INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding

nature of their work. Job can be influenced by variety of factors like
quality of ones relationship with their supervisor, quality of physical
environment in which they work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as

negative attitude towards job has been defined variously from time to
time.

In short job satisfaction is a persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation

of many specific likes and dislikes experienced in connection with the
job- their evaluation may rest largely upon ones success or failure in the
achievement 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
employees feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work,

fellow workers, opportunities on the job for promotion and
advancement (prospects), overtime regulations, interest in work,
physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and
punishments, praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes
towards people in community, participation in social activity
socialibility and caste barrier.

Job satisfaction

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 organizational
citizenship, Absenteeism, Turnover.

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 also
linked with a healthier work force and has been found to be a good
indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a group
of employees through adherence to common goals and confidence in
desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an
individual state of mind.

Job satisfaction

CHAPTER NO. 2
JOB SATISFACTION

Job satisfaction

2.1

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of

them are taken from the book of D.M. Pestonjee Motivation and Job
Satisfaction which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting
from appraisal of ones job. An effective reaction to ones job.
Weiss
Job satisfaction is general attitude, which is the result of many specific
attitudes in three areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person

hold towards the job, towards the related factors and towards the life in
general.
Glimmer

Job satisfaction

Job satisfaction is defined as any contribution, psychological, physical,

and environmental circumstances that cause a person truthfully say, I am
satisfied with my job.

Job satisfaction is defined, as employees judgment of how well his job on

a whole is satisfying his various needs
Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind

resulting from appraisal of ones 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 and
observes

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 of
variables 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, identification
with 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

Job satisfaction

Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers productivity.

These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect). It was
later 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 other
factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on

the study of job satisfaction. Frederick Winslow Taylors 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 in
industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of
assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased

productivity 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, and
Hugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory,

laid the foundation for job satisfaction theory. This theory explains that
people seek to satisfy five specific needs in life physiological needs,
safety needs, social needs, self-esteem needs, and self-actualization.
Job satisfaction

This model served as a good basis from which early researchers could
develop job satisfaction theories.

2.3 IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel

about their job and a predictor of work behavior such as
organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

Common research finding is that job satisfaction is correlated with

life style.

Job satisfaction

This correlation is reciprocal meaning the people who are satisfied

with the life tends to be satisfied with their jobs and the people
who are satisfied their jobs tends to satisfied with their life.

This is vital piece of information that is job satisfaction and job

performance is directly related to one another. Thus it can be said
that, A happy worker is a productive worker.

It gives clear evidence that dissatisfied employees skip work more

often and more like to resign and satisfied worker likely to work
longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal

satisfaction, self-respect, self-esteem, and self-development. To the
worker, job satisfaction brings a pleasurable emotional state that can
often 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.
Job satisfaction

Increased productivity- the quantity and quality of output per hour

worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job
satisfaction and productivity is neither conclusive nor consistent.
However, studies dating back to Herzbergs (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 value
to an organization.
Unhappy employees, who are motivated by fear of loss of job, will
not give 100 percent of their effort for very long. Though fear is a
powerful 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 also
linked 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 to
satisfying 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

Job satisfaction

following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to
more challenging work and greater responsibilities, with attendant
increases in pay and other recognition.
Develop excellent communication skills. Employers value and rewards
excellent reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform
tasks more efficiently and effectively. This will relive boredom and often
gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by
most 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 the
ability to work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and
their imperfections and learn how to give and receive criticism
constructively.
See the value in your work. Appreciating the significance of what one
does can lead to satisfaction with the work itself. This help to give
meaning to ones existence, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.

2.6 FACTORS OF JOB SATISFACTION

Job satisfaction

10

Hoppock, the earliest investigator in this field, in 1935 suggested that

there 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 150
studies and listed various job factors of job satisfaction. These are briefly
defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be
constant for the work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with
his immediate superiors. Supervision, as a factor, generally influences
job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not
necessary a part of the work. Hours are included this factor because it
is primarily a function of organization, affecting the individuals
comfort and convenience in much the same way as other physical
working conditions.
4. Wage and salaries

Job satisfaction

11

This factor includes all aspect of job involving present monitory

remuneration for work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources
of betterment of economic position, organizational status or
professional experience.
6. Security
It is defined to include that feature of job situation, which leads to
assurance for continued employment, either within the same company
or within same type of work profession.
7. Company & management
It includes the aspect of workers immediate situation, which is a
function of organizational administration and policy. It also involves
the relationship of employee with all company superiors above level of
immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those
employees at same or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in
any direction within the organization. Terms such as information of
employees status, information on new developments, information on
company line of authority, suggestion system, etc, are used in
literature to represent this factor.
10.

Benefits

It includes those special phases of company policy, which attempts to

prepare the worker for emergencies, illness, old age, also. Company
allowances for holidays, leaves and vacations are included within this
factor.

Job satisfaction

12

2.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their

jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

Job satisfaction

13

2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or

obligation.
If there will be low job satisfaction among the employees the rate
of absenteeism will definitely increase and it also affects on productivity
of organization.

Job satisfaction

14

J
o
b
s
a
t
i
s
f
a
c
t
i
n

High

low

A
low

High

Rate of turn over and

absences
Fig.no. 1 Curve showing relationship between job satisfaction and
rate of turn over and absenteeism.
In the above diagram line AB shows inverse relationship between job
satisfaction and rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm
is low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or

industry 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.

Job satisfaction

15

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then

Human resource manager has to recruit new employees. So that the
training 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 with
their job , this

relationship will predicted subsequent job satisfaction.

Job satisfaction

16

However, the main influences can be summerised along with the

dimentions identified above.

The work itself

The 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 job
related motivational factors. Some of the most important ingridents of a
satisfying job uncovered by survey include

intersting and challenging

work, work that is not boring, and the job that provides status.

Pay
Wages 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 see
pay 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 of
benefits they prefer within a total package, called a flexible benefit plan,
there is a significant increase in both benefit satisfaction and overall job
satisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. This is because of promotion take number of different forms.

Job satisfaction

17

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words, if management could keep
the entire workers happy, good performance would automatically
fallow. There are two propositions concerning the satisfaction
performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the cause
of performance. This proposition says that efforts in a job leads to
rewards, which results in a certain level of satisfaction .in another
proposition, both satisfaction and performance are considered to be
functions of rewards.
Various research studies indicate that to a certain extent job
satisfaction affects employee turn over, and consequently organization
can gain from lower turn over in terms of lower hiring and training
costs. Also research has shown an inverse relation between job
satisfaction and absenteeism. When job satisfaction is high there
would be low absenteeism, but when job satisfaction is low, it is more
likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
Job satisfaction

18

10.

Competence leadership- bosses whom he can admire and

respect as persons and as bosses.

However, the two concepts are interrelated in that job satisfaction can
contribute 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 reflects
the individuals attitude towards the situation. The factors that determine
whether individual is adequately satisfied with the job differs from those
that determine whether he or she is motivated. the level of job
satisfaction is largely determined by the comfits offered by the
environment and the situation . Motivation, on the other hand is largely
determine by value of reward and their dependence on performance. The
result 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 individuals level of satisfaction. While
organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by
the organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their
jobs, supervisors, and the factors related to the job will probably be loyal
and devoted. People will work harder and derive satisfaction if they are
given the freedom to make their own decisions.

Job satisfaction

19

CHAPTER NO. 3
MODELS OF JOB SATISFACTION

Job satisfaction

20

MODELS OF JOB SATISFACTION

There 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 is
given 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

Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods

Job satisfaction

21

3.1 MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training
Efforts
Age
Seniority
Education
Co loyalty
Past
performance

Level
Difficulty
Time span
Amount of
responsibilit
y
Perceived
outcome of
referent
others
Actual
outcome
received

Perceived
personal job
inputs
Perceived
amount that
should be
received (a)

Perceived
inputs &
outcomes of
referent

a=b
satisfaction
a>b
dissatisfacti
on
a<b guilt
Inequity
Discomfort

Perceived
job
characteristi

Perceive
d
amount
receive
d
(b)

Job satisfaction

22

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This
model

is

applicable

to

understand

what

determines

persons

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 outcome
level 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. Lockes Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premise of this theory is that
satisfaction 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 much
one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular facet of a
job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met),
compared to one who doesnt value that facet. To illustrate, if Employee A
values autonomy in the workplace and Employee B is indifferent about
autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with
little or no autonomy compared to Employee B. This theory also states
that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.

Job satisfaction

23

3.3

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it

is a very general theory that suggests that people have innate
dispositions that cause them to have tendencies toward a certain level of
satisfaction, regardless of ones job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs. Research also
indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory
was the Core Self-evaluations Model, proposed by Timothy A. Judge in
1998. Judge argued that there are four Core Self-evaluations that
determine ones disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on his self) and
general self-efficacy (the belief in ones own competence) lead to higher
Job satisfaction

24

work satisfaction. Having an internal locus of control (believing one has

control 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 Hertzbergs Two-factor theory (also known as Motivator

Hygiene Theory) attempts to explain satisfaction and motivation in the
workplace. This theory states that satisfaction and dissatisfaction are
driven by different factors motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want to
perform, and provide people with satisfaction. These motivating factors
are considered to be intrinsic to the job, or the work carried
out.Motivating factors include aspects of the working environment such
as pay, company policies, supervisory practices, and other working
conditions.

Job satisfaction

25

While Hertzberg's model has stimulated much research, researchers have

been 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 not
consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors..
Finally, the model has been criticised in that it does not specify how
motivating/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 characteristics
impact 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 impact
three

critical

psychological

states

(experienced

meaningfulness,

experienced responsibility for outcomes, and knowledge of the actual

Job satisfaction

26

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 how
likely 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 between

various orgnizational terms and conditions at managerial level and also
the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
Job satisfaction

27

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the
eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse
scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear

Job satisfaction

28

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

3.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction.
The popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear
picture of pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.
Porter

Need Identification

Questionnaires: It is used only for

management personnel and revolves around the problems and

challenges faced by managers.
3.8 CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described
incidents on job when they were particularly satisfied or dissatisfied.
Then the incidents are analyzed in terms of their contents and identifying
those related aspects responsible for the positive and negative attitudes.

3.09 PERSONAL INTERVIEWS

Job satisfaction

29

This method facilitates an in-depth exploration through interviewing

of job attitudes. The main advantage in this method is that additional
information or clarifications can be obtained promptly.

3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions
and gathering information on how they feel like behaving with respect
to certain aspects of their jobs. This method provides employees more
opportunity to express their in-depth feeling.
In his study on American employees, hoppock identified six factors
that contributed to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives 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 between
employees

&

management

in

conflct.they

are

concern

with

Job

satisfaction or general job attitudes with the employees.

Philip apple white has listed the five major components of Job satisfaction .
as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision

Job satisfaction

30

Other components that should be added to this five are individuals state
of 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 persons attitude
toward his or her job may be positive or negative.

3.11 JOB ENLARGEMENT

The 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 the
capacity, actual and potential, of workers. Job enlargement is oblivious
forerunner of the concept and philosophy of job design. Stephan offers
three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and
different tasks to a specialized job. It may widen the number of task the
employee must do that is, add variety. When additional simple task are
added to a job, the process is called horizontal job enlargement. This
also presumably adds interest to the work and reduces monotony and
boredom.
To check harmful effects of specialization, the engineering factors
involved in each individual job must be carefully analyzed. Perhaps, the
assembly lines can be shortened so that there will be more lines and
fewer workers on each line. Moreover, instead of assigning one man to
each job and then allowed to decide for himself how to organize the work.
Such changes permit more social contacts and greater control over the
work process.

3.12 JOB ROTATION

Job satisfaction

31

Job rotation involves periodic assignments of an employee to completely

different sets of job activities. One way to tackle work routine is to use
the job rotation. When an activity is no longer challenging, the employee
is rotated to another job, at the same level that has similar skill
requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice
provides more varieties and gives employees a chance to learn additional
skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he
wishes 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 PERIODS

Extensive research on the impact of rest periods indicates that they may
increase both morale and productivity. Scheduled rest periods bring many
advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.

Job satisfaction

32

CHAPTER NO. 4
RESEARCH METHODOLOGY

Job satisfaction

33

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 relevant
to the formulated problem and arriving at certain conclusions over the
problem 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 and
analysis and drawing the conclusions. The problem formulation starts
with defining the problem or number of problems in the functional area.
To detect the functional area and locate the exact problem is most
important part of any research as the whole research is based on the
problem.

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting,
organizing and evaluating data: making deductions and reaching
conclusions: and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis.

Job satisfaction

34

Research can be defined as the manipulation of things, concepts

or symbols for the purpose of generalizing to extend, correct or verify
knowledge, 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.

Structured

questionnaire consist of only fixed alternative questions. Such type of

questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.

4.3SAMPLING
It was divided into following parts:

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

Sampling technique
Judgmental sampling

Job satisfaction

35

Sample was taken on judgmental basis. The advantage of sampling are

that 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 SEVA

Automotive Pvt. Ltd. if any.
To study the methods of measuring job satisfaction of SEVA
Automotive Pvt. Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has
been defined and research design chalked out. While deciding the
method of data collection to be used for the study, the researcher should
keep 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 questionnaires
based on the objectives.

Secondary Data:
Job satisfaction

36

The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data
required 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 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions

CHAPTER NO. 5
Job satisfaction

ORGNIZATION PROFILE

37

ORGNI
ZATION
PROFIL
E

Job satisfaction

38

SEVA AUTOMOTIVE PVT. LTD., NAGPUR

5.1 BACK GROUND AND HISTORY

SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was
played a major role in revolution brought about Maruti, specifically when
Suzuki had launched Maruti800 in 1983, which was specifically
designed for Indian roads. SEVA further expanded its horizons by setting
Job satisfaction

39

up new facilities at MIDC Ambad in 1990. SEVA extended its root in

Nanded in the year 1990, Nagpur in the year 1993 and then in Dhule in
early 2004.
SEVA strongly believe in providing a healthy & quality working
environment, as only a satisfied internal work force can provide excellent
services to the customer base. This is one of the reasons why thousands
of esteem customers returning to SEVA. The unmatched performance and
uncompromising attitudes in sales and after sales services leaves
customer fully satisfied every time. The incomparable faith revealed by
customer has made SEVA the king in Maruti car sales and services which
earned SEVA the best dealer of Maruti, among the best 15 in India.
SEVA Nagpur is also the best in city, which provides best of services
and offers to the fun loving people of Nagpur. The chivalrous staff at
SEVA 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
Job satisfaction

40

Maruti true value, a special scheme launched for selling and buying
used Maruti cars, which values the sellers car at the best price they are
looking for and gives multifaceted benefits to the sellers. Maruti Suzuki
certifies pre-owned cars and 3 free services are provided. The damaged
parts are replaced and the car is furnished which gives as good as new
look to the car.

INSURANCE
Another service which can be trusted blindly. Whether it is renewal
of insurance or issuing fresh policy, it is at safe hands only at SEVA
MARUTI, 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 the
car 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 which
provides extended warranty of additional one or two years. Loans for
purchase of extended warranty policy are provided by SEVA.

5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

SEVA is best 15th car sales and services centre in India.

Job satisfaction

41

It has satisfied work force.

It provides best customer satisfaction service.
SEVA is no. one in sales and customer satisfaction, thats why it got
Customer Satisfaction Award 2005.
It also awarded by Best Customer Care Award.
It also got the TRUE VALUE AWARD.
Its market share is 57%.

5.4 MARUTI SUZUKI TODAY

Job satisfaction

42

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

As India's largest passenger car company, account for over 50 per cent of
the 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 in
a row in J D Power's Surveys, and are India's Most Respected Automobile
Company (As per survey conducted by Business world, a reputed Indian
Magazine)

Also, in an independent survey conducted by Forbes.Com where they

rated top 200 reputed companies on various parameters such as
reputation within the customer and employee fraternity, we stood 91st. In
the automobile section we finished 7th.

Job satisfaction

43

5.5 WIDE RANGE OF CARS

Maruti Suzuki offers 10 models ranging from people's car Maruti 800 to
stylish hatchback Swift, SX4 sedan and luxury Sports Utility vehicle Grand
Vitara

THE MARUTI DNA

Maruti Suzuki was born as a government company, with Suzuki as a

minor partner, to make a people's car for middle class India. Over the
years, our product range has widened, ownership has changed hands and
the customer has evolved. What remains unchanged, then and now, is our
mission 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 superiority
lies 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 and
Indian conditions. Product quality, safety and cost consciousness are
embedded into our manufacturing process, which we have inherited from
its parent company.

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

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

Job satisfaction

44

Managing Director to the workman, daily morning exercise, and quality

circle teams.

From the Japanese work culture Maruti imbibed simple practices like an
open office, a common uniform and common canteen for everyone from
the 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 changing
lifestyle of our customers by bringing models high on 'style and design
quotient'. Some of our recent offerings like Swift, Zen Estilo (Spanish for
Style) and SX4 have become popular choices because customers find
them relevant.

BUILDING THROUGH PARTNERSHIPS

Our business relies substantially on our partners. We depend on a
national network of suppliers, sales outlets and workshops, managed by
independent entrepreneurs, to manufacture car components and look
after our customers.

We are the "employer of choice" for automotive engineers and young

managers from across the country. Nearly 75,000 people are employed

Job satisfaction

45

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

Incorporated
February 1981
Joint Venture Agreement
October 1982

Equity Structure
54.2% 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, Maruti
Suzuki offers the thrill and joy of motor sport to all of them.

The Maruti Suzuki motor sport calendar is packed with exciting motoring
events. For families, there are events like Women's Fun Drive and
Treasure Hunt throughout the year, across cities. The Maruti Suzuki
Autocross brings action for amateurs and professionals, together.

But what makes the Maruti Suzuki motor sport calendar an attraction in
India (and internationally too) are Maruti-Suzuki Raid-de-Himalaya,
Maruti Suzuki Rally Desert Storm and Maruti Suzuki Monsoon Car Rally of
Kerala.

MARUTI SUZUKI RAID-DE-HIMALAYA

Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding

motorsport rally.

Job satisfaction

46

It is open to both, car and bike enthusiasts. Maruti Suzuki provides

opportunity to professional as well as amateur motor sport lovers to
participate in the Maruti Suzuki Raid Raid-de-Himalaya.

The participants drive through some of the world's highest motor able
roads and passes in the Himalayas like Jalori Pass, Rohtang Pass, Kunzum
La, Baralacha La, Tanglang La & Khardung La, through the inhospitable
terrains in the Lahual and Spiti valleys in the Ladakh region. Most of the
drive is through boulders, snow capped peaks, gushing streams and at
times, temperature below -20 degree Celsius. On an average, a
participant 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 Suzuki
Raid-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 worldwide
are 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 months
of hard work and preparations. But the spirit of motoring enthusiasts and
Maruti Suzuki's commitment to promote motor sport in India has kept it
going - year after year.
Job satisfaction

47

In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of

continued motoring thrill.

MARUTI SUZUKI RALLY DESERT STORM

The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the

Cross Country Regulations of the FIA.

Organized by the Delhi based Northern Motor sport Association, the Rally
is inscribed on the Cross Country Calendar of the FIA and is sanctioned
by the Motor sports Association of India and the Federation of Motor
sports 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 event
consists of several cups and challenges, some of which are open to
specific makes.

The 2007 Rally Desert Storm will be flagged off from the National
Stadium, 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 the
most scenic and picturesque parts of remote Rajasthan. The night halts
are at Heritage properties at Bikaner, Jaisalmer, and Pushkar & Jaipur.

The endurance event will culminate on the 18th February 2007 at Jaipur
and a gala party will follow the prize distribution ceremony.

Job satisfaction

48

The event is growing in popularity and stature every year and is attracting
the best drivers and teams from across India and in 2007 for the first
time 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 which
5 entries are reserved for the Armed Forces. The event also features a fun
and 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 conforming
with the international specifications of the International Automobile
Federation (FIA) and enjoys a perfect safety record over the last four years.
Two life-saving ambulances with trauma specialist medical teams
accompany the event.

Over 8 ambulances along the route will further supplement the safety
effort. The rally will be monitored for its entire duration by over thirty
radio-equipped cars. More than a hundred volunteers will ensure safe
passages 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 in
a controlled environment. Various driving stages during the event help
the participant develop a sense of timing, judgment and also an ability to
evaluate vehicle handling patterns at given speeds. All these skills are
very critical for any motor sport enthusiast in case he or she desires to
participate in a professional motor sport event.

Job satisfaction

49

The Maruti Suzuki Autocross is open to both, professional and amateur

motor sport enthusiasts.

CHAPTER NO. 6
Job satisfaction

DATA ANALYSIS AND

50

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 related
operations such as establishment of categories, the application of these
categories to raw data through tabulation and drawing statically
inferences.

Job satisfaction

51

Tabulation is the part of technical procedure where in the classified data

are put in the form of tables.

After analyzing the data, the researcher should have to explain the
findings on the basis of some theory. It is known as interpretation.

The data has been collected from 100 employees of SEVA Automotive pvt
ltd, Nagpur through questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master
table 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 with

the workplace of organization
Table 6.1
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied

No. Of respondents
31
49
12

Job satisfaction

Percentage
31
49
12

52

Dissatisfied
Strongly
dissatisfied

Graph 6.1

Above table shows that 31% employees are strongly satisfied with their
work 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 with

the infrastructure of organization
Table 6.2

Job satisfaction

53

Graph 6.2

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
50
20
10
16
4

Percentage
50
20
10
16
4

Above table shows that 70% respondents are satisfied with infrastructure
and 30% are dissatisfied with infrastructure of SEVA.
It can be interpreted that 30% are not satisfied with infrastructure which
not more in number.

Job satisfaction

54

6.3. Responses regarding whether the respondents are satisfied with

the canteen facility provided by organization.

Table 6.3

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
56
17
16
9
3

Percentage
56
17
16
9
3

Graph 6.3

Job satisfaction

55

Above table shows that 88% employees are satisfied with the canteen
facility provided by the organization. Only 12% employees are not
satisfied with canteen facility.
6.4.Responses regarding whether the respondents are satisfied with
the implementation of rules and responsibilities.
Table 6.4

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
51
23
10
11
6

Percentage
51
23
10
11
6

Graph 6.4

Job satisfaction

56

Above table shows that 84% employees are satisfied with implementation
of 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

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
30
36
14
16
4

Percentage
30
36
14
16
4

Graph 6.5

Job satisfaction

57

Above table shows that 80% respondents are happy with the freedom at
work given by management but only 20% of respondents are not satisfied
with freedom given at wrk place.

6.6. Responses regarding whether the respondents are satisfied with

the team spirit in organization

Table 6.6

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
52
21
7
16
4

Percentage
52
21
7
16
4

Graph 6.6

Job satisfaction

58

Above table shows that 80% employees are satisfied with team sprit built
in organization and other employees are not satisfied with team spirit in
the organization.
6.7 Responses regarding whether the respondents are satisfied with
convenient working hours

Table 6.7

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
20
41
11
23
5

Percentage
20
41
11
23
5

Graph 6.7

Job satisfaction

59

Above table shows that 20% employees strongly feels that the working
hours decided by organization are most convenient for them. Other 52%
employees are satisfied with these working hours. And only 28%
employees are not much satisfied with the working hours.

6.8

Responses regarding whether the respondents are satisfied with

Job security
Table 6.8

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
13
18
11
12
46

Job satisfaction

Percentage
13
18
11
12
46

60

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 job
security provided by the organization.

6.9 Responses regarding whether the respondents are satisfied with

the targets achievable

Table 6.9

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
64
21
11
4
0

Job satisfaction

Percentage
64
21
11
4
0

61

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 targets
given are achievable.

6.10 Responses regarding whether the respondents are satisfied with

the targets achievable

Table 6.10
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of respondents
9
22
4
20
45

Job satisfaction

Percentage
9
22
4
20
45

62

Graph 6.10

Above table shows that only 35% employees are satisfied with the
payment as per their roles and responsibility and remaining 65% are not
satisfied with the payment according to their roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with

the opportunities of promotions

Table 6.11

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied

No. Of respondents
8
14
6
Job satisfaction

Percentage
8
14
6
63

Dissatisfied
Strongly dissatisfied

26
46

26
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.

6.12. Responses regarding whether the respondents are satisfied with

the payment of salary on time

Table 6.12
Satisfaction level
Strongly satisfied
Satisfied

No. Of respondents
44
16
Job satisfaction

Percentage
44
16
64

Slightly satisfied
Dissatisfied
Strongly dissatisfied

4
32
4

4
32
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 satisfied
with the payment of salaries on time.
6.13. Responses regarding whether the respondents are satisfied with
the quality of formal training and induction program

Table 6.13
Satisfaction
level
Strongly
satisfied
Satisfied
Slightly satisfied

No. Of
respondents

Percentage

42
36
4

42
36
4

Job satisfaction

65

Dissatisfied
Strongly
dissatisfied

14

14

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 with

the quality of in-house training

Table 6.14
Satisfaction level

No. Of respondents

Job satisfaction

Percentage

66

Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

51
19
6
20
4

51
19
6
20
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 respondents
are not satisfied with the quality of in house training.

6.15. Responses regarding whether the respondents are satisfied with

the period of training

Table 6.15

Job satisfaction

67

Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly
dissatisfied

No. Of respondents
12
23
18
20
17

Percentage
12
23
18
20
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 but
37% of respondents are not satisfied with the period of training.

6.16 Responses regarding whether the respondents are satisfied with

the proper and proactive HR division

Job satisfaction

68

Table 6.16
Satisfaction Level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

No. Of Respondents
72
18
2
6
2

Percentage
72
18
2
6
2

Graph 6.16

Above table shows that 92% of the respondents are satisfied with the HR
division
Only 8% of the respondents are not satisfied with the proactive and
proper HR division, which is very negligible in number.

Job satisfaction

69

6.17 Responses regarding whether the respondents are satisfied with

the performance appraisal system

Table 6.17
Satisfaction
level

No. Of respondents

Percentage

Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied

62
28
4
4
2

62
28
4
4
2

Graph 6.17

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

Job satisfaction

70

much satisfied with the performance appraisal system implemented in

organization.

6.18 Responses regarding whether the respondents are satisfied with

the performance appraisal system

Table 6.18
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
69
19
6
4
2

Percentage
69
19
6
4
2

Graph 6.18

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

Job satisfaction

71

respondents are satisfied with these events and only 6% of respondents

are not satisfied with the events organized by the management

6.19 Responses regarding whether the respondents are satisfied with

the celebration of employees birthday

Table 6.19
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
82
16
2
0
0

Percentage
82
16
2
0
0

Graph 6.19

Job satisfaction

72

Above table shows that nearly all the respondents are satisfied with the
employees birthday remembered and celebrated in the organization. No
one seems to be dissatisfied with the celebration of the employees
birthdays.

6.20 Responses regarding whether the respondents are satisfied with

forum for face-to-face communication

Table 6.20
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
18
22
9
37
14

Percentage
18
22
9
37
14

Graph 6.20

Job satisfaction

73

Above table shows that only 40% of the respondents are satisfied with the
forum for face-to-face communication and remaining all the 60% of the
respondents are not satisfied with the forum for face-to-face
communication.

6.21 Responses regarding whether the respondents are satisfied with

encouragement to employees suggestions

Table 6.21

Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
8
32
19
25
26

Percentage
8
32
19
25
26

Graph 6.21

Job satisfaction

74

Above table shows that the overall 59% of the respondents are satisfied
with the encouragement given to the employees suggestions in
management decision making and remaining 41% of the respondents are
not much satisfied with the encouragement given to the suggestions of
the employees.
6.22 Responses regarding whether the respondents are satisfied with
positive acceptance of employees suggestions

Table 6.22
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
4
22
4
45
25

Percentage
4
22
4
45
25

Graph 6.22

Job satisfaction

75

Above table shows that the 26% of the respondents are satisfied with the
positive 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 with

management keeps promises

Table 6.23
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied

No. Of Respondents
76
14
4
6
0

Percentage
76
14
4
6
0

Graph 6.23

Job satisfaction

76

Above table shows that 90% of the respondents are satisfied with the
management 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 of
SEVA Automotive private limited, Nagpur.

From the analysis and interpretation, it is concluded that most of

the employees are satisfied with the workplace and only few
employees are not satisfied with the workplace, which are
negligible in number. And similarly in case of infrastructure most

Job satisfaction

77

of the employees are satisfied and very small number of employees

are not happy with the infrastructure of SEVA and the canteen
facilities. It means the workplace and infra structure of SEVA is
good or satisfactory.
It is concluded that near about all the employees are satisfied with
implementation of rules and responsibilities. And only some of
them are not seems to be satisfied with the implementing rules and
responsibilities. Therefore it shows that implementation of rule and
responsibility is done fairly.
From the study it is clear that the higher percentage of employees
are happy with the freedom at work given by management but only
some of them are not feeling satisfied with the freedom given at
work place.
According to analysis and interpretation, most of the employees
are satisfied with the team spirit built in organization and only few
are 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 for
them. Other is not in favor with these working hours. So it is clear
that 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 are
satisfied 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 is

cleared that there is feeling of fear of job loss in the employees of
SEVA.
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

78

given are achievable. Hence the targets set by management are

achievable.
From the analysis it is concluded that very small number of
employees are satisfied with the payment as per their roles and
responsibility and remaining all are not satisfied with the payment
according to their roles and responsibilities. Hence from this
analysis it can be cleared that payment according to roles and
responsibilities are not much satisfied.
Only little number of the employees is satisfied with the
opportunities of promotions given by organization. It shows that
the 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 training
and induction program and in house training held by the
management. And few are not satisfied with the quality of in house
training. But the period of training is not satisfactory to the
employees.
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 the
company.
In case of performance appraisal system and the office events and
parties organized by the organization near about all the employees
are 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 clear
that half of the employees are satisfied and other half are not
satisfied with the encouragement given to the suggestions of the
employees. But only few thinks that there is positive acceptance of

Job satisfaction

79

the suggestions given by the employees. From the analysis it is

clear that management keeps all the promises.

SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few
suggestions are given as under:
In case of working hours decided by the organization are not
convenient for the employees of SEVA Automotive Private Limited,
Nagpur. The working hours are 10 hours per day that from 8AM to
6PM. These hours should minimize up to 8 hours.
The

criteria

for

Job

security

is

not

much

satisfactory

so

management have concentrate on job security of employees so that

they can work without fear of job loss in the organization.
Opportunities of growth of employees are very less so that there
can be employee turnover hence management has to give emphasis
on increasing the promotion opportunities for according to the
performance of employees.
From analysis we concluded that the period of in house training is
very short that is of only 3 days, which is not sufficient to get
complete knowledge about the work. Hence the training period
should extend up to 5 days.
As there is an active participation of employees in decision making
but rarely the suggestions given by them are drawn in action.
Hence the confidence of employees gets demotivated.
So to motivate the employees management can take into
consideration some proper suggestions given by the employees. It
will help to increase the motivation and ultimately the Job

Job satisfaction

80

satisfaction of the employees of SEVA Automotive Private Limited,

Nagpur.

Job satisfaction

81