a project report on Job satisfaction

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a project report on Job satisfaction

  1. 1. INTRODUCTIONJob satisfaction in regards to one’s feeling or state of mind regardingnature of their work. Job can be influenced by variety of factors likequality of one’s relationship with their supervisor, quality of physicalenvironment in which they work, degree of fulfillment in their work, etc.Positive attitude towards job are equivalent to job satisfaction where asnegative attitude towards job has been defined variously from time totime. In short job satisfaction is a person’s attitude towards job.Job satisfaction is an attitude which results from balancing & summationof many specific likes and dislikes experienced in connection with thejob- their evaluation may rest largely upon one’s success or failure in theachievement of personal objective and upon perceived combination of thejob and combination towards these ends.According to pestonejee, Job satisfaction can be taken as a summation ofemployee’s feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. Job satisfaction 1
  2. 2. 4. Personal adjustment-health and emotionality. Job satisfaction is an important indicator of how employees feel abouttheir job and a predictor of work behavior such as organizationalcitizenship, Absenteeism, Turnover.Job satisfaction benefits the organization includes reduction incomplaints and grievances, absenteeism, turnover, and termination; aswell as improved punctuality and worker morale. Job satisfaction is alsolinked with a healthier work force and has been found to be a goodindicator of longevity.Job satisfaction is not synonyms with organizational morale, which thepossessions of feeling have being accepted by and belonging to a groupof employees through adherence to common goals and confidence indesirability of these goals.Morale is the by-product of the group, while job satisfaction is more anindividual state of mind. Job satisfaction 2
  3. 3. CHAPTER NO. 2JOB SATISFACTION Job satisfaction 3
  4. 4. 2.1 DEFINITIONS OF JOB SATISFACTIONDifferent authors give various definitions of job satisfaction. Some ofthem are taken from the book of D.M. Pestonjee “Motivation and JobSatisfaction” which are given below:Job satisfaction is defined as a pleasurable, emotional, state resultingfrom appraisal of one’s job. An effective reaction to one’s job.WeissJob satisfaction is general attitude, which is the result of many specificattitudes in three areas namely:Specific job factorsIndividual characteristicsGroup relationship outside the jobBlum and NaylorJob satisfaction is defined, as it is result of various attitudes the personhold towards the job, towards the related factors and towards the life ingeneral.Glimmer Job satisfaction 4
  5. 5. Job satisfaction is defined as “any contribution, psychological, physical,and environmental circumstances that cause a person truthfully say, ‘I amsatisfied with my job.”Job satisfaction is defined, as employee’s judgment of how well his job ona whole is satisfying his various needsMr. SmithJob satisfaction is defined as a pleasurable or positive state of mindresulting from appraisal of one’s job or job experiences.Locke2.2 HISTORY OF JOB SATISFACTIONThe term job satisfaction was brought to lime light by hoppock (1935).He revived 35 studies on job satisfaction conducted prior to 1933 andobserves that Job satisfaction is combination of psychological,physiological and environmental circumstances. That causes a person tosay. “I m satisfied with my job”. Such a description indicate the variety ofvariables that influence the satisfaction of the individual but tell usnothing about the nature of Job satisfaction.Job satisfaction has been most aptly defined by pestonjee (1973) as a job,management, personal adjustment & social requirement. Morse (1953)considers Job satisfaction as dependent upon job content, identificationwith the co., financial & job status & priding group cohesivenessOne of the biggest preludes to the study of job satisfaction was theHawthorne study. These studies (1924-1933), primarily credited to Elton Job satisfaction 5
  6. 6. Mayo of the Harvard Business School, sought to find the effects of variousconditions (most notably illumination) on workers’ productivity.These studies ultimately showed that novel changes in work conditionstemporarily increase productivity (called the Hawthorne Effect). It waslater found that this increase resulted, not from the new conditions, butfrom the knowledge of being observed. This finding provided strong evidence that people work for purposesother than pay, which paved the way for researchers to investigate otherfactors in job satisfaction.Scientific management (aka Taylorism) also had a significant impact onthe study of job satisfaction. Frederick Winslow Taylor’s 1911 book,Principles of Scientific Management, argued that there was a single bestway to perform any given work task. This book contributed to a change inindustrial production philosophies, causing a shiftfrom skilled labor and piecework towards the more modern approach ofassembly lines and hourly wages.The initial use of scientific management by industries greatly increasedproductivity because workers were forced to work at a faster pace.However, workers became exhausted and dissatisfied, thus leavingresearchers with new questions to answer regarding job satisfaction.It should also be noted that the work of W.L. Bryan, Walter Dill Scott, andHugo Munsterberg set the tone for Taylor’s work.Some argue that Maslow’s hierarchy of needs theory, a motivation theory,laid the foundation for job satisfaction theory. This theory explains thatpeople seek to satisfy five specific needs in life – physiological needs,safety needs, social needs, self-esteem needs, and self-actualization. Job satisfaction 6
  7. 7. This model served as a good basis from which early researchers coulddevelop job satisfaction theories.2.3 IMPORTANCE OF JOB SATISFACTION Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. Job satisfaction 7
  8. 8. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, “A happy worker is a productive worker.” It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.2.4 IMPORTANCE TO WORKER AND ORGANIZATIONJob satisfaction and occupational success are major factors in personalsatisfaction, self-respect, self-esteem, and self-development. To theworker, job satisfaction brings a pleasurable emotional state that canoften leads to a positive work attitude. A satisfied worker is more likely tobe creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a workforce that is motivated and committed to high quality performance. Job satisfaction 8
  9. 9. Increased productivity- the quantity and quality of output per hourworked- seems to be a byproduct of improved quality of working life. It isimportant to note that the literature on the relationship between jobsatisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg’s (1957) have shown atleast low correlation between high morale and high productivity and itdoes seem logical that more satisfied workers will tend to add more valueto an organization. Unhappy employees, who are motivated by fear of loss of job, willnot give 100 percent of their effort for very long. Though fear is apowerful motivator, it is also a temporary one, and also as soon as thethreat is lifted performance will decline. Job satisfaction benefits the organization includes reduction incomplaints and grievances, absenteeism, turnover, and termination; aswell as improved punctuality and worker morale. Job satisfaction is alsolinked with a healthier work force and has been found to be a goodindicator of longevity. Although only little correlation has been found between jobsatisfaction and productivity, Brown (1996) notes that some employershave found that satisfying or delighting employees is a prerequisite tosatisfying or delighting customers, thus protecting the “bottom line”.2.5 WORKERS ROLE IN JOB SATISFACTIONIf job satisfaction is a worker benefit, surely the worker must be able tocontribute to his or her own satisfaction and well being on the job. The Job satisfaction 9
  10. 10. following suggestions can help a worker find personal job satisfaction:Seek opportunities to demonstrate skills and talents. This often leads tomore challenging work and greater responsibilities, with attendantincreases in pay and other recognition.Develop excellent communication skills. Employer’s value and rewardsexcellent reading, listening, writing and speaking skills.Know more. Acquire new job related knowledge that helps you to performtasks more efficiently and effectively. This will relive boredom and oftengets one noticed.Demonstrate creativity and initiative. Qualities like these are valued bymost organizations and often results in recognition as well as inincreased responsibilities and rewards.Develop teamwork and people skills. A large part of job success is theability to work well with others to get the job done.Accept the diversity in people. Accept people with their differences andtheir imperfections and learn how to give and receive criticismconstructively.See the value in your work. Appreciating the significance of what onedoes can lead to satisfaction with the work itself. This help to givemeaning to one’s existence, thus playing a vital role in job satisfaction.Learn to de-stress. Plan to avoid burn out by developing healthy stressmanagement techniques.2.6 FACTORS OF JOB SATISFACTION Job satisfaction 10
  11. 11. Hoppock, the earliest investigator in this field, in 1935 suggested thatthere are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security LoyaltyHerberg, mausaer, Peterson and capwell in 1957 reviewed more than 150studies and listed various job factors of job satisfaction. These are brieflydefined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries Job satisfaction 11
  12. 12. This factor includes all aspect of job involving present monitoryremuneration for work done.5. Opportunities for advancementIt includes all aspect of job which individual sees as potential sourcesof betterment of economic position, organizational status orprofessional experience.6. SecurityIt is defined to include that feature of job situation, which leads toassurance for continued employment, either within the same companyor within same type of work profession.7. Company & managementIt includes the aspect of worker’s immediate situation, which is afunction of organizational administration and policy. It also involvesthe relationship of employee with all company superiors above level ofimmediate supervision.8. Social aspect of jobIt includes relationship of worker with the employees specially thoseemployees at same or nearly same level within the organization.9. CommunicationIt includes job situation, which involves spreading the information inany direction within the organization. Terms such as information ofemployee’s status, information on new developments, information oncompany line of authority, suggestion system, etc, are used inliterature to represent this factor.10. BenefitsIt includes those special phases of company policy, which attempts toprepare the worker for emergencies, illness, old age, also. Companyallowances for holidays, leaves and vacations are included within thisfactor. Job satisfaction 12
  13. 13. 2.7 REASONS OF LOW JOB SATISFACTIONReasons why employees may not be completely satisfied with theirjobs: 1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job. Job satisfaction 13
  14. 14. 2.8 EFFECTS OF LOW JOB SATISFACTION1. HIGH ABSENTEEISMAbsenteeism means it is a habitual pattern of absence from duty orobligation. If there will be low job satisfaction among the employees the rateof absenteeism will definitely increase and it also affects on productivityof organization. Job satisfaction 14
  15. 15. J o High B b s a t i s f a c t i low n A low High Rate of turn over and absences Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism.In the above diagram line AB shows inverse relationship between jobsatisfaction and rate of turn over and rate of absenteesm.As th job satisfaction is high the rate of both turn over and absentiseesmis low and vise a versa.2.HIGH TURNOVERIn human resource refers to characteristics of a given company orindustry relative to the rate at which an employer gains and losses thestaff. If the employer is said to be have a high turnover of employees ofthat company have shorter tenure than those of other companies. Job satisfaction 15
  16. 16. 3.TRAINING COST INCREASESAs employees leaves organization due to lack of job satisfaction. ThenHuman resource manager has to recruit new employees. So that thetraining expenditure will increases.2.9 INFLUENCES ON JOB SATISFACTIONThere are no. of factors that influence job satisfaction. For example, onerecent study even found that if college students majors coinsided withtheir job , this relationship will predicted subsequent job satisfaction. Job satisfaction 16
  17. 17. However, the main influences can be summerised along with thedimentions identified above.The work itselfThe concept of work itself is a major source of satisfaction. For example,research related to the job charactoristics approach to job design, showsthat feedback from job itself and autonomy are two of the major jobrelated motivational factors. Some of the most important ingridents of asatisfying job uncovered by survey include intersting and challengingwork, work that is not boring, and the job that provides status.PayWages and salaries are recognised to be a significant, but complex,multidimentional factor in job satisfaction. Money not only helps peopleattain their basic needs butevel need satisfaction. Employees often seepay as a reflection of how managemnet view their conrtibution to theorganization. Fringe benefits are also important.If the employees are allowed some flexibility in choosing the type ofbenefits they prefer within a total package, called a flexible benefit plan,there is a significant increase in both benefit satisfaction and overall jobsatisfaction.PromotionsPromotional opportunities are seem to be have avarying effect on jobsatisfaction. This is because of promotion take number of different forms. Job satisfaction 17
  18. 18. WHAT IS THE IMPACT OF JOB SATISFACTION? Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire worker’s happy”, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relation ship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turn over, and consequently organization can gain from lower turn over in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism. What job satisfaction people need? Each employee wants: 1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions Job satisfaction 18
  19. 19. 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses.However, the two concepts are interrelated in that job satisfaction cancontribute to morale and morale can contribute to job satisfaction.It must be remembered that satisfaction and motivation are notsynonyms. Motivation is a drive to perform, where as satisfaction reflectsthe individual’s attitude towards the situation. The factors that determinewhether individual is adequately satisfied with the job differs from thosethat determine whether he or she is motivated. the level of jobsatisfaction is largely determined by the comfits offered by theenvironment and the situation . Motivation, on the other hand is largelydetermine by value of reward and their dependence on performance. Theresult of high job satisfaction is increased commitment to theorganization, which may or may not result in better performance.A wide range of factors affects an individual’s level of satisfaction. Whileorganizational rewards can and do have an impact, job satisfaction isprimarily determine by factors that are usually not directly controlled bythe organization. a high level of job satisfaction lead to organizationalcommitment, while a low level, or dissatisfaction, result in a behaviordetrimental to the organization. For example, employee who like theirjobs, supervisors, and the factors related to the job will probably be loyaland devoted. People will work harder and derive satisfaction if they aregiven the freedom to make their own decisions. Job satisfaction 19
  20. 20. CHAPTER NO. 3MODELS OF JOB SATISFACTION Job satisfaction 20
  21. 21. MODELS OF JOB SATISFACTIONThere are various methods and theories of measuring job satisfactionlevel of employees in the orgnization given by different authers.List of all the theorise and methods measuring job satisfaction level isgiven below:A MODEL OF FACET SATISFACTION Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A. Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periods Job satisfaction 21
  22. 22. 3.1 MODEL OF FACET OF JOB SATISFACTION Skill Experience Training Perceived Efforts personal job Age inputs Seniority Perceived Education amount that Co loyalty Perceived should be Past inputs & received (a) performance outcomes of referent Level Difficulty a=b Time span satisfaction Amount of Perceived job a>b responsibilit dissatisfacti y characteristi on a<b guilt Inequity Perceived Discomfort outcome of referent Perceive others d amount Actual receive outcome d received (b) Job satisfaction 22
  23. 23. Fig.no.2 Model of determinant of facet of job satisfactionEdward E.lawler in 1973 propoed a model of facet satisfaction. Thismodel is applicable to understand what determines a person’ssatisfaction with any facet of job.According to this model actual outcome level plays a key role in a person’s perception of what rewards he recieves. His perception influenced byhis perception of what his referent others recieves. The higher outcomelevel of his referent other the lower his outcome level will appear. Thismodel also focus on his perception on reward level.3.2 AFFECT THEORYEdwin A. Locke’s Range of Affect Theory (1976) is arguably the mostfamous job satisfaction model. The main premise of this theory is thatsatisfaction is determined by a discrepancy between what one wants in ajob and what one has in a job. Further, the theory states that how muchone values a given facet of work (e.g. the degree of autonomy in aposition) moderates how satisfied/dissatisfied one becomes whenexpectations are/aren’t met. When a person values a particular facet of ajob, his satisfaction is more greatly impacted both positively (whenexpectations are met) and negatively (when expectations are not met),compared to one who doesn’t value that facet. To illustrate, if Employee Avalues autonomy in the workplace and Employee B is indifferent aboutautonomy, then Employee A would be more satisfied in a position thatoffers a high degree of autonomy and less satisfied in a position withlittle or no autonomy compared to Employee B. This theory also statesthat too much of a particular facet will produce stronger feelings ofdissatisfaction the more a worker values that facet. Job satisfaction 23
  24. 24. 3.3 DISPOSITIONAL THEORYAnother well-known job satisfaction theory is the Dispositional Theory itis a very general theory that suggests that people have innatedispositions that cause them to have tendencies toward a certain level ofsatisfaction, regardless of one’s job. This approach became a notableexplanation of job satisfaction in light of evidence that job satisfactiontends to be stable over time and across careers and jobs. Research alsoindicates that identical twins have similar levels of job satisfaction.A significant model that narrowed the scope of the Dispositional Theorywas the Core Self-evaluations Model, proposed by Timothy A. Judge in1998. Judge argued that there are four Core Self-evaluations thatdetermine one’s disposition towards job satisfaction: self-esteem,general self-efficacy, locus of control, and neuroticism. This model statesthat higher levels of self-esteem (the value one places on his self) andgeneral self-efficacy (the belief in one’s own competence) lead to higher Job satisfaction 24
  25. 25. work satisfaction. Having an internal locus of control (believing one hascontrol over herhis own life, as opposed to outside forces having control)leads to higher job satisfaction. Finally, lower levels of neuroticism leadto higher job satisfaction3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)Frederick Hertzberg’s Two-factor theory (also known as MotivatorHygiene Theory) attempts to explain satisfaction and motivation in theworkplace. This theory states that satisfaction and dissatisfaction aredriven by different factors – motivation and hygiene factors, respectively.Motivating factors are those aspects of the job that make people want toperform, and provide people with satisfaction. These motivating factorsare considered to be intrinsic to the job, or the work carriedout.Motivating factors include aspects of the working environment suchas pay, company policies, supervisory practices, and other workingconditions. Job satisfaction 25
  26. 26. While Hertzbergs model has stimulated much research, researchers havebeen unable to reliably empirically prove the model, with Hackman &Oldham suggesting that Hertzbergs original formulation of the modelmay have been a methodological artifactFurthermore, the theory does notconsider individual differences, conversely predicting all employees willreact in an identical manner to changes in motivating/hygiene factors..Finally, the model has been criticised in that it does not specify howmotivating/hygiene factors are to be measured]3.5 JOB CHARACTERISTICS MODELHackman & Oldham proposed the Job Characteristics Model, which iswidely used as a framework to study how particular job characteristicsimpact on job outcomes, including job satisfaction.The model states that there are five core job characteristics (skill variety,task identity, task significance, autonomy, and feedback) which impactthree critical psychological states (experienced meaningfulness,experienced responsibility for outcomes, and knowledge of the actual Job satisfaction 26
  27. 27. results), in turn influencing work outcomes (job satisfaction, absenteeism,work motivation, etc.).The five core job characteristics can be combined to form a motivatingpotential score (MPS) for a job, which can be used as an index of howlikely a job is to affect an employees attitudes and behaviors.A meta-analysis of studies that assess the framework of the modelprovides some support for the validity of the JCM.3.6 MODERN METHOD OF MEASURING JOB SATISFACTIONIn this method of measuring job satisfaction the comparision betweenvarious orgnizational terms and conditions at managerial level and alsothe orgnization at a large.SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OFTHE ORGANIZATION: Job satisfaction 27
  28. 28. 1. Management has a clear path for employee’s advancement2. Decisions are made keeping in mind the good of the employees3. Management is extremely fair in personal policies4. Physical working conditions are supportive in attaining targets5. I nnovativeness is encouraged to meet business problems.SATISFACTION WITH SUPERVISION1. I feel I can trust what my supervisor tells me2. My supervisor treats me fairly and with respect3. My supervisor handles my work-related issues satisfactorily4. I get frequent appreciation of work done from supervisors5. I get enough support from the supervisor6.Individual initiative is encouragedSATISFACTION WITH COMPENSATION LEVELS1. Overall I am satisfied with the company’s compensation package2. I am satisfied with the medical benefits3. I am satisfied with the conveyance allowance4. I am satisfied with the retirement benefits5. I am satisfied with the reimbursement of the expenses as per theeligibility6. I am satisfied with the holiday (vacation) eligibilitiesSATISFACTION WITH TASK CLARITY1. Management decisions are Ad Hoc and lack professionalism (reversescaled)2. Rules and procedures are followed uncompromisingly3. My job responsibilities are well defined and clear Job satisfaction 28
  29. 29. SATISFACTION WITH CAREER DEVELOPMENT1. I have adequate opportunities to learn and grow2. I get opportunities to handle greater responsibilities3. My skills and abilities are adequately used at workFrom all above we can conclude level of job satisfaction of our employees.3.7 RATING SCALE It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers.3.8 CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method ofmeasuring Job satisfaction. It involves asking employees to describedincidents on job when they were particularly satisfied or dissatisfied.Then the incidents are analyzed in terms of their contents and identifyingthose related aspects responsible for the positive and negative attitudes.3.09 PERSONAL INTERVIEWS Job satisfaction 29
  30. 30. This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly.3.10 ACTION TENDENCIES By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relative’s status in the social & economic group with which he identifies himself. 4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty.Because human resource manager often serve as intermediaries betweenemployees & management in conflct.they are concern with Jobsatisfaction or general job attitudes with the employees.Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision Job satisfaction 30
  31. 31. Other components that should be added to this five are individual’s stateof mind about the work itself and about the life in general .the individual’s health, age, level of aspiration. Social status and political & socialactivities can all contribute to the Job satisfaction. A person’s attitudetoward his or her job may be positive or negative.3.11 JOB ENLARGEMENTThe concept of job enlargement originated after World War II. It is simplythe organizing of the work so as to relate the contents of the job to thecapacity, actual and potential, of workers. Job enlargement is obliviousforerunner of the concept and philosophy of job design. Stephan offersthree basic assumptions behind the concept of job enlargement.Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated.Job enlargement is a generic term that broadly means adding more anddifferent tasks to a specialized job. It may widen the number of task theemployee must do that is, add variety. When additional simple task areadded to a job, the process is called horizontal job enlargement. Thisalso presumably adds interest to the work and reduces monotony andboredom.To check harmful effects of specialization, the engineering factorsinvolved in each individual job must be carefully analyzed. Perhaps, theassembly lines can be shortened so that there will be more lines andfewer workers on each line. Moreover, instead of assigning one man toeach job and then allowed to decide for himself how to organize the work.Such changes permit more social contacts and greater control over thework process.3.12 JOB ROTATION Job satisfaction 31
  32. 32. Job rotation involves periodic assignments of an employee to completelydifferent sets of job activities. One way to tackle work routine is to usethe job rotation. When an activity is no longer challenging, the employeeis rotated to another job, at the same level that has similar skillrequirements.Many companies are seeking a solution to on-the-job boredom throughsystematically moving workers from one job to another. This practiceprovides more varieties and gives employees a chance to learn additionalskills. The company also benefits since the workers are qualified toperform a number of different jobs in the event of an emergency.3.13 CHANGE OF PACEAnything that will give the worker a chance to change his pace when hewishes will lend variety to his work. Further if workers are permitted tochange their pace that would give them a sense of accomplishment.3.14 SCHEDULED REST PERIODSExtensive research on the impact of rest periods indicates that they mayincrease both morale and productivity. Scheduled rest periods bring manyadvantages:They counteract physical fatigueThey provide variety and relieve monotonyThey are something to look forward to- getting a break gives a sense ofachievement.They provide opportunities for social contacts. Job satisfaction 32
  33. 33. CHAPTER NO. 4RESEARCH METHODOLOGY Job satisfaction 33
  34. 34. RESEARCH METHODOLOGY4.1 INTRODUCTIONResearch refers to a search for knowledge. It is a systematic method ofcollecting and recording the facts in the form of numerical data relevantto the formulated problem and arriving at certain conclusions over theproblem based on collected data.Thus formulation of the problem is the first and foremost step in theresearch process followed by the collection, recording, tabulation andanalysis and drawing the conclusions. The problem formulation startswith defining the problem or number of problems in the functional area.To detect the functional area and locate the exact problem is mostimportant part of any research as the whole research is based on theproblem.According to Clifford Woody research comprises defining and redefiningproblems, formulating hypothesis or suggested solutions: collecting,organizing and evaluating data: making deductions and reachingconclusions: and at last carefully testing the conclusions to determinewhether they fit the formulating hypothesis. Job satisfaction 34
  35. 35. Research can be defined as “the manipulation of things, conceptsor symbols for the purpose of generalizing to extend, correct or verifyknowledge, whether that knowledge aids in construction of theory or inthe practice of an art” In short, the search for knowledge through objective andsystematic method of finding solution to a problem is research.4.2 DRAFTING QUESTIONNAIREThe questionnaire is considered as the most important thing in a surveyoperation. Hence it should be carefully constructed. Structuredquestionnaire consist of only fixed alternative questions. Such type ofquestionnaire is inexpensive to analysis and easy to administer. Allquestions are closed ended.4.3SAMPLINGIt was divided into following parts:Sampling universeAll the employees are the sampling universe for the research.Sampling techniqueJudgmental sampling Job satisfaction 35
  36. 36. Sample was taken on judgmental basis. The advantage of sampling arethat it is much less costly, quicker and analysis will become easier.Sample size taken was 100 employees.4.4 RESEARCH OBJECTIVESThe research has been undertaken with following objectives. To study the level of job satisfaction among the employees of SEVA Automotive Pvt. Ltd. if any. To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.4.5 DATA COLLECTION The task of data collection begins after the research problem hasbeen defined and research design chalked out. While deciding themethod of data collection to be used for the study, the researcher shouldkeep in mind two types of data viz. Primary and secondary data.Primary Data: - The primary data are those, which are collected afresh and for thefirst time and thus happen to be original in character. The primary datawere collected through well-designed and structured questionnairesbased on the objectives.Secondary Data: Job satisfaction 36
  37. 37. The secondary data are those, which have already been collected bysomeone else and passed through statistical process. The secondary datarequired of the research was collected through various newspapers, andInternet etc.4.6 RELEVANCE AND LIMITATIONS OF STUDY The study was thoughtful for knowing the existing job satisfactionlevel of the employees of SEVA Automotive private limited, Nagpur.Limitation for the study, the study was restricted to SEVA Automotiveprivate limited, Nagpur only and other being the time as constraint.4.7 CHAPTERISATION 1. Introduction 2. Research methodology 3. Organizational profile 4. Data presentation, analysis and interpretation 5. Conclusions and suggestions CHAPTER NO. 5 Job satisfaction 37 ORGNIZATION PROFILE
  38. 38. ORGNIZATIONPROFILE Job satisfaction 38
  39. 39. SEVA AUTOMOTIVE PVT. LTD., NAGPUR5.1 BACK GROUND AND HISTORY SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It wasplayed a major role in revolution brought about Maruti, specifically whenSuzuki had launched “Maruti800” in 1983, which was specificallydesigned for Indian roads. SEVA further expanded its horizons by setting Job satisfaction 39
  40. 40. up new facilities at MIDC Ambad in 1990. SEVA extended its root inNanded in the year 1990, Nagpur in the year 1993 and then in Dhule inearly 2004. SEVA strongly believe in providing a healthy & quality workingenvironment, as only a satisfied internal work force can provide excellentservices to the customer base. This is one of the reasons why thousandsof esteem customers returning to SEVA. The unmatched performance anduncompromising attitudes in sales and after sales services leavescustomer fully satisfied every time. The incomparable faith revealed bycustomer has made SEVA the king in Maruti car sales and services whichearned SEVA the best dealer of Maruti, among the best 15 in India. SEVA Nagpur is also the best in city, which provides best of servicesand offers to the fun loving people of Nagpur. The chivalrous staff atSEVA is courteous and amiable. SEVA is serving Nagpur 15 years; it is thesecond name for precision and exclusivity.5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPURTRUE VALUE Job satisfaction 40
  41. 41. Maruti true value, a special scheme launched for selling and buyingused Maruti cars, which values the seller’s car at the best price they arelooking for and gives multifaceted benefits to the sellers. Maruti Suzukicertifies pre-owned cars and 3 free services are provided. The damagedparts are replaced and the car is furnished which gives as good as newlook to the car.INSURANCE Another service which can be trusted blindly. Whether it is renewalof insurance or issuing fresh policy, it is at safe hands only at SEVAMARUTI, as hassle free insurance option are provided, costless repairs tomake you more comfortable at rainy times.PAINT BOOTH In case of accidents, the car damages are by us, which makes thecar as before. For the painting, latest computer paint-matching machineis used which gives perfect shades and results.FOREVER YOURS An offer of abiding relation, maintained only at SEVA MARUTI whichprovides extended warranty of additional one or two years. Loans forpurchase of extended warranty policy are provided by SEVA.5.3 WHY CUSTOMER PREFERS SEVA MARUTI? SEVA is best 15th car sales and services centre in India. Job satisfaction 41
  42. 42. It has satisfied work force. It provides best customer satisfaction service. SEVA is no. one in sales and customer satisfaction, that’s why it got Customer Satisfaction Award 2005. It also awarded by Best Customer Care Award. It also got the TRUE VALUE AWARD. Its market share is 57%.5.4 MARUTI SUZUKI TODAY Job satisfaction 42
  43. 43. More than half the number of cars sold in India wears a Maruti Suzukibadge. They are a subsidiary of Suzuki motors, Japan.As Indias largest passenger car company, account for over 50 per cent ofthe domestic car market.Maruti Suzuki have a sales network of 562 outlets in 372 towns and cities,and provide maintenance support to customers at 2538 workshops inover 1200 towns and cities (as on December 31,2007).Since inception, it have produced and sold over 6.75 million vehicles,including almost 500,000 units in Europe and other export markets.Company have been rated first in customer satisfaction for eight years ina row in J D Powers Surveys, and are Indias Most Respected AutomobileCompany (As per survey conducted by Business world, a reputed IndianMagazine)Also, in an independent survey conducted by Forbes.Com where theyrated top 200 reputed companies on various parameters such asreputation within the customer and employee fraternity, we stood 91st. Inthe automobile section we finished 7th. Job satisfaction 43
  44. 44. 5.5 WIDE RANGE OF CARSMaruti Suzuki offers 10 models ranging from peoples car Maruti 800 tostylish hatchback Swift, SX4 sedan and luxury Sports Utility vehicle GrandVitaraTHE MARUTI DNAMaruti Suzuki was born as a government company, with Suzuki as aminor partner, to make a peoples car for middle class India. Over theyears, our product range has widened, ownership has changed hands andthe customer has evolved. What remains unchanged, then and now, is ourmission to motorize India.Our parent company, Suzuki Motor Corporation, has been a global leaderin mini and compact cars for three decades. Suzukis technical superioritylies in its ability to pack power and performance into a compact,lightweight engine that is clean and fuel-efficient. The samecharacteristics make our cars extremely relevant to Indian customers andIndian conditions. Product quality, safety and cost consciousness areembedded into our manufacturing process, which we have inherited fromits parent company.Right from inception, Maruti brought to India, a very simple yet powerfulJapanese philosophy smaller, fewer lighter, shorter and neaterFrom the Japanese work culture it imbibed simple practices like an openoffice, a common uniform and common canteen for everyone from the Job satisfaction 44
  45. 45. Managing Director to the workman, daily morning exercise, and qualitycircle teams.From the Japanese work culture Maruti imbibed simple practices like anopen office, a common uniform and common canteen for everyone fromthe CEO to the workman, daily morning exercise, and quality circle teams.CARS FOR A NEW INDIAAs lifestyles change, we have tried to keep pace with the changinglifestyle of our customers by bringing models high on style and designquotient. Some of our recent offerings like Swift, Zen Estilo (Spanish forStyle) and SX4 have become popular choices because customers findthem relevant.BUILDING THROUGH PARTNERSHIPSOur business relies substantially on our partners. We depend on anational network of suppliers, sales outlets and workshops, managed byindependent entrepreneurs, to manufacture car components and lookafter our customers.We are the "employer of choice" for automotive engineers and youngmanagers from across the country. Nearly 75,000 people are employed Job satisfaction 45
  46. 46. directly by Maruti and our partners. Within the company, we strive alwaysto keep the culture open and participative.IncorporatedFebruary 1981Joint Venture AgreementOctober 1982Equity Structure54.2% Suzuki, Japan, balance with Other Financial Institution and Public5.6 MARUTI SUZUKI & MOTOR SPORTS Be it a motor sport enthusiast, an amateur or a professional, MarutiSuzuki offers the thrill and joy of motor sport to all of them.The Maruti Suzuki motor sport calendar is packed with exciting motoringevents. For families, there are events like Womens Fun Drive andTreasure Hunt throughout the year, across cities. The Maruti SuzukiAutocross brings action for amateurs and professionals, together.But what makes the Maruti Suzuki motor sport calendar an attraction inIndia (and internationally too) are Maruti-Suzuki Raid-de-Himalaya,Maruti Suzuki Rally Desert Storm and Maruti Suzuki Monsoon Car Rally ofKerala.MARUTI SUZUKI RAID-DE-HIMALAYA Maruti Suzuki Raid-de-Himalaya is Indias longest and most demandingmotorsport rally. Job satisfaction 46
  47. 47. It is open to both, car and bike enthusiasts. Maruti Suzuki providesopportunity to professional as well as amateur motor sport lovers toparticipate in the Maruti Suzuki Raid Raid-de-Himalaya.The participants drive through some of the worlds highest motor ableroads and passes in the Himalayas like Jalori Pass, Rohtang Pass, KunzumLa, Baralacha La, Tanglang La & Khardung La, through the inhospitableterrains in the Lahual and Spiti valleys in the Ladakh region. Most of thedrive is through boulders, snow capped peaks, gushing streams and attimes, temperature below -20 degree Celsius. On an average, aparticipant covers a distance of 300 kms every day in this approximately2000-kilometre and week-long motoring event.Every year, more and more people are coming for the Maruti SuzukiRaid-de-Himalaya, many of them from abroad. In 2007, as many as 145teams participated in car and bike categories.Raid de Himalaya is the only Indian motor sport event listed on theoff-road rallies calendar of FIM (Federation International Motorcycles),Geneva, Switzerland. Only 12 international motoring events worldwideare listed in this calendar.The Maruti Suzuki Raid-de-Himalaya is held around October, just beforethe onset of winters in the Himalayan region.For Maruti Suzuki and our partner, the Himalayan Motor sport Association,organizing the Maruti Suzuki Raid-de-Himalaya means over six monthsof hard work and preparations. But the spirit of motoring enthusiasts andMaruti Suzukis commitment to promote motor sport in India has kept itgoing - year after year. Job satisfaction 47
  48. 48. In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year ofcontinued motoring thrill. MARUTI SUZUKI RALLY DESERT STORM The Maruti Suzuki Rally Desert Storm is an annual eventrunningon theCross Country Regulations of the FIA.Organized by the Delhi based Northern Motor sport Association, the Rallyis inscribed on the Cross Country Calendar of the FIA and is sanctionedby the Motor sports Association of India and the Federation of Motorsports Clubs of India.The Rally is open for participation to all 4 & 2 wheeler vehiclesconforming to the FIM and the FIA T1 & T2 regulations. The eventconsists of several cups and challenges, some of which are open tospecific makes.The 2007 Rally Desert Storm will be flagged off from the NationalStadium, New Delhi on the 15th February 2007 by the Hon. Chief Guestand Mr. Jagdish Khattar, the Managing Director of Maruti Udyog Ltd.Traversing a distance of over 2,500 kms over 4 days the rally covers themost scenic and picturesque parts of remote Rajasthan. The night haltsare at Heritage properties at Bikaner, Jaisalmer, and Pushkar & Jaipur.The endurance event will culminate on the 18th February 2007 at Jaipurand a gala party will follow the prize distribution ceremony. Job satisfaction 48
  49. 49. The event is growing in popularity and stature every year and is attractingthe best drivers and teams from across India and in 2007 for the firsttime from the Asia Pacific region of the Far East and Australia. For 2007,entries in the PRO part of the event are strictly limited to 25 out of which5 entries are reserved for the Armed Forces. The event also features a funand navigation rally run concurrently with the main event. Entries in thisNAV are open to all makes and models of 4 wheelers.The event has always run with the highest safety standards conformingwith the international specifications of the International AutomobileFederation (FIA) and enjoys a perfect safety record over the last four years.Two life-saving ambulances with trauma specialist medical teamsaccompany the event.Over 8 ambulances along the route will further supplement the safetyeffort. The rally will be monitored for its entire duration by over thirtyradio-equipped cars. More than a hundred volunteers will ensure safepassages of the event, most of them are rally and motor sport veterans.MARUTI SUZUKI AUTOCROSS The Maruti Suzuki Autocross is organized in major cities in the country.This motor sport event is designed to provide an experience of rallying ina controlled environment. Various driving stages during the event helpthe participant develop a sense of timing, judgment and also an ability toevaluate vehicle handling patterns at given speeds. All these skills arevery critical for any motor sport enthusiast in case he or she desires toparticipate in a professional motor sport event. Job satisfaction 49
  50. 50. The Maruti Suzuki Autocross is open to both, professional and amateurmotor sport enthusiasts. CHAPTER NO. 6 Job satisfaction 50 DATA ANALYSIS AND
  51. 51. DATA ANALYSIS AND INTERPRETATIONAfter data have been collected, the researcher turns to the task ofanalyzing them. The analysis of data requires a number of closely relatedoperations such as establishment of categories, the application of thesecategories to raw data through tabulation and drawing staticallyinferences. Job satisfaction 51
  52. 52. Tabulation is the part of technical procedure where in the classified dataare put in the form of tables. After analyzing the data, the researcher should have to explain thefindings on the basis of some theory. It is known as interpretation.The data has been collected from 100 employees of SEVA Automotive pvtltd, Nagpur through questionnaire.The data thus collected was in the form of master table.That made possible counting of classified data easy. From the mastertable various summery tables were prepared. They have been presentedalong with their interpretation in this manner.6.1. Responses regarding whether the respondents are satisfied withthe workplace of organizationTable 6.1Satisfaction level No. Of respondents PercentageStrongly satisfied 31 31Satisfied 49 49Slightly satisfied 12 12 Job satisfaction 52
  53. 53. Dissatisfied 5 5Stronglydissatisfied 3 3Graph 6.1Above table shows that 31% employees are strongly satisfied with theirwork place.61% employees are satisfied with their workplace. It means over all 92%employees are satisfied and other 18% are not satisfied with the workplace.6.2. Responses regarding whether the respondents are satisfied withthe infrastructure of organizationTable 6.2 Job satisfaction 53
  54. 54. Graph 6.2Satisfaction level No. Of respondents PercentageStrongly satisfied 50 50Satisfied 20 20Slightly satisfied 10 10Dissatisfied 16 16Strongly dissatisfied 4 4Above table shows that 70% respondents are satisfied with infrastructureand 30% are dissatisfied with infrastructure of SEVA.It can be interpreted that 30% are not satisfied with infrastructure whichnot more in number. Job satisfaction 54
  55. 55. 6.3. Responses regarding whether the respondents are satisfied withthe canteen facility provided by organization.Table 6.3Satisfaction level No. Of respondents PercentageStrongly satisfied 56 56Satisfied 17 17Slightly satisfied 16 16Dissatisfied 9 9Strongly dissatisfied 3 3Graph 6.3 Job satisfaction 55
  56. 56. Above table shows that 88% employees are satisfied with the canteenfacility provided by the organization. Only 12% employees are notsatisfied with canteen facility.6.4.Responses regarding whether the respondents are satisfied withthe implementation of rules and responsibilities.Table 6.4Satisfaction level No. Of respondents PercentageStrongly satisfied 51 51Satisfied 23 23Slightly satisfied 10 10Dissatisfied 11 11Strongly dissatisfied 6 6Graph 6.4 Job satisfaction 56
  57. 57. Above table shows that 84% employees are satisfied with implementationof rules and responsibilities. And 16% of respondents are not seems to besatisfied with the implementing rules and responsibilities.6.5. Responses regarding whether the respondents are satisfied withthe freedom given at work.Table 6.5Satisfaction level No. Of respondents PercentageStrongly satisfied 30 30Satisfied 36 36Slightly satisfied 14 14Dissatisfied 16 16Strongly dissatisfied 4 4Graph 6.5 Job satisfaction 57
  58. 58. Above table shows that 80% respondents are happy with the freedom atwork given by management but only 20% of respondents are not satisfiedwith freedom given at wrk place.6.6. Responses regarding whether the respondents are satisfied withthe team spirit in organizationTable 6.6Satisfaction level No. Of respondents PercentageStrongly satisfied 52 52Satisfied 21 21Slightly satisfied 7 7Dissatisfied 16 16Strongly dissatisfied 4 4Graph 6.6 Job satisfaction 58
  59. 59. Above table shows that 80% employees are satisfied with team sprit builtin organization and other employees are not satisfied with team spirit inthe organization.6.7 Responses regarding whether the respondents are satisfied withconvenient working hoursTable 6.7Satisfaction level No. Of respondents PercentageStrongly satisfied 20 20Satisfied 41 41Slightly satisfied 11 11Dissatisfied 23 23Strongly dissatisfied 5 5Graph 6.7 Job satisfaction 59
  60. 60. Above table shows that 20% employees strongly feels that the workinghours decided by organization are most convenient for them. Other 52%employees are satisfied with these working hours. And only 28%employees are not much satisfied with the working hours.6.8 Responses regarding whether the respondents are satisfied with Job securityTable 6.8Satisfaction level No. Of respondents PercentageStrongly satisfied 13 13Satisfied 18 18Slightly satisfied 11 11Dissatisfied 12 12Strongly dissatisfied 46 46 Job satisfaction 60
  61. 61. Graph 6.8Above table shows that only 31 % employees are satisfied with the jobsecurity. And remaining 69% of employees are not satisfied with the jobsecurity provided by the organization.6.9 Responses regarding whether the respondents are satisfied withthe targets achievableTable 6.9Satisfaction level No. Of respondents PercentageStrongly satisfied 64 64Satisfied 21 21Slightly satisfied 11 11Dissatisfied 4 4Strongly dissatisfied 0 0 Job satisfaction 61
  62. 62. Graph 6.9Above table shows that 96% employees are strongly in favor that thetargets given are achievable and only 4% are not feels that the targetsgiven are achievable.6.10 Responses regarding whether the respondents are satisfied withthe targets achievableTable 6.10Satisfaction level No. Of respondents PercentageStrongly satisfied 9 9Satisfied 22 22Slightly satisfied 4 4Dissatisfied 20 20Strongly dissatisfied 45 45 Job satisfaction 62
  63. 63. Graph 6.10 vAbove table shows that only 35% employees are satisfied with thepayment as per their roles and responsibility and remaining 65% are notsatisfied with the payment according to their roles and responsibilities.6.11. Responses regarding whether the respondents are satisfied withthe opportunities of promotionsTable 6.11Satisfaction level No. Of respondents PercentageStrongly satisfied 8 8Satisfied 14 14Slightly satisfied 6 6 Job satisfaction 63
  64. 64. Dissatisfied 26 26Strongly dissatisfied 46 46Graph 6.11Only 22% of the employees are satisfied with the opportunities ofpromotions given by organization. And most of the employees nearly 78%are not satisfied with opportunities of promotions.6.12. Responses regarding whether the respondents are satisfied withthe payment of salary on timeTable 6.12 Satisfaction level No. Of respondents PercentageStrongly satisfied 44 44Satisfied 16 16 Job satisfaction 64
  65. 65. Slightly satisfied 4 4Dissatisfied 32 32Strongly dissatisfied 4 4Graph 6.12Above table shows that 60% of employees are satisfied with the paymentof salaries on time. Only 40% of the employees are not much satisfiedwith the payment of salaries on time.6.13. Responses regarding whether the respondents are satisfied withthe quality of formal training and induction programTable 6.13 Satisfaction No. Of level respondents PercentageStronglysatisfied 42 42Satisfied 36 36Slightly satisfied 4 4 Job satisfaction 65
  66. 66. Dissatisfied 14 14Stronglydissatisfied 4 4Graph 6.13From the above table it shows that 76% of the respondents are satisfiedwith the quality of training and induction program and only6.14. Responses regarding whether the respondents are satisfied withthe quality of in-house trainingTable 6.14Satisfaction level No. Of respondents Percentage Job satisfaction 66
  67. 67. Strongly satisfied 51 51Satisfied 19 19Slightly satisfied 6 6Dissatisfied 20 20Strongly dissatisfied 4 4Graph 6.14Above table shows that 86% of the respondents are satisfied with inhouse training held by the management. And only 24% of respondentsare not satisfied with the quality of in house training.6.15. Responses regarding whether the respondents are satisfied withthe period of trainingTable 6.15 Job satisfaction 67
  68. 68. Satisfaction level No. Of respondents PercentageStrongly satisfied 12 12Satisfied 23 23Slightly satisfied 18 18Dissatisfied 20 20Stronglydissatisfied 17 17Graph 6.15Above table shows that 12% are strongly satisfied with the trainingprogram 41% of respondents are satisfied with the period of training but37% of respondents are not satisfied with the period of training.6.16 Responses regarding whether the respondents are satisfied withthe proper and proactive HR division Job satisfaction 68
  69. 69. Table 6.16Satisfaction Level No. Of Respondents PercentageStrongly satisfied 72 72Satisfied 18 18Slightly satisfied 2 2Dissatisfied 6 6Strongly dissatisfied 2 2Graph 6.16Above table shows that 92% of the respondents are satisfied with the HRdivisionOnly 8% of the respondents are not satisfied with the proactive andproper HR division, which is very negligible in number. Job satisfaction 69
  70. 70. 6.17 Responses regarding whether the respondents are satisfied withthe performance appraisal systemTable 6.17 Satisfaction level No. Of respondents PercentageStrongly satisfied 62 62Satisfied 28 28Slightly satisfied 4 4Dissatisfied 4 4Strongly dissatisfied 2 2Graph 6.17Above table shows that 90% respondents are satisfied with theperformance appraisal system and only 10% of the respondents are not Job satisfaction 70
  71. 71. much satisfied with the performance appraisal system implemented inorganization.6.18 Responses regarding whether the respondents are satisfied withthe performance appraisal systemTable 6.18 Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 69 69Satisfied 19 19Slightly Satisfied 6 6Dissatisfied 4 4Strongly Dissatisfied 2 2Graph 6.18Above table shows that the 69% of respondents are strongly satisfied withthe office events and parties organized by the organization. 25% of Job satisfaction 71
  72. 72. respondents are satisfied with these events and only 6% of respondentsare not satisfied with the events organized by the management6.19 Responses regarding whether the respondents are satisfied withthe celebration of employees birthdayTable 6.19Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 82 82Satisfied 16 16Slightly Satisfied 2 2Dissatisfied 0 0Strongly Dissatisfied 0 0Graph 6.19 Job satisfaction 72
  73. 73. Above table shows that nearly all the respondents are satisfied with theemployees birthday remembered and celebrated in the organization. Noone seems to be dissatisfied with the celebration of the employee’sbirthdays.6.20 Responses regarding whether the respondents are satisfied withforum for face-to-face communicationTable 6.20Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 18 18Satisfied 22 22Slightly Satisfied 9 9Dissatisfied 37 37Strongly Dissatisfied 14 14Graph 6.20 Job satisfaction 73
  74. 74. Above table shows that only 40% of the respondents are satisfied with theforum for face-to-face communication and remaining all the 60% of therespondents are not satisfied with the forum for face-to-facecommunication.6.21 Responses regarding whether the respondents are satisfied withencouragement to employees suggestionsTable 6.21Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 8 8Satisfied 32 32Slightly Satisfied 19 19Dissatisfied 25 25Strongly Dissatisfied 26 26Graph 6.21 Job satisfaction 74
  75. 75. Above table shows that the overall 59% of the respondents are satisfiedwith the encouragement given to the employees suggestions inmanagement decision making and remaining 41% of the respondents arenot much satisfied with the encouragement given to the suggestions ofthe employees.6.22 Responses regarding whether the respondents are satisfied withpositive acceptance of employees suggestionsTable 6.22Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 4 4Satisfied 22 22Slightly Satisfied 4 4Dissatisfied 45 45Strongly Dissatisfied 25 25Graph 6.22 Job satisfaction 75
  76. 76. Above table shows that the 26% of the respondents are satisfied with thepositive acceptance of the suggestions given by the respondents butmost of the respondents 70% are dissatisfied with this point.6.23 Responses regarding whether the respondents are satisfied withmanagement keeps promisesTable 6.23Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 76 76Satisfied 14 14Slightly Satisfied 4 4Dissatisfied 6 6Strongly Dissatisfied 0 0Graph 6.23 Job satisfaction 76
  77. 77. Above table shows that 90% of the respondents are satisfied with themanagement keeps promises and only 10% of the respondents aredissatisfied with the thing that the management keeps promises.CONCLUSION AND SUGGESTIONS All the conclusions are drawn based on the analysis and interpretation of the primary data regarding the job satisfaction of the employees of SEVA Automotive private limited, Nagpur. From the analysis and interpretation, it is concluded that most of the employees are satisfied with the workplace and only few employees are not satisfied with the workplace, which are negligible in number. And similarly in case of infrastructure most Job satisfaction 77
  78. 78. of the employees are satisfied and very small number of employeesare not happy with the infrastructure of SEVA and the canteenfacilities. It means the workplace and infra structure of SEVA isgood or satisfactory.It is concluded that near about all the employees are satisfied withimplementation of rules and responsibilities. And only some ofthem are not seems to be satisfied with the implementing rules andresponsibilities. Therefore it shows that implementation of rule andresponsibility is done fairly.From the study it is clear that the higher percentage of employeesare happy with the freedom at work given by management but onlysome of them are not feeling satisfied with the freedom given atwork place.According to analysis and interpretation, most of the employeesare satisfied with the team spirit built in organization and only feware not happy with team spirit in the organization. From this itseems that the team spirit in the organization is strong.This study shows that only few employees strongly feel that theworking hours decided by organization are most convenient forthem. Other is not in favor with these working hours. So it is clearthat the management kept the main consideration about workingconditions and the hours, which satisfies the employees.The study shows that very small numbers of employees aresatisfied with the job security. And remaining most of theemployees are not satisfied with the jobsecurity provided by the organization. Hence from this analysis it iscleared that there is feeling of fear of job loss in the employees ofSEVA.An analysis shows that employees are strongly in favor that thetargets given are achievable and only are not feels that the targets Job satisfaction 78
  79. 79. given are achievable. Hence the targets set by management areachievable.From the analysis it is concluded that very small number ofemployees are satisfied with the payment as per their roles andresponsibility and remaining all are not satisfied with the paymentaccording to their roles and responsibilities. Hence from thisanalysis it can be cleared that payment according to roles andresponsibilities are not much satisfied.Only little number of the employees is satisfied with theopportunities of promotions given by organization. It shows thatthe employees do not have any growth of opportunities. Analysisshows that the payment of salary is made always on time.From the analysis and interpretation it is clear that very largenumber of the respondents are satisfied with the quality of trainingand induction program and in house training held by themanagement. And few are not satisfied with the quality of in housetraining. But the period of training is not satisfactory to theemployees.From the analysis it is clear that HR division is most satisfactory toall employees only few are not satisfied with the HR division in thecompany.In case of performance appraisal system and the office events andparties organized by the organization near about all the employeesare satisfied. The birthdays of all the employees are rememberedand celebrated in the organization.It is concluded that the employees are not much satisfied with theforum for face-to-face communication. From the analysis it is clearthat half of the employees are satisfied and other half are notsatisfied with the encouragement given to the suggestions of theemployees. But only few thinks that there is positive acceptance of Job satisfaction 79
  80. 80. the suggestions given by the employees. From the analysis it is clear that management keeps all the promises.SUGGESTIONSThe suggestions are drawn from the analysis and observations. Fewsuggestions are given as under: In case of working hours decided by the organization are not convenient for the employees of SEVA Automotive Private Limited, Nagpur. The working hours are 10 hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours. The criteria for Job security is not much satisfactory so management have concentrate on job security of employees so that they can work without fear of job loss in the organization. Opportunities of growth of employees are very less so that there can be employee turnover hence management has to give emphasis on increasing the promotion opportunities for according to the performance of employees. From analysis we concluded that the period of in house training is very short that is of only 3 days, which is not sufficient to get complete knowledge about the work. Hence the training period should extend up to 5 days. As there is an active participation of employees in decision making but rarely the suggestions given by them are drawn in action. Hence the confidence of employees gets demotivated. So to motivate the employees management can take into consideration some proper suggestions given by the employees. It will help to increase the motivation and ultimately the Job Job satisfaction 80
  81. 81. satisfaction of the employees of SEVA Automotive Private Limited,Nagpur. Job satisfaction 81

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