Employee satisfaction copy

ACKNOWLEDGEMENT
I would like to take this opportunity as a platform to thank various individuals without
their support this project would not have been successful.
I would also like to thank Mr. Dheeraj Satija, senior manager of “Good Year Tyres”
who have given me opportunity to do my summer training in their company. I would
also like to thank my project guide Mr. Amit Ahuja, manager without his guidance I
may not able to complete the project successfully.
I would like to express my gratitude and thanks to my faculty guide Mrs. Anjali Singh
for her help, guidance and support throughout this project and for learning and
answering my queries by taking time out of her busy schedules. I am thankful to our
FIT for providing me with proper resources for fostering my project work.
This study would not have been complete without assistance of the employees of Good
Year Tyres, they shared their opinions, experiences and offered me some valuable
insight into my study area and greatly enhanced this study
I would like to extend my special thanks to my colleagues in the company for
supporting me all the time during the study.

PREFACE
We cannot achieve any thing on the basis of theoretical knowledge only as
provided by books, in order achieve positive and successful results the classroom
learning’s are not sufficient the practical knowledge is also necessary with theoretical
knowledge. To develop healthy skills in management theoretical knowledge must be
supplemented with the real practical environment.
In production labors play his part one side and management plays his part on the
other side. In management the practical training gives us a great opportunity to stand in
this competitive world.
The main advantage of Summer Training is to make the familiar to a student of any
particular organization environment, norms, culture, along with formal teaching. It is
very different kind of experience for any student.
I select Employee Satisfaction for my Summer Training Purpose which is an integral
part of three years Bachelor Degree in Management in M. D. University, Rohtak. This
training is undergone after the completion of the fourth semester of the course. After
analyzing employee satisfaction, I had the opportunity of getting practical with business
world which enhanced my practical knowledge.
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TABLE OF CONTENTS
S.NO TOPIC REMARK
1. COMPANY PROFILE
2. REVIEW OF LITERATURE
OBJECTIVES, SCOPE AND
LIMITATIONS OF STUDY
3. RESEARCH METHODOLOGY
4. FINDINGS AND ANALYSIS
5. CONCLUSIONS
6. RECOMMENDATIONS
BIBLIOGRAPHY
APPENDIX
3

COMPANY PROFILE
Goodyear is an American company with its headquarter at Akron (U.S.A). its Indian
subsidiary, Goodyear India Ltd. has its head office at New Delhi. The company operates
two factories at Aurangabad and Faridabad. It has a large country-wide sales &
distribution network of 2500 retailers.
The thriving Indian car market with seven-digit annual growth volumes has flared
up adrenaline levels within the global management of the world’s largest tyre maker,
the $14-bn Goodyear Tire & Rubber.Goodyear completely re-engineered its premium
ultra-high performance passenger radial tyre, the Eagle F1 GS-D3, for launch on Indian
roads in the month of August,2004.
Developed at Goodyear’s technical centre in gothic Luxembourg, the re-engineered
Eagle F1 GS-D3 just made the grade at Goodyear’s Mireval proving grounds by the
shores of the Mediterranean. Pitted against rivals, the Bridgestone ‘Potenza’ and the
Michelin ‘Precede’, Goodyear’s Eagle F1-GS-D3 sped away with top honours in a
series of rigorous tests before worldwide auto-enthusiasts in the Mireval powerglide.
Time will tell whether the Eagle F1 GS-D3 is bound for glory on Indian roads. The
premium tyres will soon be shipped out of Goodyear’s factories in Thailand and
Malaysia to India. In fact, Goodyear has already lined up the Eagle F1 GS-D3 pricing
strategy for India. For starters, they will be priced in the Rs 3,500-Rs 5,000 band per
tyre in a clear bid to take on the likes of rivals Michelin and Bridgestone in India.
Incidentally, the launch of the customised Eagle F1 GS-D3 in India will mark the
first simultaneous launch of a Goodyear flagship product across all Asia markets.
Something which Goodyear Asia president, Hugh Pace calls the “internationalisation of
the Indian tyre market within Goodyear’s global eco-system”.
Goodyear’s new version Eagle F1 has been re-engineered for key Asian markets
like India where auto enthusiasts demand high performance in a value package. Given
the success of the Eagle F1 GS-D3 in the US and Europe, it is hopeful of replicating the
same experience in India, where the tyres will cater to the swiftly expanding D/E
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segments. The Goodyear management is aware that India is among the fastest growing
automotive markets in the world.
Goodyear can significantly benefit from this and consolidate its $200-m presence in
India, which is a key emerging market for high-end passenger radials. Be that as it may,
the total market size of India’s D & E segments remains well below a modest 30,000
and Goodyear’s Eagle F1 GS-D3 will doubtless be positioned as a niche product, aimed
at rich and super-rich car owners.
Operations in The North-East:
• The company started its operation at Guwahati in 1963.
• Regional Set-up: The Company has a district office in Guwahati.
• Distribution Network:
(Aurangabad, Faridabad) (Through C & F agents)
• Organizational Set- Up:
District Manager
Professional Business Counselors (Service Engineers)
District Operating Manager
Branch Supervisors
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FACTORY GODOWN DEALERS

Godown Clerk
According to the company the total market potential of North-East for various tyre
segment are as follows:-
Tyre Potential of North East Acc. To Goodyear
Type of tyre In Nos.
HCV 17000(App.)
LCV 6500(App.)
Passenger Radial 6000(App.)
Passenger Bias 8600(App.)
• Average monthly sales ( in units )
Average Monthly Sales
Type of tyre In Nos.
HCV 510 (App.)
LCV 390(App.)
Passenger Radial 300(App.)
Passenger Bias 50(App.)
• Avg. Monthly Market Share of HCV Tyre: 3%
• The company considers MRF Ltd, J.K tyres and Apollo Tyres Ltd. as it nearest
competitor.
• Average yearly sales in the last three years :
Table 4.12: Average yearly sales of Goodyear
Type of tyre 2007 2008 2009
Truck Tyre 4206 4840 5560
Radial tyre 1000 2500 3600
SWOT Analysis of Goodyear India Ltd :
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 Strength : Quality, brand awareness, customer perception.
 Weakness: Dealer Network and Less manpower and offices in North-
East. Reducing market share overall in the North east.
 Opportunities: Growth in LCV & HCV segment may lead to more
market share. Also good scope in the Radial segment.
Threats: Market consolidation and expansion by the market leaders of the various
segments in a highly competitive market
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INTRODUCTION OF THE STUDY
The title of my project is "Employee Satisfaction Survey”. Employee satisfaction is
defined as an individual general attitude towards his or her job. It requires interaction
with co-workers and bosses, following organizational rules & policies, meeting
performance standards, living with working conditions that are often not ideal, and the
like.
This means that an employee's assessment of how satisfied or dissatisfied he or she is
with his or her job is a complex summation of a number of discrete job elements.
OBJECTIVE OF THE STUDY
Following are the main objectives of employee satisfaction:
 Identifying cost-saving opportunities –Profitability, willing Participation
 Improving productivity
 Enhancing turnover
 Curbing absenteeism
 Strengthening supervision
 Evaluating customer-service issues
 Healthy / conducive work environment
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SCOPE OF THE STUDY
It has a great scope in every organization because it depicts true indication of the
internal working environment prevailing inside the company.
Employee satisfaction survey will find out what engages the people within an
organization, understand their perceptions, especially those that are driving the work
behaviors that in turn drive business outcomes. This information will allow reinforcing
employee behaviors. Satisfied employees would seem more likely to talk positively
about the organization, help others, and go beyond the normal expectations in their job.
Moreover, satisfied employees might be more prone to go beyond the call of duty
because they want to reciprocate their positive experiences.
SIGNIFICANCE OF THE STUDY
 Satisfaction & Productivity: Productivity leads to satisfaction rather than other
way round. If one does a good job then he or she feels good about it.
 Satisfaction & Absenteeism: There is a negative relationship between satisfaction
&absenteeism. Dissatisfied employees are more likely to miss work than satisfied
employees.
 Satisfaction & Turnover: Satisfaction is also negatively related to turnover. More
is the level of satisfaction more will be the turnover & vice versa.
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LIMITATIONS OF THE STUDY
The various limitations I Faced while making the project were:
 It was not easy to get hold of senior executives of the various
departments because of their busy schedule.
 Time constraint was the major problem while doing this project report.
 Often respondents attempt to give answer that they think will please the
interviewer.
 It was not possible to cover the entire staff because of the time
constraint; hence a small sample of employees was taken, so the
conclusion drawn out of this study may not be 100% accurate.
 While answering the questions the respondents may be biased.
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METHODOLOGY
Methodology refers to the method adopted for collection of information, which forms
the basis of written report.
I have collected data from primary sources. The mode of collection was through a
questionnaire.
For questionnaire constructions following points were considered:
 Needed Information
 Questionnaire types
 Questionnaire structure
 Types of Questions
 Form and layout of questionnaire
 Final questionnaire preparation
1. Needed information: Keeping in consideration the objectives of study a
questionnaire was framed by developing a series of questions that would elicit the
information needed for the proposed analysis.
2. Questionnnaire types: Questionnaire was used for personal interview since fast
desired response could be gathered for drawing the information.
3. Questionnaire structure: Structures of individual questions were framed with
respect to objectives of analysis as well as considering whether the respondents have the
information needed and the will to give the information.
4. Types of questions: Efforts were put to use mainly multiple-choice questions for
collecting the information, as they consume less time & effort to respond and also
simplify tabulation and analysis process.
5. Determining form and layout: Form and layout of the questionnaire
considering the acceptations of the questionnaire by respondents, easy to handle and
making it easy to control the questionnaire.
The questionnaire was prepared using words simple-straight forward; ambiguous and
leading questions were avoided.
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ADVANTAGES
The advantages of using the questionnaire for collecting the information are:
(a) Versatility: Questionnaire are versatile in nature as every human resource
problem involves people as ideas relative to the problem and its solution can be
obtained by asking these people about the problem.
(b) Speed &cost: Questionnaire is usually faster and cheaper in collecting the data as
compared with other primary data collection methods like Observation. This is because
in questionnaire one can receive information unlike observation where the observer has
to wait for the event to occur.
LIMITATIONS
The limitations of the questionnaire method include:
 Inability of respondents to provide information – Many persons are
unable to give accurate information on questions asked by the marketing
interviewer because either they are unable to remember facts desired or they
have never known the facts.
 Influence of the questioning process – The situation in which a person is
questioned about routine actions is an artificial one at best. As a result,
respondents may furnish reports quite different from the facts.
 Unwillingness of the respondent to provide information: Most
respondents refuse to spare the time to be interviewed or will refuse to answer
some specific questions e.g. personal questions like regarding income, etc are
frequently met with refusals.
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SAMPLING PLAN
It involves decisions regarding:
1. Sampling Unit- (who are to be surveyed?) the sampling unit for this project
consists Managers, Supervisors, &Workers of the company. Primary information has
been collected from people who regularly use electronic equipment.
2. Sample Size- (how many should be surveyed?) It includes the number of sampling
unit selected from the population for investigation. The sample size must be optimum or
adequate. If the sample size is small it may not appropriately represent the population.
Too large sample would be costly in terms of money &time. The optimum sampling
size would fulfill the requirements of efficiency, representative ness, reliability, and
flexibility. The sample size is taken of 70 employees. It is because of the shortage of
time & their busy schedule.
3. Sampling Procedure- The sampling procedure consists of:
 Probability or random sampling- It is one in which each and every unit
of the population has an equal chance of being selected into the sample.
 Non-probability or non-random sampling- In this the chance of
including an elementary unit of population in the sample cannot be determined
and hence they do not lend themselves to a statistical treatment and analysis.
16

GOODYEAR INDIA: ITS ORIGIN & GROWTH
Goodyear pioneering spirit began in 1898 when Frank Seiberling founded the company.
Frank Seiberling chooses the name “Goodyear” to honor the scientist who invented the
process of rubber curing called vulcanization.
He determined its trademark “THE WINGFOOT” inspired by mercury statue. Their
unmatched supremacy on the gearing track of Formula 1 & Grand Prix car races
vouchsafes the quality of GY tyres.
Today 1/5 of the total tyre sales in the world is done by GY through 2500 retail outlets.
GY has four main technical centers in Akron (U.S.A), Maryland, and Luxembourg &
Japan working round the clock to give the world the best to ride on.
110 Automotive manufacturers use the Goodyear tyres exclusively. The company has
reigned supreme in the field of racing car tyres. The company is a multi- billion $
Global enterprise reigning on the number one position in the world.
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MAJOR TYRE PRODUCERS OF THE WORLD
THE BIG “3”
 GOODYEAR
 BRIDGESTONE
 MICHELIN
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GOODYEAR: HUMAN RESOURCE DIVISION
MISSION
The HR division will be a dynamic organization that is influential in supporting the
objectives of the company and, each of its associates; we are an active player in
optimizing GY competitive position in the global market.
STRATEGY
We will provide system & create a flexible environment to attract, retain & develop a
diverse, skilled, motivated, productive & ethical workforce.
CORE VALUES
 We value all associates &treat them with dignity &respect.
 We believe work should be accomplished with vision towards common
objectives.
 We know honesty, integrity & fairness are fundamental, & these cannot be
compromised.
 We believe quality is essential to all aspects of our business.
 We value the Goodyear spirit & are committed to achieving it.
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WORKING ENVIRONMENT AND MANAGEMENT PRACTICES
Company provides true picture of its unique business practices. The company works as
a whole while caring for the individual at the same time. Teamwork amongst all
employees is given special emphasis at Goodyear India Ltd. The workers in the
company are treated with dignity and respect by the management. Management rewards
the workers in Goodyear for good work by means of gifts and prizes. Moreover, every
person is given the opportunity to grow within the organization. All the people in the
company, whether part of management or the workforce, have lunch in the same
canteen. This bolsters the feeling of unity among the various employees.
As a company, Goodyear is a lean & well-managed organization. There is no colossal
organization structure, and fewer hierarchical positions. The directors take ‘morning
walks’ around the shop floor and workers are directly reportable to them for lapses. The
focus is on Total Quality Control (TQC), not only in the manufacturing process, but
also in human resources, marketing, finance and labor relations. Goodyear adopted
TQC several years before it became common for industries to consider factors other
than production in their manufacturing processes.
The company focuses not only on its production, but also on the inherent social and
moral responsibilities concomitant with such production. Worker safety, environment
protection and honest business are given utmost importance. The company prides itself
on its honest business practices and safety considerations for all workers. Safety
measures like allowing only hard leather shoes inside the factory gates are parts of the
daily life at Goodyear.
Goodyear believes that fulfilling social responsibility takes precedence over meeting
production goals. The innumerable billboards on safety, the pervasive atmosphere of
working as one family, and the scrupulous quality checks all bear testimony to this
policy.
Goodyear values its customers, listens and responds to their needs and ensures the
highest standard of product quality and service.
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CATEGORY OF TYRES PRODUCED
 Rear farm Tyres (RFT)
 Front farm Tyres (FFT)
 Passenger Tyres
 Medium Tyres
 Truck Tyres
 Commercial Vehicle Tyres (CVT)
SAFETY POLICY OF GOODYEAR INDIA
LIMITED
 Adopt optimum safety systems
 Train associates and create awareness
 Prevent personal and equipment loss
 Eco-friendly production activities
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POLLUTION CONTROL MEASURES
The company has installed an effluent treatment plant based on the zero discharge
concepts. This enables Goodyear to reuse the entire discharge of water for boiler and
gardening purposes. This is a major contribution of Goodyear towards environmental
pollution reduction and conservation. The other major pollutants produced are sulphur,
carbon powder and pigments in the Banbury section. To create a carbon free
atmosphere the company has installed automatic Banbury’s coupled with appropriate
ventilation systems. Pollutants are also generated from the electric generators and the
boiler house. The boilers use Residual Fuel Oil (RFO) and the generators run on diesel
as well as RFO.
The flue gases generated by the burning of RFO as also RFO are both potential
pollutants. The flue gases generated by the burning of RFO as well as diesel are
released through chimneys into the atmosphere. The chimneys are fitted with Oxygen
detectors, which transmit information about the Oxygen content of the exhaust gases to
automated valves. These valves in turn, control ration the air to fuel in order to maintain
a low level of pollution.
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EMPLOYEE SATISFACTION
Employee satisfaction is measured as an individual’s general attitude towards his or her
job.
A person’s job is more than just the obvious activities of shuffling papers, writing
programming code, waiting on customers, or driving a truck.
Jobs require interaction with co-workers and bosses, following organizational rules
&policies, meeting performance standards, living with working conditions that are often
less than ideal, and the like.
This means that an employee’s assessment of how satisfied or dissatisfied he or she is
with his or her job is a complex summation of a number of discrete job elements.
The two most widely used approaches to measure satisfaction level are:
 Single Global Rating
 Summation score
The single global rating method is nothing more than asking individuals to respond to
one question such as “All things considered, how satisfied are you with your job?”
The respondents then reply by circling a number between one and five that corresponds
to the answer from “Highly satisfied” to “Highly dissatisfied”.
The summation score method is more sophisticated. It identifies key elements in a job
and asks for the employee’s feelings about each. Typical factors that would be included
are the nature of the work, supervision, present pay, promotion opportunities, and
relations with co-workers. These factors are rated on a standardized scale and then
added up to create an overall job satisfaction score.
Comparison of one-question global ratings with the more lengthy summation of job
factors method indicates that the former is essentially valid as the later. The best
explanation for this outcome is that the concept of employee
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MANAGING EMPLOYEE SATISFACTION
Increasing employee satisfaction is important for its humanitarian value and for its
financial benefit.
As early as1918, Edward Thorn Dike explored the relationship between work and
satisfaction in the journal of Applied Psychology.
Employees with higher job satisfaction:
 Believe that the organization will be satisfying in the long run.
 Care about the quality of their work
 Are more committed to the organization
 Have higher retention rates
 Are more productive
FACTORS INFUENCING EMPLOYEE
SATISFACTION
1. OPPORTUNITY
Employees are more satisfied when they have challenging opportunities at work. This
includes chances to participate in interesting projects, Jobs with a satisfying degree of
challenge and opportunities for increased responsibility. Important: this is not simply
"Promotional Opportunity”. Employees have found challenge through projects, team,
leadership, special assignments- as well as promotions.
Actions:
 Promote from within when possible.
 Reward promising employees with roles on interesting projects.
 Divide jobs into levels of increasing leadership and responsibility.
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2. STRESS
When negative stress is continuously high, job satisfaction is low. Jobs are more
stressful if they interfere with employees personal lives on are a continuing source of
worry for concern.
Actions:
 Promote balance of work and personal lives.
 Make sure that senior managers model this behavior.
 Distribute work evenly within work teams.
 Review work procedures to remove unnecessary "red tape" or bureaucracy.
 Manage the number of interruptions employees have to endure while doing their
jobs.
 Some organizations utilize exercise or "fun" breaks at work.
3. LEADERSHIP
Employees are more satisfied when their managers are good leaders. This includes
motivating employees to do a good job, striving for excellence or just taking action.
Actions:
 Make sure your managers are well trained. Leadership combines attitudes and
behavior. It can be learned.
 People respond to managers that they can trust and who inspire them to achieve
meaningful goals.
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4. WORK STANDARDS
Employees are more satisfied when their entire workgroups takes pride in the quality of
its work.
Actions:
 Encourage communication between employees and customers. Quality gains
importance when employees see its impact on customers.
 Develop meaningful measures of Quality. Celebrate achievements in quality.
5. FAIR REWARDS
Employees are more satisfied when they feel they are rewarded for the work they do.
Consider employee’s responsibilities, the effort they have put forth, the work they have
done well and the demands of their jobs.
Actions
 Make sure rewards are for genuine contributions to the organization.
 Be consistent in your reward policies.
 If your wages are competitive, make sure employees know this.
 Rewards can include a variety of benefits and perks other than money.
6. ADEQUATE AUTHORITY
Employees are more satisfied when they have adequate authority to do their jobs.
Actions
 Let employees make decisions.
 Allow employees to have input on decision that will affect them.
 Establish work goals but let employees determine how they will achieve those
goals. Later reviews may identify innovative "best practices.
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 Ask, “if there were just one or two decisions that you could make the biggest
difference in your job?"
CENTRALIZATION/ DECENTRALIZATION
The amount to which each organization is centralized or decentralized has a major
impact on how the employees perceive the organization. One of the benefits are that it
allows for the people who are closest to the problem. This in turn allows problems and
decisions to be made in a timely manner. Employees that are closest to the problem
have the greater knowledge as to what the decision's factors are, often creating good
decisions. Another benefit of a more decentralized organization is that because
employees have more decision-making authority, they are more motivated by their jobs.
The motivation comes from the chance to be their own manager when hierarchy of
authority.
An organization’s level structure, including height and width, is another factor in
employee satisfaction. The fact that a flat organization structure enables employee’s
opinions and views to be heard by management and have an impact on daily business.
The flatter organization also proves to be more caring about employees. With only a
limited number of employees, each one is treated with a degree of respect and
importance. Knowing they are valued members of the organization gives a degree of
satisfaction. This also makes its easier for employees to work, and they feel more
comfortable in their work environment.
DIVISION OF LABOUR
It has significant impact on employee satisfaction. Employees are given more
responsibility with regards to making decisions involving customers. This gives them a
sense of importance within the organization. Servers at organization are able to
approach the tables in their own style and are free to offer coupons and other check
adjustments without the permission of manager. They are able to determine when other
employees can finish their shift.
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SIGNIFICANCE OF EMPLOYEE SATISFACTION
A review of the evidence has identified our factors conductive to high levels of
employee’s job satisfaction, mentally challenging work, equitable rewards colleagues.
Importantly each of these factors is controllable by managing.
EQUITABLE REWARDS
Employees want pay systems and promotion policies that they perceive as being just,
unambiguous, and in line with their expectations. When pay is seen, as fair based on job
demands, individual skill level, and community pay standards, satisfaction is likely to
result. Similarly, employees seek fair promotion and practices. Promotion provides
opportunity for personal growth, more responsibilities, and increased social status.
Individuals who perceive that promotion decisions are made in fair and just manner,
therefore, are likely to experience satisfaction from their jobs.
SUPPORTIVE WORKING CONDITION
Employees are concerned with their work environment for both personal comfort and
facilitating doing a good job. Studies demonstrate take employees prefer physical
surroundings that are not dangerous or uncomfortable. In addition, most employees
prefer working relative close to home, in clean and relatively modern facilities, and with
adequate tools and equipment.
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SUPPORTIVE COLLEAGUES
People get more out of work than merely money or tangible achievements. For most
employees, work also fills the need for social interaction. Not surprisingly, therefore,
having friendly and supportive co-workers leads to increased job satisfaction. The
behavior of one’s boss is also a major determinant of satisfaction. Studies generally find
that employee satisfaction is increased when the immediate supervisor understands and
friendly, offer praise for good performance, listen to employees’ opinions, and shows a
personal interests in them.
The notion that managers and organizations can control the level of employee job
satisfaction is inherently attractive. It fits nicely with the view that managers directly
influence organizational process outcomes. Unfortunately there is a growing body if
evidence that challenges the notion that managers control the factors that influence
employee job satisfaction. The most recent findings indicate that employee job
satisfaction is largely genetically determined.
.
The only place where managers will have any significant influence will be through their
control of selection process. If managers want satisfied workers, they need to make sure
their selection process screens out the negative, maladjusted trouble-making faultfinder
who derives little satisfaction in anything about their jobs.
29

OBJECTIVES OF EMPLOYEE SATISFACTION
Employee satisfaction is regarded as a function of harmony between rewards given by
the work environment and the desire of the individual for these rewards. Therefore
different objectives have to be considered in mind while survey:
MANAGEMENT SATISFACTION: It has been considered that employee
satisfaction, especially because of their role in the employee’s performance and career.
Many dimensions of satisfaction with higher management have been investigated such
as understanding of employee’s suggestions when taking decisions, showing the
necessary concern for employee’s problems and being accessible by the employees.
COLLEAGUE SATISFACTION: Workforce share the work environment with
others doing the same kind of work. The success and interest shown by other employees
in their own work usually strongly affect the satisfaction that people feel in their work
environment. As well as thoughts about colleagues, qualifications, knowledge and skill,
the friendship and co-operation among those working in the same organization.
OTHER WORK GROUP SATISFACTION: Employees can be successful in
their own jobs only if they can make the work environment more productive with the
help of other employees who work in the same organization but have different jobs and
by giving support to the various jobs done. Group satisfaction should be analyzed as a
dimension of satisfaction since the strong bonds among employees doing different jobs
is of major importance for people working in the same organization to be successful in
their respective jobs.
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PHYSICAL ENVIRONMENT SATISFACTION: No matter how motivated
and efficient people are in their jobs, various physical characteristics of the environment
they work in seriously affect the success and productivity they would like to attain.
Therefore, the conditions of the physical environment like canteen & work area are also
often emphasized in studies dealing with employee satisfaction.
SALARY AND OTHER MATERIAL BENEFITS SATISFACTION:
Salary and other material benefits appear as an important objective of satisfaction
action. Salaries paid for work done and therefore, have the effect of increasing general
satisfaction.
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DRIVERS OF SATISFACTION
Satisfaction Drivers: Requirements with very high scores for both stated and
derived importance. These are the strongest drivers of satisfaction and should feature
very strongly in employer’s plans for improving co- worker satisfaction.
Hygiene Factors: Items with stated importance but low derived importance. Strong
performance by the employer in these areas will often be taken for granted, and while
performance beyond acceptable minimum standards will not necessarily result in an
increase in co-worker satisfaction, poor performance will have a strong adverse effect
on co-worker satisfaction.
Hidden Opportunities: Factors with low stated importance, but high-derived
importance, such as ‘being treated equally’. While co- workers do not rate these factors
high in importance, performance in these areas will have a strong impact on overall
satisfaction; a good co-worker experience will have a strong positive effect on overall
satisfaction, while a bad one will have a lasting negative effect.
Marginal: Requirements with both stated and low derived importance. Such
requirements cannot be dismissed as unimportant, since all of the requirements included
on the questionnaire were rated as important by co-workers during exploratory phase of
the research.
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HOW SATISFIED ARE PEOPLE IN THEIR JOBS?
Are most people satisfied with their jobs? The answer seems to be a qualified “yes” in
most of the developed countries. In spite of general positive results, recent trends are
not encouraging. The evidence indicates a marked decline in job satisfaction since the
early 1990’s.
What Factors might explain this recent drop in job satisfaction? Experts suggest it might
be due to employer’s efforts at trying to increase productivity through heavier employee
workloads and tighter deadlines. Another contributing factor may be a feeling,
increasingly reported by workers, that they have less control over their work.
Apparently even economic prosperity doesn’t necessarily translate into higher job
satisfaction.
What factors might explain this recent drop in satisfaction level? Experts suggest it
might be due to employer’s efforts at trying to increase productivity through heavier
employee workloads and tighter deadlines. Another contributing factor may be a feeling
increasingly reported by the workers, that they have less control over work. While it is
possible that higher pay alone translates into higher job satisfaction, an alternative
explanation is that higher pay is reflecting different types of jobs. Higher paying –jobs
generally require higher skills, give incumbents greater responsibilities are more
stimulating and provide more challenges, and allow workers more control. So it may be
that the report of higher job satisfaction among better-paid workers reflects the greater
challenge and freedom they have in their job rather than the pay itself.
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HOW PEOPLE CAN EXPRESS DISSATISFACTION
Employee dissatisfaction can be expressed in a number in a number of ways. For
example, rather than quit, employees can complain, be insubordinate, steal
organizational property, or shirk a part of their work responsibilities. The figure below
offers four responses that differ from one another along two dimensions:
constructive/destructive and active/passive.
Active
Destructive Constructive
Passive
They are defined as follows:
1 Exit: Behavior directed toward leaving the organization, including looking for a new
position as well as resigning.
2. Voice: Actively &constructively attempting to improve conditions including
suggesting improvements, discussing problems with superiors, &some forms of union
activity.
35
VOICEEXIT
LOYALTYNEGLECT

3. Loyalty: Passively optimistically waiting for conditions to improve, including
speaking up for the organization in the face of external criticism and trusting the
organization and its management to “do the right thing”.
4. Neglect: Passively allowing conditions to worsen, including chronic absenteeism,
reduced effort, and increased error rate.
Exit and neglect behaviors encompass our performance variables –productivity,
absenteeism, and turnover. But this model expands employee response to include voice
and loyalty- constructive behaviors that allow individuals to tolerate unpleasant
situations or to revive satisfactory working conditions. It helps us to understand
situations such as those sometimes found among unionized workers, for whom low job
satisfaction is coupled with low turnover. Union members often express dissatisfaction
through the grievance procedure or through formal contract negotiations. These voice
mechanisms allow union members to continue their jobs while convincing themselves
that they are acting to improve the situation.
36

SCOPE OF EMPLOYEE SATISFACTION
Manager’s interest is jobs satisfaction tends to center on its effect on employee
performance. Researchers have recognized this interest, so we find a large number of
studies that have been designed to assess the impact of jobs satisfaction on employee
productivity.
SATISFACTION AND PRODUCTIVITY
The statement that “happy workers are productive workers” is generally found false.
Based on the evidence, or accurate conclusions is that actually the reverse – productive
workers are likely to be happy workers. That is, productivity leads to satisfaction rather
than other way round. If one does a good job then he or she intrinsically feels good
about it. At the individual level, productivity, higher productivity leads to increase
verbal recognition, pay level, and probabilities for promotion, these rewards, in turn,
increases level of satisfaction with the job.
If we move from individual level to the organizational level, there is renewed support
for the original satisfaction-performance relationship. When satisfaction and
productivity data are gathered for the organization as a whole, rather than at the
individual level, we find that organizations with more satisfied employees tend to be
more effective than organizations with fewer satisfied employees. So while we might
not be able to say that a happy worker is more productive, it might be true that happy
organizations are more productive.
SATISFACTION AND ABSENTEEISM
There is a consistent negative relationship between satisfaction and absenteeism. While
It certainly makes sense that dissatisfied employees are more likely to miss work, other
factors have an impact on the relationship.
37

SATISFACTION AND TURNOVER
Satisfaction is also negatively related to turnover. Yet again, other factors such as labor
market conditions, expectations about alternative job
Opportunities and length of tenure with the organization are important constraints on
the actual decision to leave one’s current job.
Evidence indicates that an important moderator of the satisfaction turnover relationship
is the employee’s level of performance. Specifically, level of satisfaction is less
important in predicting turnover for superior performers. This is because the
organization makes considerable efforts to keep these people. They get pay raises,
praise, recognition, increased promotional opportunities, and so forth. Just the opposite
tends to apply to poor performers. Therefore job satisfaction is more important in
influencing poor performers to stay than superior performers. Regardless of level of
satisfaction the latter is more likely to remain with the organization because the receipt
of recognition, praise, and other rewards gives them more reasons for staying.
SATI
SFACTION AND OCB
It seems logical to assume that job satisfaction should be a major determinant of an
employee’s Organizational Citizenship Behaviors (OCB). Satisfied employees would
seem more likely to talk positively about the organization, help others, and go beyond
the normal expectations in their job. Moreover, satisfied employees might be more
prone to go beyond the call of duty because they want to reciprocate their positive
experiences.
There is a modest overall relationship between job satisfaction and OCB. But
satisfaction is unrelated to OCB when fairness is controlled for. Basically, job
satisfaction comes down to conceptions of fair outcomes, treatments and procedures. If
one doesn’t like their supervisor, the organization’s procedures, or pay policies are fair,
your job satisfaction is likely to suffer significantly. However, when one perceives
organizational processes and outcomes to be fir, trust is developed. And when one trusts
their employer, then they are more wiling to voluntarily engage that go beyond formal
job requirements.
38

Three sets of questionnaires were prepared for the purpose of
employee satisfaction survey.
Details of the questionnaires 1, 2 and 3 are given below.
Accordingly the survey has been conducted of 70
employees of the company.
There was certain validation questions included in order to
judge the response of employees.
40

EMPLOYEE SATISFACTION QUESTIONNAIRE (1)
(1) (2) (3) (4) (5)
Strongly Agree Neither Agree Disagree Strongly
Agree nor Disagree Disagree
S. No Questions (1) (2) (3) (4) (5)
41

1.
2.
3.
Feedback
I receive useful & constructive feedback from
my manager.
I am adequate feedback about my
performance.
I receive feedback that helps me improve my
performance.
Employee performance evaluations are fair &
appropriate.
My supervisor gives me praise & recognition
when I do a good job.
Teamwork
Team is encouraged & practiced in this
organization.
There is a strong feeling of teamwork &
cooperation in this organization.
Quality & Customer Focus
People are held accountable for the quality of
work they produce.
42

4.
5.
6.
The organization is extremely focused on its
customer’s needs.
The quality of our products & services are very
important to this organization.
Mission & Purpose
I have good understanding of the mission and
the goals of this organization.
Doing my job well give me a sense of personal
satisfaction.
Compensation
My salary is competitive with the similar jobs I
might find elsewhere.
I am satisfied with my benefit package.
Work place & Resources
I have the resources I need to do my job well.
My work place is a physically comfortable
place to work.
The necessary information system are in place
& accessible for me to get my job done.
43

7.
8
9
10
Opportunities For Growth
I have adequate opportunities for professional
growth in this organization.
My manager is actively interested in my
professional development & advancement.
My work is stimulating, challenging, &
rewarding.
Fairness
The organization policies for promotional
advancement are always fair.
My manager is always consistent when
administrating policies concerning employees.
Favoritism (special treatment) is not an issue in
raises & promotions.
Respect for Management
Our senior manager demonstrates strong
leadership skills.
I respect my manager as a competent
professional.
Communication
Information & knowledge are shared openly
within this organization.
44

Rate the following questions on 1-5 point rating scale as given below:
(1) (2) (3) (4) ( 5)
Strongly Moderately Neither Agree Moderately Strongly
Agree Agree nor Disagree Disagree Disagree
S. No Questions (!) (2) (3) (4) (5)
Q.1
Q.2
Q.3
Q.4
I would say that my overall
satisfaction with my current job at
Goodyear is…..
In my job, I am restricted from
making decisions which affect my
ability to meet my customer needs.
My job schedule interferes with my
life outside of work.
I receive a feeling of
accomplishment from the work I am
doing.
45

Q.5
Q.6
Q.7
Q.8
Q.9
Q.10
Q.11
Q.12
My job is meaningful in terms of
meeting company goals.
My work environment (e.g. work
area, office equipment etc.) enables
me to work effectively & efficiently.
I would say that my overall
satisfaction with my personal career
growth at Goodyear is ….
Discussions with my manager have
been helpful in planning my career.
Past feedback from my manager has
been helpful in improving my
performance.
I receive company training to
continuously improve my skills.
I have access to resources that
provide answers to my questions.
Team goals motivate me to improve
my individual performance.
46

Q.13
Q.14
Q.15
Q.16
Q.17
Q.18
Q.19
Employee problems and
dissatisfaction are addressed and
taken seriously by the management.
Good work is recognized and
appreciated/rewarded in the
organization.
Employees don’t have excessive
work pressure and work related
stress.
Employees are involved and
communicated in the decision
regarding change and its
implementation.
People lacking competence in doing
their jobs are helped to acquire
competence rather than being left
unattended.
I have enough authority and
empowerment to take necessary
work related decisions.
The performance appraisal system
provides an opportunity for self-
review and improvement.
There are no communication barriers
47

Q.20
Q.21
Q.22
Q.23
Q.24
between the management and the
employees.
How effectively do you think the
organization uses the available
automation to support the business
process?
Are you satisfied with the safety
measures taken by the company for
its employees?
I get adequate feedback from my
seniors about my qualities and
potential for performing complex
and higher level of jobs.
Team spirit is shown by all the
employees in carrying out various
company activities.
I have clear understanding of my
roles and responsibilities.
48

1. I have adequate material and equipment to do my job correctly.
 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
2. I receive recognition for work well done.
 Strongly agree
 Agree
 Disagree
3. Someone at work cares about me as a person.
 Strongly agree
 Agree
49

 Disagree
4. Someone at work encourages my development.
 Strongly agree
 Agree
 Disagree
5. at work, my opinions seem to count.
 Strongly agree
 Agree
 Disagree
6. Mission/purpose is known & understood.
50

 Strongly agree
 Agree
 Disagree
7. Discuss personal &work related problems.
 Strongly agree
 Agree
 Disagree
8. Satisfied with restroom/locker facilities & other welfare facilities.
 Strongly agree
 Agree
51

 Disagree
9. I get ample opportunities to learn &grow.
 Strongly agree
 Agree
 Disagree
10. at my unit, different departments work well as a team.
 Strongly agree
 Agree
 Disagree
52

11. I am aware of various organization initiatives.
 Strongly agree
 Agree
 Disagree
12. I am aware of various unit initiatives.
 Strongly agree
 Agree
 Disagree
13. Overall my unit is a place to work.
53

 Strongly agree
 Agree
 Disagree
14. People feel happy when I do something great.
 Strongly agree
 Agree
 Disagree
15. I feel I have improved over the last three months.
 Strongly agree
 Agree
 Disagree
54

16. I receive feedback regularly for my work.
 Strongly agree
 Agree
 Disagree
55

EMPLOYEE SATISFACTION SURVEY
The Employee Satisfaction Survey helps companies to determine how their employees
think and to identify employees' needs and concerns so that improvements can be made
and stronger teams can be formed. Business performance is expected to increase as
more satisfied employees will increase a company's competitiveness, and they are better
able to recognize opportunities and threats, and better leverage limited resources to
maximize the company's profits. Other intangible benefits include the reinforcement of
company goals and values, better internal and external communication, a positive
working and social environment, an improved company image and increased employee
loyalty.
SURVEY OBJECTIVES:
 To measure employee satisfaction level from different perspectives.
 To identify the perceived importance of satisfaction factors and the issues
causing dissatisfaction.
 To identify the satisfaction factors of subgroups by comparing their responses
demographically based on categories such as age, marital status, years of
service, position, function and location.
 To propose recommendations for enhancing employee satisfaction to improve
business performance.
56

BENEFITS OF EMPLOYEE SAITSFACTION
SURVEY
Research shows that satisfied, motivated employees will create higher customer
satisfaction and in turn positively influence organizational performance. Noticing this
trend, many organizations are investing in measuring and quantifying employee
opinions and attitudes by incorporating Employee Satisfaction Surveys into their
existing HR and organizational processes.
By establishing frequent and consistent employee feedback processes,
Solutions enable enterprises to retain and develop their most vital asset: employees. The
following are just a few benefits of an Employee Satisfaction Survey:
MORE ACCURATE PERSPECTIVE
Organizations achieve a more accurate view of current policies and a more clear
perspective of issues that are of higher priority to employees than others, such as
benefits versus career development, versus compensation.
INCREASED EMPLOYEE LOYALTY
By quantifying and analyzing employee attitudes and opinions, enterprises can identify
problem areas and solutions to create a supportive work environment encouraging a
motivated and loyal workforce.
TRAINING NEEDS ASSESSMENT
Employee Satisfaction Surveys aid in developing individual goals and career potential.
With more insight into their opinions and attitudes, management can establish
professional development initiatives.
IMPROVED CUSTOMER SERVICE
Because motivated employees are critical to improved organizational initiatives, such as
increasing customer satisfaction, enterprises that value and strive for greater employee
satisfaction ultimately create higher customer satisfaction.
57

BENEFITS OF SURVEY
“Positive survey will let employees know their employer cares about their well being as
individuals, provides a healthy & productive place to work and is committed to further
improvements in employee satisfaction. Other benefits come in the form of interactions
leading to openness and trust and increased accountability.”
These surveys enable the organization to identify cost saving opportunities, productivity
improvements, assessing training needs, and gauge employees understanding of the
company mission. The problem areas can be detected at their early stages before it gets
escalated into issues of grave concerns. The biggest benefit is that the minute you spot a
weakness through the survey, you can go down and attack it at the root.
A survey process helps in increasing:
 Retention/turnover
 Productivity
 Teamwork
 Communication
 Job satisfaction
58

EMPLOYEE SATISFACTION SURVEYS
Business today is dynamic with a steadily increasing pace of change. Timely and
actionable information is the best way to combat the elements.
Research has proven that wholly engaged employees tend to be more self-motivated,
reliable, and have higher levels of organizational loyalty. Additionally, studies have
revealed that an engaged personnel tends to retain employment and has fewer absences.
Plus, these engaged employees have higher levels of customer approval and service
quality and they regularly achieve, and often surpass, goals.
Investigating the engagement level at your organization can also lead to a more
productive work force with fewer compensation and accident claims. HR Solutions' has
a survey tool that measures employee engagement. The survey items were developed in
order to bring you a method to examine the commitment, ownership, pride, loyalty, and
satisfaction of your employees
59

RESULTS
The information garnered from employee satisfaction surveys can give you the
management knowledge that directly impacts the bottom line and fosters positive
employee relations in any or all of the following ways:
 Identifying cost-saving opportunities
 Improving productivity
 Reducing turnover
 Curbing absenteeism
 Strengthening supervision
 Evaluating customer-service issues
 Assessing training needs
 Streamlining communication
 Benchmarking the organization's progress in relation to the industry
 Gauging employees' understanding of, and agreement with, the company
mission.
HR Solutions’ engagement survey will find out what engages the people within your
organization, understand their perceptions, especially those that are especially those that
are the work behaviors that in turn drive business outcomes. This information will
allow you to reinforce engaged employee behaviors and develop methods to repair areas
with deficient engagement scores.
61

Ques.1 I have adequate material & equipment
to do my job correctly.
24.28
58.57
11.42
5.71
00
10
20
30
40
50
60
70
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
LevelOfSatisfaction(%)
Strongly Agree Means totally satisfied (81% to 100%)
Agree Means mostly satisfied (61% to 80%)
Neither agree nor
disagree
Means sometimes satisfied and sometimes not (41% to 60%)
Disagree Means moderately dissatisfied (21% to 40%)
Strongly disagree Means never satisfied (0% to 20%)
When this question was asked to all the employees it was found that the 82%
of the employees are well satisfied with the material & equipment provided
for their performance in work.
62

Ques.2 I receive recognition for work well
done.
22.8
50
18.5
4.2 4.2
0
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
When this question was asked to all the employees it was found
that 70% employees are satisfied with recognition received by the
company. This greatly motivates employees for better performance
in further performance of work.
63

Ques.3 Someone at work cares about me as a
person.
18.5
54.28
22.85
2.85 1.420
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that the large number of employees are satisfied with the caring
attitude of management and the other staff members. This really
helps in effective & efficient performance.
64

Ques.4 Someone at work encourages my
development.
15.71
55.71
20
5.71
2.85
0
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 71% employees are satisfied in achieving their targets and
enhancing them further. This helps employees to achieve their
targets & completion of organizational goal.
65

Ques.5 At work, my opinions seem to count.
17.14
55.7
25.71
0 1.420
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 72% employees were satisfied that there work is recognized by
the Management. This means that their suggestions are taken care
of.
66

Ques.6. Mission/purpose is known &
understood.
22.85
55.7
14.28
4.2 2.85
0
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 78% Employees are aware about the mission & purpose of the
company. This helps them to achieve the organizational goals.
67

Ques.7 Discuss personal & work related
problems.
7.14
55.7
25.71
7.14
4.2
0
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that only 63% Employees are able to discuss their personal & work
related problems with the Management. Rest 37% Employees
should be motivated for discussion so that their inter personal
relationship with the management can be improved.
68

Ques.8. Satisfied with restroom/locker
facilities & other welfare facilities.
2.8
42.85
31.42
17.14
5.7
0
5
10
15
20
25
30
35
40
45
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that more than 50% 0f the Employees are not satisfied with the
facilities provided. Management is required to take appropriate
steps to provide necessary requirements of the employees to
strengthen the employee management relationship.
69

Ques.9 I get ample opportunities to learn
&grow.
12.8
51.42
32.85
2.85
00
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 64% of the employees are satisfied with the new opportunities
given by the company. This greatly helps in their self-development.
70

Ques.10. At my unit, different departments
work well as a team.
15.7
47.14
21.4
8.57 7.14
0
10
20
30
40
50
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that only 63% of the employees are satisfied with the team spirit in
the completion of work. This greatly enhances the level of
cohesiveness in the organization.
71

Ques.11 I am aware of various organization
initiatives.
11.42
67.14
18.57
2.85 00
10
20
30
40
50
60
70
80
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 78% of the employees are satisfied with the organization
initiatives. This helps in the overall better work performance.
72

Ques.12 I am aware of various unit initiatives.
10
61.42
21.4
4.2 2.850
10
20
30
40
50
60
70
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 71% of the employees are satisfied with their various unit
initiatives. This is really helpful for various individual units.
73

Ques.13 Overall my unit is a good place to
work.
25.71
52.8
18.57
2.85
00
10
20
30
40
50
60
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 78.5% of the employees are satisfied with work culture and
atmosphere of the company. This helps in increasing the level of
motivation.
74

Ques.14 People feel happy when I do
something great.
27.14
44.28
24.28
4.28
00
10
20
30
40
50
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 71% of the employees are satisfied with the recognition &
praise they received from their colleagues for the work well done.
It means that they are happy with the level of recognition in the
organization.
75

Ques.15 I feel I have improved over the last
three months.
25.71
40
31.42
2.85
00
5
10
15
20
25
30
35
40
45
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 75.7% of the employees feel that they their performance have
been improved during last 3 months. This will helps in getting time
wise improvement.
76

Ques.16 I receive feedback regularly for my work.
15.71
47.14
21.42
11.42
4.28
0
10
20
30
40
50
Strongly
Agree
Agree Neither
Agree Nor
Disagree
Disagree Strongly
Disagree
Neither agree nor
disagree
that 62% of the employees are satisfied with the feedback provided
on the basis of their work. This will help them to improve &
increase performance in the work.
RECOMMENDATIONS
77

Giving recommendations to a company like Goodyear is like showing light to the sun,
but still here is a sincere effort to throw light on some issues, which could not catch the
sight of Goodyear India officials.
 50% of the Employees are not satisfied with the benefits provided by the
company, so as to motivate them the company can offer benefits such as picnic
for the employees, dinner for the family, birthday dinner for two etc.
 Non-monetary benefits could also help to motivate the employees such as
awards for the employee of the month. An employee bulletin board could also
be put up; a letter of appreciation from the immediate boss of the employee or
department head could be displayed on it appreciating the efforts of the
employees.
 It was observed that 37% of the employees are not satisfied with the teamwork.
They should be told that teamwork would help in achieving the targets
successfully. So it should be greatly taken care of.
 38% of the Employees are not satisfied with the adequate feedback received by
the Managers. Employees must be informed regularly regarding their job
performance, their success and failure
CONCLUSION
The employer employee relations are cordial in Goodyear India Limited.
78

 Measures for training, development, safety of the employees and environmental
awareness are given top priority by the management.
 In view of the above findings and analysis the report reveals that the
management and employee must work hand in hand together.
 The percentage of satisfied employees through exceeds the percentage of
dissatisfied employees but for the further development of the company
employee satisfaction must be given most priority.
 Good management is the solution to every problem and good management
means working in partnership with the employees.
RELEVANT LITERATURE USED:
79

 Goodyear Manuals
 HR Books
 Class Notes
 Websites:
 Gooyear.com
 Google.com
 Yahoo.com
Gallop.com
FURTHER STUDY
80

 The most recent findings indicate that employee job satisfaction is
largely genetically determined.
Whether the person is happy or not is essentially determined by his or
her gene structure. Approximately 80 percent of people’s differences in happiness, or
subjective well being have been found to be attributable to their different genes.
Analysis of satisfaction data for a selected sample of individual over 50 years period
that individual results were consistently stable over time, even these people changed
employers and occupations. This and other research suggests that an individual’s
disposition in life-positive or negative is established by his or her genetic make-up,
holds overtime and carries over into his or her disposition toward work.
Given these finding, there is probably little that most managers can do to influence
employee satisfaction, In spite of the fact managers and organization go to extensive
lengths to try to improve employee job satisfaction through actions as manipulating job
characteristics, working conditions, and rewards and these actions are likely to have
little effect.
The only place where managers will have any significant influence will be through their
control of selection process. If managers want satisfied workers, they need to make sure
their selection process screens out the negative, maladjusted trouble-making faultfinder
who derives little satisfaction in anything about their jobs.
BIBLIOGRAPHY
81

1. I.T.T.A.C. STANDARDS MANUAL; Pages: 1-06 to 1-09
2. ‘TYRE TECHNOLOGY AND MANUFACTURE'- Goodyear Tyres Ltd.
3. MARKETING MANAGEMENT - The Millennium Edition by Philip
Kotler, Prentice-Hall of India Pvt. Ltd., New Delhi, 2000.
4. ENCYCLOPAEDIA BRITTANNICA, Micropaedia, Ready Reference and
Index, X, Addenda; Page 1.
5. INDIAN AUTO - "Treading the path" by Ardeshir Ashley Baxter; Issue:
January 1999; Pages 96-104.
6. FROM QUEST TO CONQUEST-A leaflet by Goodyear Tyres Ltd.
7. ANNUAL REPORT, 2003, Goodyear Tyres Limited.
8. TECHNICAL DATA BOOK- Goodyear Tyres Ltd.
9. Websites - (i) www.goodyear tyres.com
(ii) www.domain-b.com
(iii) www. indiainfoline. com
82

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