employee satisfaction
TRANSCRIPT
1
INTRODUCTION
Employee Satisfaction is a measure of how happy workers are with
their job and working environment. Keeping morale high among workers can
be of tremendous benefit to any company, as happy workers will be more
likely to produce more, take fewer days off, and stay loyal to the company.
There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.
To measure employee satisfaction, many companies will have
mandatory surveys or face-to-face meetings with employees to gain
information. Both of these tactics have pros and cons, and should be chosen
carefully. Surveys are often anonymous, allowing workers more freedom to
be honest without fear of repercussion. Interviews with company
management can feel intimidating, but if done correctly can let the worker
know that their voice has been heard and their concerns addressed by those
in charge. Surveys and meetings can truly get to the center of the data
surrounding employee satisfaction, and can be great tools to identify specific
problems leading to lowered morale.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding
office events, such as parties or group outings, can help build close bonds
among workers. Many companies also participate in team-building retreats
that are designed to strengthen the working relationship of the employees in
a non-work related setting. Camping trips, paintball wars and guided
backpacking trips are versions of this type of team-building strategy, with
which many employers have found success.
Of course, few workers will experience a boost in morale after
receiving more money. Raises and bonuses can seriously affect employee
satisfaction, and should be given when possible.
Yet money cannot solve all morale issues, and if a company with
widespread problems for workers cannot improve their overall environment,
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a bonus may be quickly forgotten as the daily stress of an unpleasant job
continues to mount.
If possible, provide amenities to your workers to improve morale. Make
certain they have a comfortable, clean break room with basic necessities
such as running water. Keep facilities such as bathrooms clean and stocked
with supplies. While an air of professionalism is necessary for most
businesses, allowing workers to keep family photos or small trinkets on their
desk can make them feel more comfortable and nested at their workstation.
Basic considerations like these can improve employee satisfaction, as
workers will feel well cared for by their employers.
The backbone of employee satisfaction is respect for workers and the
job they perform. In every interaction with management, employees should
be treated with courtesy and interest. An easy avenue for employees to
discuss problems with upper management should be maintained and
carefully monitored. Even if management cannot meet all the demands of
employees, showing workers that they are being heard and putting honest
dedication into compromising will often help to improve morale.
EMPLOYEE’S SATISFACTION SURVEY IN ORGANIZATIONS
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Employee Satisfaction Survey (ESS) is a tool which a reasonable
estimation of the employees’ attitude towards their job is elicited.
Organizations drive towards its final destination of creating highest customer
satisfaction is dependent on the extent of employee satisfaction. Satisfied
employees perform and the only way to find out that is through a survey.
Organizations in fitness of things should conduct the employee satisfaction
surveys once a year. This regularity and frequency is important since such an
exercise enjoys credibility only if the areas of weakness thrown upon by the
previous surveys have been acted upon. If you are not willing to act, it is
better not to conduct an ESS. It is imperative that the top management
involvement is a must. ESSs are normally custom-designed, using about 10
dimensions along which employee satisfaction is measured. Every employee
gets a standard questionnaire of around 97 questions relating to the
management, quality of supervision, communication, relationships, work
environment, performance, job, recognition, quality, pay and benefits. The ESS
is based on the philosophy of confidentiality and anonymity. The employee is
advised not to mention the name or employment number but mention the
department to which he belongs. Usually, it takes a week to 10 days to
complete a company-wide survey, which has a five-point rating scale: strongly
agree, agree, disagree, and strongly disagree and neutral.
Ultimately the top three areas of weak-nesses thrown up by the ESS
become the basis of a yearlong HR Action Plan. ESS is like taking preventive
action and is also a proactive tool, which gives to the top management a view
of the organization state of health.
NEED FOR EMPLOYEE SATISFACTION SURVEY (ESS)
Everyone from managers, retention agents to HR need to get a handle
on employee loyalty and satisfaction – how committed is the workforce to
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the organization and if workers are really contented with the way of things
for gauging their likelihood to stay with the company. Employee loyalty of
the two, employee engagement is a tad easier to measure.
The litmus test is to study turnover and average length of service. If turnover
is on the rise, loyalty levels are low and vice versa. Comparing them to
industry averages gives a good idea of attrition probabilities. Staff
attendance, compliance with policies and confidence in leadership are other
indirect indicators of allegiance while excessive theft and sabotage spell
obvious lack of commitment.
A top consultant says, “Look for pockets of higher turnover and
disloyalty - by organizational unit, job type and level, length of service and
demographics like gender, race/ethnicity or age.”
Keen observation of employee reactions and conduct is by far the most
obvious and easiest technique. Casually walk around the office, watching
employees working, interacting with each other and talk to them informally.
Are they smiling, energized, cooperative and alert or listless, inactive and
unhelpful? You can even employ a professional consultant as an objective
third-party to assess the work atmosphere and compare with other
companies.
Taking simple observation to the next level by asking employees
outright in attitude surveys, focus groups and exit interviews and analyzing
the results to determine staff attitude, opinions and motivation.
Employee satisfaction is the chief driver of productivity,
profits, customer satisfaction and retention and vice versa.
While satisfied employees are not necessarily loyal or loyal ones
always satisfied, it cannot be denied that job satisfaction fuels loyalty.
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After all its been rightly said that, the more satisfied an employee is
regarding his or her working conditions, the more likely is he or she to
develop a psychological attachment or commitment to the organization.
Companies should try their best to evaluate why employees leave or what
kindles their dissatisfaction. Examine the root causes – where does the
problem lie? Is it earnings or benefits? Does it have something to do with job
quality or workplace support? Or is lack of appreciation or growth to blame.
The onus is on the management to keep employees engaged and happy, so
as to persuade them to stay. In fact, this is critical to organizational success.
So, developing strategies that strengthen the work environment and
make deliberate improvements to mould the company as an employer of
choice is always recommended.
REASONS:
Rapidly growing organization. When an organization is growing quickly, it is critical to find out how employees feel about their jobs, the organization, and their fit and future within it.
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High or growing turnover rate. While some industries have a naturally high turnover, growing turnover is a problem for any organization. If your absolute level of turnover exceeds the industry average, you have a problem that an employee satisfaction survey is the first step to solving.
Excessive rumors. A strong rumor mill is symptomatic of other problems in the organization. These can include communications, trust, and fear. Only a survey can uncover the extent to which any of these issues exists.
Planned or recent organizational changes, including change of leadership. Change can be difficult for many people. If not handled properly, productivity and profits can decline.
Highly competitive industry. In a highly competitive industry, turnover minimization and productivity and creativity maximization are keys to success. Staying in touch with employees is necessary to facilitate continued competitiveness.
Contemplated changes in pay and benefits. You must know what needs to be "fixed" and how much "fixing" it needs to maximize return on invested money and people resources.
INDIAN RAILWAYS AT A GLANCE
There are people today in who have never traveled on railway, but
thanks to the expansion of television network in the country they would have
seen the railway and a locomotive. The Indian railways, with more than 18
lakhs employees, are the largest employees in the country.
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Established in 1853 when the first train was flagged from Bombay to
Thane, a distance of 34 km, it has now grown to dizzy heights & is covering
more than 62,484 kms across the country, making it one the largest network
in the world. The Indian Railway has a fleet of 8682 stream Locomotives &
729 Electric Locomotives.
RICHARD TREVITHICK was the first man to produce rail locomotives.
The first was completed in 1802, nothing of it is known now expect its
existence. The first steam locomotive to run on public railway was
manufactured in 1820. The very like of this locomotive is preserved at
Darlington Station, England.
The area of steam locomotive began in India on December 22, 1851
when a small steam locomotive name “Thompson” started to haul some
wagons containing earth during the construction of solani adequate near
Roorkee (U.R). On Saturday April 16, 1853 the first Indian Train (Popularly
called as Aag Gadi) steamed off from Bori Bunden to Thane a distance of 34
kms. The train drawn by three engines covered the 34 kms, distance in 70
minutes it had 400 passengers abroad.
The most widely used Engine on Indian Railways before independence
was extensively used on Raputna Malawi Railway which become the meter
gauge section of the Bombay & Central Railway. The First of these engines
was built by dubs & company Glasgow in 1875. From 1895 these engines
were also manufactured in India at Ajmer railway works.
In the post independence period, the first steam locomotive
manufacturing unit was setup at chittaranjan in 1950. Between 1950 & 1972
this unit manufactured 2351 steam locomotives. During this period the
steam locomotive for being replaced the world over by diesel & electronic
locos. In India too, manufacture of diesel & electric locomotives had started.
The stamp depicts 2-8-2 class WG.
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Wdm2 diesel the most widely used diesel locomotive in Indi. It hauls
freight trains of 2250 tons & mail trains with 18 coaches. These engines haul
nearly 56% of the total freight traffic on the Indian Railway & important mail
and express trains. The diesel locomotive work at Varanasi has a capacity to
manufacture of 120 such locomotives.
SOUTHERN CENTRAL RAILWAY
The youngest of the nine zonal railways in India, south central railway
was born on 2, 1966. In its thirty – eight year is committed service and path
breaking progress, southern central railway has built a modern system of the
mass transport fulfilled the aspiration of the passengers and made a work for
itself in a Indian Railway. Strategically positioned extending from the east
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coast to west coast in the southern at Secunderabad, serves six major states
Andhra Pradesh, Karnataka, Maharashtra, Goa, Madhya Pradesh and
Tamilnadu.
From the days of steam hauled locomotives and wooden plank seats,
southern central railway has come a long way into the era of high powered
diesel and electric locomotives, ultra modern micro processor based
signaling and tri control system, global passenger reservation network, micro
processed based Interactive Voice Based Response System (IVRS) for
enquiries, aesthetically designed passenger coaches incorporating latest
features and super fast trains.
Today SCR is playing a vital role as catalyst for agricultural and
industrial development in the southern peninsula by providing a customer
friendly transport network, even while performing greatly as a commercial
enterprise.
Southern Central Railway (SCR) was formed on October 1966, raving
out the division of Hubli and Vijayawada form the southern railway and the
divisions of Sholapur and secunderabad from central railway. Jurisdictional
adjustments were made in October 1977, by merging Guntakal Division back
to Central Railway.
Secunderabad division was bifurcated in February 1978 into two
divisions’ secunderabad and Hyderabad, to facilitate operational and
administrative control.
In just 38 years SCR has laid 322 route kms of parallel tracks,
converted 2439 route kms of track from meter gauge, and Electrified 1557
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route kms introduced 46, new express trains including Rajadhani and
Shatabdi trains.
Emerged as the third largest on of Indian Railways in terms of
originating freight traffic. Achieved a threefold increase in passenger
traffic from 50 million in 1966 to 495 million in 2003. A jump in
freight movement from 9 million tons to 106 million tons and
stupendous improvement in earnings from Rs. 58.00 crore to Rs.
21380 Crore.
Developed the 5 major stations of Hyderabad, Tirupathi, Vijayawada,
Bellary and Nanded as Model Stations.
Pioneered the concept of 24 coach express trains with a view to meet
the increase in demands of passenger traffic.
Undertook special driver trio preserved the environment by adopting
the “Clean & Green” programme Govt of A.P.
ABOUT DIESEL LOCO SHED KAZIPET
Diesel Loco Shed kazipet is established in the year 1973 with an
intention to maintain the 30 number of locomotive to meet the demands of
passengers and goods services between Chennai and Delhi, Howrah and
Mumbai in its Phase one. In the course of it has come up to hold the loco
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engines for maintenance purpose. The salient features of the installation are
given below.
SALIENT FEATURE OF DIESEL LOCO SHED
DATE OF OPENING : 21-04-1973
TOTAL AREA : 6.01 HECTARES
LENGTH OF TRACK IN SHED : 4.5 KILOMETERS
TRACK CONDITION : LEVEL TRACK
AREA OF SERVICE BUILDINGS : 2964 SQUARE METERS
COST OF INSTALLATION : RS. 1, 32, 52,492 /-
AREA UNDER EOT CRANE : 6156 SQUARE METERS
TOTAL STAFF : 869
The shed is one of its kinds in the 22 loco sheds established spread
over in the sub continent. The shed had bagged number of credits for its
best performance over since its inspection. As on date it is adjudged the best
maintains shields and got the award of rolling shield. As many as 200
personnel have been defeated to foreign countries like Nigeria, Zimbabwe,
Mosaic, Malaysia, Johardan, Ceylon, Burma etc., a good and sound setup I
notice in the shed equipped with highly and technically qualified staff in
various sections the literacy level is 331/3% more than the average staff in
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such similar sheds. It has well equipped infrastructure to do every hard job.
They expertise is developed that this shed could able to retain and maintain
the rolling stock involved in without sending to plot workshop like golden
rock, chamber, parel which are far away and thus save the light engine
movements enhanced availability of loco for earning. Within the available
infrastructure so far 13 locomotives monthly involved with lock of spares and
heavy repairs have been undertaken here and successfully performed the
safety, fitness etc.
After the yearly schedule locos are too developed 2350hp out of rated
2400 which is 100% achieved in the shed after r and m schedules taken as
many as 57 express trains are hauled by these locomotives in addition to
time share of goods hauling.
SERVICES PROVIDED BY DIESEL LOCO SHED:
Express Diesel loco engines, which run clearly 3,500 kms and goods
diesel loco engines, which run nearly 2,000 kms, are brought to their home
shed for maintenance attention. The diesel engines are brought for servicing
at regular intervals of 15 days, 45 days, 6 months and 18 months. The
process of servicing and repairing involves several states.
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In the 1st stage the engines are cleaned with water jet pumps and let the
engine parts are stripped sent to respective sections where the parts are
inspected for repairs / replacements, if necessary, in the initial stages the
turbo super charger section. The engine components are kept in a tub
containing chemicals for prescribed time and later they are washed with jet
pumps. The valve and valve seats are later checked. All this process is done
through cylinder head section.
The radiator fans, which cool the engine, re inspected and the bearings
are charge. The piston rings, rods from the engine are separated and sent to
section where in it is cleaned with chemicals later a number of quality
inspections are conducted on them and the connecting rod and the pins are
arranged. The four whetting jacks which are present in the under truck
section is having a capacity of 25 tones to lift the engine. The 3 pairs of
wheels, 3 no’s traction motor springs and the bogie frames are separated
and cleaned with non detergent chemical, and later the defective are
removed and new painted and gifted back, in the final stage the traction
motor section and generator section wheel then, auxiliaries, fuel pump, rand
shifts, case motors and are tested in the load box and the diesel loco engine
is made ready for hauling. The inspected engine is later filled worth 1210
litres of chromate water; 910 litres of R.R 407 type lube oil and diesel oil and
sent from the loco shed. The engine at this stage runs at a speed of
120km/hr with horse power of 2400.
DIESEL SHED
DIESEL LOCO HOLDING: 496 & 26 DMU’S
South Central Railway has six locomotive sheds holding 496
locomotives, for both passengers and freight traffic. This diesel sheds also
deals with 10 varieties of designs of locomotives.
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DETAILS OF LOCOMOTIVE SHEDS
SHED TYPE LOCO / MU'S LOCO HOLDING
GOOTY DIESEL
WDG-3A,WDG-3B,WDM-3A,WDM-3D
135
GUNTAKAL DIESEL, BG AND A FEW MG
WDM-2, WDM-3A,WDM-3C,WDM-3D,YDM-4A
95
KAZIPET DIESEL WDM-2,WDM-2A,WDM-2B,WDM-3A,WDG-3A
138
VIJAYAWADA ELECTRIC AND DIESEL
WAG-5,WAM-4,WDS-4,WDP-1, DEMUS (30+) AND 2 RAIL BUS
72
MAULA ALI (FOR SECUNDERABAD
)
DIESEL & EMU CAR SHED
WDM-2,WDS-4, DHMUS (3-CAR & 6-CAR) (9) AND EMU'S
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WORKS SHOP
South Central Railway has three workshops to carry out POH of
coaching & Freight stock.
Details of the Month and Annual Production Output of the Work Shop
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S.NO NAME OF THE
WORK SHOP
LOCATION MONTHLY OUT TURN IN
VEHICULAR UNITS.
TYPE OF WORK
SHOP
1. CARRIAGE REPAIR
CENTER
SOUTH
LALLAGUDA
120 COACHES AND
WAGONS
2. CARRIAGE REPAIR
CENTER
TIRUPATI 58 COACHES
3. WAGON REPAIR
SHOP
RAYANPADU 1000 FWS WAGONS
HOLDING: 15865 BG WAGONS, 227NG WAGONS.
ROH DEPOT
There are three major and one minor ROH depots for freight stock.
They are situated at Ramagundam, Gooty, Vijayawada, Bellampally and
Raichur respectively. These depots carry out overhauling of BOXN, BCN &
BTPN stock at fixed intervals of 18 months, after POH is completed in
workshops. Major ROH depots are under the supervision of assistant
mechanical engineers. These ROH depots ensure better quality repairs so
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that the rolling stocks can run up to 6000 kms or 35 days whichever is earlier
with minimum input during normal train examination.
Details of ROH depots, type of rolling stock dealt & Monthly Target.
ROH DEPOTS & TARGETS:
S.NO STATION STOCK DEALT MONTHLY TARGET
1. GOOTY BOXN 250
2. VIJAYAWADA BCN/TP/BTPN 190
3. RAMAGUNDAM BOXN 175
4. BELLAMPALLY BOX/BCX 25
COACHING MAINTENANCE DEPOTS
COACH HOLDING: 3297 (BG) 243 (MG)
South Central Railway has 6 major coaching depots and many more
minor coaching depots, where 440 passengers and express trains are
maintained. These Depots carry out primary and secondary maintenance of
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the express trains, prime importance is given for passenger amenities, safety
and cleanliness of passenger trains. In addition to maintenance, these
depots carry out A, B, C schedules and intermediate overhaul of coaching
staff of express and super fast trains, which are earning more than two lakh
km / yrs. The year 2003 being the year of the passengers begins 150th year
of Railways, special emphasis is given for cleanliness of coaches and
passengers amentias. Importance is given to prompt attention of public
complaints and action is taken to rectify the complaints at earliest.
S.NO STATION DIVISION COACH HOLDING NO: OF TRAINS RUN
1. SECUNDERABAD SECUNDERABAD 421 7
2. HYDERABAD SECUNDERABAD 600 15
3. KACHEGUDA HYDERABAD 287 8
4. NANDED HYDERABAD 174 5
5. VIJAYAWADA VIJAYAWADA 317 9
6. TIRUPATHI GUNTAKAL 370 22
QUALITY CIRCLES
WHAT IS QUALTIY CIRCLE?
It is a small group of employees in the same work area or doing similar
type of work who voluntarily meet regularly for about an hour every week to
identify, analyze and resolve work related problems not only to improve
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quality, productivity and the total performance of the organization, but also
to enrich the quality of work life of employees.
OBJECTIVES OF THE QUALITY CIRCLES:
To develop, enhance and utilize human resources effectively.
To improve quality of products / Services, Productivity and reduce cost
of production per unit of output.
To Satisfy the workers psychological need for self-agree, participation,
recognizing etc., with a view to motivating them.
To improve various supervisory skill like leadership, problem solving,
inter personal and conflict resolution.
QUALITY CIRCLE PROCESS:
The size of the each quality circle should be moderate to unable fruitful
discussion. The size may vary between 6 & 12. The Members and leader are
given instruction regarding problem solving techniques. Initially the quality
circle members should quaint themselves with the objective and role of
quality circle. Each working session of a quality circle may be for one hour.
There may be at least one working session in every week preferable during
working hours and in the company premises.
BENEFITS OF QUALITY CIRCLE:
QUALITY CIRCLES BENEFIT BOTH MEMBERS AND THE ORGANIZATIONS.
BENEFITS FOR MEMBERS INCLUDE:
Satisfaction Of self Esteem from Others.
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Improved job Satisfaction
BENEFITS TO THE ORGANIZATIONS:
Promotion of participative management work and team work.
Increase managerial effectiveness.
Development of problem solving ethic in the organization.
CME
CMPE/DSL
SR.DME / DSL
DME / PRINCIPAL
ORGANIZATION CHART OF DIESEL LOCO SHED
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ADME ADME ADME ACMT ACIOS
SSE SSE SSE SSE SSE CMS SS SS CMS DSK OS DSK
SE OS-1
JE/D JE/D JE JE JE
OS-11 OS-11
SR. CL SR. CL
JR.CL
CME
CMPEL / DSL
DYCME / DSL
EME / DSL
ORGANIZATION CHART AT HEAD QUARTERS
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AEME / D ADME / PLANNING AEME / SALES
SSE / ELE SSE / MECH SSE SSE OS-1 SSE
SE / ELE SE / MEC OS-11 OS-11
HC HC
SR.CL SR.CL JR.CL
Sr. DME
DME / DSL
DIESEL LOCO SHED, KAZIPET.
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AME (HR) AME (ELE) AME GOODS EXP ACMT DMM
FO/ FO/ FO/UNDER TRAINING FO/EXP FO/EXP FO/ML SS/MAIN SS/MAIN SS/LABDEV STORE TRUCK SCHOOL MECH ELE LAB LAB OILPLNT
AUX CLY AIR EXP TURBO M & P QTLY/HLY SHIFT HEAD BRAKE F/P
FOR/EH LF/DSL FO/ELE PW/LATHE FO/STORES ELE
QTLY / HLY / YEARLY SHIFT
TRACTION TEST FUEL AUX MOTOR ROOM PUMP BAT
ROB
RAILWAY BOARD
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MM ME MS MESTB MTRAFFIC
AMM AME AMS AMEST AMT
DIRS DIRS DIRS DIRS DIRS
T DIRS JT DIRS
JT DIRS JT DIRS
ASST DIR ASST DIR
ASST ASST DIR DIR
SECRETERIAL STAFF SECRETERIAL STAFF
JT DIRS JT DIRS JT DIRS JT DIRS
ASST DIR ASST DIR ASST DIR ASST DIR
SECRETERIAL STAFF SECRETERIAL STAFF
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EXECUTIVE SUMMARY
The compiled report signifies level of Employee Satisfaction in Railway
Diesel Loco Shed. Most of the employees are satisfied with this company.
Company has a very good image among its employees.
Most of the employees know organization’s strategy; they have confidence in its leadership. Employees are satisfied with this company.
Most of the Employees are getting appropriate recognition for their contribution. Diesel Loco Shed providing fair salary to its employees for their work.
Railway Diesel Loco Shed as an organization really has a very bright
future because of its environment.
Organization is like a family where employees have to put share of
responsibilities and work in accordance with the organization goal.
As far as employer-employee relationship is concerned working in
Railway Diesel Loco Shed is very satisfactory. People always get chance to
show their talents and get recognized. Management is quit approachable.
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OBJECTIVE OF THE STUDY
The Main Objective Of This Study Was To Ascertain The Different
Factors Which Affect The Level Of Satisfaction, Morale And Motivation Of The
Employees Of An Organization And The Extent up to which those factors
influence the working of individuals of an organization.
The prime motive of carrying out this study was to ascertain the
various factors that are responsible for negatively motivating and satisfying
the employees and thereby what are its consequences.
Finally the prime objective behind this study is to find out the de-
motivating factors and suggest ways to remove them, so that the employees
are provided with a decent as well as satisfactory working condition.
EMPLOYEE SATISFACTION
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Employee satisfaction is a measure of how happy workers are with
their job and working environment. Keeping morale high among workers can
be of tremendous benefit to any company, as happy workers will be more
likely to produce more, take fewer days off, and stay loyal to the company.
There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.
To measure employee satisfaction, many companies will have
mandatory surveys or face-to-face meetings with employees to gain
information. Both of these tactics have pros and cons, and should be chosen
carefully. Surveys are often anonymous, allowing workers more freedom to
be honest without fear of repercussion. Interviews with company
management can feel intimidating, but if done correctly can let the worker
know that their voice has been heard and their concerns addressed by those
in charge. Surveys and meetings can truly get to the center of the data
surrounding employee satisfaction, and can be great tools to identify specific
problems leading to lowered morale.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding
office events, such as parties or group outings, can help build close bonds
among workers. Many companies also participate in team-building retreats
that are designed to strengthen the working relationship of the employees in
a non-work related setting. Camping trips, paintball wars and guided
backpacking trips are versions of this type of team-building strategy, with
which many employers have found success.
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Of course, few workers will not experience a boost in morale after
receiving more money. Raises and bonuses can seriously affect employee
satisfaction, and should be given when possible. Yet money cannot solve all
morale issues, and if a company with widespread problems for workers
cannot improve their overall environment, a bonus may be quickly forgotten
as the daily stress of an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make
certain they have a comfortable, clean break room with basic necessities
such as running water. Keep facilities such as bathrooms clean and stocked
with supplies.
While an air of professionalism is necessary for most businesses,
allowing workers to keep family photos or small trinkets on their desk can
make them feel more comfortable and nested at their workstation. Basic
considerations like these can improve employee satisfaction, as workers will
feel well cared for by their employers.
The backbone of employee satisfaction is respect for workers and the
job they perform. In every interaction with management, employees should
28
be treated with courtesy and interest. An easy avenue for employees to
discuss problems with upper management should be maintained and
carefully monitored. Even if management cannot meet all the demands of
employees, showing workers that they are being heard and putting honest
dedication into compromising will often help to improve morale
FACTORS INFLUENCING EMPLOYEE SATISFACTION
Several factors influence employee satisfaction. Each factor interacts
with the others, and collectively all factors contribute to employee
satisfaction.
LIMITATIONS:
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We have concluded the following limitations from the given project:
In the actual practice it is very difficult to satisfy each and every
individual.
Satisfaction is a subjective term and it differs from one
individual to another.
For some employees we found that the physical and social
environment, in which they were working, was good and for
some it was unsatisfactory.
Due to space and time constraint the survey was not covered
among all the employees of TGS, otherwise a more satisfied
index would have been possible.
RESEARCH METHODOLOGY
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In the project the research is conducted for the purpose to find out the
employee’s satisfaction level in TGS and the factors affecting the level of
employee’s satisfaction.
OBJECTIVE OF THE RESEARCH:
The main objective of this study was to ascertain the different factors
which affect the level of satisfaction, morale and motivation of the
employees of an organization and the extent up to which those factors
influence the working of individuals of an organization.
The prime motive of carrying out this study was to ascertain the
various factors that are responsible for negatively motivating and
satisfying the employees and thereby what are its consequences.
Finally the prime objective behind this study is to find out the de-
motivating factors and suggest ways to remove them, so that the
employees are provided with a decent as well as satisfactory working
condition.
RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and
analysis of data, in a manner that aims to combine relevance to research
purpose with economy in procedure.
We have selected descriptive research study for our project. DRS are those
studies which are concern with describing the character of a particular
individual or of a group.
This RSD focuses attention on the following:-
Formulating the objectives of the study.
Designing the methods of data collection.
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Selecting the sample.
Collecting the data.
Processing and analyzing the data.
Reporting the findings
SAMPLING:
This deals with the methods of selecting items to be observed for the
given study. In the given project we have targeted the employees working in
Diesel Loco Shed for the purpose of collection of data. The sampling
elements were the individual employees of the Diesel Loco Shed. Our
sampling sizes were 147 employees in which 27 were supervisors and 120
were workers.
Our sampling plan was probability sampling also known as
random sampling or chance sampling. Under this sampling every item of the
universe has an equal chance of inclusion in the sample. Here it is blind
chance alone that determines whether one item or other is selected.
COLLECTION OF DATA
The task of data collection begins after the research problem has
been defined and the research design plan checked out.
In this we had described about the sources of data collection,
methods of data collection.
The various sources of data collection are:
Primary sources: We approached to employees of TGS for the purpose
of surveying about the satisfaction level of the employees.
32
Secondary sources: We visited to TGS websites, library and the last
year’s project on employee’s satisfaction.
The different methods of data collection are:
OBSERVATION METHOD:
Under this method the information is solved by the way of
investigator’s own direct observation, without asking from the
respondent. For this, we visited to the workshop and spent time with the
workers and supervisors during the working hours.
QUESTIONNAIRE:
This method is quite popular particularly in the case of big
inquires. In this method a questionnaire is given to the person
concerned with the request to answer the question and return it to the
respondent has to answer the question on their own. For this, we had
prepared a questionnaire which is shown in the appendix.
INTERVIEW METHOD:
It involves collection of data, presentation of oral-verbal stimuli and
reply in the terms of oral-verbal response. This can be done with the help of
personal interviews or telephonic interviews. In this we interviewed the
employees while they were filling the questionnaire to find out their
problems and satisfaction level.
I have selected Survey Method of data collection.
This is one of the common and widely used methods for primary data
collection. We can gather wide range of valuable information about the
behavior of the employee’s viz. attitude, motive and options etc.
33
34
1. How long have you worked for Diesel Loco shed?
a) Less than one year
b) One year to less than two years
c) Two years to less than five years
d) Five years to less than ten years
e) Ten years or more
35
Bars show counts
Le
ss
th
an
on
e y
ea
r
On
e y
ea
r to
Le
ss
th
an
tw
o y
ea
r
Two
ye
ar
to l
es
s t
ha
n fi
ve
ye
ar
Fiv
e y
ea
r to
le
ss
th
an
te
n y
ea
r
Ten
ye
ar
or
mo
re
Question 1
2
4
6
8
Co
un
t
1
8
3
7
3
9
36
Analysis:
Sr.no Work with Diesel loco shed Value Percentage
1 Less than one year 8 26.67%2 One year to less than two year 3 10.00%3 Two year to less than five year 7 23.33%4 Five year to less than ten year 3 10.00%5 Ten year or more 9 30.00%
Total 30 100%
37
Comment:-
30% employees are working more than ten year with Diesel Loco
shed, 26.67% working from less than one year, 23.33% working from more
than two year, 10% are working from one year and 10% employees are
working from more than five year with this company.
2. Overall, how satisfied are you with Diesel Loco shed as an Employee?
(a) Very Satisfied (b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied (e) Very Dissatisfied
Analysis:
38
Bars show counts
Very satisfied Satisfied
Question 2
0
5
10
15
Co
un
t
1
13
17
39
S.no Satisfaction Level Value Percentage1 Very Satisfied 13 43.33%2 Satisfied 17 56.67%3 Neither Satisfied nor dissatisfied 04 Dissatisfied 05 Very dissatisfied 0
TOTAL 30 100%
40
Comment: 56.67% employees of the company are satisfied with this company as
an employee 43.33% employee are very satisfied. Nobody is dissatisfied
3. Do you understand what Diesel Loco shed is trying to achieve?
(a) Yes (b) No
Analysis:
41
S.no Understanding Level Value Percentage1 Yes 29 96.67%2 No 1 3.33%
TOTAL 30 100%
Bars show counts
Yes No
Question 4
0
10
20
30
Co
un
t
1
29
1
42
Comment:
Majority of the employees (96.67%) of the company understand what
is company’s objective & goal, less no of employee (3.33%) don’t understand
what Diesel Loco Shed is trying to achieve.
4. Does your work give you a feeling of personal accomplishment?
(a) Yes (b) No
Analysis:
43
Bars show counts
Yes No
Question 5
5
10
15
20
25
Co
un
t
1
25
5
44
S.no Feeling of Personal Achievement Value Percentage1 Yes 25 83.33%2 No 05 16.67%
TOTAL 30 100%
45
Comment:
Most of the employee’s (83.33%) work gives them the feeling of
personal accomplishment; some of them (16.67%) don’t feel personal
accomplishment from their work.
5. How satisfied are you that you understand the long-term strategy of Diesel
Loco shed?
(a) Very Satisfied (b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied (e) Very Dissatisfied
Analysis:
46
S.no Satisfaction Level Value Percentage1 Very Satisfied 12 40.00%2 Satisfied 17 56.67%3 Neither Satisfied nor dissatisfied 1 3.33%4 Dissatisfied 05 Very dissatisfied 0
TOTAL 30 100%
Bars s how c ounts
Very satisfied
Satisfied
Neither satisfied nor dissatisfiedQuestion 3
0
5
10
15
Co
un
t
1
12
17
1
47
Comment: Most of the employees (56.67%) are satisfied that they understand the long
term strategy of Diesel Loco Shed, some of them (40%) very satisfied and very less
no (3.33%) of employee is neither satisfied nor dissatisfied.
6. Do you receive any appropriate recognition for your contributions?
(a) Yes (b) No
Analysis:
48
S.no Recognition for contributions Value Percentage1 Yes 25 83.33%2 No 5 16.67%
TOTAL 30 100%
Bars show counts
Yes No
Question 6
5
10
15
20
25
Co
un
t
1
25
5
49
Comment: Majority of the employees (83.33%) receive appropriate recognition for their
contribution, some of them (16.67%) did not receive any appropriate recognition.
7. How much confidence you have in the leadership of Diesel Loco shed
(a) More than Enough
(b) Enough
(c) Less than Enough
Analysis:
50
S.no Confidence in Leadership Value Percentage1 More than enough 19 63.34%2 Enough 10 30.33%3 Less than enough 1 3.33%
TOTAL 30 100%
Bars show counts
More than enoughEnough
Less than enough
Question 7
0
5
10
15
Co
un
t
1
19
10
1
51
Comments:
Majority of the Employees (63.34) of the company have more than
enough & some of them (30.33%) enough confidence in the leadership of
this company, very less no of employee (3.33%) has less than enough
confidence in the leadership of Diesel Loco Shed.
8. Your role at Diesel Loco shed (a) Do you have enough authority to make decisions you need to make?
(a) Yes (b) No
Analysis:
52
S.no Role at Diesel loco shed Value Percentage1 Yes 25 83.33%2 No 05 16.67%
TOTAL 30 100%
Bars show counts
Yes No
Question 8 a
5
10
15
20
25
Co
un
t
1
25
5
53
Comment: In Diesel Loco Shed majority of the employees (83.33%) have enough
authority to make decisions what they need to make, some of them (16.67%) don’t
have enough authority.
(b) How satisfied are you with the type of work that you do?
(a) Very Satisfied (b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied (e) Very Dissatisfied
54
Analysis:
S.no Satisfaction Level Value Percentage1 Very Satisfied 14 46.67%2 Satisfied 15 50.00%3 Neither Satisfied nor dissatisfied 1 3.33%4 Dissatisfied 05 Very dissatisfied 0
TOTAL 30 100%
Bars s how c ounts
Very satisfied
Satisfied
Neither satisfied nor satisfied
Question 8 b
0
5
10
15
Co
un
t
1
14
15
1
55
Comment:
Majority of the employees (50.00%) are satisfied with their work what
they do, some of them (46.67%) are very satisfied and very less no of
employee (3.33%) is neither satisfied nor dissatisfied.
9. Did Diesel Loco shed Provide as much initial training as you need?
(a) Yes (b) No
Analysis: -
56
S.no Initial Training Value Percentage1 Yes 19 63.33%2 No 11 36.67%
TOTAL 30 100%
Bars show counts
Yes No
Question 9
0
5
10
15
Co
un
t
1
19
11
57
Comment:
Majority of the employees (63.33%) said that Diesel loco Shed
provided initial training to them as they need.
10. Pay and Benefits
(a) Is your salary fair for your responsibilities?
(a) Yes (b) No
58
Analysis:
S.no Salary Fair for responsibilities Value Percentage1 Yes 22 73.33%2 No 08 26.67%
TOTAL 30 100%
Bars show counts
Bar
yes No
Question 10
0
5
10
15
20
Co
un
t
59
Comment: Majority of the employee’s (73.33%) salary is fair for their
responsibilities but some of the employee’s (26.67%) salary is not fair for
their responsibilities.
AREAS TO IMPROVE
o Time to time Training should be provided by the company.
o Compensation
60
- Salary - Benefits
o Opportunities for professional development
o Recognition
o Risk Allowance
CONCLUSION
It was a wonderful experience for me to be a part of Railway Diesel Loc
Shed for around two month and working on a research project for the
company was a tremendously excellent experience that made me learn
various aspects of an organization, areas of concern for an organization, art
of not just surviving but proving its potential and extra caliber.
61
I hope the organization will be benefited from this survey and with
the help of the suggestions given the organization can improve its working
further more and the overall satisfaction level in the organization might
increase up to the excellent level.
The workers of the firm are more satisfied comparing to the staffs.
Hence more focus should be given in the satisfaction level of the
employees in the staffs level. The study on employee’s satisfaction at
Diesel Loco Shed is cased out with full co-operation of the employees and
management. As far as possible with in the given limits the study is
completed with the satisfaction of many peoples. The data collected are
analyzed scientifically and the results obtained are free to nearly 80%. It is
assured that the company may get high boosted moral in the organization
provided some of the suggestions made in the report are carried out.
The suggestion to set up a training department will definitely reduce
the number of miss happenings. Further from this survey I hope the
organization will be benefited and with the help of the suggestions given
the organization can improve its functioning and the overall satisfaction level
in the organization and its performance will increase.
Overall I will rate Railway Diesel Loco Shed in “A” category. Diesel Loco
shed though its highly ethical values not only climbing the ladder of growth
year by year but also fulfilling its responsibilities towards its employees and
society.
QUESTIONNAIRE
Employee Satisfaction Survey
South Central Railway, Diesel Loco Shed, Kazipet.
Good morning, I’m Sandeep Kumar. S from ‘University P.G College’
(Warangal). I’m doing a survey on Employee’s Satisfaction. It’s a Project of
my End Semester.
62
Name ………………………………………………
Designation……………………………………………
Age…. Sex….
21 to 34 Male
35 to 44 Female
45 to 54
55 or older
Signature………………………..
1. How long has you worked for Diesel Loco Shed?
(a) Less than one year
(b) One year to less than two years
(c) Two years to less than five years
(d) Five years to less than ten years
(e) Ten years or more
2. Overall, how satisfied are you with Diesel Loco shed as an Employee?
(a) Very Satisfied
(b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied
(e) Very Dissatisfied
63
3. Do you understand what Diesel Loco shed, is trying to achieve?
(a) Yes (b) No
4. Do your work give you a feeling of personal Accomplishment?
(a) Yes (b) No
5. How satisfied are you that you understand the long-term strategy of
Diesel Loco shed?
(a) Very Satisfied
(b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied
(e) Very Dissatisfied
6. Do you receive any appropriate recognition for your contributions?
(a) Yes (b) No
7. How much confidence you have in the leadership of Diesel Loco shed?
(a) More than Enough
(b) Enough
(c) Less than Enough
8. Your role at Diesel Loco shed?
(a) Do you have enough authority to make decisions you need
to make?
(a) Yes (b) No
64
(b) How satisfied are you with the type of work that you do?
(a) Very Satisfied
(b) Satisfied
(c) Neither Satisfied nor dissatisfied
(d) Dissatisfied
(e) Very Dissatisfied
9. Did Diesel Loco shed Provide as much initial training as you needed?
(a) Yes (b) No
10. Pay and Benefits
(a) Is your salary fair for your responsibilities?
(a) Yes (b) No
(b) Are there any benefits you would like added to Diesel Loco Shed
Benefits package?
(a) Yes what would you like add?
……………………………………….
(b) No
BIBILIOGRAPHY
K. Aswathappa, 2008, Human Resource Management, 5th ed., Tata
McGraw-Hill Companies, New Delhi
L.M. Prasad, 2004, Principles and Practice of Management, 6th ed.,
Sultan Chand & Sons, New Delhi
Naresh K. Malhotra, 2009, Marketing Research, 5th ed., Pearson
Education, New Delhi
65
Saiyadain, Mirza, 2008, Organisational Behaviour, 1st ed., Tata McGraw-
Hill Companies, New Delhi
S.P. Gupta, 2004, Statistical Methods, 36th ed., Sultan Chand & Sons,
New Delhi
Websites
www.wikkipedia.com
www.google.com
www.indianrailways.com
http://www.irfca.org/faq/faq-shed.html
www.sc railway .gov.in