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1
INTRODUCTION
EMPLOYEE SATISFACTION:
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.
2
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, 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
3
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 weaknesses
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
4
workforce to 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.
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.
5
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.
6
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.
7
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.
8
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
9
extending from the east 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
10
1557 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
11
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 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
12
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 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
13
servicing at regular intervals of 15 days, 45 days, 6 months and 18
months. The process of servicing and repairing involves several states.
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
14
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.
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
51
WORKS SHOP
15
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
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
16
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
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
17
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 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
18
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 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:
19
QUALITY CIRCLES BENEFIT BOTH MEMBERS AND THE ORGANIZATIONS.
BENEFITS FOR MEMBERS INCLUDE:
Satisfaction Of self Esteem from Others.
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.
20
21
22
23
EXECUTIVE SUMMARY
24
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.
OBJECTIVE OF THE STUDY
25
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
Employee satisfaction is a measure of how happy workers are with
their job and working environment. Keeping morale high among workers
26
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.
27
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
28
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
FACTORS INFLUENCING EMPLOYEE SATISFACTION
Several factors influence employee satisfaction. Each factor
interacts with the others, and collectively all factors contribute to
employee satisfaction.
LIMITATIONS:
We have concluded the following limitations from the given project:
29
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
30
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.
31
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
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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 gives 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) NoAnalysis:
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:
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
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%
56
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: -
57
S.no 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
58
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
59
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
60
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 IMPROVING
o Time to time Training should be provided by the company.
61
o Compensation - Salary - Benefits
o Opportunities for professional development
o Recognition
o Risk Allowance
QUESTIONNAIRE
Employee Satisfaction Survey
South Central Railway, Diesel Loco Shed, Kazipet.
62
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.
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
63
(e) Very Dissatisfied
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
64
to make?
(a) Yes (b) No
(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
CONCLUSIONIt 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.
65
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.
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
66
Naresh K. Malhotra, 2009, Marketing Research, 5th ed., Pearson
Education, New Delhi
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
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