A

PROJECT REPORT
ON

JOB SATISFACTION IN
SEVA AUTOMOTIVE PVT. LTD., PANVEL

A Project Submitted to
University of Mumbai for partial completion of the degree of
BACHELOR OF MANAGEMNET STUDIES
Under the Faculty of Commerce

by
MISS.USHA ASHOK KAMBLE

UNDER THE GUIDANCE OF

Prof. MRS. ANJU SONKHLA

K.S.A BARNS COLLEGE OF ARTS, SCIENCE AND COMMERCE

Plot No. 7, Sec -16, Behind HOC Colony, Panvel

Semester VI
(2019-2020)

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 CERTIFICATE

This is to certify that MISS. USHA ASHOK KAMBLE has worked and duly completed her/his project
work for the degree of Bachelor of management studies under the faculty of Commerce in the subject
of MANAGEMNET STUDIES and his project is entitled, “A STUDY ON JOB SATISFACTION IN
SEVA AUTOMOTIVE PVT.LTD.,PANVELunder my supervision.
I further certify that the entire work has been done by the learner under my guidance and that no part of
it has been submitted previously for any Degree or Diploma of any University. It is his own work and
facts reported by his personal findings and investigation.

Date of submission:

Prof. MRS ANJU SONKHLA Prof. Mr. K.K.Bhoir

(Project Guide) (Principal)

Prof. MRS ANJU SONKHLA (external examiner)

(Co-ordinator)

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 DECLARATION BY LEARNER
I the undersigned MISS. USHA ASHOK KAMBLE here by, declare that the work embodied in this
project work titled “ A STUDY ON JOB SATISFACTION IN SEVA ATOMOTIVE
PVT.LTD.PANVEL , forms my own contribution to the research work carried out under the guidance
of Prof. Mrs. ANJU SONKHLA is a result of my own research work and has not been previously
submitted to any other University for any other Degree/Diploma to this or any other University.
Wherever reference has been made to previous works of others, it has been clearly indicated as such and
included in the bibliography.
I, here by further declare that all information of this document has been obtained and presented in
accordance with academic rules and ethical conduct.

MISS.USHA ASHOK KAMBLE

Certified by
Prof. Mrs Anju Sonkhla

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 ACKNOWLEDGEMENT

To list who all have helped me is difficult because they are so numerous and the depth is so enormous.
I would like to acknowledge the following as being idealistic channel and fresh dimensions in the
completion of this project.
I take this opportunity to thank the University of Mumbai for giving me chance to do this project.
I would like to thank my Principal, Prof. Mr. KALPESH BHOIR for providing the necessary
facilities
required for completion of this project.
I take this opportunity to thank our Coordinator Prof. Mrs. ANJU SONKHLA, for her moral support
and guidance.
I would also like to express my sincere gratitude towards my project guide Mrs. ANJU SONKHLA
whose guidance and care made the project successful.
I would like to thank my College Library, for having provided various reference books and magazines
related to my project.
Lastly, I would like to thank each and every person who directly or indirectly helped me in the
completion of the project especially my Parents and Peers who supported me throughout my project

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SR.NO. CONTENT PG.NO.

1 CHAPTER:1 INTRODUCTION

INTRODUCTION OF JOB SATISFACTION

INDUSTRY PROFILE

2 CHAPTER:2 RESERCH DESIGN & METHODOLOGY

OBJECTIVE OF STUDY

LIMITATIONS OF STUDY

RESERCH METHODOLOGY

3 CHAPTER: 3 LETRATURE REVIEW

LETERATURE REVIWE

CHAPTER:4 DATA ANALYSIS AND

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INTARPRETATION OF DATA

RESULT ANALYSIS

5 CHAPTER:5 CONCLUSON& SUGGESTON

CONCLUSION

SGGESTION

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 INTRODUCTION TO JOB SATISFACTION

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job
can be influenced by variety of factors like quality of one’s 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 person’s attitude

towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific likes
and dislikes experienced in connection with the job- their evaluation may rest largely upon one’s
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 employee’s feelings in

four important areas. These are:

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

opportunities on the job for promotion 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.

4. Personal adjustment-health and emotionality.

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 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.

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 1.1 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 one’s job. An effective reaction to one’s 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 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 employee’s 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 one’s job or job experiences.

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1.2 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

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 Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work task.
This book contributed to a change in industrial production philosophies, causing a shift

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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 Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs,
and self-actualization.

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

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 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.
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.
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.
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However, studies dating back to Herzberg’s (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied
workers will tend to add more 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”.

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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
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. Employer’s 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 one’s existence, thus
playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by
developing healthy stress management techniques.

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2.6 FACTORS OF JOB SATISFACTION

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.

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4. Wage and salaries
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 worker’s 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 employee’s 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.

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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.

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.

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 J

o High B
b
s
a
t
i
s
f
a
c
t
i
low
n 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.

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 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.

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.
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.

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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.

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 individual’s 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 individual’s 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.

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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 worker’s 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
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.

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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 Herzberg’s)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

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3.1 MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training Perceived
Efforts personal job
Age inputs
Seniority Perceived
Education amount that
Co loyalty Perceived should be
Past inputs & received (a)
performance outcomes of
referent

Level
Difficulty a=b
Time span Perceived satisfaction
Amount of a>b
responsibilit job
characteristi dissatisfacti
y on
a<b guilt
Perceived Inequity
outcome of
referent Perceive
others d
amount
Actual receive
outcome d
received

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 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 a person’s satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a person’ s perception of
what rewards he recieves. His perception influenced by his perception of what his
referent others recieves. The higher 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. Locke’s 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/aren’t 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 doesn’t 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.

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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 one’s 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 one’s 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 one’s 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

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s 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.

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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

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.

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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:
1. Management has a clear path for employee’s 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

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SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s 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
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.

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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

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 relative’s status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.

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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

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Other components that should be added to this five are individual’s 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
person’s 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.

30
3.12 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.

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.

31
 SEVA AUTOMOTIVE PVT. LTD., PANVEL

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

up new facilities at MIDC Ambad in 1990. SEVA extended its root in Nanded in the year
1990, Panvel 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 Panvel is also the best in city, which provides best of services and offers to
the fun loving people of Panvel. The chivalrous staff at SEVA is courteous and amiable.
SEVA is serving Panvel 15 years; it is the second name for precision and exclusivity.

32
5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, PANVEL

TRUE VALUE

Maruti true value, a special scheme launched for selling and buying used Maruti
cars, which values the seller’s 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.

33
5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

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

It has satisfied work force.

It provides best customer satisfaction service.

SEVA is no. one in sales and customer satisfaction, that’s why it got Customer
Satisfaction Award 2005.

It also awarded by Best Customer Care Award.

It also got the TRUE VALUE AWARD.

Its market share is 57%.

5.4 MARUTI SUZUKI TODAY

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.

34
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.

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

35
 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
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
directly by Maruti and our partners. Within the company, we strive always to keep the
culture open and participative.

36
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.

37
 MARUTI SUZUKI RAID-DE-HIMALAYA

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

rally.
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.

In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring
thrill.
38
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.

39
 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.

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

40
 CHAPTER:2
RESERCH DESIGN
&
METHODOLOGY

41
 RESEARCH METHODOLOGY

2.1 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.

RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research problem. It gives an idea
about various steps adopted by the researcher in a systematic manner with an objective to
determine various manners.
Research Approach
The research worker contacted the respondents personally with well-prepared sequentially
arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct
contract is used for survey, i.e., contacting employees directly in order to collect data.

42
RESEARCH OBJECTIVES
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.
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.

RESEARCH OBJECTIVES
1. To find out the essential qualification of the employees.
2. To find out the employees satisfaction of work environmental condition.
3. To find out whether the job position is challenging or not.
4. To find out the relationship among the employees
5. To assess the satisfaction level of employees in Reliance Pvt Ltd.
6. To identify the factors which influence the job satisfaction of employees.
7. To identify the factor which improves the satisfaction level of employees.
8. To know the employee satisfaction towards the facilities.
9. To offer valuable suggestions to improve the satisfaction level of employees.
10. The topic was chosen by the research to identify the level of satisfaction among employees in an
organization.

43
SCOPE OF THE STUDY
To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further research.

It is helpful to identify the employer’s level of satisfaction towards welfare measure.

This study is helpful to the organization for identifying the area of dissatisfaction of job of the

employees.

This study helps to make a managerial decision to the company

44
2.2 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.

2.3 SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

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.

2.4 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.

45
2.5 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:

\\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.

2.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the
employees of SEVA Automotive private limited, Panvel. Limitation for the study, the
study was restricted to SEVA Automotive private limited, Panvel only and other being
the time as constraint.

2.7 CHAPTERISATION

1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestion

46
47
 CHAPTER NO. 6

DATA ANALYSIS
AND
INTERPRETATION

48
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.
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, Panvel
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.

49
6.1. Responses regarding whether the respondents are satisfied with
the workplace of organization

Table 6.1
Satisfaction level No. Of respondents Percentage
Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12

Dissatisfied 5 5
Strongly
dissatisfied 3 3
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.

50
6.2. Responses regarding whether the respondents are satisfied with
the infrastructure of organization
Table 6.2
Graph 6.2

Satisfaction level No. Of respondents Percentage

Strongly satisfied 50 50
Satisfied 20 20
Slightly satisfied 10 10
Dissatisfied 16 16
Strongly dissatisfied 4 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.

51
6.3. Responses regarding whether the respondents are satisfied with

the canteen facility provided by organization.

Table 6.3

Satisfaction level No. Of respondents Percentage

Strongly satisfied 56 56
Satisfied 17 17
Slightly satisfied 16 16
Dissatisfied 9 9
Strongly dissatisfied 3 3

Graph 6.3

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.

52
6.4.Responses regarding whether the respondents are satisfied with the

implementation of rules and responsibilities.

Table 6.4

Satisfaction level No. Of respondents Percentage

Strongly satisfied 51 51
Satisfied 23 23
Slightly satisfied 10 10
Dissatisfied 11 11
Strongly dissatisfied 6 6

Graph 6.4

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.

53
6.5. Responses regarding whether the respondents are satisfied with the freedom

given at work.

Table 6.5

Satisfaction level No. Of respondents Percentage

Strongly satisfied 30 30
Satisfied 36 36
Slightly satisfied 14 14
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.5

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.

54
6.6. Responses regarding whether the respondents are satisfied with the team

spirit in organization

Table 6.6

Satisfaction level No. Of respondents Percentage

Strongly satisfied 52 52
Satisfied 21 21
Slightly satisfied 7 7
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.6

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.

55
6.7 Responses regarding whether the respondents are satisfied with convenient

working hours

Table 6.7

Satisfaction level No. Of respondents Percentage

Strongly satisfied 20 20
Satisfied 41 41
Slightly satisfied 11 11
Dissatisfied 23 23
Strongly dissatisfied 5 5

Graph 6.7

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.

56
6.8 Responses regarding whether the respondents are satisfied with Job security

Table 6.8

Satisfaction level No. Of respondents Percentage

Strongly satisfied 13 13
Satisfied 18 18
Slightly satisfied 11 11
Dissatisfied 12 12
Strongly dissatisfied 46 46

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.

57
6.9 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.9

Satisfaction level No. Of respondents Percentage

Strongly satisfied 64 64
Satisfied 21 21
Slightly satisfied 11 11
Dissatisfied 4 4
Strongly dissatisfied 0 0

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.

58
6.10 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.10
Satisfaction level No. Of respondents Percentage
Strongly satisfied 9 9
Satisfied 22 22
Slightly satisfied 4 4
Dissatisfied 20 20
Strongly dissatisfied 45 45

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.

59
6.11. Responses regarding whether the respondents are satisfied with the

opportunities of promotions

Table 6.11

Satisfaction level No. Of respondents Percentage

Strongly satisfied 8 8
Satisfied 14 14
Slightly satisfied 6 6

Dissatisfied 26 26
Strongly dissatisfied 46 46

Graph 6.11

Only 22% of the employees are satisfied with the opportunities of promotions given by

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

of promotions.

60
6.12. Responses regarding whether the respondents are satisfied with the payment

of salary on time

Table 6.12

Satisfaction level No. Of respondents Percentage

Strongly satisfied 44 44
Satisfied 16 16

Dissatisfied 32 32
Strongly dissatisfied 4 4

Graph 6.12

Above table shows that 60% of employees are satisfied with the payment of salaries on
time. Only 40% of the employees are not much satisfied with the payment of salaries on
time.

61
6.13. Responses regarding whether the respondents are satisfied with the quality of

formal training and induction program

Table 6.13
Satisfaction No. Of
level respondents Percentage
Strongly
satisfied 42 42
Satisfied 36 36
Slightly satisfied 4 4

Dissatisfied 14 14
Strongly
dissatisfied 4 4

Graph 6.13

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

quality of training and induction program and only

62
6.14. Responses regarding whether the respondents are satisfied with the quality of

in-house training

Table 6.14

Satisfaction level No. Of respondents Percentage

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

Graph 6.14

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

held by the management. And only 24% of respondents are not satisfied with the

quality of in house training.

63
6.15. Responses regarding whether the respondents are satisfied with the period of

training

Table 6.15

Satisfaction level No. Of respondents Percentage

Strongly satisfied 12 12
Satisfied 23 23
Slightly satisfied 18 18
Dissatisfied 20 20
Strongly
dissatisfied 17 17

Graph 6.15

Above table shows that 12% are strongly satisfied with the training program 41% of

respondents are satisfied with the period of training but 37% of respondents are not

satisfied with the period of training.

64
6.16 Responses regarding whether the respondents are satisfied with the proper

and proactive HR division

Table 6.16

Satisfaction Level No. Of Respondents Percentage

Strongly satisfied 72 72
Satisfied 18 18
Slightly satisfied 2 2
Dissatisfied 6 6
Strongly dissatisfied 2 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.

65
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 62 62
Satisfied 28 28
Slightly satisfied 4 4
Dissatisfied 4 4
Strongly dissatisfied 2 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

much satisfied with the performance appraisal system implemented in organization.

66
6.18 Responses regarding whether the respondents are satisfied with the

performance appraisal system

Table 6.18

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 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

respondents are satisfied with these events and only 6% of respondents are not

satisfied with the events organized by the management

67
 6.19 Responses regarding whether the respondents are satisfied with the

celebration of employees birthday

Table 6.19

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 82 82
Satisfied 16 16
Slightly Satisfied 2 2
Dissatisfied 0 0
Strongly Dissatisfied 0 0

Graph 6.19

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 employee’s birthdays.

68
6.20 Responses regarding whether the respondents are satisfied with forum for

face-to-face communication

Table 6.20

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 18 18
Satisfied 22 22
Slightly Satisfied 9 9
Dissatisfied 37 37
Strongly Dissatisfied 14 14

Graph 6.20

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

69
6.21 Responses regarding whether the respondents are satisfied with encouragement

to employees suggestions

Table 6.21

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 8 8
Satisfied 32 32
Slightly Satisfied 19 19
Dissatisfied 25 25
Strongly Dissatisfied 26 26

Graph 6.21

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.

70
6.22 Responses regarding whether the respondents are satisfied with positive

acceptance of employees suggestions

Table 6.22

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 4 4
Satisfied 22 22
Slightly Satisfied 4 4
Dissatisfied 45 45
Strongly Dissatisfied 25 25

Graph 6.22

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.

71
6.23 Responses regarding whether the respondents are satisfied with management

keeps promises

Table 6.23

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 76 76
Satisfied 14 14
Slightly Satisfied 4 4
Dissatisfied 6 6
Strongly Dissatisfied 0 0

Graph 6.23

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.

72
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, Panvel.

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

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

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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

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.

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

management keeps all the promises.

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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, Panvel. 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

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

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