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Customer Satisfaction in Apspdcl

The document provides a historical overview of electricity development in Andhra Pradesh, India from 1889 to 1922. It then discusses the formation of APGENCO in 1998 following the unbundling of APSEB into generation, transmission, and distribution entities. Key details include: - Electricity was first introduced in Hyderabad in 1889 and expanded throughout the early 1900s. - APSEB was unbundled in 1998 leading to the formation of APGENCO to oversee generation assets. - As of 2009, APGENCO had an installed capacity of 7548.9 MW including 3882.5 MW of thermal and 3664.4 MW of hydro power.

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289 views84 pages

Customer Satisfaction in Apspdcl

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A study on Job Satisfaction APSPDCL

INDUSTRY PROFILE

ANDHRA PRADESH POWER GENERATION CARPORATION

Historical background of APSEB:

Almost a century after the invention of electricity it was introduced in India for
commercial use in a humble way. For the first time in the year 1889 a mini hydroelectric
powerhouse with a capacity of 15KW was constructed on a small rivulet in Darjeeling
district and electric power was supplied in its vicinity. Within, two decades, in 1909 a
10KW diesel set was installed in Hyderabad for supply of electricity to the king’s
palaces. This was the first step in the development of electric power in Andhra Pradesh
(HYDERABAD).

ELECTRICITY PROGRESS IN A.P (1911-1922):

The electricity department was established in 1911 under the Government Mint.
Later Hussain Sagar Bund was electrified on Saturday 25th October, 1913A.D. and street
electrification work was started within and outside the Municipal limits of Hyderabad
and electricity was provided on the residency roads. In Hyderabad 10 sub-stations were
erected for the distribution of power in the city. The tariff was 6 annas (osmania sikka)
per unit with a minimum of Rs.5/- O.S. per month. Programmes of expansion to cover
other town if the Nizams State was take up. Under this programme steps were taken to
generate electric power at Aurangabad, Raichur, Warangal, and Gulbarga etc.

The Government of India framed Electricity rules in 1910 so as to ensure fair

distribution and supply of power as well as take all necessary precaution for the use of
power by the consumers and concerned departments.

The management of the Secunderabad Electricity supply remained with

department. Nearly 3 miles of cable of various sizes and three and half miles of
overhead mains were laid for 261 consumers. The work of changing the feeding voltage
from 3300 to 6600 was completed. There were altogether 12 main and feeder lines, and
50 sub-stations at the end of the year 1922. The total number of consumers increased
from 2977 to 3328.

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During 1939-40 the department constructed first outdoor substation at Toli

Chowki. This is a modern form of construction usually associated with high voltage
systems, and was used at Toli Chowki to initiate the new 11000 volt extensions. Two
old style sub-stations, Tank Bund and Begum Bazaar were enlarged in order to
accommodate extensions to their equipment and were at the same time converted into the
new style of architecture.

POWER DEVELOPMENT IN A.P – AN OPPORTUNITY KNOCKING:

We are standing at the entrance of 21st century and opportunity is knocking at its
door. The end of the century offers us the opportunity to assure India’s and in particular
our state’s electricity needs for decades to come.

Electricity demand in A.P is estimated to grow at an annual compound growth

rate of around 10% as against the National growth rate of 6.8%. The installed capacity
of A.P state Electricity Board has grown from 213 MW in 1960-61 to 6124MW at
present (Excluding central share).

The available capacity in A.P is 6136.5 Mw which includes 897 MW from

central generating stations. As the capacity addition could not keep pace with the growth
in demand, a shortage of 2000 MW in the installed capacity exists now. The growth in
demand has been mainly due to extensive Rural Electrification Programme and
energisation of agricultural pump sets at one lakh pump sets per year since 1985-86
besides increase in domestic loads.

A.P.S.E.B has long been a trendsetter in breaking new paths and adopting the
STATE-OF-THEATRE technology in its power plants. The technology adopted in the
power station has been continuously upgraded both in the Hydro and Thermal station and
also in transmission distribution and general management to enhance the productivity
and improve the operations.

Corporate Profile:

Andhra Pradesh Power Generation Corporation Limited is one of the pivotal

organizations of Andhra Pradesh, engaged in the business of Power generation. Apart
from operation & Maintenance of the power plants it has undertaken the execution of the
ongoing & new power projects scheduled under capacity addition programme and is
taking up renovation & modernization works of the old power stations.

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APGENCO came into existence on 28.12.1998 and commenced operations from

01.02.1999. This was a sequel to Governments reforms in Power Sector to unbundle the
activities relating to Generation, Transmission and Distribution of Power. All the
Generating Stations owned by erstwhile APSEB were transferred to the control of
APGENCO.

The installed capacity of APGENCO as on 01.04.2009 is 7548.9 MW comprising

3882.50 MW Thermal, 3664.4 MW Hydro and 2 MW Wind power stations, and
contributes about half the total Energy Requirement of Andhra Pradesh. APGENCO is
third largest power generating utility in the Country next to NTPC and Maharashtra. It's
installed Hydro capacity of 3664.4 MW is the second highest among the Country.

HIGH LEVEL COMMITTEE AND ITS RECOMMENDATIONS :

Government of Andhra Pradesh realizing the declining tendency of the financial

position of APSEB and considering the Government of India's Liberalized policy for
attracting private investment into power sector, set up a high level committee in January
1995 to look into present working of the APSEB and suggest remedies for improvement.
The committee after detailed deliberations with all the concerned and critical analysis
submitted the report in which it suggested some recommendations

Government of Andhra Pradesh considering the recommendations made by

committee had embarked upon the AP Electricity REFORMS ACT in 1998.As a sequel
the APSEB was unbundled into Andhra Pradesh Power Generation Corporation
(APGENCO) & Transmission Corporation of Andhra Pradesh Limited (APTRANSCO)
on 01.02.99. APTRANSCO was further unbundled w.e.f. 01.04.2000 into "Transmission
Corporation" and four "Distribution Companies" (DISCOMS).

Thus APGENCO was incorporated as a company under the provisions of

Companies Act, on 29.12.1998. According to the Andhra Pradesh Electricity Reforms
Act, 1998, APGENCO commenced its business operations effective from 1.2.1999 and
according to the memorandum of Association APGENCO has to Acquire, Establish,
Construct and Operate Power generating stations.

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CORPORATE OBJECTIVES:

 To operate and maintain power stations at high availability ensuring minimum

cost of generation.

 To add generating capacity, with in prescribed time and cost.

 To maintain the financial soundness of the company by managing financial

operations in accordance with good commercial utility practices.

 To adopt appropriate human resources development policy leading to creation

if a team of motivated and competent power professionals.

 To develop R&D for achieving improved plant reliability.

GEOGRAPHICAL LOCATION OF THERMAL POWER PLANTS IN AP

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GEOGRAPHICAL LOCATION OF HYDEL POWER PLANTS IN AP:

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LOCATION OF WIND POWER PLANTS IN AP

Date of
Name & Address Capacity (MW)
Installation

Ramgiri Wind Farm,

  HLC Colony
  Anantapur-515001
2 10/10/1994
  Anantapur (Dt).
  Phone : 08554-276541

Total Capacity: 2

LAND MARKS AND ACHIVEMENTS

 Unit 3 (210 MW) of Vijayawada Thermal Power Station has established a

National Record of continuous service for 441 days from 14.12.2004 to
28.02.2006

 APGENCO is the third Largest Power utility in the country in terms of Installed
Capacity - 7048.9 MW

 Our Hydro Installed Capacity 3664.4 MW is second highest in the country.

 Thermal plants are consistently winning the Gold and silver medals for
Meritorious Productivity Award

 Availability of thermal plants has been (over a decade) well above the national
average

 Recently Srisailam Left Bank Power House, a unique complete under ground
powerhouse is successfully commissioned and being operated. This is the first
such one in southern region

 AMRP LIFT IRRIGATION Scheme is taken up and completed well below the
stipulated time & budget .In that, the pumping station commissioned (18 MW)
is first such one in India where water is lifted to an height of 100Mts.

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 Srisailam complex is the largest hydro power station with installed capacity
1670 MW in the country.

Capacity Estimated Cost Funding Programmeof

Name of the Project
(MW) (Crores) Agency Commissioning

Unit-III : Commissioned on
420 24.01.2007
Rayalaseema Thermal Power Project, Stage-II 1640.00 PFC
(2 x 210 )
Unit-IV : April, 2007

500
Vijayawada Thermal Power Station, Stage-IV 1950.00 REC July, 2008
(1 x 500)

500
Kakatiya Thermal Power Project 2150.00 REC December, 2008
(1 x 500)

Unit-I : November, 2010

1600
Krishnapatnam Thermal Power Station 8432.00 KFW / PFC
(2 x 800)
Unit-II :May, 2011

Unit-I : March, 2007

Priyadarshini Jurala Hydro Electric Project 234
547.00 PFC
(Joint project with Government of Karnataka) (6 x 39) Balance 5 Units at 4 months
interval thereafter

Unit I : July, 2008

50
Nagarjunasagar Tail Pond Dam Power House 464.73 PFC
(2 x 25)
Unit II : November, 2008

9
Pochampad HES Unit IV 20.00 PFC September, 2008
(1 x 9)

500
KTPS Stage VI 2164.00 PFC December 2009
(1 x 500 )

Unit I : September, 2009

2100
Gas Based Power Station at Karimnagar 5520 PFC/REC Unit II : December 2009
(3x700)
Unit III : March 2010

Unit-I : November, 2009

240
Lower Jurala H.E.P 885 PFC/REC
(6x40) Balance 5 Units at 4 months
interval thereafter

Kakatiya Thermal Power Plant stage II 500 2050 PFC/REC December 2010

Total 6653 25822

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Environmental Policy

1. Comply with relevant environmental legislations and regulatory requirements for

establishment and operation of the power stations.

2. Commitment to continual improvement in the environmental performance to

ensure protection of environment, preservation of ecology, conservation of
natural resources and sustainable development.

3. Provide adequate facilities, framework to achieve environmental objectives and

targets.

EIA and Development of EMP

Keeping in view the environmental policy, Environmental Impact Assessments

are carried out for individual stations and Environmental Management Plans are
developed for implementation during construction and operation phases.

Pollution Control Systems

High efficiency Electro-static Precipitators (ESPs) are installed to control

Suspended Particulate Matter (SPM) in the flue gas. All new plants are designed for
SPM level of 100 mg/Nm3. Old units are upgraded or under upgradation for 50/115
mg/Nm3 against APPCB limit of 115 mg/Nm3. Latest micro processor based EPIC-II
controllers are installed for improvement of collection efficiency and reduction of power
consumption. Online flue gas dust monitoring systems are installed at VTPS, RTPP and
KTPS Stage-V.

Coal Plant & other plant effluent is treated in the Settling Tanks. Plant and colony
Sewage is treated in the septic tanks. Oxidation pond is provided at RTPP for better
treatment of sewage. At other stations like VTPS “Activated sludge treatment with
diffused Aeration” is under contemplation. Effective De-cantation systems are provided
in the ash ponds to control suspended solids. Suspended solids in the ash pond outlet
effluent are below 50 ppm against standard of 100 ppm.Re-circulation and Re-use
system is provided at RTPP and at other stations such systems are under contemplation.

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AFFORESTATION

Green belt is provided with different species to act as sink for absorbing
pollutants, sound barrier and to maintain Bio-diversity. About 4 lakh plants are available
at all stations.

SAFETY AND HEALTH MEASURES

APGENCO developed Safety and Health standards based on Factories Act 1947,
Workmen Compensation Act and other Health and Safety Acts of UK and USA and
safety measures are being implemented.

ASH UTILISATION

The annual generation of fly ash from Thermal Power Plants of APGENCO is
presently around 6.8 million tons/annum. APGENCO has been implementing following
measures.

 Dry fly ash & pond ash are issued free of cost to all consumers

 Brick plants are set up at VTPS, KTPS and RTPP

 Research and field tests are underway through Acharya NG Ranga Agricultural
University (ANGRAU) and Department of Agriculture, GOAP to establish
benefits with fly ash use for agriculture for all crops in the different agro-climate
zones of Andhra Pradesh.

 Feasibility of ash stowing to mines is under study.Ash utilization has witnessed

improvement year by year as shown in the bar chart.

INSTITUTIONAL FRAME WORK

Corporate and Project level Environmental management cells are functioning to

achieve objectives of environmental policy.

MONITORING, REVIEW AND REPORTING SYSTEM

Environmental audits are conducted, environmental performance is monitored

and reports submitted to regulatory agencies.

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ISO 14001 CERTIFICATION

APGENCO is in the process of being certified for ISO 14001 Environmental

Management Systems in a phased manner at its thermal power stations such as
Vijayawada Thermal Power Station, Rayalaseema Thermal Power Project, Kothagudem
Thermal Power Station Stage-V and Kothagudem Thermal Power Station (Old). ISO
14001 Certification process has started at Rayalaseema Thermal Power Project during
June 2003 and is expected to be completed by September 2004. At other thermal power
stations certification process will be taken up in a phased manner

GOALS TO BE ACHIEVED.

 To achieve emission standards at all thermal power stations by undertaking

suitable up gradation/modifications in the system.

 To achieve effluents standards at all thermal power stations by adopting suitable

treatment systems.

 To ensure zero discharge of effluents from the plants by installing re-cycling and
re-use systems at major power plants i.e. VTPS and KTPS.

 To develop ISO 14001 Environmental Management Systems for major thermal

power stations of APGENCO.

 To achieve ash utilization as per action plans submitted to the MOE&F

notification dated 14-09-1999.

 To Develop greenbelt in the wider area by adding considerable number of trees

every year at power stations.

To strengthen the Environmental Management cells, its performance in

monitoring and auditing, providing excellent laboratory equipment and analytical tools
and by providing training on the relevant aspects.

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Contact details of Higher Officials, Vidyut Soudha, Hyderabad

Official Name Fax E-mail-id

Chairman Sri.A.K.Goyal I.A.S cmd@apgenco.gov.in

Managing Director Sri.Vijayanand I.A.S 23317663 mgdir@apgenco.gov.in

Director (Hydel) Sri.G.Adiseshu 23499304 dir-hydel@apgenco.gov.in

Sri. C.Radha
Director (Thermal) Krishna(Additional 23499203 dir-thermal@apgenco.gov.in
Charge)

Sri. U.G.Krishna
Director (Technical) 39839004 dir-technical@apgenco.gov.in
Murthy

Director (Finance) Sri. D.Prabhakar Rao 39839704 dir-finance@apgenco.gov.in

Director
Sri. C.Radha Krishna 23325263 dir-projects@apgenco.gov.in
(Projects)

Director
Sri .G.Vaman Rao 23499598 dir-hr@apgenco.gov.in
(HR)

Executive Director
Sri. A.Rama Rao 39839888 ed_is@apgenco.gov.in
(IS)

Executive Director
Sri. T.Prabhakar 39839604 ed-coal@apgenco.gov.in
(Coal)

Chief General
Sri .Ch. V.
Manager 39839599 gm-adm@apgenco.gov.in
S.Ramachandran
(Administration)

Chief General
Sri D Prakasa Rao 55623256 cgm-ir@apgenco.gov.in
Manager(IR)(NC)

Chief Engineer Sri.Ch. Tirupathi

23499199 ce-gen@apgenco.gov.in
(Generation - I) Rayudu

Chief Engineer
Sri.P.Ramakrishna 23499198 ce-genII@apgenco.gov.in
(Generation -II)

Chief Engineer (TPC) Sri.P.Prakash 23499299 ce-tpc@apgenco.gov.in

Chief Engineer Sri.Ch. Venkata

39839399 ce-proj@apgenco.gov.in
(Projects) Rajam

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Chief Engineer (Civil\

Sri.S.Ramesh -- ce_civil_hydel@apgenco.gov.in
Hydel)

Chief Engineer (Civil\ ce-civil-

Smt.V.Suryalakshmi --
General) general@apgenco.gov.in

Chief Engineer (Civil\ ce_civil_thermal@apgenco.gov

Sri.K.Ratna Babu --
Thermal) .in

Chief Engineer
Sri. K.Srinivasa Rao 23499989 ce-comml@apgenco.gov.in
(commercial)

FA&CCA Sri.B.S.Mohan
23499799 facca-accts@apgenco.gov.in
(Accounts) Kumar

FA&CCA Sri.Venkatesulu
23499713 facca-res@apgenco.gov.in
(Resources) Reddy

FA&CCA
Sri.Srinivasa rao - facca-aud@apgenco.gov.in
(Audit)

Contact Details of Plant Heads

Generating
Head Phone Fax E-mail ID
Station

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Vijayawada 0866-
Thermal Power Chief Engineer 2882203, 2882365 vtps.ce@apgenco.gov.in
Station 2882425

Rayalaseema
08563 -
Thermal Power Chief Engineer 232102 rtpp.ce@apgenco.gov.in
232103
Plant

Kothagudem 08744 -
Thermal Power Chief Engineer 254043 , 254053 ktpsom.ce@apgenco.gov.in
Station(O&M) 251151

Kothagudem 08744 -
Thermal Power Chief Engineer 255275 , 255272 ktpsstageV.ce@apgenco.gov.in
Station V Stage 255368

Ramagundam
Superintending 08728 -
Thermal Power 255224 rts.ce@apgenco.gov.in
Engineer 255224
Station

Nellore Thermal Superintending 08622 -

-- nts.se@apgenco.gov.in
Power Station Engineer 271126

Nagarjuna Sagar
Superintending 08680 -
Hydel Electric 276527 senshes@apgenco.gov.in
Engineer 276065
Scheme

Srisailam Right
08524 -
Bank Hydro Chief Engineer 286082 slbhes.se@apgenco.gov.in
286080
Electric Project

Srisailam Left
Superintending 08524 -
Bank Hydro -- srbhes.ce@apgenco.gov.in
Engineer 286018
Electric Project

08748 -
Lower Sileru Chief Engineer 274102 ls.ce@apgenco.gov.in
274102

Divisional 08938 -
Upper Sileru -- us.de@apgenco.gov.in
Engineer 233200

GTPS, Superintending 08813 -

285441 --
Vijjeswaram Engineer 286441

Machkund Power Superintending 06868 -

-- machkund.se@apgenco.gov.in
House Engineer 270154

Pochampad
Divisional 08463 -
Hydro Power 246126 pochampad.de@apgenco.gov.in
Engineer 246126
Station

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Divisional 08863 -
Donkarayi donkarayi.de@apgenco.gov.in
Engineer 222537

Mini Hydels - Superintending 08728 -

221075 peddapally.ce@apgenco.gov.in
Ramagundam Engineer 221075

Superintending 08394 -
TB Dam 439272 tbdam.se@apgenco.gov.in
Engineer 439272

Divisional 08450 -
Singur 273966 singur.de@apgenco.gov.in
Engineer 273966

Divisional 08554 -
Penna Ahobulam -- pahes.de@apgenco.gov.in
Engineer 276541

Divisional 08465 -
Nizam sagar -- nizamsagar.de@apgenco.gov.in
Engineer 275462

COMMUNITY SERVICES:

 Drinking water given to Paloncha & Kothagudem towns from Kinnerasani

project.

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 Panchayat Raj Pumping scheme to provide safe drinking water to 50 villages

around VTPS.

 Ryots being permitted to use ash pond water for irrigating their lands;
Otherwise ash pond effluent would be used for recycling.

 APGENCO has given land at VTPS.

i) To establish Primary Health Center

ii) VUDA for establishing Truck terminal.

iii) HPCL for establishing Petrol bunk.

Welfare activities:

 Almost 80% housing for the employees working in Power projects.

 Hospitals and Schools (DAV Schools) at all major generating stations.

 Frequent Specialist Health camps are being arranged at all major generating
stations.

 Construction of Community centers at all major generating stations.

 Gym facility is provided at various stations.

BRIEF HISTORY OF RAYALASEEMA THERMAL POWER PROJECT:

Name & Address Stage Unit No Capacity Date of Commissioning

No.

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(MW)

Stage 1 Unit 1 210 31-03-1994

Unit 2 210 25-02-1995

RTPP,
V V Reddy Nagar-516 312 Stage 2 Unit 3 210 24.01.2007
Yerraguntla(Mandal)
Unit 4 210 17.04.2007
KADAPA (Dt).
Stage 3 Unit 5 210 Construction under progress
Phone : 08563-232103
Fax : 08563-232102 Unit 6 600 Tenders being finalized

Total 1650

R.T.P.P- IT’s VISION AND MISSION

VISION:

To be the best power utility in the country and one of the best in the world.

MISSION:

To generate and make available Reliable Power in the state of Andhra Pradesh. It
will spearhead the process of accelerated power implementing power projects and R&M
works, operating power stations economically, efficiently and eco-friendly.

CORE VALUES:

 To proactively manage Change to the liberalized environment and global trends.

 To build leadership through Professional excellence and Quality.

 To build a team based organization by sharing knowledge and empowering

employees.

 To treat everyone with Personal attention, Openness, honesty and respect they
deserve.

 To break down all departmental barriers for working together.

 To have concern for Ecology and Environment.

RAYALASEEMA THERMAL POWER PROJECT:

Rayalaseema comprises of four districts Kadapa, Kurnool, Anantapur, and

Chittoor, which are considered as backward region in all respects such as agriculture,

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industrial and educational. Prior to the growth of industrial development, agriculture is

based and dependent solely on the rainfall. People used to live on agricultural sector.
The returns of agriculture sector were at very low ebb. Owing to the advancement of
Science and Technology some mines of baryties were found in rocky area of Kadapa, so
generally there was a shift of workers from agriculture to baryties. Many baryties and
mine industries were started subsequently more and more industries were established in
this region. Added to this, this region is considered to be hottest region and heat may go
up to 50oC in summer. Therefore, the need for electricity to meet the necessity of the
inhabitants and the industrial belt of this region was felt. As the supply that was made by
the agencies was found insufficient. Hence, the Government established the
Rayalaseema Thermal Power Project (R.T.P.P) in the year 1988.

Rayalaseema Thermal Power Project is one of the major power generation

facilities being developed in Andhra Pradesh to meet the growing demand for power.
The project envisages the installation of 2x210 MW Thermal generation units under
stage-I. The first 210 MW unit is commissioned on 31-3-1994 and second unit on 25-2-
1995.

Rayalaseema region is in the southern part of the state, most of the generating
facilities are in the northern part of the state except two major Hydel stations in the
central part. The Rayalaseema region therefore gets its power needs through long EHT
lines and frequently faces low voltage problem particularly during summer when the
hydro stations generation goes down. Priority is therefore given for industrial
development and power being the basic infrastructure; it is necessary to ensure proper
power supplies. In this context the R.T.P.P is taken up not only to improve the base land
capacity of the grid but also to ensure proper voltage profile in the area under all
conditions.

MILESTONES OF RTPP

 Foundation stone laid on 20-03-1988 by Honorable Chief Minister N.T.

Rama Rao.

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 Drum lifting Unit-1 (25-06-1992), Unit-2 (25-10-1992).

 Hydraulic test Unit-1 (26-03-1993), Unit-2 (27-10-1993).

 Boiler Light up Unit-1 (12-01-1994), Unit-2 (12-08-1994).

 Turbine Erection starts Unit-1 (31-12-1992), Unit-2 (07-08-1993).

 Turbine Rolling Unit-1 (31-03-1994), Unit-2 (25-02-1995).

 SYNCH Unit-1 (25-11-1994), Unit-2 (25-02-1995).

 Coal Fire Unit-1 (25-11-1994), Unit-2 (30-03-1995)

 Dedicated to Nation: - 29-11-1995 By Honorable Chief Minister N.Chandra

Babu Naidu

PLANT DESIGN STAGE-1

1. LOCATION OF THE PROJECT:

The project is located at a distance of 8 KM from Muddanur Railway Station of

South Central Railway on the broad-gauge railway line connecting CHENNAI-
MUMBAI. The site near Mekalabayalapalli is selected for the Thermal Power Project as
it is at an adequate distance from populous towns and the land is government land not
put to any use. The site is comparatively nearer to MYLAVARAM RESERVOIR,
which supplies water. It is quite near to the existing railway lines. Transmission lines of
A.P grid are also nearby to supply construction power, later for evacuation of power
generated and supplying reliable power.

2. COST ESTIMATES:

The total cost of the project was estimated at Rs.503.71 crores based on 1987
prices and now revised to 840 crores and it is financed partly by Asian Development
Bank, Manila and partly by Power Finance Corporation, New Delhi and self finance.

3. ESSENTIAL INPUTS TO PROJECTS:

a. Land: An extent of 2621.587 acres of Government land has been acquired for the
main plant, colony ash pond and marshalling yard areas. In addition to that 52.59
acres of patta land was also acquired.

b. Water supply: The water required for running of the power station is being drawn
from the Mylavaram Reservoir through a 21 KM long steel pipe line. Government

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of Andhra Pradesh Irrigation Department has allocated 20 cusecs of water per day
and 1.3 TMC’s per year from the reservoir through out the year for the project.

c. Coal Supply: The power station requires about 1.5million tones of coal every year,
which is being supplied from the SINGARENI COLLIRIES under long-term coal
linkage arrangements. The coal is being transported to powerhouse site by rail
transport over a distance of about 800 KM by one of the routes, VIJAYAWADA-
GUDUR-RENIGUNTA. An approach railway line is formed from Muddanur
Railway Station to the project site as a part of the project. Of late, coal supply is
arranged from MAHANADI COAL FIELDS, TALCHER also (State of Orissa in
Eastern India).

d. Evacuation of power: The power generated at the project is evacuated through

220KV transmission lines to YERRAGUNTLA, KADAPA, ANANTHAPUR,
SRISAILAM and the grid at CHINAKAMPALLI.

e. State of Clearances: All the clearances required for the construction of the project
like “NO OBJECTION” from Airports Authority, “NO OBJECTION”, from the
state Pollution Control Board and clearance from environmental angle were
obtained. The Planning Commission,

Government of India wide letter dated 9-3-1998 accorded investment approval

for the project at an estimated cost of Rs.503.71 crores for the power station based on
1987 prices (Revised to Rs.840 crores).

SALIENT FEATURES OF THE PROJECT:

Single tower type boilers on concrete pylons with a capacity of 690 T/HR. at a
pressure of 155 kg/cm2 and at 5400C for each unit are installed.

1. Milling plant:

Three horizontal tube mills each having capacity of 105 T/HR. are provided for
each of the boilers.

2. Electrostatic precipitators:

In order to achieve total pollution control 6 field electrostatic precipitators having

capacity of13, 82,000 M3/s and 99.89% efficiency are installed.

3. Chimney:

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A 220 mts tall chimney with two flues conforming to the latest requirement of
“Emission Regulators” is installed.

4. Turbo Generators:

German designed steam turbines with lower heat rate with 3 cylinders reaction
type were commissioned. Microprocessors based Automatic Turbine run up systems are
installed.

5. Generator Transformers:

2 No.s 240 MVA, 15.75, 236 KV, 3 phase step up transformers, one for each unit
are installed for transmitting power at 220 KV.

6. Instrumentation & Controls:

Total automation and highly sophisticated DDC control system supplied by M/S
YBL and M/S BHEL Ltd are in use to smoother and finer control.

7. Coal Handling Plant:

The coal handling plant has two wagon tipplers complete with weighing
arrangement and double stream conveying system and one stacker reclaimer with a
capacity of 1275 T/HR.

8. Ash Handling System:

a. Bottom Ash System:

Bottom Ash System provided for the collection of furnace bottom ash through
water impounded storage type bottom ash hopper. The ash slurry is being pumped to ash
pond.

b. Fly Ash Removal System:

A wet de ashing system in which fly ash is collected in the hoppers of

electrostatic precipitators, air heaters etc., is mixed with water and sluiced to ash slurry
sump by means of high pressure sluicing jets. Dry fly ash system is intended for
recovery of dry fly ash from the selected rows of ESP hoppers. This system will empty
the dry fly ash-to-ash silos from where the ash is distributed to cement and brick
manufacturers. In the recent times the dry fly ash is being used for laying roads and also
is used to fill the mines.

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9. Water Treatment plant:

Water Treatment Plant produces 225M3/hr of DM plant water through three

steams of capacity 75M3/hr each to meet the requirements of stage-I.

10. Circulating Water System:

The circulating water system uses water from Mylavaram Reservoir through
natural draught cooling towers with provision for makeup water needs. One cooling
tower for each unit is constructed. Three circulating water pumps each having 50%
capacities are installed for each unit.

11. Switch Yard:

The generated voltage of the units is being stepped up to 220 KV by means of

240 MVA, 15.75 KV/236 KV unit step up transformers and fed to the 220 KV
transmission lines through Yerraguntla, Kadapa, Anantapur.

12. Load growth:

This project is located in the load center of the grid and there is consistent Load
Growth around this project every year.

PROCESS INVOLVED IN POWER GENERATION

PRODUCTION OF STEAM:

The principal raw materials are coal and water. Furnace oil is also used for
startup and flame stabilization in boiler whenever required.

Coal is unloaded from the coal wagons in the Coal handling plant. This coal is
transported up to the raw coal bunkers with the help of belt conveyors. Coal is fed into
mills by coal feeders. This stream of coal is ground to powder form in the mill. This coal
is transported to the furnace through coal pipes with the help of hot and cold air mixture
from P.A. Fan. P.A Fan takes atmospheric air, apart of which is sent to Air pre heaters
for heating while a part goes directly to the mill for temperature control. Atmospheric air
from FD Fan is heated in the air heaters and sent to the furnace as combustion air.

Water from the Boiler Feed Pump passes through Economizer and reaches the
Boiler drum. Water from the drum passes through down comers and goes to bottom ring
header. Water from the bottom ring header is divided to all the four sides of the furnace.
Due to heat and the density difference the water rises up in the water wall tubes. Water is

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partly converted to steam as it rises up in the furnace. This steam and water mixture is
again taken to the boiler drum where the steam is separated from water. Water follows
the same path wile the steam passes super heaters for super heating. The super heaters
are located inside the furnace and second pass of boiler and the super heated steam
finally goes to turbine.

Flue gases from the furnace are extracted by induced draft fan which maintains
balance draft in the furnace with Forced draft fan. These flue gases emits their heat
energy to various super heaters in the pent house and finally passes through air pre
heaters and goes to Electrostatic precipitator where the ash particles are extracted.
Electrostatic precipitator consists of metal plates which are electrically charged. Ash
particles are attracted on to these plates, so that they do not pass through the Chimney to
pollute the atmosphere. Regular mechanical hammer blows cause the accumulated ash
to fall to the bottom of the precipitator where they are collected in a hopper for disposal.
This ash is mixed with water to form slurry and is pumped to Ash pond.

STEAM TO POWER:

From the Boiler, a steam pipe conveys steam to the Turbine through a stop valve
(which can be used to shut off steam in an emergency) and through control valves that
automatically regulate the supply of steam to the turbine. Stop valve and control valves
are located in a steam chest and a governor driven from the main turbine shaft, operates
the control valves to regulate the amount of steam used ( this depends upon the speed of
the turbine and the amount of power output from the governor.)

Steam from the control valves enters the high pressure cylinder of the turbine,
where it passes through a set of stationary blades fixed to the cylinder wall. These act as
nozzles and direct the steam into a second ring of moving blades mounted on a disc
secured to turbine shaft. This second ring turns the shaft as a result of the force of the
steam. The stationary and moving blades together constitute a ‘stage’ of the turbine and
in practice many stages are necessary, so that the cylinder contains a number of rings of
stationary blades with rings of moving blades arranged between them. The steam passes
through each stage in turn until it reaches the end of the high pressure cylinder and in its
passage some of its heat energy is changed into mechanical energy. The steam leaving
the high pressure cylinder goes back to the boiler for reheating and returns by a further

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pipe to the intermediate pressure cylinder. Here it passes through another series of
stationary and moving blades.

Finally, the steam is taken to the low pressure cylinders, each of which it enters at
the centre flowing outwards in opposite directions through the rows of turbine blades
( an arrangement known as double flow) to the extremities of the cylinder. As the steam
gives up its heat energy to drive the turbine, its temperature and pressure fall and it
expands. Because of this expansion the blades are much large and longer towards the
low pressure ends of the turbine.

The turbine shaft usually rotates at 3000 revolutions per minute. This speed is
determined by the frequency of the electrical system used in this country and is the speed
at which a 2-pole generator must be driven to generate alternating current at a frequency
of 50 cycles per second.

When as much energy as possible has been extracted from the steam it is
exhausted directly to the Condenser. This runs the length of the low pressure part of the
turbine and beneath it. The condenser consists of a large vessel containing tubes, cold
water is circulated through this tube and as the steam from the turbine passes round them
it is rapidly condensed into water (condensate) .Because water has much smaller
comparative volume than steam, a vacuum is created in the condenser. This allows the
steam to reduce down to pressure below that of the normal atmosphere and more energy
can be utilized.

From the condenser, the condensate is pumped through low pressure heaters by
the extraction pump, after which its pressure is raised to boiler pressure by the boiler
feed pump. It is passed through further feed heaters to the economizer and the boiler for
re-conversion into steam.

The cold water which passes through condenser gains the temperature from
steam. This water is cooled in Cooling Tower (Where its heat is removed by
evaporation) and re used.

PERFORMANCE SINCE INCEPTION STAGE-1

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ACHIEVED
PLANT LOAD
YEAR FACTOR (%) AWARDS WON RANK

2000-2001 70.9 - -

2001-2002 66.2 - -

2002-2003 81.1 Silver medal -----

2003-2004 91.5 Gold medal First in country

2004-2005 94.9 Gold medal Second in country

2006-2007 94.5 Gold medal First in country

2008-2009 92.4 Gold medal Second in country

2010-2011 94.8 Gold medal First in country

2012-2013 92.20 Gold medal First in country

2014-2015 91.16 Bronze Medal Third in country

 For having stood First among all Power stations in the country during the year 2002-
03, the Hon’ble Chief Minister Sri. N. Chandrababu Naidu had presented memento
and medal to the Chief Engineer of the Project in a function held at A.P.secretariat,
Hyderabad on 07-04-2003.

 For achieving of First among all Power stations in the country during the years
2003-04 with a PLF of 92.20%, the Respected Energy secretary Sri. Jannath Hussain
had presented memento to the Chief Engineer of RTPP. On 02-04-2004 at
A.P.Secretariat

 For achieving of First among all Power stations in the country during the two
consecutive years 2002-03 and 2003-04, His Excellency President of India Sri.
A.B.J.Abdul Kalam had presented Gold shield to the Chief Engineer/RTPP in a
Special function held at Vignan Bhavan, New Delhi on 24.08.2004.

 For achieving of third among all Power stations in the country for the year 2004-05,
Honorable Prime Minister of India Sri.Dr.Manmohan Singh has presented Bronze
shield to the Chief Engineer/RTPP in a Special function held at New Delhi on
21.03.07

ENVIRONMENTAL DEVELOPMENT IN R.T.P.P:

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Measures have been taken to check environmental pollution by plantation viz,

Avenue Plantation Development of green belt area, lawns, gardens were extended in and
around R.T.P.P to establish environmental and ecological balances as follows:

SL.NO AREA NO. OF PLANTS

1 Main plant area 1045

2 Coal plant area 550

3 D.M plant area (Lawns) 8550 Sq.mts

4 Colony area (Lawns) 770 Sq. mts

5 Around plant area 775 Sq. mts

6 Development of green belt inside 4850 Sq. mts

Previously ash water from ash pond was let out into the Kallamalla River. It is
now stored in a tank and re circulated back to the plant. As such water pollution has
been effectively controlled. Also oxidation pond for treatment of sanitary effluents was
commissioned on 3-1-1998.

HEALTHY, SAFETY AND ENVIRONMENT (HSE) POLICY:

RTPP of APGENCO affirms its commitment to provide a safe and healthy

workplace for all its employees and ensure that its operations are carried out in a manner
that protect6s the environment and community in general.

THE COMPANY PHILOSOPHY:

 All accidents are preventable and.

 No task is so important that risks of injury to people are damage to the

environment is justified.

The objectives of the policy shall be achieved at all factory locations by:

 Promoting a positive culture based on improving our HSE performance.

 Complying with all applicable HSE legislations.

 Identifying and eliminating controlling hazards and pollution that could cause
accidents, illness or environmental harm.

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 Providing training and resources for employees to maintain HSE systems.

 Integrating HSE procedures into every operations of the company.

 Employing contractors who aspire to adopt the same HSE standards in their
works.

The senior management shall visibly uphold the principles of this policy and
integrate them throughout the factory. The management and supervisory personnel shall
e responsible for implementing and maintaining the HSE management system necessary
to sustain this policy.

Engineering design, Plant and Machinery, Human Resource, Tendering, Material,

Procurement and the other service units of the factory shall support the operation of the
management policy.

WELFARE MEASURES:

During the survey, it was found that the Organization is very particular about all
the Welfare Activities and improving so, it takes effective steps to maintain them
continuously. The following are the welfare Measures that the Organization is providing:

1. DRINKING WATER: Every establishment or factory is under a duty to make

effective arrangement to provide and maintain sufficient supply of drinking water
at suitable points, as it is essential. And in this Organization drinking water,
facility is provided properly.

2. HOUSING FACILITY: As it is must for every Organization to provide proper

housing facility for every employee, as usual it is providing good housing facility
for different categories of employees based on their designation and 1268
different type of quarters have been constructed and there is proposal for
construction of new quarters as per requirement.

3. EDUCATIONAL FACILITIES: Educational facilities are provide for the

children of the employees of Rayalaseema Thermal Power project in the plant
itself.

The following are the educational institutions located in R.T.P.P;

◊ DAYANANDA ANGLO VEDIC PUBLIC SCHOOL

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◊ SARASWATHI SISU MANDIR

4. MEDICAL BENEFITS: Plant is providing with a project hospital with

sufficient number of staff, and a dispensary to provide suitable medicine for the
employees and their family members.

5. CANTEEN: A subsidized canteen has been provided in the plant with healthy
and hygienic environment.

6. CHILDREN’S PARK; Abundant number of children’s park were provided with

cradles, see – saw, and merry go round, etc., in a wide area to enable the children
to enjoy their free time.

7. RECREATIONAL FACILITIES: Arrangement for entertainment and

recreation of workers and officers employed in R.T.P.P was provided by the
management in the housing colony. Generally, on the eve of festivals the
management arranges some cultural programmes.

8. CONVEYANCE: For traveling to the near by town i.e., Proddatur, conveyance

facility has been provided with many trips. Three buses are arranged; one for
executives and two for non – executives.

9. COMMUNITY HALL: A community hall is provided to arrange different

functions of the R.T.P.P members and different programmes are being arranged.
An open-air theatre was inaugurated recently to facilitate cultural programmes
and is used to screen the movies during weekends.

10. CO – OPERATIVE STORES: Two consumers Co –Operative stores with all

the provisions are provided in the colony. One is Officers Co – Operative
consumers’ stores and the other is Workmen Co – Operative consumers’ stores.

11. LIBRARY: Govt. of AP provides Library with all kinds of books including
weeklies, technical journals news papers etc.

12. LADIES CLUB: In the colony, separate ladies club is opened with different
indoor and outdoor games for recreation.

13. GUEST HOUSE: Highly sophisticated guesthouse is constructed for the VIP
who visits the plant.

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14. HOLY PLACES: Colony is provided with the temples indicating the culture is
provided with a church and mosque, giving the symbol of equality, peace and
harmony.

Rayalaseema Thermal Power Project, Stage- II (2x210 MW)

Salient Features

Installed Capacity 420 MW (2 x 210 MW)

Estimated Cost Rs.1640 Cr

Location V V Reddy Nagar-516 312, KADAPA (Dt)

Coal Source Singareni Coal Collieries Limited

Water Source Mailavaram Dam

Units
Unit-III: Commissioned on 24th January, 2007
Commissioning
Unit-IV: September, 2007
Schedule

Power Finance Corporation, Rural Electricification

Financial Assistance
Corporation, Central Bank & Indian Overseas Bank.

This extension project is aimed to benefit the Andhra Pradesh state in general and
Rayalaseema Region in particular with economic development and availability of quality
power.

It is expected that the generation of more than 3000 MU/year will meet the
growing agricultural demand, development of industries and improve the voltage profile
in the chronically draught prone Rayalaseema Region.

Hon’ble Chief Minister of Andhra Pradesh, Sri N.CHANDRA BABU NAIDU

laid the foundation stone on 20-02-2004. The zero date was 31-03-2004. The RTPP –
Stage-II is scheduled to be executed in a record time of 33 months for Unit-3 and 36
months for Unit-4.

After overcoming several hurdles during the past decade, the commissioning of
Unit-3 is finally taking off now.

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Hon’ble Chief Minister of Andhra Pradesh Dr.Y.S.RAJA SEKHAR REDDY has

kindly consented to dedicate the Unit-3 of RTPP Stage-II to the nation on 24-01-2007.

The construction works of this project has progressed with good speed and were
always well ahead when compared to other projects taken up at the same period by other
power utilities in India.

The latest cost estimated is Rs.1640 crores @ 3.9 crores/MW. The anticipated
tariff is Rs.2.53/kwh.

Rayalaseema Thermal Power Project, Stage- III (1x210 MW + 1x600 MW)

Salient Features

Estimated Cost Rs.2800 Cr

Installed Capacity 710 MW (1x210 MW + 1x600 MW)

Location V V Reddy Nagar-516 312, KADAPA (Dt)

Coal Source It is being Finalized

Water Source Mailavaram Dam

Units Commissioning Unit-V : August, 2010

Schedule Unit-VI : March, 2012

Power Finance Corporation , Rural Electricification

Financial Assistance
Corporation

INTRODUCTION TO TOPIC:

Job satisfaction is one of the major interests to the fields of organizational

behaviour and the practice of HRM. It reflects employee’s attitudes towards their job and
commitment to an organization. Job satisfaction refers to one’s feeling or state of mind

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regarding the nature of their work. It describes how content and individual is with his or
her job.

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts
as a motivation to work. It is not self satisfaction, happiness or self contentment but
satisfaction on the job.

Job satisfaction is defined as the pleasurable emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values.

Job satisfaction is not the same as motivation. It is linked to productivity,

motivation, absenteeism, waste accident, mental health and general life satisfaction.

There are three important dimensions to Job satisfaction

 Job satisfaction is an emotional response to a job situation. It can’t be seen, only

inferred.

 Job satisfaction is often determined by how well outcomes meet or exceed

expectations.

 Job satisfaction represents several related attitudes.

VARIOUS DEFINITIONS OF JOB SATISFACTION

Bullock (1952) defined Job satisfaction as an attitude, which results from

balancing and summation of many specific likes dislikes experienced in connection with
the job.

Smith (1955) defined to Job satisfaction as the employee’s judgement of how

well his job on whole is satisfying his various needs.

Locke (1969) defines Job satisfaction as the pleasurable or positive emotional

state revolving from the appraisal of one’s job or job experiences.

According to Vroom, “Job satisfaction is the reaction of the workers against the
role they play in their work”.

“Job satisfaction as a general attitude of the workers constituted by their approach

towards the wages , working conditions, control, promotion related with job, social
relations in the work, recognition of talent and some similar variables personal
characteristics, and group relations apart from the work life”.

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Blum& Naylor

“Job satisfaction is the total of the sentiments related with the job conducted. If
the worker perceives that his or her values are realized within the job, she/he improves a
positive attitude towards his/her job an acquires job satisfaction”.

Mc comic & Tiffin:

From these definitions, we can define the Job satisfaction as the sum of all
negative and positive aspects related to the individual’s salary his/her physical and
emotional working conditions, the authority she/he has the autonomous usage of his
authority, the level of success she/he has maintained and the reverse given due to this
success, the social state maintained in relation with his/her job.

THE IMPORTANCE OF JOB SATISFACTION:

The job satisfaction is the condition of establishing an healthy organizational

environment in an organization. Individuals want to maintain statute, high ranks and
authority by giving their capabilities such as knowledge, ability education, health etc.
The individuals who can meet their expectations, with regard to their job become
dissatisfied. Thus this dissatisfaction affects the organization for which he/she works. Job
satisfaction is very important for a person’s motivation and contribution to production.
Job satisfaction may diminish irregular attendance at work, replacement workers with in
a cycle or even the rage of accidents.

Job satisfaction is an employee’s thoughts and emotions towards their job and
how they evaluate their job. This can be a judgement of their job overall, or of specific
judgement such as pay, promotions, work tasks, co-workers and supervisors. It is
important for organizations to care about their employee’s job satisfaction. It will
promote employees organization commitment when they feel that they are satisfied with
their jobs.

DIMENSIONS OF JOB SATISFACTION:

There are six dimensions that represent the most important characteristics of a job
about which people have effective responses.

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 The work itself:

The content of the work itself is major source of satisfaction. This means
the extent to which the job provides the individual with interesting tasks,
opportunities for learning and the chance to accept responsibility. Some of the
most important ingredients of Job satisfaction include interesting and challenging
work and job that provides status.

 Compensation:

Wages and salaries are significant, but a complex and multi dimensional
factor in Job satisfaction money not only helps people attain their basic needs, but
also is instrumental in providing upper level need satisfaction. Employees often
consider salary as a reflection of how management views their contribution to the
organization. Fringe benefits are also important, but they are not as influential.

 Carrier Growth:

Promotional opportunities seem to have a varying effect on the Job

satisfaction. This because promotions take different forms and include a variety if
rewards. For example individuals who are promoted on the basis of seniority
often experience Job satisfaction but not as much as those who are promoted
based on their performance.

 Supervision:

Supervision is another moderately important source of Job satisfaction.

There are two dimensions of supervisory styles that effect on Job satisfaction.
One is employee centeredness, which measured by the degree of which a
supervisor takes personal interest in the welfare of employees. The other
dimension is participation or influence, illustrated by manages who allow their
people to participate in decisions that affect their own jobs. This approach leads
to higher job satisfaction. It is proved that participative environment.

 Co workers:

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Friendly, cooperative co workers are a modest source of Job satisfaction

the work group serves as a source of support, comfort, advice and assistance to
the individual. A good work makes the job more enjoyable.

If this factor is not considered with care, then if may be have reverse
effects, meaning their by that the people are difficult to get along with. This will
have a negative effect on Job satisfaction.

 Work Environment:

Work environment and working conditions are factors that have a modest
effect on job satisfaction. If working conditions are good clean, attractive
surroundings, employee, find it easier to carry out their job.

THEORIES OF JOB SATISFACTION:

There are some theories to describe the job satisfaction.

 Fulfilment theory:

This theory measures satisfaction in terms of rewarded. A person receives

or the extent to which his needs are satisfied. Further they thought that there is a
direct relationship between Job satisfaction and the actual satisfaction of the
expected needs. The main difficult what he feels he should receives at their
would be considerable difference I this approach is that Job satisfaction as
observed by willing is not only a function of what a person receives but also what
he feels he should receive at their world considerable difference in the accruals
and expectations of person. Thus job satisfaction cannot be regard as a merely a
function of how much a person receives from his job.

 Discrepancy theory:

The proponents of this theory argues that satisfaction is the function of

what a person actually receives from his job situation and he thinks he should
receive or what expect to receive. When they actual satisfaction is derived less
than expected satisfaction. It results dissatisfaction. Job satisfaction and
dissatisfaction are functions of the perceived relationship between what one
wants from one’s job and what one perceives it is offering.

 Equity Theory:

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The proponents of this theory are of the viewed that persons satisfaction is
determined by this perceived equity which in turn is determined by his input
output balance compared to his comparison of others input output balance. Input
output balance is the perceived rate of what a person receives from his relative to
what he contributes to the job. This theory is of the view that both under the over
rewards lead to dissatisfaction, while the under reward causes feeling of unfair
treatment over reward leads to reeling guilt and discomfort.

 Two factor theory:

This theory was developed by Herzberg, Mnusener, Peterson and

Cropwell who identified certain factors as satisfies and dissatisfies. Factors such
as achievement, recognition, responsibility satisfies etc. The presence of which
causes satisfaction by their absence however does not results in job satisfaction.

FACTOR INFLUENCEINF ON JOB SATISFACTION:

Job satisfaction as by dimensional concept consisting of motivational factors,

personal factors, intrinsic & extrinsic dimensions. Intrinsic sources of satisfaction depend
on the individual characteristics of the person such as the ability to use initiative relations
with superiors or the work that the person actually performs. Extrinsic sources of
satisfaction are situational & depend up on the environment such as pay, promotion or
job security. Both extrinsic and intrinsic job facts should be represented as equally as
possible in a composite measure of overall Job satisfaction.

PERSONAL FACTORS:

These sources are include worker’s age, education, sex, marital status and their
personal characteristics, family background, socio economic background etc.

AGE: The relationship between age & Job satisfaction could be complex. Generally one
would expect that the person would grow order his world get greater satisfaction with his
job particularly because of the experience and therefore the case with which he would be
able to perform it.

SEX: There is as yet no consistence evidence as to whether women more satisfied with
their jobs than men, holding such factors as job and occupational level constant, one
might predict this to be case considering the generally lower occupational aspiration of
women,

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EDUCATIONAL LEVEL:

There is a relationship between educational level & job satisfaction. The higher the
education the higher reference group which the individual because of marriage he world
value his job little more than an unmarried employee.

MOTIVATIONAL FACTORS:

Motivation of employees is the most important aspect of managing an enterprise.

The success or failure of an enterprise depends mostly on how best the employees
working are the involved and motivated. Among the four essential & factors of
production namely men, machine, material & money. The most important is men.
Motivation of the employee can be sub divide into two groups.

1. Extrinsic factors.

2. Intrinsic factors.

1. Extrinsic factors:

Extrinsic factors are monetary related factors an employee will have positive feeling.
Extrinsic source of satisfaction are situational & depends on environment such as pay,
promotion or job security.

 SALARY:

Wages and salaries are the multidimensional and complex factors in

job satisfaction. Higher salary should lead to higher job satisfaction and lower
salary should lead to lower job satisfaction. So many studies have found that job
satisfaction increased with increase in wages & salaries.

 JOB EXPECTATION:

When an employee joins in an organisation he expects something

from job. Job satisfaction of an employee can be based on the fact to what effect
his job meets his expectations. Employee expectations may include about
working conditions, work colleagues, supervision, etc.

 COMPARISON OF OUTPUTS:

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Persons tend to compare his outcomes with the other persons out comes. The
outcomes consist of primarily over rewards such as pay, status, promotion, and
intrinsic interest in the job. Comparison is mainly with ratio of the inputs or he
puts in and ratio is equal he will be satisfied otherwise the person in an effort to
restore equity may after the inputs or out comes, cognitively distort the inputs or
out comes , leave the field, act on the other, or change the other.

 JOB SECURITY:

Security is a lower order need which an employee have job security has
its effects on the employee morale. An insecure person’s morale will below and
will have its effect on the employee morale. Secure person’s will work effectively
and have job satisfaction.

 PERFORMANCE APPRAISAL:

As the performance appraisal is linked to promotions, rewards, feedback

it has its effect on the employee satisfaction. If the appraisal is not proper
employee will be dissatisfied.

2. Intrinsic factors:

Intrinsic factors keeps the employees motivated and make them satisfied
from work. The intrinsic factors are:

 RECOGNITION AND PRAISE:

Human beings are self centered and long from praise. They want to be
recognised and praised from their work. They expect their superiors to recognize
their efforts and praised rewarded. This will increase their satisfaction and make
them more active.

 AUTONOMY OR FREEDOM:

Employees desire certain amount of freedom to work. The autonomy to late

decisions and influences other. If this freedom is absent and it will have its effect
on the job satisfaction. The person, who has maximum of autonomy, will have
high satisfies. Otherwise it will be low.

 PARTICIPATIVE MANAGEMENT:

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Participative management has a positive impact on the employee.

Openness of the higher ups towards the employee ideas will keep the employee
morale high and keep him satisfied from the job.

 BELONGINGNESS:

It is the complete identification of employee with the company. He should

regard goals of the company as his own goals. If he has high belongingness it
shows that an employee satisfied with his job.

 CARRIER ADVANCEMENT:

Employee desire to in higher position if they perceive that they have

opportunity to grow in their carrier they will be motivated and show this in their
performance. If the employee’s feel that they reached to a level of saturation in
their carrier they will be demotivated and will be dissatisfied.

 ACHIEVEMENT :

Employees have a need to achieve something worthy and have influence.

If this need is not fulfilled, they will be dissatisfied.

 JOB SIGNIFICATION:

It refers to the impact created on the others by one’s contribution. A

feeling of importance is perceived by the employee is ultimate goal are doing his
work in an excellent manner.

NATURE OF WORK AND JOB DESIGN:

 JOB VERIETY:

It allows the employees to perform different operations requiring different

skills. This will arrest monotony in performing repetitive activity.

 JOB MONOTONY:

It refers to the identity that an employee has his contribution after

performing a complete piece of work.

 CHALLENGING:

SVTM-MBA-2017 Page 37
A study on Job Satisfaction APSPDCL

Employee perceives to have a challenging work in an organization and

this will his develop a active state and will be satisfied with his job

 CONTRIBUTION TO GROUPS:

Employees derive satisfaction by knowing how his work affects the

groups and how far he can influence his group.

 FEEDBACK:

It refers to information that tells employees how well they are performing.
It satisfies the inner urge of people wanting to know they are performing
on the assigned work.

 CONTRIBUTION TO SOCIETY:

The employees derived satisfaction by knowing how worthful and

meaningful is his work and how his work able to contribution to society.

Aim of job satisfaction:

There are two basic aims for job attitude researches i.e.

1. Economical aim

2. Humanistic aim

1. Economical aim:

Economical aim of job attitude research is that a satisfied employee will

be more protective than a dissatisfied employee.

2. Humanistic aim:

The humanistic aim of job attitude research is to make the work house as
pleasurable and as meaningful as possible.

RESEARCH METHODOLOGY
SVTM-MBA-2017 Page 38
A study on Job Satisfaction APSPDCL

LITERATURE REVIEW:

Porter and Lawler (1968) collect the influences on job satisfaction in two groups
of internal and external satisfactory factors. According to them, internal satisfactory
factors are related the work itself. Wheras external satisfactory factors are not directly
related to work itself. So, the influences on job satisfaction can be also divided into
work-related and employee-related factors (Glisson and Durick, 1988).

Arvey and Dewhirst (1976), took 271 scientists as a study sample, and found that
the degree of job-satisfaction of the workers with high achievement motivation exceeded
that of workers with low achievement motivation. Also autonomy is an important
concern for employees’ job satisfaction.

STATEMENT OF PROBLEM:

Job satisfaction has always been an area of concern of organizations. RTPP caters
to the requirements of customer needs to ensure commitment and motivation of the
employees. Therefore it necessitates organizations to continuously monitor and improve
the satisfaction levels of employees. The factor of the study encompassed is nature of
work equity in compensation, working conditions, type of supervision in the
organization, growth opportunities and recognition in RTPP.

NEED FOR THE STUDY:

The productivity has not reached the desired targets. The company believes that
satisfaction could be reason for the variation in productivity & hence study of Job
satisfaction is taken.

OBJECTIVES:

 To measure the employee satisfaction towards the organization.

 To identify the factors which influence the job satisfaction of employees?

HYPOTHESIS:

 Working environment do have an impact on employee job satisfaction

 Employee welfare facilities do have an impact on employee job satisfaction

DATE COLLECTION:

SVTM-MBA-2017 Page 39
A study on Job Satisfaction APSPDCL

SECONDARY DATA:

Information will be collected from organizational profile, existing records of the

company, journals, books and websites.

PRIMARY DATA:

Primary data is generally called the data which is collected as firsthand

information. Information will be collected from questionnaire.

SAMPLING DESIGN:

SAMPLING METHOD:

Convenience sampling method

SAMPLING UNIT:

Respondents have been selected from different wings of the Rayalaseema

Thermal Power Project.

SAMPLING SIZE:

Respondents are mostly selected from the Executive level (i.e Engineering
Cadre). So the sample size is limited to 100 due to availability and the busy schedule of
the employee.

SCOPE OF THE STUDY:

The study is focused on executives and non executives of different cadre from all
departments of APSPDCL hyderabad. It takes into consideration primary and secondary
and observation made during data collection departments.

STATISTICAL TOOLS:

SVTM-MBA-2017 Page 40
A study on Job Satisfaction APSPDCL

For data analysis statistical tools used are simple percentage, chi-square test and other.

LIMITATIONS:

 The project duration is only one month so, time is limited and hence it is
restriction for the study.

 Most of the employees are not willing to express their opinions because of
their busy work.

 The study has been restricted to employees of APSPDCL

 Due to limited time period most of employees were not concerned.

 The study has further been limited by biased response.

The collected information cannot be compared in future as variables may change

4. DATA ANALYSIS

SVTM-MBA-2017 Page 41
A study on Job Satisfaction APSPDCL

4.1 How long you have been working in the industry?

TABLE 4.11

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 13 11.3 11.3 11.3
2 40 34.8 34.8 46.1
3 25 21.7 21.7 67.8
4 37 32.2 32.2 100.0
Total 115 100.0 100.0

GRAPH 4.11 Overall relationship between the company and its employees

20
eq
ue
nc

20
eq
ue
nc

10
Fr

Std. Dev = 1.03

Mean = 2.6

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 13% of employees are highly satisfied and
37.4% of employees are satisfied and 21.7% of employees are neutral and 27.8% of
employees are not satisfied with the loans provided by the company.

SVTM-MBA-2017 Page 55
A study on Job Satisfaction APSPDCL

4.15 How do you rate company on treating employee problems fairly

TABLE 4.15

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 23 20.0 20.0 20.0
2 51 44.3 44.3 64.3
3 28 24.3 24.3 88.7
4 13 11.3 11.3 100.0
Total 115 100.0 100.0

GRAPH 4.15 Treating employee problems fairly

20
eq
ue
nc
Fr

10 Std. Dev = .91

Mean = 2.3

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 20% of employees are highly satisfied and
44.3% of employees are satisfied and 24.3% of employees are neutral and 11.3% of
employees are not satisfied with the company on treating employee problems fairly.

SVTM-MBA-2017 Page 56
A study on Job Satisfaction APSPDCL

4.16 “I have enough freedom for doing my job" How far you agree with this
statement

TABLE 4.16

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 19 16.5 16.5 16.5
2 37 32.2 32.2 48.7
3 20 17.4 17.4 66.1
4 39 33.9 33.9 100.0
Total 115 100.0 100.0

GRAPH 4.16 Freedom for doing the job

20
eq
ue
nc

10
Fr

Std. Dev = 1.11

Mean = 2.7

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 16.5% of employees are highly satisfied and
32.2% of employees are satisfied and 17.4% of employees are neutral and 33.9% of
employees are not satisfied with the employee freedom while doing their job.

SVTM-MBA-2017 Page 57
A study on Job Satisfaction APSPDCL

4.17 I receive enough opportunity to interact with other employees or colleagues

TABLE 4.17

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 16 13.9 13.9 13.9
2 65 56.5 56.5 70.4
3 18 15.7 15.7 86.1
4 16 13.9 13.9 100.0
Total 115 100.0 100.0

GRAPH 4.17 Enough opportunity to interact with other employees

20
eq
ue
nc
Fr

Std. Dev = .88

10
Mean = 2.3

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 13.9% of employees are highly satisfied and
56.5% of employees are satisfied and 15.7% of employees are neutral and 13.9% of
employees are not satisfied with the enough opportunity to interact with other
employees.

SVTM-MBA-2017 Page 58
A study on Job Satisfaction APSPDCL

4.18 The company clearly communicates its goals and strategies to you

TABLE 4.18

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 35 30.4 30.4 30.4
2 43 37.4 37.4 67.8
3 24 20.9 20.9 88.7
4 13 11.3 11.3 100.0
Total 115 100.0 100.0

GRAPH 4.18 Company clearly communicates its goals and strategies to the
employees

20
eq
ue
nc

10
Fr

Std. Dev = .98

Mean = 2.1

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 30.4% of employees are highly satisfied and
37.4% of employees are satisfied and 20.9% of employees are neutral and 11.3% of
employees are not satisfied with the company clearly communicates its goals and
strategies to their employees.

SVTM-MBA-2017 Page 59
A study on Job Satisfaction APSPDCL

4.19 "I am proud to work for our company"How far you agree with this statement

TABLE 4.19

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 34 29.6 29.6 29.6
2 50 43.5 43.5 73.0
3 13 11.3 11.3 84.3
4 18 15.7 15.7 100.0
Total 115 100.0 100.0

GRAPH 4.19 Proud to work for our company

20
eq
ue
nc
Fr

10 Std. Dev = 1.01

Mean = 2.1

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 29.6% of employees are highly satisfied and
43.5% of employees are satisfied and 11.3% of employees are neutral and 15.7% of
employees are not satisfied with the employees proud to their job.

SVTM-MBA-2017 Page 60
A study on Job Satisfaction APSPDCL

4.20 How do you rate the amount of communication you receive from the company

TABLE 4.20

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 10 8.7 8.7 8.7
2 44 38.3 38.3 47.0
3 30 26.1 26.1 73.0
4 31 27.0 27.0 100.0
Total 115 100.0 100.0

GRAPH 4.20 Communication

20
eq
ue
nc

10
Fr

Std. Dev = .96

Mean = 2.7

0 N = 115.00
1.0 2.0 3.0 4.0

Inference:

From the above table, It is observed that 8.7% of employees are highly satisfied and
38.3% of employees are satisfied and 26.1% of employees are neutral and 27% of
employees are not satisfied with the amount of communication receive from the
company.

SVTM-MBA-2017 Page 61
A study on Job Satisfaction APSPDCL

4.21 How do you rate the relationship between the amount of compensation you
receive and your performance

TABLE 4.21

Cumulative
Frequency Percent Valid Percent Percent
Valid 1 26 22.6 22.6 22.6
2 43 37.4 37.4 60.0
3 32 27.8 27.8 87.8
4 14 12.2 12.2 100.0
Total 115 100.0 100.0

GRAPH 4.21 Relationship between the amount of compensation you receive and
your performance

20
eq
ue
nc

20
eq
ue
nc

 It is observed that 18.3% of employees are highly satisfied and 42.6% of

employees are satisfied and 17.4% of employees are not decided and 21.7% of
employees are not satisfied with the security for their job.

 It is observed that most of the employees are not satisfied with the appreciation or
reward system provided by the company.

 It is observed that 14.8% of employees are highly satisfied and 29.6% of

employees are satisfied and 23.5% of employees are neutral and 32.2% of
employees are not satisfied with the bonus and incentives provided by the
company.

 It is observed that 21.7% of employees are highly satisfied and 50.4% of

employees are satisfied with the welfare schemes and 16.5% of employees are
not decided and 11.3% of employees are not satisfied with the welfare schemes
provided by the company.

 It is observed that 9.6% of employees are highly satisfied and 29.6% of

employees are satisfied and 18.3% of employees are not decided and 42.6% of
employees are not satisfied with the performance feedback by the superiors.

 It is observed that 9.6% of employees are highly satisfied and 33% of employees
are satisfied and 26.1% of employees are neutral and 31.3% of employees are not
satisfied with the opportunity to utilize their skills.

 It is observed that 42.6% of employees are highly satisfied and 41.7% of

employees are satisfied and 6.1% of employees are neutral and 9.6% of
employees are not satisfied with the salary.

 It is observed that 33.9% of employees are satisfied with the safety and health
standards and 21.7% of employees are not decided and 44.3% of employees are
not satisfied with the safety and health standards of the company.

SVTM-MBA-2017 Page 76
A study on Job Satisfaction APSPDCL

 It is observed that 11.3% of employees are highly satisfied and 34.8% of

employees are satisfied and 21.7% of employees are neutral and 32.2% of
employees are not satisfied with the overall relationship between the company
and its employees.

 It is observed that 31.3% of employees are highly satisfied and 44.3% of

employees are satisfied and 14.8% of employees are neutral and 9.6% of
employees are not satisfied with the flexi-time provided by the company.

 It is observed that 23.5% of employees are highly satisfied and 50.4% of

employees are satisfied and 16.5% of employees are neutral and 9.6% of
employees are not satisfied with the response in case of accidents.

 It is observed that 13% of employees are highly satisfied and 37.4% of

employees are satisfied and 21.7% of employees are neutral and 27.8% of
employees are not satisfied with the loans provided by the company.

 It is observed that 20% of employees are highly satisfied and 44.3% of

employees are satisfied and 24.3% of employees are neutral and 11.3% of
employees are not satisfied with the company on treating employee problems
fairly.

 It is observed that 16.5% of employees are highly satisfied and 32.2% of

employees are satisfied and 17.4% of employees are neutral and 33.9% of
employees are not satisfied with the employee freedom while doing their job.

 It is observed that 13.9% of employees are highly satisfied and 56.5% of

employees are satisfied and 15.7% of employees are neutral and 13.9% of
employees are not satisfied with the enough opportunity to interact with other
employees.

 It is observed that 30.4% of employees are highly satisfied and 37.4% of

employees are satisfied and 20.9% of employees are neutral and 11.3% of
employees are not satisfied with the company clearly communicates its goals and
strategies to their employees.

 It is observed that 29.6% of employees are highly satisfied and 43.5% of

employees are satisfied and 11.3% of employees are neutral and 15.7% of
employees are not satisfied with the employees proud to their job.

SVTM-MBA-2017 Page 77
A study on Job Satisfaction APSPDCL

 It is observed that 8.7% of employees are highly satisfied and 38.3% of

employees are satisfied and 26.1% of employees are neutral and 27% of
employees are not satisfied with the amount of communication receive from the
company.

 It is observed that 22.6% of employees are highly satisfied and 37.4% of

employees are satisfied and 27.8% of employees are neutral and 12.2% of
employees are not satisfied with the relationship between the amount of
compensation you receive and your performance.

 It is observed that 22.6% of employees are highly satisfied and 47.8% of

employees are satisfied and 18.3% of employees are neutral and 11.3% of
employees are not satisfied with the cooperation from all the departments.

 It is observed that 20.9% of employees are highly satisfied and 51.3% of

employees are satisfied and 16.5% of employees are neutral and 11.3% of
employees are not satisfied with the recognition receive from the company.

 It is observed that 11.3% of employees are highly satisfied and 31.3% of

employees are satisfied and 17.4% of employees are neutral and 40% of
employees are not satisfied with the training and development programs provided
by the company..

 It is observed that 11.3% of employees are highly satisfied and 26.1% of

employees are satisfied and 25.2% of employees are neutral and 37.4% of
employees are not satisfied with the promotional policies provided by the
company.

 It is observed that 16.5% of employees are highly satisfied and 32.2% of

employees are satisfied and 12.2% of employees are neutral and 39.1% of
employees are not satisfied with the motivational aspects provided by the
company.

 It is observed that 43.5% of employees are highly satisfied and 36.5% of

employees are satisfied and 8.7% of employees are neutral and 11.3% of
employees are not satisfied with the job upto their expectations.

SVTM-MBA-2017 Page 78
A study on Job Satisfaction APSPDCL

 It is observed that 9.6% of employees are highly satisfied and 37.4% of

employees are satisfied and 10.4% of employees are neutral and 42.6% of
employees are not satisfied with the quality of work in the company.

 It is observed that 5.2% of employees are highly satisfied and 33.9% of

employees are satisfied and 13.9% of employees are neutral and 47% of
employees are not satisfied with the performance appraisal system in the
company.

 It is observed that 36.5% of employees are highly satisfied and 40.9% of

employees are satisfied and 10.4% of employees are neutral and 12.2% of
employees are not satisfied with their job.

 It is observed that 19.1% of employees are highly satisfied and 54.8% of

employees are satisfied and 11.3% of employees are neutral and 14.8% of
employees are not satisfied with the employees voice their opinions without fear.

SVTM-MBA-2017 Page 79
A study on Job Satisfaction APSPDCL

SUGGESTIONS:

 The company must improve the performance appraisal system based upon the
employee job performance.

 A welfare facility has influence on employee job satisfaction. So I recommended

the top management to improve the welfare facilities in the organization.

 The company should improve or to provide training and development programs

for the efficiency of their company

 Job up to your expectation has influence on employee job satisfaction. So I

recommend the top management to reach or to provide employee jobs upto their
expectations.

 The company should improve the appreciation or reward system for the
employees based on their performance.

 The participation of workers in management activities should be encouraged

through suggestion boxes, feedback sessions. This will give motivational effect
on them and a sense of belonging and they feel it as intrinsic reward and
contribute towards achievement of organizational objectives.

 The company should provide the safety and health standards to the employees
while working with the machines.

 Freedom should be given to the employees to express and share their feelings
freely in the company.

 The management may delegate the work assignment based on their efficiency,
skills and knowledge possessed by the employees.

 Management has to motivate the employees towards the achievements of

organizational goals and individual goals.

 Management should consider employee Excellency at work which in turn results

in career development of the employees and also leads to the satisfaction.

SVTM-MBA-2017 Page 80
A study on Job Satisfaction APSPDCL

QUESTIONNAIRE FOR EMPLOYEE JOB SATISFACTION

1. How long you have been working in the industry?

1)1 year 2) Less than 3 3) 3-5 years 4) More than 5 years

2. How do you feel the working environment?

1) Very Good 2) Good 3) Average 4) Bad

3. How do you feel the security in your job?

1) Very high 2) High 3) Average 4) Low

4. How do you satisfied with the appreciation or reward system provided by your
management?
1) Highly Satisfied 2) Satisfied 3) Neutral 4) Dissatisfied

5. How far you satisfied with the bonus and incentives given?

1) Highly Satisfied 2) Satisfied 3) Neutral 4) Dissatisfied

6. How do you satisfied about the welfare scheme of your company?

1) Highly Satisfied 2) Satisfied 3) Neutral 4) Dissatisfied

7. “I receive regular Job performance feedback by the superiors” how far you agree with
this statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

8. Is your job gives an opportunity to utilize or apply all your skills?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

9. How far you satisfied with your salary?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

10. How do you rate the safety and health standard of the company?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

11. How do you rate the overall relationship between the company and its employees?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

12. Your opinion on flexi-time in your organization?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

SVTM-MBA-2017 Page 81
A study on Job Satisfaction APSPDCL

13. Your opinion on the response of the management in case of accidents?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

14. Your opinion on housing loans and vehicle loans provided by the company?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

15. How do you rate company on treating employee problems fairly?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

16. “I have enough freedom for doing my job” how far you agree with this statement

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

17. I receive enough opportunity to interact with other employees or colleagues.

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

18. The company clearly communicates its goals and strategies to you.

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

19.”I am proud to work for our company” how far you agree with this statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

20. How do you rate the amount of communication you receive from the company?

1) Excellent 2) Good 3) Average 4) Bad

21. How do you rate the relationship between the amount of compensation you receive
and your performance?

1) Excellent 2) Good 3) Average 4) Bad

22. “I receive co-operation from all other departments” how far you agree with this
statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

23. “Recognition received from your supervisor” how far you satisfy with this statement?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

24. Your opinion on training & development program in your organization?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

SVTM-MBA-2017 Page 82
A study on Job Satisfaction APSPDCL

25. How far you satisfied with the promotional policies provided by the organization?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

26. How far you satisfied with the motivational aspects provided by the organization?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

27. “Your job is up to your expectation” how far you agree with this statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

28. How do you feel about the quality of work you are asked to perform?

1) Highly Satisfied 2) Satisfied 3) Average 4) Dissatisfied

29. How far you satisfied with the performance appraisal system in your company?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

30. “I am satisfied with my job” how far you agree with this statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

31. “I feel I can voice my opinion without fear” how far you agree with this statement?

1) Strongly agree 2) Agree 3) Neutral 4) Disagree

32. How do you rate for the company?

1) Excellent 2) Good 3) Average 4) Bad

SVTM-MBA-2017 Page 83
A study on Job Satisfaction APSPDCL

BIBLOGRAPHY
TITLE OF THE BOOK NAME OF THE AUTHOR

Personnel & Human Resource Management P.Subba Rao

Personnel & Human Resource Management Decenzo & Stephen P.Robbins

Organizational Behavior Stephen P.Robbins

Organizational Behavior Fred Luthans

Research methodology C.R. Kothari

Research methodology Uma Sekaran

WEBSITES:

www.apgenco.com

www.hr.com

www.scribd.com

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