a project report on Job satisfaction

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INTRODUCTION

Job satisfaction in regards to one’s feeling or state of mind regardingnature of their work. Job can be influenced by variety of factors like

quality 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 & summation

of 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 the

job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of

employee’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 andadvancement (prospects), overtime regulations, interest in work,

physical environment, and machines and tools.2. Management- supervisory treatment, participation, rewards andpunishments, praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudestowards people in community, participation in social activity

socialibility and caste barrier.

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4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about

their 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; as

well 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 group

of 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.

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CHAPTER NO. 2

JOB SATISFACTION

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2.1 DEFINITIONS OF JOB SATISFACTION

Different 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 specific

attitudes in three areas namely:Specific job factorsIndividual characteristics

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the personhold towards the job, towards the related factors and towards the life in

general.

Glimmer

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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 needs

Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mindresulting from appraisal of one’s job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

The 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 to

say. “I m satisfied with my job”. Such a description indicate the variety ofvariables that influence the satisfaction of the individual but tell us

nothing 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 cohesiveness

One of the biggest preludes to the study of job satisfaction was the

Hawthorne study. These studies (1924-1933), primarily credited to Elton

http://en.wikipedia.org/wiki/Elton_Mayo

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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, but

from the knowledge of being observed.This finding provided strong evidence that people work for purposes

other 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 best

way to perform any given work task. This book contributed to a change inindustrial production philosophies, causing a shift

from 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 leaving

researchers 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.

http://en.wikipedia.org/wiki/Elton_Mayo

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

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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 feelabout 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.

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This correlation is reciprocal meaning the people who are satisfiedwith the life tends to be satisfied with their jobs and the peoplewho are satisfied their jobs tends to satisfied with their life.

This is vital piece of information that is job satisfaction and jobperformance 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 worklonger with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal

satisfaction, 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 to

be creative, flexible, innovative, and loyal.For the organization, job satisfaction of its workers means a work

force that is motivated and committed to high quality performance.

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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 job

satisfaction and productivity is neither conclusive nor consistent.However, studies dating back to Herzberg’s (1957) have shown at

least low correlation between high morale and high productivity and it

does 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 the

threat is lifted performance will decline.Job satisfaction benefits the organization includes reduction in

complaints and grievances, absenteeism, turnover, and termination; as

well as improved punctuality and worker morale. Job satisfaction is alsolinked with a healthier work force and has been found to be a good

indicator of longevity.Although only little correlation has been found between job

satisfaction and productivity, Brown (1996) notes that some employers

have found that satisfying or delighting employees is a prerequisite tosatisfying or delighting customers, thus protecting the “bottom line”.

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to

contribute to his or her own satisfaction and well being on the job. The

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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 attendant

increases 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 often

gets one noticed.Demonstrate creativity and initiative. Qualities like these are valued bymost organizations and often results in recognition as well as in

increased 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 criticism

constructively.See the value in your work. Appreciating the significance of what onedoes can lead to satisfaction with the work itself. This help to give

meaning 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

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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

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150studies and listed various job factors of job satisfaction. These are briefly

defined one by one as follows:

1. Intrinsic aspect of jobIt includes all of the many aspects of the work, which would tend to beconstant for the work regardless of where the work was performed.

2. SupervisionThis aspect of job satisfaction pertains to relationship of worker withhis immediate superiors. Supervision, as a factor, generally influences

job satisfaction.3. Working conditions

This includes those physical aspects of environment which are notnecessary a part of the work. Hours are included this factor because itis primarily a function of organization, affecting the individuals

comfort and convenience in much the same way as other physicalworking conditions.4. Wage and salaries

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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 or

professional experience.6. Security

It 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 involves

the 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 of

employee’s status, information on new developments, information oncompany line of authority, suggestion system, etc, are used in

literature to represent this factor.10. BenefitsIt includes those special phases of company policy, which attempts to

prepare the worker for emergencies, illness, old age, also. Companyallowances for holidays, leaves and vacations are included within thisfactor.

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2.7 REASONS OF LOW JOB SATISFACTION

Reasons 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.

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2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism 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.

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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 TURNOVER

In human resource refers to characteristics of a given company orindustry relative to the rate at which an employer gains and losses the

staff.If the employer is said to be have a high turnover of employees of

that company have shorter tenure than those of other companies.

High

low

low High

Jobsatisfactin

Rate of turn over andabsences

A

B

Fig.no. 1 Curve showing relationship between job satisfaction andrate of turn over and absenteeism.

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3.TRAINING COST INCREASES

As 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 SATISFACTION

There are no. of factors that influence job satisfaction. For example, one

recent study even found that if college students majors coinsided withtheir job , this relationship will predicted subsequent job satisfaction.

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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, shows

that feedback from job itself and autonomy are two of the major jobrelated motivational factors. Some of the most important ingridents of a

satisfying 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 people

attain their basic needs butevel need satisfaction. Employees often seepay as a reflection of how managemnet view their conrtibution to the

organization. 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 job

satisfaction. This is because of promotion take number of different forms.

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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker isnecessarily good worker. In other words, if management could keep

the entire worker’s happy”, good performance would automaticallyfallow. There are two propositions concerning the satisfactionperformance relation ship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the causeof performance. This proposition says that efforts in a job leads to

rewards, which results in a certain level of satisfaction .in anotherproposition, both satisfaction and performance are considered to befunctions of rewards.

Various research studies indicate that to a certain extent jobsatisfaction affects employee turn over, and consequently organizationcan gain from lower turn over in terms of lower hiring and training

costs. Also research has shown an inverse relation between jobsatisfaction and absenteeism. When job satisfaction is high there

would be low absenteeism, but when job satisfaction is low, it is morelikely to lead a high absenteeism.

What job satisfaction people need?Each employee wants:1. Recognition as an individual

2. Meaningful task3. An opportunity to do something worthwhile.

4. Job security for himself and his family5. Good wages6. Adequate benefits

7. Opportunity to advance8. No arbitrary action- a voice a matters affecting him9. Satisfactory working conditions

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10. Competence leadership- bosses whom he can admire andrespect 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 not

synonyms. Motivation is a drive to perform, where as satisfaction reflectsthe individual’s attitude towards the situation. The factors that determine

whether 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 the

environment 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 the

organization, which may or may not result in better performance.A wide range of factors affects an individual’s level of satisfaction. While

organizational 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 organizational

commitment, 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 loyal

and devoted. People will work harder and derive satisfaction if they aregiven the freedom to make their own decisions.

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CHAPTER NO. 3

MODELS OF JOB SATISFACTION

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MODELS OF JOB SATISFACTIONThere are various methods and theories of measuring job satisfaction

level 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

http://en.wikipedia.org/wiki/Frederick_Herzberg


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3.1 MODEL OF FACET OF JOB SATISFACTION

SkillExperienceTrainingEffortsAgeSeniorityEducationCo loyaltyPastperformance

LevelDifficultyTime spanAmount ofresponsibility

Perceivedoutcome ofreferentothers

Actualoutcomereceived

Perceivedpersonal jobinputs

Perceivedinputs &outcomes ofreferent

Perceivedjobcharacteristi

Perceivedamount thatshould bereceived (a)

Perceivedamountreceived(b)

a=bsatisfactiona>bdissatisfactiona<b guiltInequityDiscomfort

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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’s

satisfaction 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 by

his perception of what his referent others recieves. The higher outcomelevel of his referent other the lower his outcome level will appear. This

model also focus on his perception on reward level.

3.2 AFFECT THEORY

Edwin 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 a

job 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 a

position) 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 (when

expectations 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 about

autonomy, then Employee A would be more satisfied in a position thatoffers a high degree of autonomy and less satisfied in a position with

little 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.

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3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory itis a very general theory that suggests that people have innate

dispositions 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 satisfaction

tends 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 that

determine 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) and

general self-efficacy (the belief in one’s own competence) lead to higher

http://en.wikipedia.org/wiki/Self-esteem

http://en.wikipedia.org/wiki/Self-efficacy

http://en.wikipedia.org/wiki/Locus_of_control

http://en.wikipedia.org/wiki/Neuroticism

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work satisfaction. Having an internal locus of control (believing one hascontrol over her\his own life, as opposed to outside forces having control)leads to higher job satisfaction. Finally, lower levels of neuroticism lead

to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-factor theory (also known as MotivatorHygiene Theory) attempts to explain satisfaction and motivation in the

workplace. 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 carried

out.Motivating factors include aspects of the working environment suchas pay, company policies, supervisory practices, and other workingconditions.

http://en.wikipedia.org/wiki/Neuroticism


http://en.wikipedia.org/wiki/Two_factor_theory

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While Hertzberg's model has stimulated much research, researchers havebeen unable to reliably empirically prove the model, with Hackman &Oldham suggesting that Hertzberg's original formulation of the model

may 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 MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is

widely 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

http://en.wikipedia.org/wiki/Job_Characteristics_Model

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results), in turn influencing work outcomes (job satisfaction, absenteeism,work motivation, etc.).The five core job characteristics can be combined to form a motivating

potential score (MPS) for a job, which can be used as an index of howlikely a job is to affect an employee's attitudes and behaviors.A meta-analysis of studies that assess the framework of the model

provides some support for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision betweenvarious orgnizational terms and conditions at managerial level and also

the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:

http://en.wikipedia.org/wiki/Meta-analysis

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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 policies

4. 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 respect

3. My supervisor handles my work-related issues satisfactorily4. I get frequent appreciation of work done from supervisors5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS1. Overall I am satisfied with the company’s compensation package2. I am satisfied with the medical benefits

3. 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 the

eligibility6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION 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

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SATISFACTION WITH CAREER DEVELOPMENT1. I have adequate opportunities to learn and grow

2. 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 dimensionidentified by Smith, Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only formanagement 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

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This method facilitates an in-depth exploration through interviewingof job attitudes. The main advantage in this method is that additionalinformation or clarifications can be obtained promptly.

3.10 ACTION TENDENCIESBy this method, Job satisfaction can be measured by asking questions

and gathering information on how they feel like behaving with respectto 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 factorsthat 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

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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 & social

activities 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 simply

the 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 offers

three basic assumptions behind the concept of job enlargement.Output will increase if1. Workers abilities are fully utilized

2. Worker has more control over the work3. 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 are

added 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, the

assembly 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

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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 employee

is rotated to another job, at the same level that has similar skillrequirements.Many companies are seeking a solution to on-the-job boredom through

systematically moving workers from one job to another. This practiceprovides more varieties and gives employees a chance to learn additional

skills. 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 to

change 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 many

advantages:They counteract physical fatigueThey provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense ofachievement.

They provide opportunities for social contacts.

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CHAPTER NO. 4

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of

collecting 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 the

research 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 redefining

problems, formulating hypothesis or suggested solutions: collecting,organizing and evaluating data: making deductions and reachingconclusions: and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis.

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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 in

the practice of an art”In short, the search for knowledge through objective and

systematic method of finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey

operation. Hence it should be carefully constructed. Structuredquestionnaire consist of only fixed alternative questions. Such type ofquestionnaire is inexpensive to analysis and easy to administer. All

questions are closed ended.

4.3SAMPLINGIt was divided into following parts:

Sampling universeAll the employees are the sampling universe for the research.

Sampling techniqueJudgmental sampling

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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 OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of SEVAAutomotive 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 the

method 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 the

first time and thus happen to be original in character. The primary data

were collected through well-designed and structured questionnairesbased on the objectives.

Secondary Data:

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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, and

Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction

level of the employees of SEVA Automotive private limited, Nagpur.Limitation for the study, the study was restricted to SEVA Automotive

private limited, Nagpur only and other being the time as constraint.

4.7 CHAPTERISATION1. Introduction2. Research methodology3. Organizational profile

4. Data presentation, analysis and interpretation5. Conclusions and suggestions

CHAPTER NO. 5

ORGNIZATION PROFILE

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ORGNIZATIONPROFILE

Job satisfaction 39

SEVA AUTOMOTIVE PVT. LTD., NAGPUR

5.1 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 specifically

designed for Indian roads. SEVA further expanded its horizons by setting

Job satisfaction 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 thousands

of esteem customers returning to SEVA. The unmatched performance anduncompromising attitudes in sales and after sales services leaves

customer 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 the

second name for precision and exclusivity.

5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

TRUE VALUE

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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 Suzuki

certifies 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 to

make 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 machine

is 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 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

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More than half the number of cars sold in India wears a Maruti Suzukibadge. They are a subsidiary of Suzuki motors, Japan.

As India's 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 in

over 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 Power's Surveys, and are India's Most Respected AutomobileCompany (As per survey conducted by Business world, a reputed Indian

Magazine)

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. In

the automobile section we finished 7th.

http://www.marutisuzuki.com/maruti-cars-home.aspx

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5.5 WIDE RANGE OF CARS

Maruti Suzuki offers 10 models ranging from people's car Maruti 800 tostylish hatchback Swift, SX4 sedan and luxury Sports Utility vehicle GrandVitara

THE MARUTI DNA

Maruti Suzuki was born as a government company, with Suzuki as aminor partner, to make a people's car for middle class India. Over the

years, 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 leader

in mini and compact cars for three decades. Suzuki's technical superioritylies in its ability to pack power and performance into a compact,lightweight engine that is clean and fuel-efficient. The same

characteristics 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 from

its parent company.

Right from inception, Maruti brought to India, a very simple yet powerfulJapanese philosophy 'smaller, fewer lighter, shorter and neater'

From the Japanese work culture it imbibed simple practices like an openoffice, a common uniform and common canteen for everyone from the

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Managing Director to the workman, daily morning exercise, and qualitycircle teams.

From the Japanese work culture Maruti imbibed simple practices like an

open 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 INDIA

As 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 for

Style) and SX4 have become popular choices because customers findthem relevant.

BUILDING THROUGH PARTNERSHIPS

Our business relies substantially on our partners. We depend on anational network of suppliers, sales outlets and workshops, managed by

independent 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 46

directly by Maruti and our partners. Within the company, we strive alwaysto keep the culture open and participative.

IncorporatedFebruary 1981Joint Venture Agreement

October 1982

Equity Structure54.2% Suzuki, Japan, balance with Other Financial Institution and Public

5.6 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 Women's Fun Drive and

Treasure 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 India's longest and most demandingmotorsport rally.

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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 world's highest motor ableroads and passes in the Himalayas like Jalori Pass, Rohtang Pass, Kunzum

La, Baralacha La, Tanglang La & Khardung La, through the inhospitableterrains in the Lahual and Spiti valleys in the Ladakh region. Most of the

drive 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 approximately

2000-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 145

teams participated in car and bike categories.

Raid de Himalaya is the only Indian motor sport event listed on the

off-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 before

the 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 Suzuki's commitment to promote motor sport in India has kept it

going - year after year.

Job satisfaction 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 sanctioned

by 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 vehicles

conforming 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 Guest

and 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 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 this

NAV 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 thirty

radio-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 help

the 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 to

participate in a professional motor sport event.

Job satisfaction 50

The Maruti Suzuki Autocross is open to both, professional and amateurmotor sport enthusiasts.

CHAPTER NO. 6

DATA ANALYSIS ANDINTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of

analyzing 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 statically

inferences.

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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 presented

along with their interpretation in this manner.

6.1. Responses regarding whether the respondents are satisfied withthe workplace of organization

Table 6.1

Satisfaction level No. Of respondents PercentageStrongly satisfied 31 31Satisfied 49 49Slightly satisfied 12 12

Job satisfaction 53

Dissatisfied 5 5Stronglydissatisfied 3 3

Graph 6.1

Above 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 work

place.

6.2. Responses regarding whether the respondents are satisfied withthe infrastructure of organization

Table 6.2

Job satisfaction 54

Graph 6.2

Above 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.

Satisfaction level No. Of respondents PercentageStrongly satisfied 50 50Satisfied 20 20Slightly satisfied 10 10Dissatisfied 16 16Strongly dissatisfied 4 4

Job satisfaction 55

6.3. Responses regarding whether the respondents are satisfied withthe canteen facility provided by organization.

Table 6.3


Graph 6.3

Job satisfaction 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 6.4


Graph 6.4

Job satisfaction 57

Above table shows that 84% employees are satisfied with implementationof rules and responsibilities. And 16% of respondents are not seems to be

satisfied with the implementing rules and responsibilities.

6.5. Responses regarding whether the respondents are satisfied with

the freedom given at work.

Table 6.5


Graph 6.5

Job satisfaction 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.


the team spirit in organization

Table 6.6


Graph 6.6

Job satisfaction 59

Above table shows that 80% employees are satisfied with team sprit built

in organization and other employees are not satisfied with team spirit inthe organization.

6.7 Responses regarding whether the respondents are satisfied withconvenient working hours

Table 6.7


Graph 6.7

Job satisfaction 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 withJob security

Table 6.8


Job satisfaction 61

Graph 6.8

Above table shows that only 31 % employees are satisfied with the job

security. 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 achievable

Table 6.9


Job satisfaction 62

Graph 6.9

Above table shows that 96% employees are strongly in favor that the

targets given are achievable and only 4% are not feels that the targetsgiven are achievable.

6.10 Responses regarding whether the respondents are satisfied with

the targets achievable

Table 6.10


Job satisfaction 63

Graph 6.10

v

Above table shows that only 35% employees are satisfied with thepayment as per their roles and responsibility and remaining 65% are not

satisfied with the payment according to their roles and responsibilities.


the opportunities of promotions

Table 6.11

Satisfaction level No. Of respondents PercentageStrongly satisfied 8 8Satisfied 14 14Slightly satisfied 6 6

Job satisfaction 64

Dissatisfied 26 26Strongly dissatisfied 46 46

Graph 6.11

Only 22% of the employees are satisfied with the opportunities of

promotions given by organization. And most of the employees nearly 78%are not satisfied with opportunities of promotions.


the payment of salary on time

Table 6.12

Satisfaction level No. Of respondents PercentageStrongly satisfied 44 44Satisfied 16 16

Job satisfaction 65

Slightly satisfied 4 4Dissatisfied 32 32Strongly dissatisfied 4 4

Graph 6.12

Above table shows that 60% of employees are satisfied with the payment

of salaries on time. Only 40% of the employees are not much satisfiedwith the payment of salaries on time.


the quality of formal training and induction program

Table 6.13Satisfaction

levelNo. Of

respondents PercentageStronglysatisfied 42 42Satisfied 36 36Slightly satisfied 4 4

Job satisfaction 66

Dissatisfied 14 14Stronglydissatisfied 4 4

Graph 6.13

From the above table it shows that 76% of the respondents are satisfied

with the quality of training and induction program and only

6.14. Responses regarding whether the respondents are satisfied withthe quality of in-house training

Table 6.14

Satisfaction level No. Of respondents Percentage

Job satisfaction 67

Strongly satisfied 51 51Satisfied 19 19Slightly satisfied 6 6Dissatisfied 20 20Strongly dissatisfied 4 4

Graph 6.14

Above table shows that 86% of the respondents are satisfied with in

house 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 training

Table 6.15

Job satisfaction 68

Satisfaction level No. Of respondents PercentageStrongly satisfied 12 12Satisfied 23 23Slightly satisfied 18 18Dissatisfied 20 20Stronglydissatisfied 17 17

Graph 6.15

Above table shows that 12% are strongly satisfied with the training

program 41% of respondents are satisfied with the period of training but37% of respondents are not satisfied with the period of training.


the proper and proactive HR division

Job satisfaction 69

Table 6.16

Satisfaction Level No. Of Respondents PercentageStrongly satisfied 72 72Satisfied 18 18Slightly satisfied 2 2Dissatisfied 6 6Strongly dissatisfied 2 2

Graph 6.16

Above table shows that 92% of the respondents are satisfied with the HRdivision

Only 8% of the respondents are not satisfied with the proactive and

proper HR division, which is very negligible in number.

Job satisfaction 70

6.17 Responses regarding whether the respondents are satisfied withthe performance appraisal system

Table 6.17

Satisfactionlevel No. Of respondents Percentage

Strongly satisfied 62 62Satisfied 28 28Slightly satisfied 4 4Dissatisfied 4 4Strongly dissatisfied 2 2

Graph 6.17

Above table shows that 90% respondents are satisfied with theperformance appraisal system and only 10% of the respondents are not

Job satisfaction 71

much satisfied with the performance appraisal system implemented inorganization.

6.18 Responses regarding whether the respondents are satisfied withthe performance appraisal system

Table 6.18

Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 69 69Satisfied 19 19Slightly Satisfied 6 6Dissatisfied 4 4Strongly Dissatisfied 2 2

Graph 6.18

Above table shows that the 69% of respondents are strongly satisfied withthe office events and parties organized by the organization. 25% of

Job satisfaction 72

respondents are satisfied with these events and only 6% of respondentsare not satisfied with the events organized by the management

6.19 Responses regarding whether the respondents are satisfied withthe celebration of employees birthday

Table 6.19


Graph 6.19

Job satisfaction 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’s

birthdays.


forum for face-to-face communication

Table 6.20


Graph 6.20

Job satisfaction 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-face

communication.


encouragement to employees suggestions

Table 6.21


Graph 6.21

Job satisfaction 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 are

not much satisfied with the encouragement given to the suggestions ofthe employees.


positive acceptance of employees suggestions

Table 6.22


Graph 6.22

Job satisfaction 76

Above table shows that the 26% of the respondents are satisfied with thepositive acceptance of the suggestions given by the respondents but

most of the respondents 70% are dissatisfied with this point.

6.23 Responses regarding whether the respondents are satisfied withmanagement keeps promises

Table 6.23


Graph 6.23

Job satisfaction 77

Above table shows that 90% of the respondents are satisfied with themanagement keeps promises and only 10% of the respondents are

dissatisfied 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 ofSEVA Automotive private limited, Nagpur.

From the analysis and interpretation, it is concluded that most ofthe employees are satisfied with the workplace and only few

employees are not satisfied with the workplace, which arenegligible in number. And similarly in case of infrastructure most

Job satisfaction 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 is

good or satisfactory.

It is concluded that near about all the employees are satisfied withimplementation of rules and responsibilities. And only some of

them are not seems to be satisfied with the implementing rules andresponsibilities. Therefore it shows that implementation of rule and

responsibility 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 only

some of them are not feeling satisfied with the freedom given atwork place.

According to analysis and interpretation, most of the employees

are satisfied with the team spirit built in organization and only feware not happy with team spirit in the organization. From this it

seems that the team spirit in the organization is strong.

This study shows that only few employees strongly feel that the

working 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 working

conditions 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 the

employees are not satisfied with the job

security 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 the

targets given are achievable and only are not feels that the targets

Job satisfaction 79

given are achievable. Hence the targets set by management areachievable.

From the analysis it is concluded that very small number of

employees 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 this

analysis it can be cleared that payment according to roles andresponsibilities are not much satisfied.

Only little number of the employees is satisfied with the

opportunities of promotions given by organization. It shows thatthe employees do not have any growth of opportunities. Analysis

shows that the payment of salary is made always on time.

From the analysis and interpretation it is clear that very large

number 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 house

training. But the period of training is not satisfactory to theemployees.

From the analysis it is clear that HR division is most satisfactory to

all 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 remembered

and celebrated in the organization.

It is concluded that the employees are not much satisfied with the

forum 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 the

employees. But only few thinks that there is positive acceptance of

Job satisfaction 80

the suggestions given by the employees. From the analysis it isclear that management keeps all the promises.

SUGGESTIONS

The suggestions are drawn from the analysis and observations. Fewsuggestions are given as under:

In case of working hours decided by the organization are notconvenient for the employees of SEVA Automotive Private Limited,

Nagpur. The working hours are 10 hours per day that from 8AM to6PM. 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 thatthey 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 emphasison increasing the promotion opportunities for according to the

performance of employees.

From analysis we concluded that the period of in house training isvery short that is of only 3 days, which is not sufficient to get

complete knowledge about the work. Hence the training periodshould 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 intoconsideration some proper suggestions given by the employees. It

will help to increase the motivation and ultimately the Job

Job satisfaction 81

satisfaction of the employees of SEVA Automotive Private Limited,Nagpur.