OF RESPONSE
16 PERCENTAGE
15
11
10
10 8

4
5 2

0
Very bad Not bad Satisfied Good Excellent

47
INTERPRETATION:

From the above chart we observe that 4% of employees are told that very bad, 20%
of employees are told that not bad, 38% of employees are told that they are satisfy, 22% of
employees agreed that their company and 16% of employees are told that their company
was excellent.

12. The organization provide positive work environment to improve skills & knowledge?

TABLE: Showing the organization provide positive work environment to improve skills &

knowledge

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 4 8
Agree 25 50
Neutral 8 16
Disagree 10 20
Strongly Disagree 3 6
Total 50 100

48
 CHART: Showing the organization provide positive work environment to improve skills &
knowledge

50
50

45

40

35

30
25
25 No. Of. Responds
20 Percentage
20 16
15
10
8 8
10 6
4 3
5

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 8% of employees are strongly agreed and
50% of employees are agreed that the organization provide positive work to improve their
skills and knowledge. 16% of employees are in dilemma, 20% of employee are disagreed and
6% of employees are strongly disagreed that they cannot improve their skills and knowledge.

13. Are there any incentives provided to you by the organization for your good
performance?

TABLE: Showing organization provided any incentives for good performance

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 5 10
Agree 30 60
Neutral 15 30
Disagree 0 49 0
Strongly Disagree 0 0
Total 50 100
 CHART: Showing organization provided any incentives for good performance

60
60

50

40

30 30
30 NO. OF RESPONSE
PERCENTAGE

20 15
10
10 5
0 0 0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 10% of employees are strongly agreed and
60% of employees are agreed that the organization provide the incentives based on their
performance. 30% of employees are in dilemma about the incentives in organization.

14. High level of satisfaction towards Training facilities provided by the company.

TABLE: Showing high level of satisfaction towards Training facilities provided by the

company

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 7 14
Agree 30 60
Neutral 11 22
CHART: Showing high
Disagree 2 4
level of satisfaction
Strongly Disagree 0 0
Total 50 100 towards Training

50
 facilities provided by the company

60
60

50

40

30
30 NO. OF RESPONSE
22 PERCENTAGE

20
14
11
10 7
4
2
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 14% of employees are strongly agreed and
60% of employees are agreed that they feel high level of satisfaction towards training
facilities provided by the company. 22% of employees are in dilemma and 4% of employee
are disagreed.

15. Company helps to develop the skills.

TABLE: Showing Company helps to develop the skills.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 25 50
Neutral 12 24
Disagree 3 51 6
Strongly Disagree 2 4
Total 50 100
 CHART: Showing Company helps to develop the skills.

50
50

45

40

35

30
25 24
25 NO. OF RESPONSE
PERCENTAGE
20 16
15 12
8
10 6
3 4
5 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
50% of employees are agreed that the company helps to develop their skills. 24% of
employees are in dilemma, 6% of employees are disagreed and 4% of employees are strongly
disagreed that the company cannot helps to develop their skills.

16. Feeling satisfaction towards during the time of training.

TABLE: Showing feeling satisfaction towards during the time of training

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 27 54
Neutral 3 6
Disagree 10 20
Strongly Disagree 2 4
Total 50 50

52
 CHART: Showing feeling satisfaction towards during the time of training

60
54

50

40

30 27 NO. OF RESPONSE
PERCENTAGE
20
20 16

10
8
10 6
3 4
2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
54% of employees are agreed that they feel satisfy about their training. 6% of employees
are in dilemma, 20% of employee are disagreed and 4% of employees are strongly disagreed
that they cannot feel satisfy about their training.

17. Superiors co-operative in nature.

TABLE: Showing superiors co-operative in nature

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 9 18
Agree 18 36
Neutral 21 42
CHART:
Disagree 1 2
Showing superiors
Strongly Disagree 1 2
co-operative in
Total 50 100
nature

53
 45 42

40 36
35

30

25 21 NO. OF RESPONSE
18 18 PERCENTAGE
20

15
9
10

5 1 2 1 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 18% of employees are strongly agreed and
36% of employees are agreed that the superior are their co-operative nature with them.
42% of employees are in dilemma, 2% of employee are disagreed and 2% of employees
strongly dissatisfied that the superior are their cannot co-operative nature with them .

18. Co-workers are very co-operative in nature.

TABLE: Showing co-workers are very co-operative in nature.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 12 24
Neutral 2 4
CHART:
Disagree 27 54
Showing co-workers
Strongly Disagree 1 2
are very co-
Total 50 100
operative in nature.

54
 60
54

50

40

30 27 NO. OF RESPONSE
24 PERCENTAGE

20 16
12
8
10
4
2 1 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
24% of employees are agreed that the co-workers are their co-operative nature with them .
4% of employees are in dilemma and 54% of employee are disagreed and 2% of employees
strongly dissatisfied that the co-workers are cannot co-operative nature with them .

19. Solving problems by superior.

TABLE: Showing solving problems by superior.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 12 24
Agree 21 42
Neutral 15 30
CHART:
Disagree 1 2
Showing solving
Strongly Disagree 1 2
problems by
Total 50 100
superior.

55
 45 42

40

35
30
30
24
25 21 NO. OF RESPONSE
20 PERCENTAGE
15
15 12

10

5 1 2 1 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 24% of employees are strongly agreed and
42% of employees are agreed that the superior are solving their problems. 30% of
employees are in dilemma, 2% of employee are disagreed and that the superior cannot
solving their problems.

20. Long term job nature.

TABLE: Showing long term job nature

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 13 26
Agree 28 56
Neutral 5 10
Disagree 3 6
Strongly Disagree 1 2
Total 50 100

56
 60 56

50

40

28 NO. OF RESPONSE
30 26
PERCENTAGE

20
13
10
10 5 6
3 2
1
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

CHART: Showing long term job nature.

INTERPRETATION:

From the above chart we observe that 26% of employees are strongly agreed and
56% of employees are agreed that the job nature is long. 10% of employees are in dilemma,
6% of employee are disagreed and 2% of employees are strongly agreed that the job nature is
cannot long.

21. Safety measures are well maintained and periodically analyzed.

TABLE: Showing safety measures are well maintained and periodically analyzed.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20
Agree 27 54
Neutral 10 20
Disagree 3 6
Strongly Disagree 0 0
Total 50 100

57
 CHART: Showing Safety measures are well maintained and periodically analyzed.

60
54

50

40

30 27 NO. OF RESPONSE
PERCENTAGE
20 20
20

10 10
10 6
3
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
56% of employees are agreed that the safety measures are well maintained and periodically
analyzed.10% of employees are in dilemma and 6% of employee are disagreed .

22. High level of motivation available in company.

TABLE: Showing high level of motivation available in company.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 8 16
Agree 28 54
Neutral 10 20
CHART:
Disagree 5 10
Showing high level of
Strongly Disagree 0 0
motivation available
Total 50 100
in company.

58
 60
54

50

40

28 NO. OF RESPONSE
30
PERCENTAGE
20
20 16

10 10
8
10 5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
54% of employees are agreed that the high level of motivation available in company. 20% of
employees are in dilemma and 10% of employee are disagreed .

23. Promotion is given according the performance of the employee.

TABLE: Showing employees promotion is given according of the employee.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20
Agree 23 46
Neutral 12 24
CHART:
Disagree 5 10
Showing employees
Strongly Disagree 0 0 promotion is given
Total 50 100 according of the
employee.

59
 50 46
45

40

35

30
23 24
25 NO. OF RESPONSE
20 PERCENTAGE
20

15 12
10 10
10
5
5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
46% of employees are agreed that they told that promotion is given according the
performance of the employee. 24% of employees are in dilemma and 10% of employee are
disagreed.

24. Highly satisfied towards monetary benefits.

TABLE: Showing highly satisfied towards monetary benefits.

60
 PARTICULARS NO. OF RESPONSE PERCENTAGE
Strongly agree 5 10
Agree 5 10
CHART:
Neutral 10 20
Showing highly
Disagree 29 58
satisfied towards
Strongly Disagree 1 2
monetary benefits.
Total 50 100

58
60

50

40

29
30 NO. OF RESPONSE
PERCENTAGE
20
20

10 10 10
10 5 5
1 2

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 10% of employees are strongly agreed and
10% of employees are agreed that they highly satisfied towards monetary benefits. 20% of
employees are in dilemma, 58% of employee are disagreed and 2% of employees are
strongly disagreed that they highly not satisfied towards monetary benefits.

25. Compensation are properly given if any accidents are happened.

TABLE: Showing compensation are properly given if any accidents are happened.

61
 PARTICULARS NO. OF RESPONSE PERCENTAGE
Strongly agree 8 16
Agree 19 38
Neutral 18 36
Disagree 5 10
Strongly Disagree 0 0
Total 50 100

CHART: Showing compensation for accidents

40 38
36

35

30

25
19
20 18 No. Of. Responds
16 Percentage
15
10
10 8
5
5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INT
ERPRETATION:

From the above chart we observe that 16% of employees are strongly agreed and
38% of employees are agreed that the company provide proper compensation if any
accidents are happened. 36% of employees are in dilemma and 10% of employee are
disagreed.

26. Best bonus policy followed by the company.

62
 TABLE: Showing best bonus policy followed by the company.

PARTICULARS NO. OF RESPONSE PERCENTAGE

Strongly agree 10 20
Agree 25 50
Neutral 8 16
CHART:
Disagree 7 14
Showing best bonus
Strongly Disagree 0 0
policy followed by
Total 50 100
the company.

50
50

45

40

35

30
25
25 No. Of. Responds
20 Percentage
20 16
14
15
10
8 7
10

5
0 0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

From the above chart we observe that 20% of employees are strongly agreed and
50% of employees are agreed that the company have a best bonus policy. 16% of employees
are in dilemma and 14% of employee are disagreed.

______________________Thank you so much__________________________

63
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