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A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BPCL – KOCHI REFINERY

LIMITED, AMBALAMUGAL

Conference Paper · March 2011

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 “ A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BPCL –
KOCHI REFINERY LIMITED, AMBALAMUGAL ”

Mrs Anju K J & Mr.Sona George

Assistant Professor,
Department of Management Studies,
Christ University, Hosur Road,
Bangalore- 560 029

ABSTRACT!

Job satisfaction is one of the important factors which have drawn attention of managers in the
organization as well as academicians. Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences productivity in the
organization. Though there is no conclusive evidence that job satisfaction affects productivity
directly since productivity depends on so many variables, it is still a prime concern for
managers. Job satisfaction is the mental feeling of favorableness which an individual has about
his job. It is often said that “A happy employee is a productive employee.” Job satisfaction is
very important because most of the people spend a major portion of their life at their working
place. Moreover, job satisfaction has its impact on the general life of the employees also,
because a satisfied employee is a contented and happy human being. A highly satisfied worker
has better physical and mental well-being. The study tries to evaluate how human resource
factors affect the satisfaction level of employees in BPCL – Kochi Refinery Limited. It assesses
how far welfare and financial factors motivate the employees in the company. The study also
attempts to analyze the opinion of employees towards the working life in the company.

KEY WORDS: Job Satisfaction, Employee Turnover, Job Security, Job Rotation
INTRODUCTION
The world has open spun into the new millennium and along with, it has ushered a new
era of intense competition and ever changing value equations. The fact that organisation has been
transformed from a structured assembly line production orientation to a focus a knowledge
creation by each and every personnel of the organisation. In a competitive global business
scenario, no organisation will survive unless it is able to match the duality and the cost of its
competitors. Realities are focusing us to concentrate more upon changing the attitude of
employees, enabling them to take up independent responsibilities and empowering to execute
them by using their knowledge and skills in latest technologies and thus motivating them to use
their capabilities in their respective areas of excellence.
Emerging business environment is forcing business houses to find new ways to remain
competitive. Organisations face an environment characterised by a number of challenges and key
issues that have increased the importance of Human Resource Management considerations in
business decision-making. These include increased level of competition, human resources
diversity, changing value systems and above all the rapid technological advances.
In the globally competitive and challenging business scenario, our success will be, to a
great extent, influenced by how we manage our human resources – the people who make things
happen. The traditional role of man managers has undergone drastic changes to meet the
challenges of the next millennium and achieve excellence, responsible trade unionism,
productivity – oriented work practices and aggressive professional management would be
essential.
Foreign investment and technologies have started flowing into India. The new scenario
has thrown new challenges in the area of human resource management as well. Human beings
are the most precious part of an organisation. The success or failure of an enterprise largely
depends on the people who man the organisation. In the words of Alfred Marshall “ the most
valuable of all capital is that invested in human beings ”. From social point of view, an enterprise
combines two sorts of resources: a group of human beings and a group of physical assets. The
latter in isolation of the former is useless.
Job satisfaction is one of the important factors which have drawn attention of managers in
the organisation as well as academicians. Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences productivity in the
organisation. Though there is no conclusive evidence that job satisfaction affects productivity
directly because productivity depends on so many variables, it is still a prime concern for
managers. Job satisfaction is the mental feeling of favourableness which an individual has about
his job.
In literature on Industrial Psychology, the term Job Satisfaction is quite frequently used
for individual’s attitude towards the specific aspects of the total work situation. The word job
refers to a specific task where as the term job satisfaction is of higher orders where it is
essentially related to human needs and their fulfillment through work. It is generated by the
individual’s perception of how well his job satisfies his various needs.
It is often said that “A happy employee is a productive employee.” Job satisfaction is
very important because most of the people spend a major portion of their life at their working
place. Moreover, job satisfaction has its impact on the general life of the employees also, because
a satisfied employee is a contented and happy human being. A highly satisfied worker has better
physical and mental well-being. Though it is debatable point as to which one is the cause and
which one is the effect, but there are correlated to each other.

JOB SATISFACTION - MEANING AND DEFINITION

Job satisfaction refers to a person’s feeling of satisfaction on the job which act as a motivation to
work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the job.
Satisfaction does mean the simple feeling state accompanying the attainment by an impulse of its
objective. Research workers differently described the factors contributing the job satisfaction and
the job dissatisfaction.
“Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal or one’s
job or job experience” - E.A.Locke
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like job
intensely, you will experience high job satisfaction. If you dislike your job intensely, you will
experience job-dissatisfaction” - Andrew.J.DuBrins
“Job satisfaction will be defined as the amount of overall positive effect or feelings that
individuals have towards their jobs” - Fieldman and Arnold
“Job satisfaction is the set of favourable or unfavourable feelings with which employees view
their work” - Keith Davis and Newstrom
Job satisfaction is a result of employees’ perception of how well their job provides those things
that are viewed as important. It is generally recognized in the organisational behaviour field that
job satisfaction is the most important and frequently studied attitude.
LITERATURE REVIEW
Paul E. Spector (1997) summarizes the findings concerning how people feel towards work,
including: cultural and gender differences in job satisfaction and personal and organizational
causes; and potential consequences of job satisfaction and dissatisfaction. He provides with a
pithy overview of the application, assessment, causes and consequences of job satisfaction.
Sophie Rowan (2008) reveals how to create a happier work life, without changing career. She
provides practical and realistic guidance on how one can achieve optimal job satisfaction and
overcome the obstacles that make so many of us unhappy at work.
Robert M. Hochheiser (1998) reassessed the meaning of the workplace and proposed a simple
formula for success- Forget the idea that hard work alone leads to success and instead focus on
building good relationships. He asserts that the best way to win at work is to understand what is
needed to support the egos of bosses, peers, and subordinates. Accurate assessment of those
needs can then be indirectly associated with one's own personal goals and exploited to make
substantive workplace gains. Methods of determining needs are given for a variety of situations,
and strategies are offered to help make some of the worst work situations at least marginally
better through networking and personal development.
C. J. Cranny, Patricia Cain Smith, Eugène F. Stone (1992) reveals perceiving future opportunity
can actually be more motivating than actually receiving a raise, getting promoted, or being given
additional responsibilities.
Jane Boucher (2004) offers practical advice for improving both your attitude about your job and
the job itself. She shows workers how to cope with keeping their jobs in this difficult economy.
Chris Stride, Toby D. Wall, Nick Catley (2008) presented widely used measurement scales of
Job Satisfaction, Mental Health, Job-related Well-being and Organizational Commitment, along
with benchmarking data for comparison. The benchmarking data is based on a sample of almost
60,000 respondents from 115 different organizations across a wide spectrum of industries and
occupations. Information is given by occupational group, and is further broken down by age and
gender.
Joanna Penn (2008) teaches how to improve your position in your current employment, gaining
more from your job, discovering more about yourself and what it is you would be happy doing,
stress management and people management .
Evren Esen (2007) examined in terms of industry and staff size as well as employee age and
gender more than 20 indicators of job satisfaction including career-advancement opportunities,
benefits, the flexibility to balance life and work, and compensation.
Elwood Chapman (1993) helps to determine employee level of satisfaction and then assists in
making positive changes to increase both satisfaction level and quality of work.
Patricia Buhler, Jason Scott (2009) present an academic argument for building an employee-
centered culture. They also examined a real-world case study of a company that has experienced
the economic benefits of this practice, making it abundantly clear that modern businesses can't
afford not to make employee satisfaction a top priority.
THEORETICAL FRAMEWORK
The term job satisfaction was brought to limelight by Hoppock (1935). According to him job
satisfaction is a combination of psychological, physiological and environmental factors that
makes a person to admit, “I am happy at my job”. It has also been defined as the ‘end state of
feeling’. It is an important dimension of morale and not morale itself.
TYPES OF HUMAN RESOURCES
The human resources of an organisation can be broadly classified into two types. They are:
1. External Human Resources
These types of human resources stay outside the structure of the organisation and
they are of prime strength to the development activities including expansion of the
operations of the undertaking. The examples for such human resources are customers,
shareholders etc
2. Internal Human resources
These types of human resources stay inside the structure of the organisation, i.e,
the human beings at the disposal of the undertaking or otherwise it is the productive
capacity of the human organisation of the firm.
 The human resources at the disposal of the organisation, i.e., the internal human
resources can be broadly divided into three categories. They are:
(a) Lower Level Workers
(b) Middle Management
(c) Top Management
MAJOR THEORIES OF JOB SATISFACTION
1. Motivation – Hygiene theory.
2. Need-Fulfilment theory
3. Equity theory
4. Discrepancy theory
5. Equity - Discrepancy theory
DIMENSIONS TO JOB SATISFACTION
1. Job satisfaction is an emotional response to a job situation. As such, it cannot be seen, it can
only be inferred. It relates to one’s feeling towards one’s job.
2. Job satisfaction is often determined by how will outcomes meet the expectations or exceed
the expectations.
3. Job satisfaction and job attitudes are typically used interchangeably.
FACTORS INFLUENCING JOB SATISFACTION
A. Organisational Factors
1. Salaries and wages
2. Promotion chances
3. Company Policies
B. Work Environmental Factors
1. Supervision.
2. Work Group.
3. Working Conditions.
C. Work Itself
1. Job Scope
2. Variety
3. Lack of autonomy and freedom
4. Role ambiguity and role conflict
 5. Interesting Work
D. Personal Factors
1. Age and seniority
2. Tenure
3. Personality
4. Level of Education
STATEMENT OF THE PROBLEM
Employees are the central forces of an industry and only with their efficiency, an organisation
can move into success. Only with a group of satisfied employees the company can lead into
success. For employees satisfaction the company must provide adequate welfare measures. By
conducting a job satisfaction survey we can analyse whether the employees are satisfied or not
and also whether they are motivated by the general, welfare, financial and other related factors.
OBJECTIVES OF THE STUDY
The study aims to achieve the following objectives:-
1. To evaluate how human resource factors (general factors) affect the satisfaction level of
employees in BPCL - Kochi Refinery Limited.
2. To assess how far welfare and financial factors motivate the employees in BPCL - Kochi
Refinery Limited.
3. To determine the various facilities provided by BPCL - Kochi Refinery Limited.
4. To determine the opinion of employees towards the working life in BPCL - Kochi
Refinery Limited.
5. To conduct a brief study to analyse the various functions performed by these sections.
METHODOLOGY
TYPE AND SOURCE OF DATA
Both primary and secondary data are used for the study. The primary data are collected by using
questionnaire method. Secondary data are collected from books, journals, company manuals,
company website, company magazines and informal talk with the officers and the employees
TOOLS AND TECHNIQUES
Tools and techniques involves various accounting techniques and statistical tools like
percentages and ratios, which is used as a device to analyse and interpret the cost and value of
human resources of the company as it is one of the most powerful tool of financial analysis.
Graphs, tables, figures and bar diagrams are used, as it helps in presenting quantitative facts in
simple, clear and effective pictures and are also attractive and create lasting impression.
POPULATION
The survey was conducted in three departments of BPCL - Kochi Refinery Limited, namely,
Human Resource Development & Industrial Relations (HRD & IR) Department, Personnel
Department and Finance & Accounts (F & A) Department.
The total number of employees in 3 departments are 148.
! HRD & IR – 38
! Personnel – 28
! F & A – 82
SAMPLE
Convenience sampling was used for the survey. Out of the total 148 employees, 50 employees
were selected as sample. The questionnaires were distributed to the respondents in the selected
sample.
LIMITATIONS OF THE STUDY
1. Due to the busy work schedule of the employee chances are there that response to the
questionnaires may be with lack of full concentration.
2. Insufficient time lead to inadequate focus in all sections.
ANALYSIS AND INTERPRETATION OF DATA
For the study on “job satisfaction of employees in BPCL – Kochi Refinery Limited,
Ambalamugal”, a sample survey has been conducted and data has been collected from 50
employees. The data collected are analysed on the basis of the following factors :
HUMAN RESOURCE FACTORS
The first objective is to analyse human resource factors. Human resource is of paramount
importance for the success of any organisation. It is a source of strength and aid. Human
resources are the wealth of an organisation which can help it in achieving its goals. Human
resources management is concerned with human beings in the organisation. The value ethics,
beliefs of individuals working in an organisation also form a part of human resource. The
resourcefulness of various categories of people and other people available to the organisation can
be treated as human resources. In the present complex environment no business or organisation
can exist and grow without appropriate human resource. Thus, for the development of an
organisation the prerequisite is to develop the human resource.

Table 1.1 Satisfaction Frequency Percentage

JOB Excellent 24 48 SECURITY
Good 23 46
Average 3 6
Total 50 100

Chart 1.1

JOB SECURITY

Excellent
Good
Average

Source : Primary data through questionnaire

The table shows that 94 % of the employees are satisfied. 48 % have excellent opinion about job
security. When adequate job security is provided to the employees it will motivate them to do
their work and increase productivity.
 Table 1.2
FAMILY SECURITY
Satisfaction Frequency Percentage
Excellent 24 48
Good 25 50
Average 1 2
Total 50 100

Chart 1.2

FAMILY SECURITY

Excellent

Good

Average

Source : Primary data through questionnaire

The table presents that out of 98 % satisfied employees, 50 % have good opinion regarding
family security. When there is family security the minds of employees are free from various
tensions and they can devote more time for their work and hence productivity can be increased.
Table 1.3
TRAINING AND DEVELOPMENT
Satisfaction Frequency Percentage
Excellent 3 6
Good 27 54
Average 20 40
Total 50 100

Chart 1.3

TRAINING & DEVELOPMENT

Excellent
Good
Average

Source : Primary data through questionnaire

BPCL - Kochi Refinery Limited provides various types of training such as apprenticeship
training, refresher training etc which improves the performance of the employees and thus results
in better production. The above table reflects that 60 % of the employees are satisfied of which
54 % have good opinion too. But rest 40% of them are dissatisfied with the training and
development facilities provided.
 Table 1.4
INTER PERSONAL RELATIONSHIP
Satisfaction Frequency Percentage
Excellent 7 14
Good 28 56
Average 15 30
Total 50 100

Chart 1.4
!

INTER PERSONAL RELATIONSHIP

Excellent
Good
Average

Source : Primary data through questionnaire

The above table shows that from the total of 70 % satisfied employees, 56% have good opinion
with respect to the interpersonal relationship existing in the organisation. Rest 30 % are
dissatisfied. Interpersonal relationships among employees serve as a source of support, comfort,
advice and assistance to the individual group members and it will have a positive impact on job
satisfaction.

Table 1.5
COMMUNICATION
Frequency Percentage
Satisfaction Subordinates Peer groups Superiors Subordinates Peer groups Superiors
Excellent 13 9 6 26 18 12
Good 32 40 38 64 80 76
Average 5 1 6 10 2 12
Total 50 50 50 100 100 100

Chart 1.5

COMMUNICATION

45
40
35
Percentage

30 Excellent
25
Good
20
Average
15
10
5
0
Communication with Communication with Peer Communication with
Subordinates Groups Superiors

!
Source : Primary data through questionnaire
The table depicts that
1. 90 % of the employees are satisfied about communication with subordinates.
2. 98 % of the employees are satisfied with respect to peer group communication.
3. Regarding communication with superiors, 88 % of the employees are satisfied.
 Table 1.6
INTER DEPARTMENTAL RELATIONSHIP
Satisfaction Frequency Percentage
Excellent 0 0
Good 36 72
Average 14 28
Total 50 100

Chart 1.6

INTER DEPARTMENTAL RELATIONSHIP

Good
Average

Source : Primary data through questionnaire

The various departments of BPCL - Kochi Refinery Limited are closely related. This is evident
from the above table, which shows that 72 % of the employees feel that good inter departmental
relationship exist in the organisation. But remaining 28% have average satisfaction. The
managers of different departments share information with each other. This helps to save time in
taking decisions and leads to smooth functioning of the organisation.
 Table 1.7
PROMOTION POLICIES
Satisfaction Frequency Percentage
Excellent 1 2
Good 14 28
Average 35 70
Total 50 100

Chart 1.7

PROMOTION POLICIES

Excellent

Good

Average

Source : Primary data through questionnaire

The table presents that 70 % of the employees are dissatisfied with the promotion policies
adopted by the company. Promotions are from within and based on seniority and eligibility of the
employees. Promotion avenues motivate the employees to improve their performance.
 Table 1.8
GRIEVANCE HANDLING SYSTEM
Satisfaction Frequency Percentage
Excellent 0 0
Good 25 50
Average 25 50
Total 50 100

Chart 1.8

GRIEVANCE HANDLING SYSTEM

Good

Average

Source : Primary data through questionnaire

The Industrial Relations ( IR ) department acts as the moderator between the management,
employees and their respective unions. Even though none of the employees have excellent
opinion, 50 % of the employees have good opinion and the rest 50 % have average satisfaction.
 Table 1.9
JOB ROTATION SYSTEM
Satisfaction Frequency Percentage
Excellent 0 0
Good 18 36
Average 32 64
Total 50 100

Chart 1.9

JOB ROTATION SYSTEM

Good

Average

Source : Primary data through questionnaire

!

The above table reflects that 64 % of the employees have average satisfaction with BPCL -
Kochi Refinery Limited’s job rotation system.
 Table 1.10
CAREER GROWTH OPPORTUNITIES

Satisfaction Frequency Percentage

Excellent 1 2
Good 14 28
Average 35 70
Total 50 100

Chart 1.10

CAREER GROWTH OPPORTUNITES

Excellent

Good

Average

Source : Primary data through questionnaire

!

Career development in the company is limited only to ambitious and achievement oriented
employees for improving their skills.70 % of the employees feel that their career growth in
BPCL - Kochi Refinery Limited is dissatisfactory. Out of the 30 % satisfied employees, only 2 %
feels that they have excellent career growth opportunities in BPCL - Kochi Refinery Limited.
 Table 1.11
INVOLVEMENT IN DECISION MAKING
Satisfaction Frequency Percentage
Excellent 0 0
Good 18 36
Average 32 64
Total 50 100

Chart 1.11

INVOLVEMENT IN DECISION MAKING

Good

Average

Source : Primary data through questionnaire

64 % of the employees are of the opinion that their involvement in decision-making is just
average in BPCL - Kochi Refinery Limited. Greater involvement in decision-making will also
increase their job involvement.
 WELFARE FACTORS
Welfare services are merely maintenance factors and not motivators. Yet they are essential for
the health of the organisation since they bear close connection with the productivities of the
labour force.
To evaluate the welfare factors questionnaire was prepared keeping in view the following factors
such as medical benefit, transport facilities, leave facilities, housing facilities, canteen facilities,
leave travel concession and club facilities.
Table 2.1
MEDICAL BENEFITS
Satisfaction Frequency Percentage
Excellent 47 94
Good 3 6
Average 0 0
Total 50 100
Chart 2.1

MEDICAL BENEFITS

Excellent
Good

Source : Primary data through questionnaire

!

The table shows that all the employees are highly satisfied with the medical benefits provided by
the company. 94 % of them agree that it is excellent..
 Table 8.2
TRANSPORT FACILITIES
Satisfaction Frequency Percentage
Excellent 10 20
Good 25 50
Average 15 30
Total 50 100

Chart 2.2

TRANSPORT FACILITIES

Excellent
Good
Average

Source : Primary data through questionnaire

!

The above table presents that 70 % of the employees are satisfied with the transport facilities. On
the other hand, 30% are dissatisfied also. BPCL - Kochi Refinery Limited provides KTC bus
facility to the workers to and from the factory. This facility helps in reducing strain and
absenteeism and enable the workers to reach their work place without loss of much time and
without fatigue.
 Table 2.3
LEAVE FACILITIES
Satisfaction Frequency Percentage
Excellent 16 32
Good 33 66
Average 1 2
Total 50 100

Chart 2.3

LEAVE FACILITIES

Excellent

Good

Average

Source : Primary data through questionnaire

!

The table reflects that 98 % of the employees are satisfied, where 66 % have good opinion
regarding leave facilities provided. BPCL - Kochi Refinery Limited provide sick, casual,
maternity and personal leave to employees and they are satisfied with this.
 Table 2.4
HOUSING FACILITIES
Satisfaction Frequency Percentage
Excellent 16 32
Good 33 66
Average 1 2
Total 50 100

Chart 2.4

HOUSING FACILITIES

Excellent

Good

Average

Source : Primary data through questionnaire

!

BPCL - Kochi Refinery Limited provides quarters for their employees at Jwalagiri. A nominal
amount will be deducted as rent from their salary. So 98 % of the employees are satisfied
regarding housing facilities.
 Table 2.5
CANTEEN FACILITIES
Satisfaction Frequency Percentage
Excellent 24 48
Good 25 50
Average 1 2
Total 50 100

Chart 2.5

CANTEEN FACILITIES

Excellent

Good

Average

Source : Primary data through questionnaire

!

BPCL - Kochi Refinery Limited’s canteen provides good and nutritious food to employees at
subsidised rate. Out of 98 % of the satisfied employees, 50 % have a good opinion about canteen
facilities.
 Table 2.6
LEAVE TRAVEL CONCESSION
Satisfaction Frequency Percentage
Excellent 19 38
Good 28 56
Average 3 6
Total 50 100

Chart 2.6

LEAVE TRAVEL CONCESSION

Excellent

Good

Average

Source : Primary data through questionnaire

!

BPCL - Kochi Refinery Limited provides leave travel facilities for the benefit of its employees.
The workers can avail it every year while officers on a block of 2 years. 94 % of the employees
are of the opinion that these facilities are satisfactory.
 Table 2.7
CLUB ACTIVITIES
Satisfaction Frequency Percentage
Excellent 10 20
Good 33 66
Average 7 14
Total 50 100

Chart 2.7

CLUB ACTIVITIES

Excellent

Good

Average

Source : Primary data through questionnaire

!

BPCL - Kochi Refinery Limited club provide recreation in the form of music, sports, games and
theatre and these contribute an important role in the physical and mental development of
employees. The table presents that 66 % of employees have good opinion from the 84 %
satisfied employees with respect to the club facilities provided by the company.
 FINANCIAL FACTORS
BPCL - Kochi Refinery Limited also consider finance as its important factor as money is the
most important to people who are young and are raising their families then to those who have
aligned at a stage when money needs are less. Financial needs go changing from time to time.
According to Gellerman, money is actually used to remain people in the reorganisation and not
primarily to motivate employees.
To evaluate financial factors, the questionnaire was prepared keeping in view the following
factors such as salaries, incentives, retirement benefit and various loans.
Table 3.1
SALARY
Satisfaction Frequency Percentage
Excellent 27 54
Good 23 46
Average 0 0
Total 50 100
Chart 3.1

SALARY

Excellent
Good

Source : Primary data through questionnaire

BPCL - Kochi Refinery Limited provides good salary package to employees which energise
them to work more and reduce labour turnover. All the respondents are satisfied. 54 % of them
agree that their salary package is excellent.
 Table 3.2
INCENTIVES

Satisfaction Frequency Percentage

Excellent 23 46

Good 27 54

Average 0 0

Total 50 100

Chart 3.2

INCENTIVES

Excellent
Good

Source : Primary data through questionnaire

!

BPCL - Kochi Refinery Limited provides incentives to employees based on their performance
which in turn boosts the morale of the employees. All the respondents are satisfied, 54 % of the
employees support this opinion by expressing good oinion.

!
 Table 3.3
RETIREMENT BENEFITS

Satisfaction Frequency Percentage

Excellent 15 30
Good 24 48
Average 11 22
Total 50 100

Chart 3.3

RETIREMENT BENEFITS

Excellent

Good

Average

Source : Primary data through questionnaire

!

The present retirement age of employees in BPCL - Kochi Refinery Limited is 60 years. The
company gives adequate importance to its employees even after retirement also through its
medical benefit scheme and pension package. 78 % of the employees are satisfied with the
retirement benefits while remaining 22 % have expressed average satisfaction.
 Table 3.4
LOANS

Frequency Percentage
Satisfaction Housing Vehicle Education Housing Vehicle Education
Excellent 38 26 19 76 52 38
Good 11 18 24 22 36 48
Average 1 6 7 2 12 14
Total 50 50 50 100 100 100

Chart 3.4

LOANS

40
35
30
Percentage

25 Excellent
20 Good

15 Average

10
5
0
Housing Vehicle Education

Source : Primary data through questionnaire

!

From the above table we can analyse that,

1. 98 % of the employees are satisfied with the housing loans.
2. Out of 88 % satisfied employees, 52 % agree that vehicle loans provided by the company
are excellent.
3. 86 % supports that education loan provided is satisfactory.
FINDINGS
The following are the major findings of the study:-
1. BPCL - Kochi Refinery Limited provides adequate job security to the employees which
motivate them to do their work.
2. The employees are free from various tensions regarding their family security and thus
they devote more time for their work.
3. BPCL - Kochi Refinery Limited should give more emphasis on training and development
programmes.
4. Inter personal relationships among employees existing in the organisation needs more
encouragement.
5. There is free flow of communication between subordinates, superiors and peer groups.
6. Inter departmental relationships in BPCL - Kochi Refinery Limited is excellent.
7. Majority of the employees are of the view that the promotion policies adopted by the
company should be revised.
8. The grievance handling system is favoured and unfavoured by the employees equally.
9. Job rotation system should be improved with a view to develop multiple skills in
employees and create greater job interest and career options.
10. Career development in the company is limited only to ambitious and achievement
oriented employees for improving their skills.
11. The employees do not have greater involvement in decision-making.
12. The employees are highly satisfied with the medical benefits provided by the company.
13. Majority of the employees feels that the transportation facilities should be improved.
14. The employees are satisfied with the sick, casual, maternity and personal leave provided
to them.
15. The canteen facility of BPCL - Kochi Refinery Limited is excellent.
16. The leave travel facilities provided by BPCL - Kochi Refinery Limited are satisfactory.
17. The employees are satisfied housing facilities.
18. BPCL - Kochi Refinery Limited has excellent club facilities in the form of music, sports,
games and theatre.
19. BPCL - Kochi Refinery Limited provides good salary package to employees, which
energises them to work more and reduce labour turnover.
 20. The employees are satisfied with the incentives earned.
21. The company gives adequate importance to its retired employees through its medical
benefit scheme and pension package.
22. BPCL - Kochi Refinery Limited’s housing, vehicle and educational loans at concessional
rate of interest are satisfactory.
RECOMMEDATIONS
Based on the above findings, the following recommendations are made for improving job
satisfaction among employees in BPCL - Kochi Refinery Limited.
1. Training programmes has to be provided based on the job content. It should be job related
and knowledge based.
2. More and more opportunities should be provided to employees to promote inter personal
relationships.
3. Incentives may be provided to employees who successfully complete courses under
company’s education assistance scheme.
4. The company should re-introduce the transportation facility to its officers which will
reduce cost over-run and savings in income.
5. Job rotation is to be made atleast once in three years.
6. The promotion policy should be time bound and uniform inorder to keep the morale of
the employees high.
7. The grievance handling system should be made more efficient and the company should
see that complaints are solved quickly.
8. The employees should be given an opportunity to participate in decision-making. So that
the decisions can be smoothly implemented.
CONCLUSION
An employee’s assessment of how satisfied or dissatisfied he or she is with his or her job is a
complex summation of a number of discrete job elements. This job satisfaction study was a
procedure by which employees report their feelings towards their job and work environment. It
helped to a powerful diagnostic instrument for assessing employee problems. Improved
communication is another benefit of the study. Particularly beneficial to the company is the
upward communication when employees are encouraged to comment about what they really
have in their minds. This job satisfaction study revealed that grievance handling system,
promotion policy, job rotation, participation in decision making has to be improved. It helped
management, both to get a better handle on why employees are lagging and to plan better
solutions to problems and to assess training needs. This study proves that the employees are
satisfied with the medical facilities, pension packages, club facilities and canteen facilities
provided by the BPCL – Kochi Refinery Limited. Certain recommendations are given which
may be considered by management to satisfy their employees. Thus, the priceless value of
human resources is revealed and there lies the need to satisfy them.
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