Professional Documents
Culture Documents
Submitted by Division Company Guide: Human Resource: Mr. Narsingh Murti (Personal and Adm. Manager)
Submitted by Division Company Guide: Human Resource: Mr. Narsingh Murti (Personal and Adm. Manager)
SUBMITTED BY
DIVISION
: VIKAS SENGAR
HUMAN RESOURCE
COMPANY GUIDE
Mr. NARSINGH
MURTI
(PERSONAL AND ADM. MANAGER)
BATCH
2008-2009.
:
1
A
PROJECT REPORT ON
JOB SATISFACTION
FOR
PVT. LTD.
Submitted to
BIRLA ERICSSON OPTICAL LIMITED
Submitted by
VIKAS SENGAR
VNS INSTITUTE OF MANAGEMENT, BHOPAL (M.P.)
In Partial Fulfillment of the Requirements of
MBA Program
(HUMAN RESOURCE)
Batch (2008-2010)
2
DECLARATION
VIKAS SENGAR
hereby declare
any
Examination
of
the
BARKATULLAH
VIKAS SENGAR
MBA
PREFACE
It is mandatory for every student of master of business
administration from VNS INSTITUTE OF MANAGEMENT
affiliated to BARKATULLAH UNIVERSITY, BHOPAL to
undergo project training at organization location with a
project on live program.
My training has been a faithful experience for
me. Now I got a broad idea about the functioning of
organization and this will be helpful for me in the coming
days.
In this report I describe the company profile and history of
the company.
VIKAS SENGAR
MBA
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh,
Department Head of MBA (VNS Institute Of Management) Bhopal
(M.P.) giving me opportunity to work with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr.
Narsingh Murti, (Personal and Administration Manager), Mr. I.M.
Sheikh (DGM), Mr. R.K. Lakhera (Personnel Officer), Mr. Vinay Nigam
(Asst. Personnel Manager) and Mr. Kamleshwar Pd. Dwivedi
(Computer & Data Operator) of Birla Ericsson Optical Ltd. At Rewa
(M.P.) for giving me an opportunity to work under his guidance .My
extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute
Of Management, Bhopal) for his guidance during the course of my project
for his suggestions which has lead to a successful completion of my Summer
Internship Program. Last but not the least I would also like to acknowledge
contributions of various official websites and books named in the references
for helping me with the data collection and analysis which have provided me
with the relevant information for me to successfully complete my Project
Report.
VIKAS SENGAR
MBA
TABLE OF CONTENT
Sr. No.
Content
Page No.
1
2
3
4
5
6
7
8
EXECUTIVE SUMMARY
INTRODUCTION OF HRM
JOB SATISFACTION
OBJECTIVES OF STUDY
RESEARCH METHODOLOGY
COMPANY PROFILE
SCOPE OF JOB SATISFACTION
DATA ANALYSIS AND
7-8
9-14
15-40
41-42
43-46
47-60
61-62
63-84
INTERPRETATION
SUGGESTION AND
86-87
10
11
12
RECOMMENDATION
LIMITATION OF STUDY
BIBLIOGRAPHY
ANNEXURES
88-88
89-89
90-97
EXECUTIVE SUMMARY
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.
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.
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where
he recommends that government must take active interest in public and
private enterprise. He says that government must provide a proper procedure
for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin
Khilji who regulated the market and charged fixed prices and provided fixed
salaries to their people. This was done to fight inflation and provide a decent
standard of living
During the pre independence period of 1920 the trade union emerged. Many
authors who have given the history of HRM say that HRM started because
of trade union and the First World War.
The Royal commission in 1931 recommended the appointment of a labour
welfare officer to look into the grievances of workers. The factory act of
1942 made it compulsory to appoint a labour welfare officer if the factory
had 500 or more than 500 workers.
The international institute of personnel management and national
institute of labour management were set up to look into problems faced by
workers to provide solutions to them. The Second World War created
9
1. Human resources planning :Human resource planning or HRP refers to a process by which
the company to identify the number of jobs vacant, whether the
company has excess staff or shortage of staff and to deal with this
excess or shortage.
2. Job analysis design :Another important area of HRM is job analysis. Job analysis
gives a detailed explanation about each and every job in the company.
Based on this job analysis the company prepares advertisements.
3. Recruitment and selection :Based on information collected from job analysis the company
prepares advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the
advertisement is published, interviews are conducted and the right
employee is selected thus recruitment and selection are yet another
important area of HRM.
4. Orientation and induction :Once the employees have been selected an induction or
orientation program is conducted. This is another important area of
10
still taking place and will continue in the future therefore the challenges
before the HR manager are
1. Retention of the employees :One of the most important challenge the HR manager faces is
retention of labour force. Many companies have a very high rate of
labour turnover therefore HR manager are required to take some
action to reduce the turnover
2. Multicultural work force :With the number of multi cultural companies are increasing
operations in different nations. The work force consists of people from
different cultures. Dealing with each of the needs which are different
the challenge before the HR manager is integration of multicultural
labour work force.
3. Women in the work force :The number of women who have joined the work force has
drastically increased over a few years. Women employees face totally
different problems. They also have responsibility towards the family.
The organization needs to consider this aspect also. The challenge
before the HR manager lies in creating gender sensitivity and in
providing a good working environment to the women employees.
4. Handicapped employees :This section of the population normally faces a lot of problems
on the job, very few organization have jobs and facilities specially
designed for handicapped workers. Therefore the challenge before the
HR manager lies in creating atmosphere suitable for such employees
and encouraging them to work better.
5. Retrenchment for employees :In many places companies have reduced the work force due to
changing economic situations, labourers or workers who are displaced
face sever problems. It also leads to a negative atmosphere and
attitude among the employees. There is fear and increasing resentment
against the management. The challenge before the HR manager lies in
implementing the retrenchment policy without hurting the sentiments
of the workers, without antagonizing the labour union and by creating
positive attitude in the existing employees.
6. Change in demand of government :12
Significance/importance/need of HRM
HRM becomes significant for business organization due to the following
reasons.
1. Objective :HRM helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage
and making maximum use of resources etc.
2. Facilitates professional growth :Due to proper HR policies employees are trained well and this
makes them ready for future promotions. Their talent can be utilized
14
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 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
16
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
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.
17
19
20
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.
21
2. Supervision
22
24
J
o
b
s
a
t
i
s
f
a
c
t
i
n
High
low
A
low
High
25
26
27
28
29
Theory
(Motivator-Hygiene
Theory)
Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods
30
(Frederick
Skill
Experience
Training
Efforts
Age
Seniority
Education
Co loyalty
Past
performance
Perceived personal
job inputs
Fig.no. 1 Curve
showing
Level
Difficulty
Time span
Amount of
responsibility
a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived job
characteristics
Perceived
outcome of
referent others
Actual
outcome
received
Perceived
amount that
should be
received (a)
Perceived
amount
received
(b)
31
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.
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.
32
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 selfesteem (the value one places on his self) and general self-efficacy (the belief
in ones own competence) lead to higher 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
33
34
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.
36
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.
PERSONAL INTERVIEWS
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.
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.
37
38
JOB ROTATION
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.
39
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.
40
OBJECTIVES OF
STUDY
41
42
Research
Methodology
43
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.
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.
44
45
COMPANY PROFILE
47
48
Quality policy
Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO - 14001:2004
certified company under the M.P. Birla Group of Industries entered into the field of
optical communication, by way of manufacturing optical fibre cables, in technical and
financial collaboration with Ericsson Cables AB, Sweden (now known as Ericsson
Network
Technologies
AB,
Sweden).
Ericsson is a leading name in telecommunications for the last 110 years, with activities
ranging from turnkey telecom networks to Cellular Mobile Telephone Systems and
Business Communications. M/s Ericsson Cables AB are the pioneers in S-Z stranding and
Ribbon
Cable
technologies
for
Optical
Fibre
Cables.
BEOL has installed capacity of above more than 53,000 cable Kms. per annum to
produce complete range of optical fibre cables including ribbon type optic fibre cable
made to design and construction conforming to national and international standards.
BEOL has the capability to produce speciality fibre optic cables for use in medical
equipment, computers and local area networks, cable TV network or any other type as per
customized
specification.
BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled
copper telephone cables complying to national and international standards ranging from 5
pair to 2400 Pair and also has capability to produce switchboard cables for switching
equipment.
BEOL has fully computerized system for process monitoring and quality control to
ensure consistency and reliability of its entire product range. All production activities are
carried out as per approved quality assurance plan. BEOL, therefore, provides the best
possible
solutions
with
latest
state
of
the
art
technology.
BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for sale
of hi-tech overhead fibre optic cables, specially OPGW and associated accessories which
find
applications
with
electric
power
utilities
etc.
49
ENVIRONMENTAL POLICY
Birla Ericsson Optical Ltd. is committed to :
Comply with Environmental legislations and prevention of
pollution
Make all efforts for continual improvement in the
Environmental performance
We shall conserve the resources and minimize the
Environmental impact of our operations on Air, Water, and Land
By :
50
PERSONNEL DEPARTMENT
51
Chairman
Mr. Y. S. Lodha
Managing Director
President
Marketing
New Delhi
Mr. Sandeep Chawla
Mumbai
Mr. R. Sridharan
Mr. Devesh R. Dakwale
Rewa
Mr. R.K. Shahi
General Manager(sales)
Kolkata
Mr. Dipankar Chaterjee
Manager(Marketing)
Technical (Rewa)
Mr. Raghu Nair
Core strength
Birla Ericsson Optical Limited (BEOL), has been a major player
in the telecom industry and proven core strengths like
Certification detail
Birla Ericsson Optical Ltd. Rewa is committed to achieve customer
satisfaction by meeting the customer's requirements as well as the
54
COMPETITORS OF COMPANY
STERLITE INDUSTRIES
Telecommunication has become the buzzword today the entry of
private sectors into the basic services sector compiled with the governments
increased allocation of resources and access to leasing/deferred credit is
expected to further accelerate the telecommunication drive in the country.
The department of telecommunication (Dot) has decided to replace all
trunk lines with optical fiber cables and in tune with this the company has
also commissioned to optical fiber cable plant.
UNIFLEX CABLES
UNIFLEX cables limited are an existing profit making company
manufacturing a variety of power cables, which are sold mainly to
government org.
The company is diversifying in to manufacturing telesales optical
fibers cables (OFC) with a capacity to produce 4,000 cable Km. and in to
jelly filled telephone cables (JFTC) with a capacity to produce 12.5 lacks
crores Km. per annum.
55
PRODUCT PROFILE
PRODUCT OF B.E.O.L.The main product of company is:
fiber cables.
Optical Jelly filled cables (PIJFTC)
Fiber Ribbon Cable (FRC).
1) OPTICAL FIBRE CABLES: Birla Ericsson Optical Limited Manufactures all type of optical fiber
cables for use in communication type of optical fiber cables for use in
communication data transmission, Internet, E-commerce and multimedia.
The company is fully equipped to manufacture all types of Duct/Armored
optical fibro cables including ribbon type optical, custom made to shit the
individual requirement of any customer conforming to any national or
international specification.
CENTRAL LOOSE TUBE CABLE: Primary coated fiber are protected in loose tube PBTP/Polyamide
filled with a special thyrotrophic gel in order to prevent water penetration.
To provide cushioning, a circular layer of polyethylene is executed around
the loose tube containing fibers. The strength members are embedded
this layer of polythene to provide the required pulling strength.
2) JELLY FILLED CABLES: Birla Ericsson Optical limited manufactures polythene insulated (both
solid and from skin) Jelly filled underground telephone cables for use in
local distribution network and for Junctions between exchanges; these cables
form a vital link for telecommunication distribution system. These can be
used for large capacity exchanges used by department of telecommunication,
MTNL, on Major cities and also for small exchanges used in ruler areas and
for local networks in industries. These are also use by railways defense
departments and various others specials users.
Cable is available in conductor size 0.4, 0.5, .63 and .9 mm diameter
with cables sizes varying from 10 pair to 2400 pairs.
These cables are generally conforming to Indian P & T department
specification. These can also be custom made suitable to individual
requirement of any customer or to other national or international
specifications.
3) OPTICAL FIBRE RIBBON: After decreasing sales of Optical Fiber Cable Company diversify his
product in to fiber ribbon cable.
57
58
CERTIFICATE OF APPROVALS
ENVIRONMENT MANAGEMENT
SYSTEM to IS/ISO:14001-2004
Registration/Approval with
BSNL
DGS & D
61
The sales department can have fairly good idea about their employees,tat
they are satisfied or not.
The marketing department can use the figures indicating that they are putting
their efforts to plan their marketing strategies to achieve their targets or not.
Some customers have the complaints or facing problems regarding the job.
So the personnel department can use the information to make efforts to
avoid such complaints.
Data collection was also done with the help of personal observation.
After completion of survey the data was analysed and conclusion was
drawn.
At the end all information was compiled to complete the project
report.
63
DATA ANALYSIS
AND
INTERPRETATION
64
This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.
65
66
This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.
67
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
68
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
69
This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
70
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 20% are neither agree nor
disagree,60% are disagree and rest 20% of employees are strongly disagree.
71
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
72
This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.
73
This graph shows that 40% of employees are strongly agree about the point ,
35% of employees are agree on the point, 25% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
74
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 10% are neither agree nor
disagree,55% are disagree and rest 35% of employees are strongly disagree.
75
This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
76
This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor
disagree,15% are disagree and rest 50% of employees are strongly disagree.
77
This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor
disagree,30% are disagree and rest 60% of employees are strongly disagree.
78
This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor
disagree,40% are disagree and rest 20% of employees are strongly disagree.
79
This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
80
This graph shows that 15% of employees are strongly agree about the point,
35% of employees are agree on the point, 30% are neither agree nor
disagree,20% are disagree and rest 0% of employees are strongly disagree.
81
This graph shows that 10% of employees are strongly agree about the point,
25% of employees are agree on the point, 30% are neither agree nor
disagree,35% are disagree and rest 0% of employees are strongly disagree.
82
This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.
83
This graph shows that 15% of employees are strongly agree about the point,
25% of employees are agree on the point, 45% are neither agree nor
disagree,15% are disagree and rest 0% of employees are strongly disagree.
84
This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.
85
Findings
o Employees are not completely satisfied with their job although
their salary is good enough.
o Employes are not getting value to their work.
o Most of employees think that they are nt on their actual path.
o Most of the employees think that the organization havent fulfill
their promises,what they do in beginning especially regarding
Promotion.
o There is negatively comparison between peers especially
regarding targets.
o They often feel overworked.
86
SUGGESTION
AND
RECOMMENDATION
87
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.
88
LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my
research report, yet there are always some problems faced by the researcher.
The prime difficulties which I face in collection of information are discussed
below:1. Short time period: The time period for carrying out the research was
short as a result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not
possible to conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen
which is a small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many
consumers were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.
5. Small area for research: The area for study was Kaithal, which is
quite a small area to judge job satisfaction level.
89
BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach,
Wiley Students Edition.
Luthans Fred Organizational Behavior, McGraw Hill 7th Edition.
Newstrom John W., Davis Keith, Organizational Behavior Human
Resource At Work, 9th Edition, Tata McGraw Hill Edition.
Pestonjee D. M.
90
ANNEXURE
91
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
92
Strongly Agree
Agree
Disagree
Strongly Disagree
5. I feel that my job has little impact on the success of the company.
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
93
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
94
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
13. I live for weekends and days away from the job.
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
95
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
Strongly Agree
Agree
Disagree
96
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
97
98
99