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INTRODUCTION


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1.1 EXECUTIVE SUMMARY

This project aims at studying job satisfaction at Indian Oil Corporation. This project contains

five sections. The first section contains the Objective of the project and Research

methodology. Second section Literature Review contains information about the job

satisfaction. !ob satisfaction is a general attitude towards one"s job# the difference between

the amount of reward wor$ers receive and the amount they believe they should receive.%

Third section is the Company &rofile which contains the information about the company.

ndian Oil Corporation Ltd. is India's largest company by sales with a turnover of Rs.

()*()+,+ crore and profit of Rs -),,- crore for the year ,*/*0. IndianOil is the highest

ran$ed Indian company in the latest 1ortune 23lobal -,," listings) ran$ed at the 44th

position. IndianOil's vision is dr iven by a group of dynamic leaders who have made it a name

to rec$on with. The forth chapter is the 1inding and 5nalysis) which is shown with the help

of pie charts and bar graphs. 1ifth chapter may contain the project limitation and conclusion

and at last bibliography and anne6ure. The data has been collected by the researcher using

7uestionnaire and it has been analy8ed.


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1.2 OBJECTIVES

To study the concept and importance of job satisfaction.

To study job satisfaction towards Indian Oil Corporation Limited and their

expectation from Indian Oil.

To study job satisfaction in terms of salary and promotional opportunities

provided by the company.

To study job satisfaction in terms of relationship of employees with co

-workers and manaement.

To study job satisfaction in terms of workin condition and nature of job.

To determine the reasons behind doin job in Indian Oil Corporation Limited.


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RESEARCH

METHODOLOGY


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RESEARCH METHODOLOGY

!esearch methodoloy is considered as the nerve of the project. "ithout a proper

well-orani#ed research plan$ it is impossible to complete the project and reach to any

conclusion.

Therefore, research methodoloy is the way to systematically solve the research

problem. !esearch methodoloy not only talks of the methods but also loic behind

the methods used in the context of a research study and it explains why a particular

method has been used in the preference of the other methods.

2.1 Research desi!

% research desin speci&es the methods and procedures for conductin a particular

study. %ccordin to 'erliner$ (!esearch )esin is a plan$ conceptual structure$ and

stratey of investiation conceived as to obtain answers to research *uestions and to

control variance.

!esearch desin is important primarily because of the increased complexity in themarket as well as marketin approaches available to the researchers. In fact$ it is

the key to the evolution of successful marketin strateies and prorammers. It is

an important tool to study buyer+s behaviour$ consumption pattern$ brand loyalty$

and focus market chanes. % research desin speci&es the methods and procedures

for conductin a particular study. %ccordin to 'erliner$ (!esearch )esin is a plan$

conceptual structure$ and stratey of investiation conceived as to obtain answers

to research *uestions and to control variance

2.2 T"#e $% Research

Descriptive#


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9escriptive research includes surveys and fact/finding en7uiries of different $inds. The major purpose of

descriptive research is description of the state of affairs as it e6ists at present. In social science and

business research we 7uite often use the term :6 post facto research for descriptive research studies.

2.& Sa'#(i! Tech!i)*e

Ra!d$' Sa'#(i!+

!andom samplin is a process of selectin the sample si#e randomly and no choice

or preference to be made about the selection of respondents for the market

survey and *uestionnaire to be put forth aainst him. ,ere$ !andom samplin bein

adopted by me.

2. Da-a c$((ec-i$! -$$(s

ri'ar" Da-a The primary data has been collected by usin *uestionnaires to be

&lled by the employees. uestionnaires are prepared and distributed to /00 customers

of rilc.

Sec$!dar" Da-a12econdary )ata has been collected from company manuals$ news

papers$ maa#ines and documents$ company+s website$ journals and by internet.

Sa'#(e Si/e - 2ample of /00 respondents was taken.

2.0 Da-a a!a("sis a!d i!-er#re-a-i$!


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ie char-+

This is very useful diaram to represent data$ which are divided into a number of

cateories. This diaram consists of a circle of divided into a number of sectors$ which

are proportional to the values they represent. The total value is represented by the fullcreate. The diaram bar chart can make comparison amon the various components

or between a part and a whole of data.

ar char-+

This is another way of representin data raphically. %s the name implies$ it consist of

a number of whispered bar$ which oriinate from a common base line and are e*ualwidths. The lenths of the bards are proportional to the value they represent

*es-i$!!aires+

This is the most popular tool for the data collection. % *uestionnaire contains

*uestion that the researcher wishes to ask his respondents which is always uided

by the objective of the survey.


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LITERATURE REVIE3


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LITERATURE REVIE3

It"s a well $nown fact that no business can e6ist without employees. In the business of ;ebsite

design) it"s important to wor$ closely with your employees to ma$e sure the site or system you

create for them is as close to their re7uirements as you can manage.


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3ob satisfaction represents the constellations of person+s attitude towards or aboutthe job. In eneral$ job satisfaction is the attitude towards the job as a whole. 3ob

satisfaction is a function of satisfaction with di4erent aspects of job$ i.e. supervision$

pay$ works itself$ co-workers$ promotion$ etc.$ and of the particular weihtin or

importance one attaches to these respective components.

The study of job satisfaction is a relatively recent phenomenon. It can perhaps be

said to have beun in earnest with the famous ,awthorne studies conducted by5lton 6ayo at the western 5lectronic Company in /780s durin the course of

investiations.

,owever they become convinced that factors of a social nature were a4ectin

satisfaction with the job and productivity. 2ince the ,awthorne studies there has

been an enormous output of work on the nature$ causes and correlates of job

satisfaction.

The traditional model of job satisfaction is that it consists of the total body of

feelins that an individual has about his job. This total body of feelins involves$ in


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e4ect$ weihtin up the sum total of in9uences of the job$ the nature of job itself$

the pay$ the promotion.

The promotion prospects$ the nature of supervision and so on. "here the sum total

of in9uences ives rise to feelins of satisfactions the individual is job satis&ed.

"here in total they ive rise to feelins of job dissatisfaction the individual is job

dissatis&ed. Improvin any one of these in9uences will lead in the direction of job

satisfaction$ makin less satisfactory any one of the in9uences will lead in the

direction of the job dissatisfaction.

,owever$ what makes a job satisfyin does not depends only on the nature of the

job$ but on the job expectations that individuals have of what their job should

provide.

5xpectancy theory points to the importance of the individual+s expectations of his

job in determinin job satisfaction. :or individuals who have expectations that their

job should ive them opportunities for pay$ challene$ a failure of the job to meet

this expectation will lead to dissatisfaction compared to a situation where no such

expectation is involved. "hat expect expectation of individuals will have of a job

may vary.

:or a lare number of reasons$ some derivin form social others from individual

causes. These proposin an expectancy theory usually rearded over all job

satisfaction as a function of satisfaction with various elements of the job.

%nother theory that has dominated the study of the nature of job satisfaction is

,er#ber+s famous


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(Two factory Theory+s of job satisfaction. In this he claims that the factors which

cause job satisfaction are separate and distinct from the factors which job

dissatisfaction.

The factors causin job satisfaction$ which level factors such as there relatin to

satisfaction with the job itself. The factors which cause job dissatisfaction called

hyiene factors are more concerned with conditions of work such as pay and

supervision. %t no time does ,er#ber arue a job satisfactory$ except may be for a

short run. ;hilip apple while has listed &ve major components of job satisfaction as$

/.%ttitude towards work roup.

8. . 6onetary bene&ts and

?. %ttitude towards supervision

Other components that should be added to these &ve are the individual+s state of

mind about the work itself and about life in eneral. The individual+s health$ ae$

level of aspiration$ social status and political and social activities can all contribute

to job satisfaction.

% person attitude toward the job may be positive or neative. 3ob satisfaction is not

synonymous with orani#ational morale$ which is the possession of fellin of bein

accepted by and belonin to a roup of employees throuh adherence to common

oals and con&dence in desirability of these oals.


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6orale is the byproduct of a roup$ while job satisfaction is more of an individual

stae of mind. ,ow ever the two concepts are interrelated in that job satisfaction

can contribute to morale and morale can contribute to job satisfaction.

:or many years manaers enerally have believed that a satis&ed worker is

necessarily a ood worker. In other works if manaement could keep all the

employees (,%;;@A$ ood performance would automatically follow.

Charles


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The deree of job satisfaction a4ects an individual+s physical and mental health.

2ince job satisfaction is a type of mental feelin$ its favourableness or

unfavourablesness a4ects the individual psycholoically which ultimately a4ects his

physical health.

:or example$ Lawler has pointed out that dru abuse$ alcoholism and mental and

physical health result from psycholoically harmful jobs. :urther$ since a job is an

important part of life$ job satisfaction in9uences eneral life satisfaction. The result

is that there is spillover e4ect which occurs in both directions between job and life

satisfaction.

r$d*c-i=i-"+

There are two views about the relationship between job satisfaction and

productivity

/.% happy worker is a productive worker

8. % happy worker is not necessarily a productive worker

The &rst view establishes a direct cause-e4ect relationship between job satisfaction

and productivityB when job satisfaction increases$ productivity increasesB when

satisfaction decreases$ productivity decreases. The basic loic behind this is that a

happy worker will put more e4orts for job performance.

,owever$ this may not be true in all cases. :or example$ a worker havin low

expectations from his jobs may feel satis&ed but he may not put his e4orts more

viorously because of his low expectations from the job. Therefore$ this view does

not explain fully the complex relationship between job satisfaction and productivity.


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The a!$-her =ie8

That is a satis&ed worker is not necessarily a productive worker explains the

relationship between job satisfaction and productivity. arious research studies also

support this view. This relationship may be explained in terms of the operation of

two factors e4ect of job performance on satisfaction and orani#ational

expectations from individuals for job performance.

/. 3ob performance leads to job satisfaction and not the other way round. The basic

factor for this phenomenon is the rewards Da source of satisfactionE attached with

performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic

reward stems from the job itself which may be in the form of rowth potential$challenin job$ etc. The satisfaction on such a type of reward may help to increase

productivity. The extrinsic reward is subject to control by manaement such as

salary$ bonus$ etc. %ny increase in these factors does not hep to increase

productivity thouh these factors increase job satisfaction.

8. % happy worker does not necessarily contribute to hiher productivity because he

has to operate under certain technoloical constraints and$ therefore$ he cannot obeyond certain output. :urther$ this constraint a4ects the manaement+s

expectations from the individual in the form of lower output. Thus$ the work

situation is peed to minimally acceptable level of performance. ,owever$ it does

not mean that the job satisfaction has no impact o productivity. % satis&ed worker

may not necessarily lead to increased productivity but a dissatis&ed worker leads to

lower productivity.

A7se!-eeis'+


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%bsenteeism refers to the fre*uency of absence of job holder from the workplace

either unexcused absence due to some avoidable reasons or lon absence due to

some unavoidable reasons. It is the former type of absence which is a matter of

concern. This absence is due to lack of satisfaction from the job which produces a

Flack of will to work+ and alienate a worker form work as for as possible. Thus$ job

satisfaction is related to absenteeism.

E'#($"ee -*r!$=er+

Turnover of employees is the rate at which employees leave the orani#ation within

a iven period of time. "hen an individual feels dissatisfaction in the orani#ation$

he tries to overcome this throuh the various ways of defense mechanism. If he is

not able to do so$ he opts to leave the orani#ation. Thus$ in eneral case$

employee turnover is related to job satisfaction. ,owever$ job satisfaction is not the

only cause of employee turnover$ the other cause bein better opportunity

elsewhere.

:or example$ in the present context$ the rate of turnover of computer software

professionals is very hih in India. ,owever$ these professionals leave their

orani#ations not simply because they are not satis&ed but because of the

opportunities o4ered from other sources particularly from forein companies

located abroad.

I'#r$=i! :$7 sa-is%ac-i$!+


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3ob satisfaction plays sini&cant role in the orani#ation. Therefore$ manaer should

take concrete steps to improve the level of job satisfaction.

/. !e-desinin the job.

8. Improvin the *uality of work life.

=. Linkin rewards with performance.

>. Improvin overall orani#ational climate.

,uman life has become very complex and completed in now-a-days. In modern

society the needs and re*uirements of the people are ever increasin and ever

chanin. "hen the people are ever increasin and ever chanin$ when the

peoples needs are not ful&lled they become dissatis&ed. )issatis&ed people are

likely to contribute very little for any purpose. 3ob satisfaction of industrial workers

us very important for the industry to function successfully.

%part from manaerial and technical aspects$ employers can be considered as

backbone of any industrial development. To utili#e their contribution they should be

provided with ood workin conditions to boost their job satisfaction.

%ny business cab achieve success and peace only when the problem of satisfaction

and dissatisfaction of workers are felt understood and solved$ problem of eGciencyabsenteeism labour turnover re*uire a social skill of understandin human problems

and dealin with them scienti&c investiation serves the purpose to solve the

human problems in the industry.


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aE ;ay.

bE The work itself.

cE ;romotion

dE The work roup.

eE "orkin condition.

fE 2upervision.

AY

"aes do play a sini&cant role in determinin of satisfaction. ;ay is instrumental in

ful&llin so many needs. 6oney facilities the obtainin of food$ shelter$ and clothin

and provides the means to enjoy valued leisure interest outside of work. 6ore over$

pay can serve as symbol of achievement and a source of reconition. 5mployees

often see pay as a re9ection of orani#ation. :rine bene&ts have not been found to

have stron in9uence on job satisfaction as direct waes.

THE 3OR? ITSEL5

%lon with pay$ the content of the work itself plays a very major role in determinin

how satis&ed employees are with their jobs. Hy and lare$ workers want jobs that

are challeninB they do want to be doin mindless jobs day after day. The two most

important aspect of the work itself that in9uence job satisfaction are variety and

control over work methods and work place. In eneral$ job with a moderate amount

of variety produce the most job satisfaction. 3obs with too little variety cause


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workers to feel bored and fatiue. 3obs with too much variety and stimulation cause

workers to feel psycholoically stressed and Fburnout+.

ROMOTION

;romotional opportunities have a moderate impact on job satisfaction. % promotion

to a hiher level in an orani#ation typically involves positive chanes I supervision$

job content and pay. 3obs that are at the hiher level of an orani#ation usually

provide workers with more freedom$ more challenin work assinments and hih

salary.

SUERVISION

Two dimensions of supervisor style

/. 5mployee centered or consideration supervisors who establish a supportive

personal relationship with subordinates and take a personal interest in them.

8. The other dimension of supervisory style in9uence participation in decision

makin$ employee who participates in decision that a4ect their job$ display a much

hiher level of satisfaction with supervisor an the overall work situation.

3OR? GROU

,avin friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The workin roups also serve as a social support system of

employees. ;eople often used their co-workers as soundin board for their problem

of as a source of comfort.

3OR? CONDITION


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The employees desire ood workin condition because they lead to reater physical

comfort. The workin conditions are important to employees because they can

in9uence life outside of work. If people are re*uire to work lon hours and or

overtime$ they will have very little felt for their families$ friends and recreation

outside work.

Thus$ all those factors which provide a &t amon individual variables$ nature of job$

and situational variables determine the deree of job satisfaction. Let us see what

these factors are.

I!di=id*a( %ac-$rs

Individuals have certain expectations from their jobs. If their expectations are met

from the jobs$ they feel satis&ed. These expectations are based on an individual+s

level of education$ ae and other factors.

Level of education Level of education of an individual is a factor which

determines the deree of job satisfaction. :or example$ several studies have found

neative correlation between the level of education$ particularly hiher level of

education$ and job satisfaction. The possible reason for this phenomenon may be

that hihly educated persons have very hih expectations from their jobs which

remain unsatis&ed. In their case$ ;eter+s principle which suests that every

individual tries to reach his level of incompetence$ applies more *uickly.

Age Individuals experience di4erent deree of job satisfaction at di4erent staes of

their life. 3ob satisfaction is hih at the initial stae$ ets radually reduced$ starts

risin upto certain stae$ and &nally dips to a low deree. The possible reasons for

this phenomenon are like this.


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"hen individuals join an orani#ation$ they may have some unrealistic assumptions

about what they are oin to drive from their work. These assumptions make them

more satis&ed. ,owever$ when these assumptions fall short of reality$ job

satisfaction oes down. It starts risin aain as the people start to assess the jobs in

riht perspective and correct their assumptions. %t the last$ particularly at the fa

end of the career$ job satisfaction oes down because of fear of retirement and

future outcome.

Other factors Hesides the above two factors$ there are other individual factors

which a4ect job satisfaction. If an individual does not have favourable social andfamily life$ he may not feel happy at the workplace. 2imilarly$ other personal

problems associated with him may a4ect his level of job satisfaction. ;ersonal

problems associated with him may a4ect his level of job satisfaction.

Na-*re $% :$7

Jature of job determines job satisfaction which is in the form of occupation level

and job content.

Occupation level ,iher level jobs provide more satisfaction as compared to lower

levels. This happens because hih level jobs carry prestie and status in the society

which itself becomes source of satisfaction for the job holders.

:or example$ professionals derive more satisfaction as compared to salaried

people factory workers are least satis&ed.


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Job content 3ob content refers to the intrinsic value of the job which depends on the

re*uirement of skills for performin it$ and the deree of responsibility and rowth it

o4ers. % hiher content of these factors provides hiher satisfaction.

:or example$ a routine and repetitive lesser satisfactionB the deree of satisfaction

proressively increases in job rotation$ job enlarement$ and job enrichment.

Si-*a-i$!a( =aria7(es+

2ituational variables related to job satisfaction lie in orani#ational context 1 formal

and informal. :ormal orani#ation emeres out of the interaction of individuals in

the orani#ation. 2ome of the important factors which a4ect job important factors

which a4ect job satisfaction are iven below

/.3$r


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satisfaction. If the reward is perceived to be based on considerations other than the

job performance$ it a4ects job satisfaction adversely.

>. O##$r-*!i-" It is true that individuals seek satisfaction in their jobs in the

context of job nature and work environment by they also attach importance to

opportunities for promotion that these job o4er. If the present job o4ers opportunity

of promotion is lackin$ it reduces

satisfaction.

?. 3$r< r$*# Individuals work in roup either created formally of they developon their own to seek emotional satisfaction at the workplace. To the extent such

roups are cohesiveB the deree of satisfaction is hih. If the roup is not cohesive$

job satisfaction is low. In a cohesive roup$ people derive satisfaction out of their

interpersonal interaction and workplace becomes satisfyin leadin to job

satisfaction

5ACTORS A55ECTING 4O SATIS5ACTION @

E!=ir$!'e!-a( %ac-$rs

C$''*!ica-i$! $=er($ad a!d c$''*!ica-i$! *!der($ad

One of the most important aspects of an individual+s work in a modern orani#ation

concerns the manaement of communication demands that he or she encounters

on the job. )emands can be characteri#ed as a communication load$ which refers to

(the rate and complexity of communication inputs an individual must process in a

particular time frame.A


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%ccordin to the ideas of communication over-load and under-load$ if an individual

does not receive enouh input on the job or is unsuccessful in processin these

inputs$ the individual is more likely to become dissatis&ed$ aravated$ and

unhappy with their work which leads to a low level of job satisfaction.

S*#eri$rs*7$rdi!a-e c$''*!ica-i$!

2uperior-subordinate communication an important in9uence on job satisfaction in

the workplace. The way in which subordinates perceive a supervisorKs behavior can

positively or neatively in9uence job satisfaction. Communication behavior such as

facial expression$ eye contact$ vocal expression$ and body movement is crucial to

the superior-subordinate relationship. Jonverbal messaes play a central role in

interpersonal interactions with respect to impression formation$ deception$

attraction$ social in9uence$ and emotional.

Conversely$ a supervisor who is antisocial$ unfriendly$ and unwillin to

communicate will naturally receive neative feedback and create low job

satisfaction in their subordinates in the workplace.

S-ra-eic E'#($"ee Rec$!i-i$!

% "atson "yatt "orldwide study identi&ed a positive outcome between a colleical

and 9exible work environment and an increase in shareholder value. 2uestin

that employee satisfaction is directly related to &nancial ain. Over >0 percent of

the companies listed in the top /00 of :ortune maa#ine+s$

5mployee reconition is not only about ifts and points. ItKs about chanin the

corporate culture in order to meet oals and initiatives and most importantly toconnect employees to the companyKs core values and beliefs. 2trateic employee

reconition is seen as the most important proram not only to improve employee

retention and motivation but also to positively in9uence the &nancial situation.


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The di4erence between the traditional approach Difts and pointsE and strateic

reconition is the ability to serve as a serious business in9uencer that can advance

a company+s strateic objectives in a measurable way.

I!di=id*a( %ac-$rs

E'$-i$!

6oodand emotionsform the a4ective element of job satisfaction. 6oods tend to be

loner lastin but often weaker states of uncertain oriin$ while emotions are often

more intense$ short-lived and have a clear object or cause.

2ome research suests moods are related to overall job satisfaction. ;ositive and

neative emotions were also found to be sini&cantly related to overall job

satisfaction.

:re*uency of experiencin net positive emotion will be a better predictor of overall

job satisfaction than will intensity of positive emotion when it is experienced.

5motion workDor emotion manaementE refers to various types of e4orts to

manae emotional states and displays. 5motion manaement includes all of the

conscious and unconscious e4orts to increase$ maintain$ or decrease one or more

components of an emotion.

It was found that suppression of unpleasant emotions decreases job satisfaction

and the ampli&cation of pleasant emotions increases job satisfaction.

The understandin of how emotion reulation relates to job satisfaction concerns

two models

E'$-i$!a( diss$!a!ce. 5motional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of

emotions$ that often follows the process of emotion reulation. 5motional
http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Mood_(psychology)


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dissonance is associated with hih emotional exhaustion$ low orani#ational

commitment$ and low job satisfaction.

S$cia( i!-erac-i$! '$de(. Takin the social interaction perspective$

workers+ emotion reulation miht beet responses from others durin

interpersonal encounters that subse*uently impact their own job satisfaction.

:or example The accumulation of favorable responses to displays of pleasant

emotions miht positively a4ect job satisfaction.

Ge!e-ics

It has been well documented that enetics in9uence a variety of individual

di4erences.2ome research suests enetics also play a role in the intrinsic$ direct

experiences of job satisfaction like challene or achievement Das opposed to

extrinsic$ environmental factors like workin conditionsE.

One experiment used sets of mono#yotic twins$ reared apart$ to test for the

existence of enetic in9uence on job satisfaction. "hile the results indicate the

majority of the variance in job satisfaction was due to environmental factors D0ME$

enetic in9uence is still a minor factor.


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2ome research suests an association between personality and job satisfaction.

2peci&cally$ this research describes the role of neative a4ectivityand positive

a4ectivity.

Jeative a4ectivity is related stronly to the personality trait of neuroticism.

Individuals hih in neative a4ectivity are more prone to experience less job

satisfaction. ;ositive a4ectivity is related stronly to the personality trait

of extraversion. Those hih in positive a4ectivity are more prone to be satis&ed in

most dimensions of their life$ includin their job.

)i4erences in a4ectivity likely impact how individuals will perceive objective job

circumstances like pay and workin conditions$ thus a4ectin their satisfaction in

that job.

There are two personality factors related to job satisfaction$ alienationand locus ofcontrol. 5mployees who have an internal locus of control and feel less alienated are

more likely to experience job satisfaction$ job involvement and orani#ational

commitment.

% meta-analysis of /=? studies of job satisfaction concluded that there is a positive

relationship between internal locus of control and job satisfaction. The study also

showed characteristics like hih self-esteem$ self-eGcacy and low neuroticism are

also related to job satisfaction.

s"ch$($ica( %ac-$rs

;sycholoical well-beinD;"HE is de&ned as (the overall e4ectiveness of an

individual+s psycholoical functioninA as related to primary facets of one+s life

work$ family$ community$ etc. There are three de&nin characteristics of ;"H.

:irst$ it is a phenomenoloicalevent$ meanin that people are happy when they

subjectively believe themselves to be so.

2econd$ well-bein involves some emotional conditions. ;articularly$

psycholoically well people are more prone to experience positive emotions and

less prone to experience neative emotions.
http://en.wikipedia.org/wiki/Negative_affectivityhttp://en.wikipedia.org/wiki/Positive_affectivityhttp://en.wikipedia.org/wiki/Positive_affectivityhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Extraversionhttp://en.wikipedia.org/wiki/Social_alienationhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Psychological_well-beinghttp://en.wikipedia.org/wiki/Phenomenology_(psychology)http://en.wikipedia.org/wiki/Negative_affectivityhttp://en.wikipedia.org/wiki/Positive_affectivityhttp://en.wikipedia.org/wiki/Positive_affectivityhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Extraversionhttp://en.wikipedia.org/wiki/Social_alienationhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Psychological_well-beinghttp://en.wikipedia.org/wiki/Phenomenology_(psychology)


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Third$ well-bein refers to oneKs life as a whole. It is a lobal evaluation. ;"H is

primarily measured usin the eiht-item Index of ;sycholoical "ell-Hein

developed by Herkman DI;"HE. I;"H asks respondents to reply to a series a

*uestions on how often they felt (pleased about accomplishin somethin$A

(bored$A (depressed or unhappy$A etc.

;"H in the workplace plays an important role in determinin job satisfaction and

has attracted much research attention in recent years.These studies have focused

on the e4ects of ;"H on job satisfaction as well asjob performance.

MEASURING 4O SATIS5ACTION +@

,ow job satisfaction is measured depends on whether a4ective or conitive job

satisfaction is of interest. The majority of job satisfaction measures are self-reports

and based on multi-item scales.

2everal measures have been developed over the years$ althouh they vary in terms

of how carefully and distinctively they are conceptuali#ed with respect to a4ective

or conitive job satisfaction. They also vary in terms of the extent and riour of their

psychometric validation.

The rie% I!deB $% A;ec-i=e 4$7 Sa-is%ac-i$!DHI%32E is a >-item$ overtly a4ective

as opposed to conitive$ measure of overall a4ective job satisfaction. The HI%32

di4ers from other job satisfaction measures in bein comprehensively validated not

just for internal consistency reliability$ temporal stability$ converent and criterion-

related validities$ but also for cross-population invariance by nationality$ job level$

and job type. !eported internal consistency reliabilities rane between .N/ and .N.

The4$7 Descri#-i=e I!deBD3)IE$ is a speci&cally conitive job satisfaction

measure. It measures one+s satisfaction in &ve facets pay$ promotions and

promotion opportunities$ coworkers$ supervision$ and the work itself.
http://en.wikipedia.org/wiki/Job_performancehttp://en.wikipedia.org/wiki/Job_performance


29/93

The scale is simple$ participants answer either yes$ no$ or can+t decide Dindicated by

F+E in response to whether iven statements accurately describe one+s job.

Other job satisfaction *uestionnaires include the 6innesota 2atisfactionuestionnaire D62E$ the 3ob 2atisfaction 2urvey D322E$ and the :aces 2cale.The 62

measures job satisfaction in 80 facets and has a lon form with /00 *uestions D&ve

items from each facetE and a short form with 80 *uestions Done item from each

facetE.

The 322 is a =P item *uestionnaire that measures nine facets of job satisfaction.

:inally$ the :aces 2cale of job satisfaction$ one of the &rst scales used widely$

measured overall job satisfaction with just one item which participants respond to

by choosin a face.

RELATIONSHI AND RACTICAL IMLICATIONS+

3ob 2atisfaction can be indicative of work behaviors such as orani#ational

citi#enship$ and withdrawal behaviors such as absenteeismand turnover.:urther$

job satisfaction can partially mediate the relationship of personality variables and

deviant work behaviors.

One common research &ndin is that job satisfaction is correlated with life

satisfaction. This correlation is reciprocal$ meanin people who are satis&ed with life

tend to be satis&ed with their job and people who are satis&ed with their job tend to

be satis&ed with life.

,owever$ some research has found that job satisfaction is not sini&cantly related

to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.

%n important &ndin for orani#ations to note is that job satisfaction has a rather

tenuous correlationto productivity on the job. This is a vital piece of information to

researchers and businesses$ as the idea that satisfaction and job performance are
http://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Correlationhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Correlation


30/93

directly related to one another is often cited in the media and in some non-

academic manaement literature.

In short$ the relationship of satisfaction to productivity is not as straihtforward as

often assumed and can be in9uenced by a number of di4erent work-related

constructs$ and the notion that Qa happy worker is a productive workerQ should not

be the foundation of orani#ational decision-makin.

:or example$ employee personality may even be more important than job

satisfaction in reards to performance.

4O SATIS5ACTION AND ASENTEEISM+

Jumerous research was done to discover the correlation of job satisfaction and

absenteeism. 8>> employees of a ,ospital havin di4erent positions$ professional

and blue collar participated in a followin study.


31/93

This research results revealed that absenteeism cannot be predicted by job

satisfaction$ althouh many researches are provin opposite hidin details.

JOB SATISFACTION LEADS TO-


32/93


33/93

COMANY RO5ILE

COMANY RO5ILE


34/93

INTRODUCTION

Indian Oil Corporation Ltd. is IndiaKs larest company by sales with a turnover of

!s. >$/>$707 crore and pro&t of !s ?$00? crore for the year 80/8-/=.

IndianOil is the hihest ranked Indian company in the latest :ortune F


35/93

%t Indian Oil$ operations are strateically structured alon business verticals -

!e&neries$ ;ipelines$ 6arketin$ !R) Centre and Husiness )evelopment 1 5R;$

;etrochemicals and Jatural NM petroleum products

market share$ =>.NM national re&nin capacity and /M downstream sector

pipelines capacity in India.


36/93

The Indian Oil


37/93

of ?>?P distributors D?/.NM of the industryE. %bout N0 bulk consumer pumps are

also in operation for the convenience of lare consumers$ ensurin products and

inventory at their doorstep.

"ith a steady aim of maintainin its position as a market leader and providin the

best *uality products and services$ Indian Oil is currently investin !s.>$000 crore

in a host of projects for aumentation of re&nin and pipelines capacities$ expansion

of marketin infrastructure and product *uality upradation.

I!dia! Oi( The E!er" $% I!dia

"ith facilities at multiple locations and ever-expandin market opportunities$ Indian

Oil is poised to become an interated enery company. %s the 9aship public sector

enterprise of India$ Indian Oil has also successfully combined its corporate social

responsibility aenda with its business o4erins$ meetin the enery needs of

millions of people every day$ across the country.

5INANCIAL ER5ORMANCE

)urin the year 80//-/8$ Indian oil maintained its leadership position in the industry

on the basis of superlative performance on all operational indices. The overall sale

of petroleum products rew by ?M over the previous year. Capacity utili#ation of

/08.PMwas achieved. The overall capacity utili#ation was /00M for the ? thyear in a

row$ while pipelines throuhput of crude oil and petroleum products rew by /0.8M.


38/93

Indian oil+s ross turnover for the &nancial year 80//-/8 was !s.>$07$7? crore$ an

increase of 8>.M as compared to the ross turnover of !s.=$8N$P?8 crore durin

80/0-//. The pro&t after tax for the year 80//-/8 was !s.=$7?? crore. The pro&t has

been a4ected due to the hiher interest cost of !s.8$7/N core$ on account of delay

in receipt of compensation from the overnment of India and hiher interest rateB

and keepin a provision of !s.N$/? crore for ; entry tax. The corporation+s

earnins per share D5;2E were !s/P./7 as compare to rs.=0.P for 80/0-//.

:or the year 80//-/8$ Indian oil has accounted for overnment assistance of

!s.>?$>NP crore. In addition$ the company has been ranted discount of !s.87$7P/

crore from ;2 companies re&ners$ as per the under recovery mechanism.

MISSION

To cater the customer needs in dynamic hydrocarbon market throuh continuous

upradation of skills$ capabilities and technoloies to attain lobal benchmarks

VISION AND VALUES

To be the preferred business entity contributin to national enery security and

deliverin hih *uality products and services with care for environment.


39/93

USINESS DIVISIONS

INDIAN OIL

IH;!e&ne %O)H)!R);ipelin6arketin


40/93

REFINERY

Indian Oil controls /0 of India+s 80 re&neries. The roup re&nin capacity is P?.

million metric tonnes per annum D66T;%E or /.=0 million barrels per day 1the

larest share amon re&nin companies in India. It accounts for =>.NM share ofnational re&nin capacity.

The strenth of Indian Oil sprins from its experience of operatin the larest

number of re&neries in India and adaptin to a variety of re&nin processes alon

the way. The basket of technoloies$ which are in operation in Indian Oil re&neries

include %tmosphericacuum )istillationB )istillate :CC!eside :CCB ,ydrocrackinB

Catalytic !eformin$ ,ydroen


41/93

In Bihar

ara*!i Re!er"$ in Hihar$ was built in collaboration with !ussia and

!omania. It was commissioned in /7P> with a capacity of / 66T;%. Its

capacity today is P 66T;%.

In Gujarat

G*:ara- Re!er",at 'oyali Dnear adodaraE in


42/93

It is believed that the future IOCL re&nery will be ;aradeep !e&nery. It is expected to

be handed over in 80/8.

2ubsidiary re&neries 1 Chennai ;etroleum D/0.? 66T;%E

MARETIN!

Indian Oil has one of the larest petroleum marketin and distribution networks in

%sia$ with over =?$000 marketin touch points. Its ubi*uitous petroldiesel stations

are located across di4erent terrains and reions of the Indian sub-continent. :rom

the icy heihts of the ,imalayas to the sun-soaked shores of 'erala$ from 'utch on

India+s western tip to 'ohima in the verdant Jorth 5ast$ Indian Oil is truly Fin every

heart$ in every part+. Indian Oil+s vast marketin infrastructure of petroldiesel

stations$ Indane DL;N million tones D/.PPM rowthE

Jo. of new !Os commissioned$ excludin '2' outlets NP0

Jo. of outlets added /0?0 D8>M of total retail networkE

Jo. of L;< connection added %bout P7 lakh

Indane distributiorships added under ! km lon crude oil$

petroleum product and as pipelines with a capacity of .8P million metric tonnes

per annum of oil and /0 million metric standard cubic meter per day of as. Cross-


43/93

country pipelines are lobally reconised as the safest$ cost-e4ective$ enery-

eGcient and environment-friendly mode for transportation of crude oil and

petroleum products.

The operational throuhput of pipelines was recorded at ?.>7 million metric tonnes

durin 8007-/0. The o4shore terminals of Indian Oil at adinar$ 6undra and ;aradip

have handled 8/N tankers includin /8N LCCs durin the year.

RESEARC# $ DEVELO"MENT

The !R) Centre continues to provide sini&cant support to the Indian Oil


44/93

"RODUCTS

INDANE !AS

I!da!eis today one of the larest packed-L;< brands in the world and has been

conferred the coveted FConsumer 2uperbrand+ status by the 2uperbrands Council of

India.

AUTO !AS

%uto


45/93

EROSENE

'erosene is distillate fraction of crude oil in the boilin rane of /?0-8?0VC. They are

treated mainly for reducin aromatic content to increase their smoke point Dheiht

of a smokeless 9ameE and hydro&nin to reduce sulphur content and to improve

odour$ colour R burnin *ualities Dchar valueE.

ATF JET FUEL

%viation Turbine :uel D%T:E is dispensed from specially desined refuellers$ which are

driven up to parked airplanes and helicopters. 6ajor airports have hydrant refuellin

systems that pump the fuel riht up to the &llin outlets on the tarmac throuh

underround pipelines for faster refuellin.

MARINE FUELS $ LUBRICANTS

Indian Oil caters to all types of bunker fuels and lubricants re*uired by various types

of vessels operatin throuhout the world in the shippin industry. Hunker supplies

are made at all major ports of IndiaB 6umbai$ 'andla$ asco$ Chennai$ Tuticorin$

'akinada$ isakhapatnam$ 'ochi$ Jew 6analore$ 'olkata$ ;aradip$ 3J;T$ ;ort Hlair

and ,aldia.

BUL%INDUSTRIAL FUELS

Indian Oil+s provides complete :uel 6anaement 2olutions to customers who re*uire

fuels in bulk and have dedicated facilities for storae and handlin.

BITUMEN


46/93

Hitumen is a common binder used in road construction. It is principally obtained as

a residual product in petroleum re&neries after hiher fractions like as$ petrol$

kerosene and diesel$ etc.$ are removed.

COMETITORS

Indian Oil Corporation has two major domestic competitors$ Hharat ;etroleumand

,industan ;etroleum. Hoth are state-controlled$ like Indian Oil Corporation.

Hi!d*s-a! e-r$(e*' C$r#$ra-i$! Li'i-ed

,;CL$ a


47/93

has iven India a &rm round in this sector with its world class standard of Lube

Hase Oils. ;resently ,;CL produces over =00W rades of Lubes$ 2pecialities and


48/93

The core strenth of Hharat ;etroleum Corporation Limited has always been the

ardent pursuit of *ualitative excellence for maximi#ation of customer satisfaction.

Thus Hharat ;etroleum$ the erstwhile Hurmah 2hell$ has today become one of the

most formidable names in the petroleum industry. Openin up of the Indian

economy in the nineties brouht with it more competition and Challenes$ kindled

by the phased dismantlin of the %dministered ;ricin 6echanism D%;6E and

emerence of additional capacities in the reion in re&nin and marketin. In /77P$

Hharat ;etroleum went throuh a process of visionin$ involvin people at all levels$

which evolved a shared vision and a set of shared values.

CORORATE SOCIAL RESONSIILITY+

C2! % Cornerstone of our 5ndurin 2uccess.

%t IndianOil$ corporate social responsibility DC2!E has been the cornerstone of

success riht from inception in the year /7P>. The Corporation+s objectives in this

key performance area are enshrined in its 6ission statement QXto help enrich the

*uality of life of the community and preserve ecoloical balance and heritae

throuh a stron environment conscience.Q which succinctly portrays the

commitment of the Corporation to its Corporate 2ocial !esponsibility DC2!E. C2! and

workin with the communities has been the cornerstone of success for IndianOil

riht from inception. The three thrust areas of the Corporation+s C2! initiatives are

FClean )rinkin "ater+$ F,ealth R 6edical Care+ and F5xpansion of 5ducation+. C2!

projects are mostly undertaken in the vicinity of IndianOil+s installations or

establishments for improvin the *uality of life of the community$ which include

marinalised roups vi#.$ 2Cs$ 2Ts$ OHCs$ etc.


49/93

IndianOil+s annual C2! budet has radually increased from 0.?M of previous year+s

net pro&t in /77/ to 8M of previous year+s retained pro&t e4ective 8007.

"e at IndianOil have de&ned a set of core values for ourselves 1 Care$ Innovation$

;assion and Trust 1 to uide us in all we do. "e take pride in bein able to claim

almost all our countrymen as our customers.

That+s why$ we coined the phrase$ (IndianOil 1 India InspiredQ$ in our corporate

campains. ;ublic corporations like IndianOil are essentially orans of society

deployin sini&cant public resources. "e$ therefore$ are aware of the need to work

beyond &nancial considerations and put in that little extra to ensure that we are

perceived not just as corporate behemoths that exist for pro&ts$ but as wholesome

entities created for the ood of the society and for improvin the *uality of life of

the communities we serve.

%s a constructive partner in the communities in which it operates$ IndianOil has

been takin concrete action to realise its social responsibility objectives$ thereby

buildin value for its shareholders and customers.

The Corporation respects human rihts$ values its employees$ and invests in

innovative technoloies and solutions for sustainable enery 9ow and economic

rowth. In the past &ve decades$ IndianOil has supported innumerable social and

community initiatives in India.

Touchin the lives of millions of people positively by supportin environmental and

health-care projects and social$ cultural and educational prorammes.


50/93

Hesides focusin primarily on the welfare of economically and socially deprived

sections of society$ IndianOil also aims at developin techno-economically viable

and environment-friendly products R services for the bene&t of millions of its

consumers$ while at the same time ensurin the hihest standards of safety and

environment.

IELINES DIVISION


51/93

INTRODUCTION

In India+s infrastructure$ the petroleum pipelines form a crucial part enablin

sustained availability of petroleum products in all parts of the country for economic

rowth. The pipelines transport petroleum products from re&neries to demand areas

and crude oil from import terminals as well as domestic sources to the inland

re&neries. India bein a vast country$ a wide network of pipelines becomes the

paramount re*uirement of transportin petroleum products to interiors from

re&neries and crude oil to the land locked re&neries.

Indian Oil$ the pioneer in cross-country petroleum product pipeline in the Indian sub-

continent constructed and commissioned its &rst petroleum product pipeline$

. 2ince then Indian Oil has mastered the

art and technoloy of pipeline enineerin. Over the last four decades the pipeline

network of Indian Oil has rown to //$/>0 km.

Indian Oil+s sustained pursuit and implementation of proven safety and

environmental manaement systems have brouht rich results.

%ll operatin pipeline units have been accredited with I2O 7000 and I2O />00/

certi&cates.

arious initiatives in the &eld of project manaement$ operations and maintenance

includin trainin in countries like Oman$ 5thiopia$ 'uwait and 2udan have been

undertaken.

Indian Oil is well placed to provide seamless services in the entire spectrum of

petroleum pipelines coverin techno-economic feasibility studies$ desin and

detailed enineerin$ project execution$ operations and maintenance$ consultancy

services in aumentation and moderni#ation.

S*#er=is$r" C$!-r$( a!d Da-a Ac)*isi-i$! SCADAand application software

expertise are available from project implementation to commissionin includin

&eld services$ maintenance and operational support. Tanker handlin$ petroleum


52/93

product and crude oil accountin$ *uality control$ ocean loss control$ piin

procedure development and analysis of piin data$ selection$ testin and

evaluation of dra reducers$ operations and maintenance of tank farm and pump

stations are other areas of expertise available with Indian Oil+s ;ipelines )ivision.

IELINES DIVISION ASSETS

;ipeline network havin total lenth of //$/>0 km$ comprisin pipelines of

si#es ranin from NA to >NA diameter and capacity of ?.8P 66T;% for

Crude oil and ;etroleum products R /0 662C6) for "indmills D8/ 6"E

= 2inle ;oint 6oorin systems

%round > 6illion 'L Crude Oil tankae

)edicated Telecom Dwith over P$?00 km O:CE$ 2C%)% system

8$>00 employees

INCOME AND EXENSES O5 IOCL IELINE DIVISION

INCOME

1reight Recovery. This is a contra item in 9ivisional 5ccounts and is nullified at

corporate level. Since &ipeline freight includes an element of profit) the margin is

eliminated for closing stoc$ valuation. Consultancy Income= Training > 9evelopment

Sale of Scrap=;ind &ower

Recoveries from employees=contractors

?nspent= ?nclaimed Liabilities written bac$

Interest on :mployee advances


53/93

EXENSES

:stablishment Cost

&ower > 1uel

Repairs > @aintenance

Chemical Consumption

9epreciation

3eneral 5dministration e6penses

ADVANTA!ES AND LIMITATIONS OF "I"ELINES TRANS"ORTATION

SYSTEM

ADVANTAGES

Cost effective

:conomies of scale

Aegligible transit loss

:nergy efficient

Reliable

Safe) environment friendly

LIMITATIONS


54/93

Capital intensive

Viability depends on utilization

Once laid, it is sunk cost/No alternate use

Inventory carrying cost

Less flexibility regarding batch size

Interface and containation of product

!oor to !oor delivery not possible

ORGANIJATION STRUCTURE

IELINE

DIVISIONS

HRM

L?LK2&F

GSL

K21

ERL

?AL

K2F

SML

K2F

DLK&&

LHO

K2FF

RL

K20

L

K20F

IELINE

HO

3RL SRLNRL

CTML

K2K1


55/93

IOCL9S EXISTING IELINE NET3OR?

CL

K2K1

ML

K20F

4ai#*r

C$!s-r

*c-i$!

Oce

K2KFH

K2F4L

K20F

ER

Ad'!.

Oce

RRL

K&2F


56/93

O"ERATIONAL INTERVENTION FOR IM"ROVIN! "ROFITABILITY

I&cre'se( Cr)(e #'&(*i&+ 't "'r'(ip


57/93

*0.+B @@T pumped in &aradip/aldia section of &aradip/aldia/


58/93

T

R

E

N

G

T

H

S

3

E

A

?

N

E

S

S

.

.

O

R

T

U

N

I

TI

E

S

T

H

R

E

A

T


59/93

DATA ANALYSIS $

INTER"RETATION

*F 1rom how long you are a member of Indian Oil Corporation

RESONSE NO. O5

RESONDENTS

SHARE

:rom / year =0 =0M


60/93

:rom 8 years 80 80M

:rom ? years ?0 ?0M

Total /00 /00M

=0M

80M

?0M

RESONSE

:!O6 / @5%!:!O6 8 @5%!2

:!O6 ? @5%!

INTERRETATION+

The above table reveals that

=0M of employees are member of Indian Oil Corporation from / year.

80M of employees are member of Indian Oil Corporation from 8 years.

?0M of employees are member of Indian Oil Corporation from ? years.


61/93

F In which department do you wor$

RESONSE NO. O5

RESONDENTS

SHARE

,uman resourse /= /=M

:inance 88 88M

6arketin P? P?M

Total /00 /00M

/=M

88M

P?M

RESONSE

,!

:IJ%JC5

6%!'5TIJ? ?0

RESONSE

INTERRETATION+


?0M of employees are stronly satis&ed.

=0M of employees are satis&ed.

80M of employees are dissatis&ed.

4F 5re you satisfied with the rules and responsibilities given to you


68/93

RESONSE NO. O5

RESONDENTS

SHARE

2tronly satis&ed >? >?M

2atis&ed >0 >0M

)issatis&ed /? /?M

Total /00 /00M

2T!OJ0

>?

?0

RESONSE

INTERRETATION+


>?M of employees are stronly satis&ed.

>0M of employees are satis&ed.

/?M of employees are dissatis&ed.


69/93

+F 5re you satisfied with the freedom given to you at wor$

RESONSE NO. O5

RESONDENTS

SHARE

2tronly satis&ed N0 N0M

2atis&ed /? /?M

)issatis&ed ? ?M

Total /00 /00M

2T!OJ0M

?0MP0M

0M

N0M

RESONSE

INTERRETATION+


N0M of employees are stronly satis&ed.


70/93

/?M of employees are satis&ed.

?M of employees are dissatis&ed.

*,F 5re you satisfied with the job security

RESONSE NO. O5

RESONDENTS

SHARE

2tronly satis&ed N0 N0M

2atis&ed /? /?M

)issatis&ed ? ?M

Total /00 /00M

N0M

/?M?M

RESONSE

2T!OJ


71/93


N0M of employees are stronly satis&ed.

/?M of employees are satis&ed.


**F 5re you satisfied with the wor$ing hours in which you are wor$ing

RESONSE NO. O5

RESONDENTS

SHARE

2tronly satis&ed 0 0M

2atis&ed 8? 8?M

)issatis&ed ? ?M

Total /00 /00M

0M

8?M

?M

RESONSE

2T!OJ


72/93

INTERRETATION+


0M of employees are stronly satis&ed.

8?M of employees are satis&ed.


*F 5re you satisfied with the targets achievable

RESONSE NO. O5

RESONDENTS

SHARE

2tronly satis&ed =? =?M

2atis&ed /? /?M

)issatis&ed ?0 ?0M

Total /00 /00M


73/93

=?M

/?M

?0M

RESONSE

2T!OJ


74/93

??M=0M

/?M

RESONSE

2T!OJ


75/93

2atis&ed 80 80M

Total /00 /00M

RESONSE

2T!OJ


76/93

2atis&ed /? /?M

Total /00 /00M

RESONSE

2T!OJ


77/93

2atis&ed /0 /0M

)issatis&ed 0? 0?M

Total /00 /00M

N?M

/0M?M

RESONSE

2T!OJ


78/93

5INDINGS AND

RECOMMENDATIONS

5INDINGS


79/93

6ost of the employees work in the marketin and &nance and the percentae

is P? R 88 respectively and rest are in hr department.

N0M of employees are stronly satis&ed with the workin environment and/? M are satis&ed and rest are dissatis&ed.

P0M of employees are stronly satis&ed with the infrastructure of the

company and 8? M are satis&ed and are dissatis&ed.

,alf of the employees are stronly satis&edD?0ME with the canteen facility

and =0M are satis&ed and 80M are dissatis&ed.

6ost of the employees are stronly satis&ed with the rules R responsibilities

iven to them and rest are dissatis&ed.

N0M of the employees are feel freedom while workin in the orani#ation

and /? M are satis&ed and rest ?M are not satis&ed.

The job security iven to the employees in which N0M are stronly satis&ed

and rest of the employees are dissatis&ed.

0M of the employees are stronly satis&ed with the workin hours and 8? M

are satis&ed and rest ?M are dissatis&ed.

=?M of the employees are stronly satis&ed with the tarets achievable and

/?M are satis&ed and ?0M are dissatis&ed.


80/93

??M of the employees thinks that the opportunities iven to them are

stronly satis&ed and 8? M thinks satis&ed and rest are not satis&ed with

these promotion opportunities.

N8M of employees are stronly satis&ed with the payment of the salary is on

time and /0 M are satis&ed and rest of the employees are dissatis&ed.

??M of the employees are stronly satis&ed with the trainin prorams done

in the orani#ation and =0M are satis&ed and rests /?M are dissatis&ed.

Overall$ N?M of the employees are stronly satis&ed with their job and rest

are dissatis&ed.


81/93

CONCLUSION

CONCLUSION

:rom the study$ the researcher has come to know that most of the respondents

have job satisfactionB the manaement has taken the best e4orts to maintain

cordial relationship with the employees. )ue to the workin conditions prevailin in

this company$ job satisfaction of each respondent seems to be the maximum.


82/93

:rom the study$ the researcher has come to know that most of the employees were

satis&ed with the welfare measures provided by company. The employees of enesis

colors pvt. Ltd. et more bene&ts compare to other companies. The main problem of

shortae of man power is less in the enesis colors pvt. Ltd. compare to other

companies. To employees of the company are totally aree that they have the

capability to achieve the tarets on time and do not feel over burden on the job.

6ost of the employees also have the salary satisfaction and also satis&ed with the

promotional opportunities. The employees have taken the best e4orts to maintain

the ood relationship with their co- workers.

This is also concluded that the employees think that nature of their job is satis&ed

and also as per their convenience.

6oreover$ most of employees are satis&ed with the canteen facility iven to the

employees by the company. %s I have also seen when I have visited there for myproject work. 5mployees like the canteens because of the space and the food they

provide in a very low and reasonable prices and the *uality and *uantity is also

really very ood.

%nd most of the employees are stronly satis&ed with the workin environment

because the company provides a very family kind of environment to their

employees and the space they provide is really very ood. The job satisfaction isimportant for every company.

,alf of the employees are satis&ed with the trainin proramme which the company

is providin to the employees and they provide a ood trainer to their employees.


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IOC provides a job security to the employees and in short most of the employees

are stronly satis&ed with the job security.6ost of the employees are satis&ed with

the forum for face to face communication and rest are dissatis&ed.

In short$ most of the employees in IOC feel satis&ed with their job.

LIMITATIONS O5 THE RESEARCH

The research is con&ned to a certain parts of )elhi and does not necessarily

shows a pattern applicable to all of Country.


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2ome respondents were reluctant to divule personal information which can

a4ect the validity of all responses.

In a rapidly chanin industry$ analysis on one day or in one sement canchane very *uickly. The environmental chanes are vital to be considered in

order to assimilate the &ndin.


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ILIOGRAHY

ILIOGRAHY

OO?S+

&R5S59 L.@ ?@5A R:SO?RC: @5A53:@:AT.

C,O;!% !.'$ O!


86/93

MAGAJINES+

India Today

Husiness "orld

Husiness 5conomics

NE3SAER+

The 5conomics times

The ,industan times

Times of India

Husiness line

RE5ERENCES+

httpwww.shrm.orhrdisciplinesemployeerelations;aesjobsat.aspx

httpwww.surveymonkey.commpjob-satisfaction-survey httpwww.iocl.com
http://www.shrm.org/hrdisciplines/employeerelations/Pages/jobsat.aspxhttp://www.surveymonkey.com/mp/job-satisfaction-survey/http://www.iocl.com/http://www.shrm.org/hrdisciplines/employeerelations/Pages/jobsat.aspxhttp://www.surveymonkey.com/mp/job-satisfaction-survey/http://www.iocl.com/


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ANNEXURE

ANNEXURE

ERSONAL AC?GROUND

Jame of the employeeZZZZZZZZZZZZZZZZZZZZZ


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%e ZZZZZZZZZZZZZZZZZZZ


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uman resourse

1inance

@ar$eting

0F5re you satisfied with your wor$ing environment

Strongly satisfied

Satisfied

9issatisfied

(F5re you satisfied with the infrastructure of the company

Strongly satisfied

Satisfied

9issatisfied

-F5re you satisfied with the canteen facility available to you

Strongly satisfied

Satisfied

9issatisfied


90/93

BF5re you satisfied with the rules and responsibilities given to you

Strongly satisfied

Satisfied

9issatisfied

DF5re you satisfied with the freedom given to you at wor$

Strongly satisfied

Satisfied

9issatisfied

4F5re you satisfied with the job security

Strongly satisfied

Satisfied

9issatisfied

+F5re you satisfied with the wor$ing hours in which you are wor$ing

Strongly satisfied


91/93

Satisfied

9issatisfied

*,F5re you satisfied with the targets achievable

Strongly satisfied

Satisfied

9issatisfied

**F5re you satisfied with the opportunities EpromotionF given to you

Strongly satisfied

Satisfied

9issatisfied


92/93

*F5re you satisfied with the payment of salary on time

Strongly satisfied

Satisfied

9issatisfied

*0F5re you satisfied with the training programme arranged by the company

Strongly satisfied

Satisfied

9issatisfied

/>E %re you satis&ed with the performance appraisal system

Strongly satisfied

Satisfied

9issatisfied

/?E %re you satis&ed with the forum for face to face communication


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Strongly satisfied

Satisfied

)issatis&ed

*BF Overall) are you satisfied with your job

Strongly satisfied

Satisfied

9issatisfied

sana aaaaaaaaaaaa

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