Employee Satisfaction Survey at Goodyear India

SUMEER TRAINING REPORT
On
Employee Satisfaction in Goodyear India Ltd.

Submitted To
MAHARSHI DAYANAND UNIVERSITY ,ROHTAK

For the Partial Fulfillment Of The Award of Degree Of
MASTER OF BUSINESS ADMINISTRATION (MBA)
(SESSION: 2011-2013)
SUBMITTED TO: Faculty (MBA)
Submitted by: MEENA SAHARAN

MBA Third Sem Regn. No..
INSTITUTE OF MANAGEMENT & TECHNOLOGY

(Approved by AICTE, New Delhi & Affiliated to M.D.University, Rohtak)
Tigaon Road, Near Sai Dham Faridabad-121002
DECLARATION
I Meena Saharan Roll no class M.B.A (2nd Year) IIIrd Sem. Of the Institute of Management & Technology , Faridabad hereby declare that the Summer training Report entitled Employee Satisfaction in Goodyear India Ltd. is an original work and the same has not been submitted to any other Institute for award of any other degree. A seminar presentation of the Training Report was made on ., and the suggestions as approved by the faculty were duly incorporated.
Presentation Incharge
Signature of candidate
Countersigned Director/Principal of the Institute
ACKNOWLEDGEMENT
It is the matter of great dignity and honor that I am the part of IMT Faridabad, which provides me an opportunity to get exposure in analyzing stock exchange. In the present global world there is a race of competition for existence. Project is a bridge which met the theoretical aspects with practical aspects. I really wish to express my gratitude towards all those people who helped me in preparation of summer training report. I am also gratitude to all my other teachers, friends who helped me in accomplishing this Training report.
(MEENA SAHARAN)
PREFACE
We cannot achieve any thing on the basis of theoretical knowledge only as provided by books, in order achieve positive and successful results the classroom learnings are not sufficient the practical knowledge is also necessary with theoretical knowledge. To develop healthy skills in management theoretical knowledge must be supplemented with the real practical environment. In production labors play his part one side and management plays his part on the other side. In management the practical training gives us a great opportunity to stand in this competitive world. The main advantage of Summer Training is to make the familiar to a student of any particular organization environment, norms, culture, along with formal teaching. It is very different kind of experience for any student. I select Employee Satisfaction for my summer Training Purpose which is an integral part of two years Master Degree in Management in M. D. University, Rohtak. This training is undergone after the completion of the second semester of the course. After analyzing employee satisfaction, I had the opportunity of getting practical with business world which enhanced my practical knowledge
INDEX
CHAPTER 1:
PAGE.No
Introduction
Significance of the Study/problem Scope of the study Conceptualization Focus of the study/problem Objective Of the Study CHAPTER 2: 24 8 8
Research Methodology
Industry profile Profile of Organization Research design Sample size and techniques Data collection Analysis pattern Limitation of the study CHAPTER 3: 13
Micro Analysis
CHAPTER 4:
Macro Analysis
50-65
CHAPTER 5:
Summary of major observation, findings, Recommendations Bibliography Appendices
INTRODUCTION OF THE STUDY

The title of my project is "Employee Satisfaction Survey. Employee satisfaction is defined as an individual general attitude towards his or her job. It requires interaction with co-workers and bosses, following organizational rules & policies, meeting performance standards, living with working conditions that are often not ideal, and the like. This means that an employee's assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements.
SIGNIFICANCE OF THE STUDY
Satisfaction & Productivity: Productivity leads to satisfaction rather than other

way round. If one does a good job then he or she feels good about it.
Satisfaction & Absenteeism: There is a negative relationship between satisfaction

&absenteeism. Dissatisfied employees are more likely to miss work than satisfied employees.
Satisfaction & Turnover: Satisfaction is also negatively related to turnover. More

is the level of satisfaction more will be the turnover & vice versa. SCOPE OF THE STUDY It has a great scope in every organization because it depicts true indication of the internal working environment prevailing inside the company. Employee satisfaction survey will find out what engages the people within an organization, understand their perceptions, especially those that are driving the work behaviours that in turn drive business outcomes. This information will allow to
reinforce employee behaviours. Satisfied employees would seems more likely to talk positively about the organization, help others, and go beyond the normal expectations in
their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences. EMPLOYEE SATISFACTION Employee satisfaction is measured as an individuals general attitude towards his or her job. A persons job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers, or driving a truck. Jobs require interaction with co-workers and bosses, following organizational rules &policies, meeting performance standards, living with working conditions that are often less than ideal, and the like. This means that an employees assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements.
The two most widely used approaches to measure satisfaction level are: Single Global Rating Summation score The single global rating method is nothing more than asking individuals to respond to one question such as All things considered, how satisfied are you with your job? The respondents then reply by circling a number between one and five that corresponds to the answer from Highly satisfied to Highly dissatisfied. The summation score method is more sophisticated. It identifies key elements in a job and asks for the employees feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion opportunities, and relations with co-workers. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.
Comparison of one-question global ratings with the more lengthy summation of job factors method indicates that the former is essentially valid as the later. The best explanation for this outcome is that the concept of employee
MANAGING EMPLOYEE SATISFACTION
Increasing employee satisfaction is important for its humanitarian value and for its financial benefit. As early as1918, Edward Thorn Dike explored the relationship between work and satisfaction in the journal of Applied Psychology. Employees with higher job satisfaction: Believe that the organization will be satisfying in the long run. Care about the quality of their work Are more committed to the organization Have higher retention rates Are more productive
FACTORS INFUENCING EMPLOYEE SATISFACTION
1.OPPORTUNITY Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, Jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "Promotional Opportunity. Employees have found challenge through projects, team, leadership, special assignments- as well as promotions. Actions: Promote from within when possible. Reward promising employees with roles on interesting projects. Divide jobs into levels of increasing leadership and responsibility.
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2. STRESS When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees personal lives on are a continuing source of worry for concern. Actions: Promote balance of work and personal lives. Make sure that senior managers model this behavior. Distribute work evenly within work teams. Review work procedures to remove unnecessary "red tape" or bureaucracy. Manage the number of interruptions employees have to endure while doing their jobs. Some organizations utilize exercise or "fun" breaks at work.
3. LEADERSHIP
Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions: Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals.
4. WORK STANDARDS Employees are more satisfied when their enTyre workgroups takes pride in the quality of its work. Actions:
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Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers. Develop meaningful measures of Quality. Celebrate achievements in quality.
5. FAIR REWARDS Employees are more satisfied when they feel they are rewarded for the work they do. Consider employees responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. Actions Make sure rewards are for genuine contributions to the organization. Be consistent in your reward policies. If your wages are competitive, make sure employees know this. Rewards can includes a variety of benefits and perks other than money.
6. ADEQUATE AUTHORITY Employees are more satisfied when they have adequate authority to do their jobs. Actions Let employees make decisions. Allow employees to have input on decision that will affect them. Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices. Ask, if there were just one or two decisions that you could make the biggest difference in your job?"
CENTRALIZATION/DECENTRALIZATION The amount to which each organization is centralized or decentralized has a major impact on how the employees perceive the organization. One of the benefits are that it allows for the people who are closest to the problem. This in turn allows problems and decisions to be made in a timely manner. Employees that are closest to the problem
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have the greater knowledge as to what the decision's factors are, often creating good decisions. Another benefit of a more decentralized organization is that because employees have more decision-making authority, they are more motivated by their jobs. The motivation comes from the chance to be their own manager when hierarchy of authority. An organizations level structure, including height and width, is another factor in employee satisfaction. The fact that a flat organization structure enables employees opinions and views to be heard by management and have an impact on daily business. The flatter organization also proves to be more caring about employees. With only a limited number of employees, each one is treated with a degree of respect and importance. Knowing they are valued members of the organization gives a degree of satisfaction. This also makes its easier for employees to work, and they feel more comfortable in their work environment.
DIVISION OF LABOUR
It has significant impact on employee satisfaction.
Employees are given more
responsibility with regards to making decisions involving customers. This gives them a sense of importance within the organization. Servers at organization are able to approach the tables in their own style and are free to offer coupons and other check adjustments without the permission of manager. They are able to determine when other employees can finish their shift.
SIGNIFICANCE OF EMPLOYEE SATISFACTION
A review of the evidence has identified our factors conductive to high levels of employees job satisfaction, mentally challenging work, equitable rewards colleagues. Importantly each of these factors is controllable by managing.
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MENTALLY CHALLENGING WORK People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well theyre doing. These characteristics make-work mentally challenging.
EQUITABLE REWARDS Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen, as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. Similarly, employees seek fair promotion and practices. Promotion provides opportunity for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in fair and just manner, therefore, are likely to experience satisfaction from their jobs.
SUPPORTIVE WORKING CONDITION Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate take employees prefer physical surroundings that are not dangerous or uncomfortable. In addition, most employees prefer working relative close to home, in clean and relatively modern facilities, and with adequate tools and equipment.
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SUPPORTIVE COLLEAGUES People get more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers leads to increased job satisfaction. The behaviour of ones boss is also a major determinant of satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor understands and friendly, offer praise for good performance, listen to employees opinions, and shows a personal interests in them. The notion that managers and organizations can control the level of employee job satisfaction is inherently attractive. It fits nicely with the view that managers directly influence organizational process outcomes. Unfortunately there is a growing body if evidence that challenges the notion that managers control the factors that influence employee job satisfaction. The most recent findings indicate that employee job satisfaction is largely genetically determined. . The only place where managers will have any significant influence will be through their control of selection process. If managers want satisfied workers, they need to make sure their selection process screens out the negative, maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.
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OBJECTIVES OF EMPLOYEE SATISFACTION Employee satisfaction is regarded as a function of harmony between rewards given by the work environment and the desire of the individual for these rewards. Therefore different objectives have to be considered in mind while survey:
MANAGEMENT SATISFACTION: It has been considered that employee satisfaction, especially because of their role in the employees performance and career. Many dimensions of satisfaction with higher management have been investigated such as understanding of employees suggestions when taking decisions, showing the necessary concern for employees problems and being accessible by the employees.
COLLEAGUE SATISFACTION:
Workforce share the work environment with
others doing the same kind of work. The success and interest shown by other employees in their own work usually strongly affect the satisfaction that people feel in their work environment. As well as thoughts about colleagues, qualifications, knowledge and skill, the friendship and co-operation among those working in the same organization.
OTHER WORK GROUP SATISFACTION: Employees can be successful in their own jobs only if they can make the work environment more productive with the help of other employees who work in the same organization but have different jobs and by giving support to the various jobs done. Group satisfaction should be analyzed as a dimension of satisfaction since the strong bonds among employees doing different jobs is of major importance for people working in the same organization to be successful in their respective jobs.
PHYSICAL ENVIRONMENT SATISFACTION: No matter how motivated and efficient people are in their jobs, various physical characteristics of the environment they work in seriously affect the success and productivity they would like to attain.
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Therefore, the conditions of the physical environment like canteen & work area are also often emphasized in studies dealing with employee satisfaction.
SALARY AND OTHER MATERIAL BENEFITS SATISFACTION: Salary and other material benefits appear as an important objective of satisfaction action. Salaries paid for work done and therefore, have the effect of increasing general satisfaction.
DRIVERS OF SATISFACTION
Satisfaction Drivers: Requirements with very high scores for both stated and derived importance. These are the strongest drivers of satisfaction and should feature very strongly in employers plans for improving co- worker satisfaction.
Hygiene Factors: Items with stated importance but low derived importance. Strong performance by the employer in these areas will often be taken for granted, and while performance beyond acceptable minimum standards will not necessarily result in an increase in co-worker satisfaction, poor performance will have a strong adverse effect on co-worker satisfaction.
Hidden Opportunities: Factors with low stated importance, but high-derived importance, such as being treated equally. While co- workers do not rate these factors high in importance, performance in these areas will have a strong impact on overall satisfaction; a good co-worker experience will have a strong positive effect on overall satisfaction, while a bad one will have a lasting negative effect.
Marginals: Requirements with both stated and low derived importance. Such requirements cannot be dismissed as unimportant, since all of the requirements included on the questionnaire were rated as important by co-workers during exploratory phase of the research..
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HOW SATISFIED ARE PEOPLE IN THEIR JOBS? Are most people satisfied with their jobs? The answer seems to be a qualified yes in most of the developed countries. In spite of general positive results, recent trends are not encouraging. The evidence indicates a marked decline in job satisfaction since the early 1990s.
What Factors might explain this recent drop in job satisfaction? Experts suggest it might be due to employers efforts at trying to increase productivity through heavier employee workloads and tighter deadlines. Another contributing factor may be a feeling, increasingly reported by workers, that they have less control over their work. Apparently even economic prosperity doesnt necessarily translate into higher job satisfaction.
What factors might explain this recent drop in satisfaction level? Experts suggest it might be due to employers efforts at trying to increase productivity through heavier employee workloads and tighter deadlines. Another contributing factor may be a feeling increasingly reported by the workers, that they have less control over work. While it is possible that higher pay alone translates into higher job satisfaction, an alternative explanation is that higher pay is reflecting different types of jobs. Higher paying jobs generally require higher skills, give incumbents greater responsibilities are more stimulating and provide more challenges, and allow workers more control. So it may be that the report of higher job satisfaction among better-paid workers reflects the greater challenge and freedom they have in their job rather than the pay itself.
HOW PEOPLE CAN EXPRESS DISSATISFACTION Employee dissatisfaction can be expressed in a number in a number of ways. For example, rather than quit, employees can complain, be insubordinate, steal
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organizational property, or shirk a part of their work responsibilities. The figure below offers four responses that differ from one another along two dimensions: constructive/destructive and active/passive.
Active
EXIT VOICE
Destructive
Constructive
NEGLECT
LOYALTY
Passive
They are defined as follows: 1 Exit: Behavior directed toward leaving the organization, including looking for a new position as well as resigning.
2.Voice: Actively &constructively attempting to improve conditions including suggesting improvements, discussing problems with superiors, &some forms of union activity.
3.Loyalty:
Passively optimistically waiting for conditions to improve, including
speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing.
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4. Neglect: Passively allowing conditions to worsen, including chronic absenteeism, reduced effort, and increased error rate. Exit and neglect behaviors encompass our performance variables productivity, absenteeism, and turnover. But this model expands employee response to include voice and loyalty- constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. It helps us to understand situations such as those sometimes found among unionized workers, for whom low job satisfaction is coupled with low turnover. Union members often express dissatisfaction through the grievance procedure or through formal contract negotiations. These voice mechanisms allow union members to continue their jobs while convincing themselves that they are acting to improve the situation.
SCOPE OF EMPLOYEE SATISFACTION Managers interest is jobs satisfaction tends to center on its effect on employee performance. Researchers have recognized this interest, so we find a large number of studies that have been designed to assess the impact of jobs satisfaction on employee productivity. SATISFACTION AND PRODUCTIVITY The statement that happy workers are productive workers is generally found false. Based on the evidence, or accurate conclusions is that actually the reverse productive workers are likely to be happy workers. That is, productivity leads to satisfaction rather than other way round. If one does a good job then he or she intrinsically feels good about it. At the individual level, productivity, higher productivity leads to increase verbal recognition, pay level, and probabilities for promotion, These rewards, in turn, increases level of satisfaction with the job. If we move from individual level to the organizational level, there is renewed support for the original satisfaction-performance relationship. When satisfaction and
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productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. So while we might not be able to say that a happy worker is more productive, it might be true that happy organizations are more productive.
SATISFACTION AND ABSENTEEISM

There is a consistent negative relationship between satisfaction and absenteeism. While It certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship.
SATISFACTION AND TURNOVER
Satisfaction is also negatively related to turnover. Yet again, other factors such as labour market conditions, expectations about alternative job Opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Evidence indicates that an important moderator of the satisfaction turnover relationship is the employees level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers. This is because the organization makes considerable efforts to keep these people. They get pay raises, praise, recognition, increased promotional opportunities, and so forth. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. Therefore job satisfaction is more important in influencing poor performers to stay than superior performers. Regardless of level of satisfaction the latter is more likely to remain with the organization because the receipt of recognition, praise, and other rewards gives them more reasons for staying.
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SATISFACTION AND OCB
It seems logical to assume that job satisfaction should be a major determinant of an employees organizational citizenship behaviors (OCB). Satisfied employees would seems more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences.
There is a modest overall relationship between job satisfaction and OCB. But satisfaction is unrelated to OCB when fairness is controlled for. Basically, job satisfaction comes down to conceptions of fair outcomes, treatments and procedures. If one doesnt like their supervisor, the organizations procedures, or pay policies are fair, your job satisfaction is likely to suffer significantly. However, when one perceives organizational processes and outcomes to be fir, trust is developed. And when one trusts their employer, then they are more wiling to voluntarily engage that go beyond formal job requirements.
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OBJECTIVE OF THE STUDY Following are the main objectives of employee satisfaction:
Identifying cost-saving opportunities Profitability, willing Participation Improving productivity Reducing turnover Curbing absenteeism Strengthening supervision Evaluating customer-service issues Healthy / conducive work environment
SCOPE
The most recent findings indicate that employee job satisfaction is largely genetically determined. Whether the person is happy or not is essentially determined by his or her gene structure. Approximately 80 percent of peoples differences in happiness, or subjective well being have been found to be attributable to their different genes. Analysis of satisfaction data for a selected sample of individual over 50 years period that individual results were consistently stable over time, even these people changed employers and occupations. This and other research suggests that an individuals disposition in life-positive or negative is established by his or her genetic make-up, holds overtime and carries over into his or her disposition toward work. Given these finding, there is probably little that most managers can do to influence employee satisfaction, In spite of the fact managers and organization go to extensive lengths to try to improve employee job satisfaction through actions as
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manipulating job characteristics, working conditions, and rewards and these actions are likely to have little effect. The only place where managers will have any significant influence will be through their control of selection process. If managers want satisfied workers, they need to make sure their selection process screens out the negative, maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.
Fringe Benefits should be taken into great consideration and it should be provided to each & every employee of the company.
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RESEARCH METHODOLOGY
METHODOLOGY Methodology refers to the method adopted for collection of information, which forms the basis of written report. UNIVERSE
All the organizations having employees are the universe of the study.
POPULATION
The employees of all levels in all private & public organizations are the population of this study.
GOODYEAR INDIA: ITS ORIGIN & GROWTH
Goodyear pioneering spirit began in 1898 when Frank Seiberling founded the company. Frank Seiberling chooses the name Goodyear to honour the scientist who invented the process of rubber curing called vulcanization. He determined its trademark THE WINGFOOT inspired by mercury statue. Their unmatched supremacy on the gearing track of Formula 1 & Grand Prix car races vouchsafe the quality of GY tyres.
Today 1/5 of the total tyre sales in the world is done by GY through 2500 retail outlets. GY has four main technical centers in Akron (U.S.A), Maryland, and Luxembourg & Japan working round the clock to give the world the best to ride on.
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110 Automotive manufacturers use the Goodyear tyres exclusively. The company has reigned supreme in the field of racing car tyres. The company is a multi- billion $ Global enterprise reigning on the number one position in the world.
MAJOR TYRE PRODUCERS OF THE WORLD THE BIG 3 GOODYEAR BRIDGESTONE MICHELIN
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GOODYEAR: HUMAN RESOURCE DIVISION
MISSION
The HR division will be a dynamic organization that is influential in supporting the objectives of the company and, each of its associates; we are an active player in optimizing GY competitive position in the global market.
STRATEGY
We will provide system & create a flexible environment to attract, retain & develop a diverse, skilled, motivated, productive & ethical workforce.
CORE VALUES We value all associates &treat them with dignity &respect. We believe work should be accomplished with vision towards common objectives. We know honesty, integrity & fairness are fundamental, & these cannot be compromised. We believe quality is essential to all aspects of our business. We value the Goodyear spirit & are committed to achieving it.
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WORKING ENVIRONMENT AND MANAGEMENT PRACTICES
Company provides true picture of its unique business practices. The company works as a whole while caring for the individual at the same time. Teamwork amongst all employees is given special emphasis at Goodyear India Ltd. The workers in the company are treated with dignity and respect by the management. Management rewards the workers in Goodyear for good work by means of gifts and prizes. Moreover, every person is given the opportunity to grow within the organization. All the people in the company, whether part of management or the workforce, have lunch in the same canteen. This bolsters the feeling of unity among the various employees.
As a company, Goodyear is a lean & well-managed organization. There is no colossal organization structure, and fewer hierarchical positions. The directors take morning walks around the shop floor and workers are directly reportable to them for lapses. The focus is on Total Quality Control (TQC), not only in the manufacturing process, but also in human resources, marketing, finance and labour relations. Goodyear adopted TQC several years before it became common for industries to consider factors other than production in their manufacturing processes.
The company focuses not only on its production, but also on the inherent social and moral responsibilities concomitant with such production. Worker safety, environment protection and honest business are given utmost importance. The company prides itself on its honest business practices and safety considerations for all workers. Safety measures like allowing only hard leather shoes inside the factory gates are parts of the daily life at Goodyear.
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Goodyear believes that fulfilling social responsibility takes precedence over meeting production goals. The innumerable billboards on safety, the pervasive atmosphere of working as one family, and the scrupulous quality checks all bear testimony to this policy.
Goodyear values its customers, listens and responds to their needs and ensures the highest standard of product quality and service.
CATEGORY OF TYRES PRODUCED Rear farm Tyres (RFT) Front farm Tyres (FFT) Passenger Tyres Medium Tyres Truck Tyres Commercial Vehicle Tyres (CVT)
SAFETY POLICY OF GOODYEAR INDIA LIMITED Adopt optimum safety systems Train associates and create awareness Prevent personal and equipment loss Eco-friendly production activities
POLLUTION CONTROL MEASURES
The company has installed an effluent treatment plant based on the zero discharge concepts. This enables Goodyear to reuse the entire discharge of water for boiler and gardening purposes. This is a major contribution of Goodyear towards environmental
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pollution reduction and conservation. The other major pollutants produced are sulphur, carbon powder and pigments in the Banbury section. To create a carbon free atmosphere the company has installed automatic Banburys coupled with appropriate ventilation systems. Pollutants are also generated from the electric generators and the boiler house. The boilers use Residual Fuel Oil (RFO) and the generators run on diesel as well as RFO. The flue gases generated by the burning of RFO as also RFO are both potential pollutants. The flue gases generated by the burning of RFO as well as diesel are released through chimneys into the atmosphere. The chimneys are fitted with Oxygen detectors, which transmit information about the Oxygen content of the exhaust gases to automated valves. These valves in turn, control ration the air to fuel in order to maintain a low level of pollution.
RESEARCH DESIGN Research is exploratory in nature. The researcher tried to explore the situations of employee selection and the data was collected through a well designed questionnaire. SAMPLING PLAN It involves decisions regarding:
1.Sampling Unit- (who are to be surveyed?) the sampling unit for this project consists Managers, Supervisors, &Workers of the company. Primary information has been collected from people who regularly use electronic equipment.
2.Sample Size- (how many should be surveyed?) It includes the number of sampling unit selected from the population for investigation. The sample size must be optimum or adequate. If the sample size is small it may not appropriately represent the population.
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Too large sample would be costly in terms of money &time. The optimum sampling size would fulfill the requirements of efficiency, representative ness, reliability, and flexibility. The sample size is taken of 70 employees. It is because of the shortage of time & their busy schedule.
3.Sampling Procedure- The sampling procedure consists of: Probability or random sampling- It is one in which each and every unit of the population has an equal chance of being selected into the sample. Non-probability or non-random sampling- In this the chance of including an elementary unit of population in the sample cannot be determined and hence they do not lend themselves to a statistical treatment and analysis. HOWEVER THE QUESTIONNAIRE GIVEN IN THE APPENDICES ie. (3) HAS BEEN APPROVED BY THE MANAGER (ER) OF GOODYEAR INDIA LIMITED, BALLABGARH
ACCORDINGLY THE SURVEY HAS BEEN CONDUCTED OF 70

EMPLOYEES OF THE COMPANY
THERE
WERE
CERTAIN
VALIDATION
QUESTIONS
INCLUDED IN ORDER TO JUDGE THE RESPONSE OF EMPLOYEES
For questionnaire construction following points were considered: Needed Information Questionnaire types Questionnaire structure Types of Questions Form and layout of questionnaire
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Final questionnaire preparation
1.Needed information: Keeping in consideration the objectives of study a questionnaire was framed by developing a series of questions that would elicit the information needed for the proposed analysis. 2.Questionnnaire types: Questionnaire was used for personal interview since fast desired response could be gathered for drawing the information. 3.Questionnaire structure: Structures of individual questions were framed with respect to objectives of analysis as well as considering whether the respondents have the information needed and the will to give the information. 4.Types of questions: Efforts were put to use mainly multiple-choice questions for collecting the information, as they consume less time & effort to respond and also simplify tabulation and analysis process. 5.Determining form and layout: Form and layout of the questionnaire considering the acceptations of the questionnaire by respondents, easy to handle and making it easy to control the questionnaire. The questionnaire was prepared using words simple-straight forward; ambiguous and leading questions were avoided.
ADVANTAGES The advantages of using the questionnaire for collecting the information are: (a) Versatility: Questionnaire are versatile in nature as every human resource problem involves people as ideas relative to the problem and its solution can be obtained by asking these people about the problem.
(b) Speed &cost: Questionnaire is usually faster and cheaper in collecting the data as compared with other primary data collection methods like Observation. This is because in questionnaire one can receive information unlike observation where the observer has to wait for the event to occur.
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LIMITATIONS OF THE STUDY
The various limitations faced while making the project were:
It was not easy to get hold of senior executives of the various departments
because of their busy schedule.
Time constraint was the major problem while doing this project report. Often respondents attempt to give answer that they think will please the
interviewer.
It was not possible to cover the entire staff because of the time constraint;
hence a small sample of employees was taken, so the conclusion drawn out of this study may not be 100% accurate.
While answering the questions the respondents may be biased.
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DATA ANALYSIS
Ques.1 I have adequate material & equipment to do my job correctly. 70
Level Of Satisfaction(%)
60 50 40 30 20 10 0
Strongly Agree
58.57
24.28 11.42 5.71 0

Agree Neither Agree Nor Disagree Disagree Strongly Disagree
Strongly Agree Means totally satisfied (81% to 100%) Agree Means mostly satisfied (61% to 80%) Neither agree nor Means sometimes satisfied and sometimes not (41% to 60%) disagree Disagree Means moderately dissatisfied (21% to 40%) Strongly disagree Means never satisfied (0% to 20%)
When this question was asked to all the employees it was found that the 82%
of the employees are well satisfied with the material & equipment provided for their performance in work.
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Ques.2 I receive recognition for work well done. 60

50 40 30 20 10 0
Strongly Agree
50
22.8
18.5 4.2
Agree Neither Agree Nor Disagree Disagree
4.2
Strongly Disagree
When this question was asked to all the employees it was found that
70% employees are satisfied with recognition received by the company. This greatly motivates employees for better performance in further performance of work.
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Ques.3 Someone at work cares about me as a person. 60

50 40 30 20 10 0
Strongly Agree
54.28
18.5
22.85
2.85
1.42
Strongly Disagree
72% of employees are satisfied with the caring attitude of management and the other staff members. This really helps in effective & efficient performance.
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Ques.4 Someone at work encourages my development. 60

55.71
50 40 30 20 10 0
Strongly Agree Agree Neither Agree Nor Disagree Disagree
15.71
20 5.71
2.85
Strongly Disagree
71% employees are satisfied in achieving their targets and enhancing them further. This helps employees to achieve their targets & completion of organizational goal.
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Ques.5 At work, my opinions seem to count. 60

55.7
50 40 30 20 10 0
Strongly Agree Agree Neither Agree Nor Disagree
25.71 17.14 1.42

Strongly Disagree
0
Disagree
72% employees were satisfied that there work is recognized by the Management. This means that their suggestions are taken care of.
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Ques.6. Mission/purpose is known & understood. 60

55.7
50 40 30 20 10 0
22.85 14.28 4.2

Disagree
2.85
Strongly Disagree
78% Employees are aware about the mission & purpose of the company. This helps them to achieve the organizational goals.
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Ques.7 Discuss personal & work related problems. 60

55.7
50 40 30 20 10 0
25.71
7.14
7.14
4.2
Strongly Disagree
only 63% Employees are able to discuss their personal & work related problems with the Management. Rest 37% Employees should be motivated for discussion so that their inter personal relationship with the management can be improved.
40
Ques.8. Satisfied with restroom/locker facilities & other welfare facilities. 45 40 35 30 25 20 15 10 5 0 42.85 31.42
17.14 5.7
Agree Neither Agree Nor Disagree Disagree Strongly Disagree
2.8
Strongly Agree
more than 50% 0f the Employees are not satisfied with the facilities provided. Management is required to take appropriate steps to provide necessary requirements of the employees to strengthen the employee management relationship.
41
Ques.9 I get ample opportunities to learn &grow. 60

50 40 30 20 10 0
Strongly Agree
51.42
32.85
12.8 2.85
0
Strongly Disagree
64% of the employees are satisfied with the new opportunities given by the company. This greatly helps in their self-development.
42
Ques.10. At my unit, different departments work well as a team. 50 45 40 35 30 25 20 15 10 5 0 47.14
21.4 15.7 8.57

7.14
Strongly Disagree
only 63% of the employees are satisfied with the team spirit in the completion of work. This greatly enhances the level of cohesiveness in the organization.
43
44
Ques.11 I am aware of various organization initiatives. 80 70

67.14
60 50 40 30 20 10 0
18.57 11.42 2.85

Disagree
0
Strongly Disagree
78% of the employees are satisfied with the organization initiatives. This helps in the overall better work performance.
45
Ques.12 I am aware of various unit initiatives. 70

60 50 40 30 20 10 0
Strongly Agree
61.42
21.4 10 4.2
2.85
Strongly Disagree
71% of the employees are satisfied with their various unit initiatives. This is really helpful for various individual units.
46
Ques.13 Overall my unit is a good place to work. 60

50 40 30 20 10 0
Strongly Agree
52.8
25.71 18.57 2.85

0
Strongly Disagree
78.5% of the employees are satisfied with work culture and atmosphere of the company. This helps in increasing the level of motivation.
47
Ques.14 People feel happy when I do something great. 50 45 40 35 30 25 20 15 10 5 0 44.28
27.14
24.28
4.28 0
Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree
71% of the employees are satisfied with the recognition & praise they received from their colleagues for the work well done. It means that they are happy with the level of recognition in the organization.
48
Ques.15 I feel I have improved over the last three months. 45 40 35 30 25 20 15 10 5 0 40 31.42 25.71
2.85
0
Strongly Disagree
75.7% of the employees feel that they their performance have been improved during last 3 months. This will helps in getting time wise improvement.
49
Ques.16 I receive feedback regularly for my work. 50 45 40 35 30 25 20 15 10 5 0 47.14
21.42 15.71 11.42 4.28

Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree
62% of the employee are satisfied with the feedback provided on the basis of their work. This will help them to improve & increase performance in the work.
50
FINDINGS

82% of the employees are well satisfied with the material & equipment provided for their performance in work. 70% employees are satisfied with recognition received by the company. This greatly motivates employees for better performance in further performance of work.
72% of employees are satisfied with the caring attitude of management and the other staff members. This really helps in effective & efficient performance. 62% of the employee are satisfied with the feedback provided on the basis of their work. This will help them to improve & increase performance in the work. 71% employees are satisfied in achieving their targets and enhancing them further. This helps employees to achieve their targets & completion of organizational goal.
72% employees were satisfied that there work is recognized by the Management. This means that their suggestions are taken care of. 78% Employees are aware about the mission & purpose of the company. This helps them to achieve the organizational goals. 63% Employees are able to discuss their personal & work related problems with the Management. 50% 0f the Employees are not satisfied with the facilities provided. Management is required to take appropriate steps to provide necessary requirements of the employees to strengthen the employee management relationship.
64% of the employees are satisfied with the new opportunities given by the company.
51
63% of the employees are satisfied with the team spirit in the completion of work. This greatly enhances the level of cohesiveness in the organization. 78% of the employees are satisfied with the organization initiatives. This helps in the overall better work performance. 71% of the employees are satisfied with their various unit initiatives. This is really helpful for various individual units. 78.5% of the employees are satisfied with work culture and atmosphere of the company. This helps in increasing the level of motivation. 71% of the employees are satisfied with the recognition & praise they received from their colleagues for the work well done. 75.7% of the employees feel that they their performance have been improved during last 3 months. This will helps in getting time wise improvement.
52
CONCLUSION
The employer employee relations are cordial in Goodyear India Limited. Measures for training, development, safety of the employees and environmental awareness are given top priority by the management. In view of the above findings and analysis the report reveals that the management and employee must work hand in hand together. The percentage of satisfied employees through exceed the percentage of dissatisfied employees but for the further development of the company employee satisfaction must be given most priority. Good management is the solution to every problem and good management means working in partnership with the employees.
53
RECOMMENDATIONS
Giving recommendations to a company like Goodyear is like showing light to the sun, but still here is a sincere effort to throw light on some issues, which could not catch the sight of Goodyear India officials. 50% of the Employees are not satisfied with the benefits provided by the company, so as to motivate them the company can offer benefits such as picnic for the employees, dinner for the family, birthday dinner for two etc. Non-monetary benefits could also help to motivate the employees such as awards for the employee of the month. An employee bulletin board could also be put up; a letter of appreciation from the immediate boss of the employee or department head could be displayed on it appreciating the efforts of the employees. It was observed that 37% of the employees are not satisfied with the teamwork. They should be told that teamwork would help in achieving the targets successfully. So it should be greatly taken care of. 38% of the Employees are not satisfied with the adequate feedback received by the Managers. Employees must be informed regularly regarding their job performance, their success and failure
54
LITERATURE USED
Goodyear Manuals HR Books Class Notes Websites: Gooyear.com Google.com Yahoo.com
Gallop.com
55
EMPLOYEE SATISFACTION QUESTIONNAIRE 1. I have adequate material and equipment to do my job correctly.
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
2. I receive recognition for work well done.
3. Someone at work cares about me as a person.
4. Someone at work encourages my development.
56
5. At work, my opinions seem to count.
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
57
6. Mission/purpose is known & understood.
7.Discuss personal &work related problems.
8. Satisfied with restroom/locker facilities & other welfare facilities.
9. I get ample opportunities to learn &grow.
10. At my unit, different departments work well as a team.
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
11. I am aware of various organization initiatives.
12. I am aware of various unit initiatives.
13. Overall my unit is a place to work.
58
14. People feel happy when I do something great.
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
15. I feel I have improved over the last three months.
16. I receive feedback regularly for my work.
59
60
61
62
63
64

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Employee Satisfaction Survey at Goodyear India

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SUMEER TRAINING REPORT

Employee Satisfaction in Goodyear India Ltd.

MAHARSHI DAYANAND UNIVERSITY ,ROHTAK

SUBMITTED TO: Faculty (MBA)

Submitted by: MEENA SAHARAN

INSTITUTE OF MANAGEMENT & TECHNOLOGY

Tigaon Road, Near Sai Dham Faridabad-121002

Countersigned Director/Principal of the Institute

Summary of major observation, findings, Recommendations Bibliography Appendices

INTRODUCTION OF THE STUDY

SIGNIFICANCE OF THE STUDY

Satisfaction & Productivity: Productivity leads to satisfaction rather than other

Satisfaction & Absenteeism: There is a negative relationship between satisfaction

Satisfaction & Turnover: Satisfaction is also negatively related to turnover. More

MANAGING EMPLOYEE SATISFACTION

FACTORS INFUENCING EMPLOYEE SATISFACTION

It has significant impact on employee satisfaction.

Employees are given more

SIGNIFICANCE OF EMPLOYEE SATISFACTION

Workforce share the work environment with

Passively optimistically waiting for conditions to improve, including

SATISFACTION AND ABSENTEEISM

SATISFACTION AND TURNOVER

SATISFACTION AND OCB

GOODYEAR: HUMAN RESOURCE DIVISION

WORKING ENVIRONMENT AND MANAGEMENT PRACTICES

POLLUTION CONTROL MEASURES

ACCORDINGLY THE SURVEY HAS BEEN CONDUCTED OF 70

INCLUDED IN ORDER TO JUDGE THE RESPONSE OF EMPLOYEES

Final questionnaire preparation

LIMITATIONS OF THE STUDY

The various limitations faced while making the project were:

While answering the questions the respondents may be biased.

24.28 11.42 5.71 0

Ques.2 I receive recognition for work well done. 60

Ques.3 Someone at work cares about me as a person. 60

Ques.4 Someone at work encourages my development. 60

Ques.5 At work, my opinions seem to count. 60

25.71 17.14 1.42

Ques.6. Mission/purpose is known & understood. 60

22.85 14.28 4.2

Ques.7 Discuss personal & work related problems. 60

Ques.9 I get ample opportunities to learn &grow. 60

Ques.10. At my unit, different departments work well as a team. 50 45 40 35 30 25 20 15 10 5 0 47.14

21.4 15.7 8.57

Ques.11 I am aware of various organization initiatives. 80 70

18.57 11.42 2.85

Ques.12 I am aware of various unit initiatives. 70

Ques.13 Overall my unit is a good place to work. 60

25.71 18.57 2.85

Ques.14 People feel happy when I do something great. 50 45 40 35 30 25 20 15 10 5 0 44.28

Ques.16 I receive feedback regularly for my work. 50 45 40 35 30 25 20 15 10 5 0 47.14

21.42 15.71 11.42 4.28

2. I receive recognition for work well done.

3. Someone at work cares about me as a person.

4. Someone at work encourages my development.

5. At work, my opinions seem to count.

6. Mission/purpose is known & understood.

7.Discuss personal &work related problems.

8. Satisfied with restroom/locker facilities & other welfare facilities.

9. I get ample opportunities to learn &grow.

10. At my unit, different departments work well as a team.