ACKNOWLEDGEMENT

I would like to place on record my sincere gratitude to all those who

have made it possible for me to make this project reality. My sincere thanks
to MR.NAGARAJA.S superintendent of personnel department of Rail
Wheel Factory, for giving his guidance during course of my project. I
would thank all the employees of the organization for their co-operation.

I would also like to thank principal professor R.VICTOR and

MR.SRINIVAS MURTHY.G.V head of the commerce and management
department of DR.NSAM First Grade College.

I would like to thank Mr.SRINIVASA.G my guide for her

help and time spent during the entire duration of the project. I would
also like to thank MISS.KHALIDA ANJUM lecturer in English for
her assistance towards successful completion of the project.

I express my sincere gratitude to my family, relatives and friends

and for their assistance with out which project would not been possible.

Ghouse Pasha.k
A STUDY ON“ FACTORS INFLUENCING JOB SATISFACTION
AMONG EMPLOYEES TO CREATE ORGANISATIONAL
COMMITMENT ”
AT RAIL WHEEL FACTORY, YELAHANKA, BANGALORE.

Submitted in partial fulfillment of the requirements of the

BACHELOR OF BUSINESS MANAGEMENT

In

HUMAN RESOURCE MANAGEMENT

BY
GHOUSE PASHA.K
(REG.NO.04XYCO8016)

Under the guidance of

Mr.SRINIVASA.G

Department of commerce and management

DR.NSAM FIRST GRADE COLLEGE

Yelahanka, Bangalore-560064

2006-2007
 DEPARTMENT OF MANAGEMENT STUDIES
DR.N.S.A.M. FIRST GRADE COLLEGE
YELAHANAKA, BANAGALORE -64
MARCH 2006 – 2007

DECLARATION

I hereby declare that this dissertation entitled “A STUDY ON

FACTORS INFLUENCING JOB SATISFACTION AMONG
EMPLOYEES TO CREATE ORGANISATIONAL COMMITMENT
” with special reference to RAIL WHEEL FACTORY, Yelahanaka,
Bangalore, is Original and bonafied work carried out in partial fulfillment of
the requirements for the award of Bachelor of business management of
Bangalore University, Bangalore under the guidance of Mr.SRINIVASA.G,
department of commerce, Dr. N.S.A.M. Bangalore, during the academic
Year 2006 – 2007

This dissertation does not form a basis for any other degree or
diploma by Bangalore University or any other University.

Place: Bangalore
Date
Reg. No. 04XYCO8016 {GHOUSE PASHA.K}
 A STUDY ON “FACTORS INFLUENCING JOB SATISFACTION AMONG
EMPLOYEES TO CREATE ORGANISATIONAL COMMITMENT”
( with special reference to RAIL WHEEL FACTORY, Yelahanka, Bangalore)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF

‘BACHELOR OF BUSINESS MANAGEMENT ‘DEGREE COURSE OF
BANGALORE UNIVERSITY.
BY
GHOUSE PASHA.K
[04XYC08016]

DR. N.S.A.M FRIST GRADE COLLEGE

YELAHANKA, BANGALORE -560064
AFFILATED TO BANGALORE UNIVERSITY

UNDER THE GUIDANCE OF

INTERNAL GUIDE EXTENAL GUIDE
Mr.SRINIVASA.G Mr. S.NAGARAJA
Lecturer of commerce & management SUPERDENTENT
Dr.N.S.A.M. First Grade College RAIL WHEEL FACTORY
Yelahanaka, Bangalore -64 yelahanaka, Bangalore-64
 ACKNOWLEDGEMENT

I take this opportunity to thank all people those who are the back bone
for my success in the project work without whose guidance, moral support,
and encouragement the project wouldn’t have been successful. I thank my
parents & friends for their moral support.

I am very thankful to our principal Prof. R.VICTOR, and also thank

HOD, G.V.SRINIVAS MURTHY for their constant support and
encouragement to carryout the project and I also take this opportunity to
thank Mr.SRINIVASA.G lecture of commerce and management, Dr.
N.S.A.M. First Grade College, for providing one the opportunity to take up
the project and gain practical knowledge and also thank other staff members
for their support.

I express my sincere gratitude to Mr. S.NAGARAJA,

SUPERINTENDENT, RAIL WHEEL FACTORY. I would like to thank the
employees of RAIL WHEEL FACTORY for their co-operation.

Finally, I thank each and every one for their moral support,
encouragement, guidance for the success of my project work.
 Chapter 1
INTRODUCTION

HUMAN RESOURCE MANAGEMEN

Human Resource Management is a philosophy of people
management based on the belief that human resource is uniquely
important to sustained business success. An organization gains
competitive advantage by using its people effectively, drawing on
their expertise and ingenuity to meat defined objectives. HRM is
aimed at recruiting capable, flexible and imitated people, managing
and rewarding their performance and developing key competencies.

The management of employee received more attention than it

does currently. By choice and default, a new era of HRM practices
and philosophy has emerged and assumed an increased significance in
the modern organization. Indian industry is making up to the
challenges thrown in by the market economy. To survive in this
highly competitive scenario managers are being pressurized to
improve quality, increase productivity, cut down waste and eliminate
inefficiency. The collective efforts of employer and employee
assumes relevancy in this context. And this is where human resources
managent plays a crucial role.

Human resources managent is a management function that

helps managers’ recruit, select, brain and develops employees for an
organization. HRM helps to ensure that personnel activities are
integrated into the system for achieving organization goals. It
evaluates recruiting, labour relations and all personnel activities to
assess how well they help organizations and employees achieve the
objectives. It ensures that activities are integrated with each other and
with the overall organization objectives.

Definitions:

Edwin. B. Flippo;-

Management is the planning, organizing, directing and

controlling of the procurement, development, compensation,
integration, maintenance and separation of human resource to the end
that individual, organizational and social objectives are accomplished.

Scope of HRM

HRM studies all activities of HR from the time of its entry into
the organization to its exit. These activities include HR planning, job
analysis and design, recruitment and selection, orientation and
placement, training and development, performance appraisal and job
evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations and the
like.
 HRM Objectives and functions
HRM Objectives Supporting Functions
1. Societal objectives o Legal compliance
o Benefits
o Union-Management
relations

2. organizational objectives o Human resource

planning
o Employee relations
o Appraisal
o Training and
development
o Placement
o Assessment

3. functional Objectives o Appraisal

o Placement
o Assessment

4. personnel objectives o Appraisal

o Training and
development
o Placement
o Assessment
o Compensation
 ORGANISATIONAL CHALLENGES

An organization is a consciously co-ordinated social unit, composed of

two or more people that functions on a relatively continuous basis to achieve

a common goal or set of goals.

An organization is a formal group of people with one or more shared

goals.

The Challenges:

1. Organizations need to find a balance between meeting the individual

needs of their members and maintaining a vision of their longer goals.

There is a tendency for members to fight their own corner. Meeting

individual members needs in organizations can make it difficult to maintain

longer term vision and achieve quick decision making and business like

procedures.

2 Organizations have to find a balance between member benefit and public

benefit goals and activities.

The need to face both ways (inwards to members and. outwards to

external constituencies) can be a source of difficulty. This is a crucial

organizational significance, as it is largely through the provision of public

benefits, that organizations are able to attract new members.

This is an important element in securing long term organizational

survival.

3. Setting priorities in organization is constrained by the presence of

competing internal interest's arid factions. In the face of competing internal

interests and values, choosing and setting priorities can be problematic.

The needs of one individual or faction may be incompatible with

meeting the needs of another, or of avoiding alienating another. This may

lead to tension in choosing one interest over another which can impact on

the very survival of the organization.

The overall impact of the problem of priority setting can be a strong

disincentive to organizational change of any kind.

Competition may exist between groups for the sane limited resources

were there is no feasible compromise position. Energy may be deflected

from task achievement towards the balancing of competing internal interest

and achievement towards the balancing of competing internal interest and

building of consensus.

4. The fact that members participate in organization as volunteers limits the

extent to which they can be directed or managed.

 The features of organizations of involving volunteers have important

implications for what can he achieved. The failure of members to carry cut

tasks or do a. job completely can have serious organizational implications.

Organizations find it difficult to ‘unseat or control people’ who become

entrenched and who choose to treat theft volunteer jobs as a personal

domain.

There may also be ‘uncontrolled volunteerism’ with volunteers going

off doing their own thing. It things go wrong, the reputation of the whole

organization can be called into question and force priority to be given to

group rather than individuals.

JOB A JOB ANALYSIS

Job:
 A job may be defined as a “collection or aggregation of tasks, duties and

responsibilities which as a whole, are regarded as a regular assignment to

individual employees. And which is different from other assignments”.

In other words, when the total work to be done is divided and grouped

into packages, we call it a ‘lob”. Each job has a definite title based upon

standardized trade specifications within a job; two or more grades may be

identified, where the work assignments may he graded according to the skill,

the difficulty in doing them, or the quality of workmanship.

Further, a job may include many positions, for a position is a job

performed by, related to, particular employees.

Thus it may be noted that a position is a “collection of tasks and

responsibilities regularly assigned to one person”, while a job is a “group of

positions, which involve essentially the same duties, responsibilities, skill

and. knowledge’
 A position consists of a particular set of duties assigned to an individual,

it may be noted that a position is a, ‘lob is impersonal the position is

personal”.

Job analysis:

It is a procedure by which pertinent information is obtained about a job

i.e. it is a detailed and systematic study of’ information relating to the

operations and responsibilities of a specific job.

An authority has defined job analysis as “the process of determining, by

observation and study, and reporting pertinent information relating to the

nature of a specific job”. It is a the determination of the tasks which

comprise the job and skills, knowledge, abilities and responsibilities

required of the worker for a successful performance and which differentiate

tone job from all other.

After a job has been defined, it is analyzed i.e. each task is described in

detail Job analysis is a procedure and a tool for determining the specified

tasks, operations and requirements of each job.

It is the process of getting information about the jobs, especially what the

worker does, how he gets it done, why he does it, skill, education and

training required, relationship to other jobs, physical demands,

environmental conditions.
It also emphasizes the relation of one job to others in the organization.

Job analysis is the process for determining the duties and skill

requirements of a job and the type of person who should be employed for it.

Definition:

Job analysis is a process of defining a job in terms of its components,

tasks and duties and knowledge or skills required to perform them. Job

analysis focuses on the job rather than the job holder.

Methods to conduct job analysis:

1. Job oriented — Focusing on describing various tasks that are performed

on the job very specific to the task.

2. Work oriented — Where in the human behaviour involved in work

activities are examined.

Purpose and uses of job analysis:

 A comprehensive job analysis programme is an essential ingredient of

sound personnel management. It is the major input to forecasting future

human resources major input to forecasting Future human resources

requirements, job modifications, job evaluation, determination of proper

Compensation, and the writing of job evaluation of proper compensation,

and the writing of job determmation. It is a fundamental importance to man

power management programmers because of the wider applicability of its

results. The information provided by job analysis is useful, if not essential,

in almost every phase of employee relations.

Uses of job analysis:

1. Organization and Manpower Planning:

It is helpful in organization planning, for it defines labour needs in concrete

terms and co-ordinations the activities of the work force, and clearly divides

duties and responsibilities.

2. Recruitment and Selection:

 By indicating the specific requirements of each job (i.e. the skills

and knowledge), it provides a realistic basis for hiring, training, placement,

transfer and promotion of personnel. Basically, the goal is to match the job

requirements with a worker’s aptitude, abilities and interests. It also helps in

charting the channels of promotion and in showing lateral lines of transfer.

3. Wage and Salary Administration:

By indicating the qualifications required for doing a specified job and the

risks had hazards involved in its performance, it helps in salary and wage

administration. Job analysis is used as a foundation for job evaluation.

4. Job Re-engineering:

Job analysis provides information which enables us to change jobs. in

order to permit their being manned by personnel with specific characteristics

and qualifications. This takes two forms:

a. Industrial engineering activity- which is concerned with operational

analysis, motion study, work simplification methods and important in the

place of work and its measurement, and aims at improving efficiency,

reducing unit labour cost, and establishing the production standard which the

employee is expected to meet.

b. Human Engineering Activity — This takes into consideration human

capabilities, both physical and psychological, and prepares the ground for

complex operations of industrial administration, increased efficiency and

better productivity.

5. Employee Training and Management Development:

Job analysis provides the necessary information to the management of

training and development programmes. It helps to determine the content and

the subject matter of in-training courses. It also helps in checking application

information, interviewing, weighing test results, and in checking references.

6. Performance Appraisal:

It helps in establishing clear-cut standards which may be compared with

the actual contribution of each individual.

7. Health and Safety:

 It provides an opportunity for identifying hazardous conditions and

unhealthy environmental factors so that corrective measures may be taken to

minimize and avoid the possibility of accidents.

Contents of Job analysis:

A job analysis provides the following information:

* Job identification

* Significant characteristics of a job

* What the typical worker does

* Which materials and equipment a worker uses

* How a job is performed

* Required personnel attribute

* Job relationship

JOB SATISFACTION
 Job satisfaction is in regard to one’s feelings or state of mind regarding

the nature of their feelings. Job satisfaction can be influenced by a variety of

factors, for e.g. the quality of one’s relationship with their supervisor, the

quality of the physical environment in which they work, degree of

fulfillment in their work etc.

Job satisfaction is an individual’s general attitude towards his or her

job.

Locke gives a comprehensive definition of job satisfaction, as involving

cognitive, affective and evaluative reactions or attitudes and states it as “a

pleasurable or positive emotional state resulting from the appraisal of one’s

Job or job experience.”

Job satisfaction describes how content an individual is with his or her job.

It is a relatively recent term since in previous centuries the jobs available to

a particular person were often predetermined by the occupation of that

person’s parents.

There are wide varieties of factors that influence a person’s level of job

satisfaction. Some of them are: includes the level of pay and benefits, the

perceived fairness of the promotion system within a company, the quality of

the working conditions, leadership and social relationships, and the job

itself.

The happier an individual is within their job, the more satisfied they are said

to be. Job satisfaction is not the sane as motivation although it is clearly

linked. Job design aims to enhance job satisfaction and performance

methods include job rotation, job enlargement and job enrichment. Other

influences on satisfaction include the management style and, culture

employee involvement, empowerment and autonomous work groups.

Job satisfaction is a very important attitude which is frequently measured

by organizations. The most common way of measurement is the use of

rating scales where employees report their reactions to their jobs. Questions

relate to rate of pay, work responsibilities, variety of yes or no questions

while others ask to rate satisfaction on 1-5 (where 1 represents “not at all

satisfied” and 5 represents extremely satisfied”).

We have previously defined lob as an individual’s general attitude

towards his or her job. This definition is clearly a very broad one. Yet this is

inherent, in the concept. A person’s job is more than just the obvious
activities of shuffling papers, writing programme code, waiting on

customers, or driving a truck.

Jobs require interactive action with co-workers and bosses, following

organizational policies, meeting performance standards, living with working

conditions that are often less than ideal, and the like. This means that an

employee’s assessment of’ how satisfied or dissatisfied he or she with his or

her job is a complex summation of a number of discrete job elements. How,

then do we measure the concept?

The two most widely used approaches to measure the concept are:

1. Single Global Rating:

The single global rating such as “All things considered, how satisfied are

you with your job?” Respondents then reply by circling a number between

one and five that corresponds to answers from “highly satisfied” to “highly

dissatisfied.”

2. Summation Score Made Up Of Number Of Job Factors:

It is the other approach. It is a more sophisticated one. It identifies

key element in a job and asks for the employee’s feelings about each.

Typical factors that would be included are the nature of the work,
supervision, present pay, promotion opportunities, and relations with co

-workers. These factors are rated on a standardized scale and then added up

to create an overall job satisfaction score.

The Effect of Job Satisfaction on Employee Performance:

Mangers interested in job satisfaction tend to center on its effect on the

employee performance. Researchers recognized this interest, so we find;

large number of studies that have been designed to assess the impact of job

satisfaction on employee productivity, absenteeism and turnover.

Satisfaction and Productivity:

At the individual, the evidence suggests the reverse to be more accurate –

that productivity is likely to lead to satisfaction.

If we move from the individual level to that of the organizational there is

renewed support for the original satisfaction-performance relationship.

When satisfaction and productivity data are gathered for the organization

as a whole, rather than at the individual level, we find that organizations

with fewer satisfied employees.

So while we might not be able to say a happy worker is more

productive, it might be true that happy organizations are more productive.

Satisfaction and Absenteeism:

Research has not only demonstrated a weak negative relationship

between satisfaction and absenteeism. As with turnover, many other

variables enter into decision to stay home besides satisfaction with the job.

For e.g. there are moderating variables such as the degree to which people

feel that their jobs are important.

Additionally, it is important to remember that although high job

satisfaction will not necessarily result in low absenteeism, low job

satisfaction is more likely to bring about high absenteeism.

Satisfaction and Turnover:

Satisfaction is also negatively related to turnover, but the correlation is

stronger than what we found for absenteeism. Yet again, other factors such

as labor market conditions expectations about alternative job opportunities

and length of tenure with the organization are important constraints on the

actual decision to leave one’s current job.

Evidence indicates that an important moderator of the satisfaction-

turnover relationship is the employee’s level of performance. Specifically,

level of satisfaction is less important in predicting turnover for superior

performances. The organization typically makes considerable efforts to keep

these people. They get pay raises, praise, recognition, increased promotional

opportunities, and so forth.

Just the opposite tends to poor performers. Few attempts are made by

the organization to retain them. There may even be subtle pressures to

encourage them to quit. We would expect, therefore, that job satisfaction is

more important in influencing poor performers to stay than superior

performers. Regardless of level of satisfaction, the latter are more likely to

remain with the organization because the receipt of recognition, praise and

other rewards gives them more reasons for staying.

 JOB DESIGN

It is the division of the total task to be performed into the manageable

and efficient units — positions, departments and divisions and to provide for

their proper integration. The sub of work is both on a horizontal scale with

different tasks across the organization being performed by different people

and on the vertical scale, in which higher levels of the organization are

responsible for the supervision of more people, the co ordination of sub

more complex etc.

Job design may be defined as the methods that management uses to

develop the content of a job, including all relevant tasks, as well as the

processes by which jobs are constructed and revised. Job design is an

increasingly important application technique in the study of organizational

behavior, especially in light of various recent trends. Most importantly, the

nature of work is changing because f the intrusion of advanced information

technology.

Initially, the field of organizational behavior paid attention only to job

enrichment approaches to job design. Now, with quality of work life,

becoming a major societal issue in this country and through out the world

job design has taken a broader perspective.

 Job enrichment still dominates the job design literature on

organization behavior, but from the perspective of job characteristics rather

than from Hertzberg’s motivators. The social information processing

approach recognizes the over all importance of the climate or culture and the

role of more specific socio technical and team techniques in job design.
 CHAPTER II

RESEARCH DESIGN

1.Title of study :

Analytical study of “factors influencing job satisfaction among

employees to create organizational commitment at rail wheel factory”

2.. Statement of problems:

Job satisfaction is an attitude of a person. It depends upon the job itself,

nature of the job and the importance of the job as well as the interest of the

person doing the job. Job satisfaction has the impact on job performance. If

the employees do not have job satisfaction it may result in absenteeism, loss

of productivity etc.

The Rail Wheel Factory is one of the leading factories manufacturing

railway wheel needed for railway engines and bogies. Employee should have

job satisfaction to fully involve himself in the job.

The a project study is carried out to find out the level of job satisfaction

among the employees and also to know the efforts made by the company to

satisfy the employees.

3. Objectives of the study:

The main objective of the study is to understand what are the factors that

influence job satisfaction and also the other objectives is to find whether

these factors have been useful in the company to create job satisfaction.

4. Hypothesis:

Since Rail Wheel Factory is a vital factory in transport industry where

safety is most important, employees must be highly satisfied.

5. Scope of the study:

This study has a very wide scope. It has capacity to make the managers to

follow these factors to employee satisfaction and bring about original

commitment.

6. Limitations of the study:

The main limitations are the number of respondents which is restricted

to thirty five respondents. Hence the project study suffers from data

insufficiency to emphasize project report.

7. Research methodology:

A. Type of research:

This is a HR survey made with reference to job satisfaction and

organizational commitment.

B. Sample design:

It is a random sampling technique.

C. Sample size:

Thirty five respondents.

D. Tool for collection of data:

Structured questionnaire, copy of witch is placed in the project report.

E. Method of collecting the data:

The questionnaires were distributed among the selected respondents.

They were explained with the objectives. They have been instructed how to

fill the questionnaire, therefore the respondents themselves have filled the,

questionnaire.
F. Method of analysis:

Data was collected. Data were checked for consistency and

inconsistency. Data were tabulated. Percentage was worked to know the

weight age given for each response. Each response was analyzed and

evaluated. Findings were recorded. Conclusions are written. Suggestions are

given. Objectives are tested.

The project work is completed in the following chapters.

Chapter 1 – Introduction

This chapter gives an introduction to HRM and Job Satisfaction of the

employees.

Chapter 2 – Research Design

This chapter gives an over view of the research design .

1. title of study

2. Statement of problem

3. objective of the study

4. hypothesis

5. scope of study

6. limitation of the study

7. research methodology
Chapter 3 - Company Profile

This chapter gives complete profile of RAIL WHEEL FACTORY.

Chapter 4 – Analysis and Evaluation. An analysis of the employees

job satisfaction at RAIL WHEEL FACTORY.

Chapter 5– Findings and Conclusions

Chapter 6- recommendations and suggestions

Chapter 7- Bibliography.

Chapter 8-Questionnaire.
 CHAPTER IV

ANALYSIS AND EVALUATION

Job satisfaction is an attitude of a person. It depends upon the job

itself, nature of job and the importance of the job as well as the interest of

the person doing the job. Job satisfaction has the impact on job performance.

If the employees do not have job satisfaction it may result in absenteeism,

loss of productivity.

The Rail Wheel Factory is one of the leading factories manufacturing

railway wheel needed for railway engines and bogies. Employee should have

job satisfaction to fully involve himself in the job.

Therefore a project study is carried out to find out the level of job

satisfaction among the employees and also to know the efforts made by the

company to satisfy the employees.

TABLE NO:1

Table showing name profile of the respondents

Particulars No. of respondents Percentage

Name given 29 83%
Name not given 6 17%
Total 35 100%

ANALYSIS:

It is seen from the above table that 83% of the respondents have given name

while 7% of the others have not identified their name.

GRAPH SHOWING NAME PROFILE OF RESPONDENTS

17%

Nam e given
Nam e not given

83%

INFERENCE:

In view of the above it is confirmed that there is no restrictions from the

employers to the employees to give data. However a few of them are in

secured to give their name though they have given the data.
TABLE:2

Table showing Age of the respondents

Particulars No. of respondents Percentage

20-30yrs 4 11%
31-48yrs 13 37%
41-51yrs 17 49%
51-above 1 3%
Total 35 100%

ANALYSIS:

It is observed from the above table that 49% of the respondents are aged

between 41-50 years and 37% of the remaining is aged group is very low in

% is not analyzed.
GRAPH SHOWING AGE OF THE RESPONDENTS

3% 11%

20-30yrs
31-48yrs
49% 41-51yrs
37% 51-above

INFEARENCE:
From the above analysis it is evident that the respondents are well matured

to understand the importance of job satisfaction.

TABLE NO:3

Table showing Sex profile of employees

Particular No. of respondents Percentage

Men 24 69%
Women 11 31%
Total 35 100%

ANALYSIS:

It is seen from the above response that 69% of the respondents are men and

remaining 31% of the others are women.

GRAPH SHOWING SEX PROFILE OF EMPLOYEES

31%

Men
W omen

69%
INFERENCE

Considering the above response it is felt that the factor of job satisfaction to

be considered is more in men than women. Women also count important to

have job satisfaction for organizational commitment.

TABLE NO:4

Table showing Educational qualification of Employees

Particular No. of respondents Percentage

Matriculation 8 23
Graduates 15 43
Diploma 12 34

holders
Total 35 100

ANALYSIS:
Here it is seen that 34% of the respondents are diploma holders and 43% of

the respondents are graduates and 23% of remaining are matriculates.

GRAPH SHOWING EDUCATIONAL QUALIFICATION OF

EMPLOYEES

23%

34%
Matriculation
Graduates
Diploma holders

43%
INFERENCE

Therefore it is implied that respondents are adequately qualified to

understand the importance of job satisfaction.

TABLE NO:5

Table showing Designation profile of employees

Particulars No. of respondents Percentage

Clerks 8 22%
Technicians 12 34%
Engineers 4 11%
Typists 2 6%
Private secretary 1 3%
Vigilance advisor 3 9%
Financial advisor 1 3%
Stenographer 2 6%
Office super 1 3%
indent
 Fitter 1 3%
Total 35 100%

ANALYSIS:

From the above list of designation it is found that 46% of them are in the

technical filed and other 54% are in administrative filed.

GRAPH SHOWING DESIGNATION PROFILE OF EMPLOYEES

 Clerks
3%
6%3% Technicians
3% 23%
Engineers
9% Typists
Private secretary
3%
Vigilance advisor
6%
Financial advisor
11% Stenographer
33%
Office super indent
Fitter

INFERENCE:

Therefore it is construed that job is important for both technical and non

technical employees.
TABLE NO:6

Table showing Experience of the Employees in the organization

Particulars No. of respondents Percentage

1-10yrs 2 6
11-20yrs 18 51
21-30yrs 15 43
Total 35 100

ANALYSIS:

The data reveals that 51% of the respondents have put in ii to 20 years of

service and 43% of the others have put in 21 to 30 years of service.

GRAPH SHOWING EXPERIENCE OF THE EMPLOYEES IN THE

ORGANISATION

6%

43% 1-10yrs
11-20yrs
21-30yrs
51%

INFERENCE:

Therefore it is very clear that respondents have adequate experience to

understand the factors of job satisfaction.

TABLE NO:7

Table showing separate HRD unit in the company

Options No. of Respondents Percentage

Agree 23 66
Strongly agree 2 6
Disagree 9 26
Strongly agree 1 2
Total 35 100

ANALYSIS:

The data reveals that 72% of the respondents have agreed with the statement.

There are28% of the respondents have disagree.

GRAPH SHOWING SPERATE HRD UNIT IN THE COMPANY

 3%

26%
Agree
Strongly agree
Disagree
6% Strongly agree
65%

INFERENCE:

It is felt that respondents have agreed that there is HR department in their

company but not a separate HRD unit. Large number of people has

understood that HR unit as HRD unit, which means HR unit itself monitors

all HR activities.
TABLE NO:8

Table showing employees development in the organization

Options No. of Respondents Percentage

Agree 23 66
Strongly agree 3 9
Disagree 6 16
Strongly disagree 3 9
Total 35 100

ANALYSIS:

Here the pattern of response is changed. 75% of the respondents have agreed

and 25% of the remaining has disagreed.

GRAPH SHOWING EMPLOYEES DEVELOMENT IN THE

ORGANISATION

9% Agree
17%
Strongly agree

9% Disagree
65%
Strongly disagree

INFERENCE:

However those who have agreed have also just agreed and not strongly

agreed. Therefore it is understood that HR management itself monitors HR

development.
TABLE NO:9

Table showing the employees commitment to the organization

Options No. of Respondents Percentage

Agree 23 66
Strongly agree 3 9
Disagree 6 16
Strongly disagree 3 9
Total 35 100

ANALYSIS:

It can be seen from the above table that 91% of the respondents have agreed

whereas only 9% of the remaining has disagreed.

GRAPH SHOWING EMPLOYEES COMMITMENT WITH THE

ORGANISATION

9%

17%
Agree
Strongly agree
Disagree
9%
65% Strongly disagree

INFERENCE:

According to the response it is confirmed that the employees are highly

committed to the organization.

TABLE NO:10

Table showing whether the employees are treated as HR Asset in company

Options No. of Respondents Percentage

Agree 24 69%
Strongly agree 4 11%
Disagree 7 20%
Strongly disagree 0 0%
Total 35 100%

ANALYSIS:

The table shows that 805 of the respondents have agreed that the employees

are treated as HR asset and 20% of the remaining have disagreed.

GRAPH SHOWING WHETHER THE EMPLOYEES TRATED HR

ASSET IN COMPANY

0%
20%

Agree
Strongly agree
11%
Disagree
Strongly disagree
69%

INFERENCE:

Therefore it is clear that the company gives more importance for the

utilization of HR.
TABLE NO:11

Table showing job satisfaction of employees

Options No. of Respondents Percentage

Agree 19 54
Strongly agree 6 17
Disagree 9 26
Strongly disagree 1 3
Total 35 100

ANALYSIS:

It is seen from the above table that 71% of the respondents have agree that

they are satisfied with the job they are performing and 29% of the

respondents have disagreed to the above.

GRAPH SHOWING JOB SATISFATION OF EMPLOYEES

3%

26%
Agree
Strongly agree
54% Disagree
Strongly disagree

17%

INFERENCE:

In view to the above analysis it is said job satisfaction describes how content

an individual is with his/her job and leads to high productivity

TABLE NO:12

Table showing better understanding and co-ordination between employees

Options No.of Respondents Percentage

Agree 19 54
Strongly agree 8 23
Disagree 8 23
Strongly disagree 0 0
Total 35 100

ANALYSIS:

The data reveals that 67% of the respondents have agreed there is better

understanding and co-ordination among the employees and 23% of the

respondents have disagreed to the above.

GRAPH SHOWING BETTER UNDERSTANDING AND CO-

ORDINATION BETWEEN EMPLOYEES

23% 0% Agree
Strongly agree
54% Disagree
23% Strongly disagree

INFERENCE:

It is therefore clear that there is a better understanding among the employees

which shows the unity among the employees.

TABLE NO:13

Table showing participation of employees in management decisions

Options No. of Respondents Percentage

Agree 21 60
Strongly agree 2 6
Disagree 9 25
Strongly disagree 2 6
No response 1 3
Total 35 100

ANALYSIS:

The above table tells that 66% of the respondents have agreed that they are

allowed to participate with the management and 31% of the respondents

have disagreed.
GRAPH SHOWING PARTICIPATION OF EMPLOYEES IN

MANAGEMENT DECISIONS

6% 3%

Agree
26% Strongly agree
Disagree
59% Strongly disagree
No response
6%

INFERENCE:

It is can be said that the organization encourages employee participation

with management to certain extent.

TABLE NO:14

Table showing Quality circles among the workers and mutual discussions

Options No. of Respondents Percentage

Agree 25 57
Strongly agree 5 14
Disagree 9 36
Strongly disagree 1 3
Total 35 100

ANALYSIS:

The above table tells that 71%. of the respondents have agreed that there is

formation of quality circles and 29% of them do not agree to the above.
GRAPH SHOWING QUALITY CIRCLES AND MUTUAL DISCUSSION

3%

22%
Agree
Strongly agree
Disagree
13% 62% Strongly disagree

INFERENCE:

Therefore it can be said that mutual discussion and formation of quality

circles is the tool to solve the work related problems and the organization

encourages it.
TABLE NO:15

Table showing whether the organization is well organized

Options No.of Respondents Percentage

Agree 25 71
Strongly agree 7 20
Disagree 2 6
Strongly disagree 1 3
Total 35 100

ANALYSIS:

The above table tells that 71%. of the respondents have agreed that there is

formation of quality circles and 29% of them do not agree to the above.
GRAPH SHOWING THE WHETHER THE ORGANISATION IS WELL

ORGANIZED

6% 3%

20% Agree
Strongly agree
Disagree
Strongly disagree
71%

INFERENCE:

Therefore it can be said that mutual discussion and formation of quality

circles is the tool to solve the work related problems and the organization

encourages it.
TABLE NO: 16

Table showing supervision of employees by supervisors

Options No. of Respondents Percentage

Agree 23 66
Strongly agree 4 11
Disagree 8 23
Strongly disagree 0 0
Total 35 100

ANALYSIS:

The data collected so tells that. 77% of the respondents have agreed that they

are directed by the supervisor where as 23% have disagreed.

GRAPH SHOWING SUPERVISION OF EMPLOYEES BY

SUPERVISIORS

23% 0% Agree
Strongly agree
11% Disagree
66%
Strongly disagree

INFERENCE:

Therefore it can be said that most of the employees are directed by

supervisors so that they can do their job properly.

TABLE NO:17

Table showing high standard of quality fixed by company

Options No. of Respondents Percentage

Agree 21 60
Strongly agree 10 28
Disagree 2 6
Strongly disagree 2 6
Total 35 100

ANALYSIS:

The above table shows that 88% of the respondents have agreed and 12%of

the remaining have disagreed that the company has set high standard of

quality.
GRAPH SHOWING HIGH STANDARD OF QUALITY SET BY THE

COMPANY

6%
6%

Agree
Strongly agree
29% Disagree
59%
Strongly disagree

INFERENCE:

It is therefore clear that the company has maintained a high level of quality

of their products which is shown in the response.

TABLE NO:18

Table showing training programmes in quality management to employees

Options No.of Respondents Percentage

Agree 21 60
Strongly agree 8 22
Disagree 3 9
Strongly disagree 3 9
Total 35 100

ANALYSIS:

Here it is seen that 82% of the respondents have agreed that they are been

sent for training and only 18% of them do not agree.

GRAPH SHOWING TRAINING PROGRAMMES IN QUALITY

MANAGEMENT

9%
9%

Agree
Strongly agree
Disagree
23%
59%
Strongly disagree

INFERENCE:
 So from the observation it can be said that training programs helps to

improve the products and the company too is organizing for that.

TABLE NO:19

Table showing the employees who are weak are corrected by way of training

Options No.of Respondents Percentage

Agree 25 72
Strongly agree 5 14
Disagree 5 14
Strongly disagree 0 0
Total 35 100

ANALYSIS:

The above table reveals that 80% of the respondents have agreed that there is

periodical training for the employees who are weak in performance and 14%

of them have disagreed to the above.

GRAPH SHOWING THE EMPLOYEES WHO ARE WEAK ARE

CORRECTED BY THE WAY OF TRAINING

0%
14%

Agree
14%
Strongly agree
Disagree
Strongly disagree
72%

INFERENCE:
Therefore it is evident that the company organizes periodical training to

improve the performance of the employees who are weak.

TABLE NO:20

Table showing whether the HR department selects effective employees

Options No.of Respondents Percentage

Agree 18 51
Strongly agree 2 6
Disagree 13 37
Strongly disagree 2 6
Total 35 100

ANALYSIS:

The table shows that 57% of the respondents have agreed that HR

department selects effective employees but 43% have disagreed to this.

GRAPH SHOWING WHETHER THE HR DEPARTMENT SELECTS

EFFECTIVE EMPLOYEES

6%

Agree
Strongly agree
37% 51%
Disagree
Strongly disagree

6%

INFERENCE:
Therefore it can be said that the not many employees agree that HR

department selects effective employees for the organization.

TABLE NO:21

Table showing standard of recruitment

Options No.of Respondents Percentage

Agree 18 52
Strongly agree 5 14
Disagree 8 23
Strongly disagree 4 11
Total 35 100

ANALYSIS:

It is seen from the above response 65% of the respondents have agreed and

remaining 35% of them have disagrees=d to that recruitment is very high.

GRAPH SHOWING STANDARD OF RECURITMENT

11%

Agree
23% Strongly agree
52% Disagree
Strongly disagree

14%

INFERENCE:

Considering the above response it is felt that recruitment standard is high,

which helps in charting the channels of promotion and showing lateral lines

of transfer
TABLE NO:22

Table showing whether group gives high satisfaction

Options No.of Percentage

Respondents
Agree 24 69
Strongly agree 5 14
Disagree 3 8
Strongly disagree 2 6
No response 1 3
Total 35 100

ANALYSIS:

It can be observed from the above table that 83% the respondents have

agreed that working in group gives job satisfaction where as 14% of them

have disagreed.
GRAPH SHOWING WHETHER THE GROUP WORK GIVES HIGH

SATISFICATION

6% 3%
8%
A gree
Strongly agree
14% Dis agree
Strongly dis agree
69% No res pons e

INFERENCE:

It is evident from the above response that most of the employees are highly

satisfied with doing work in groups. Job satisfaction is a’ very important

attitude which is a very important attitude which is frequently measured by

the organization.
TABLE NO:23

Table showing job design to achieve productivity in products

Options No.of Respondents Percentage

Agree 23 65
Strongly agree 7 20
Disagree 2 6
Strongly disagree 3 9
Total 35 100

ANALYSIS:

The data collected so tells that 85% of the respondents have agreed that the

jobs are designed to achieve high productivity but only 15% of them have

disagreed to this.
GRAPH SHOWING JOB DESIGN TO ACHIVE PRODUCTIVITY IN

PRODUCTS

9%
6%

A gree
Strong ly a gree
2 0%
Dis agree
Strong ly d is agre e
6 5%

INFERENCE:
Therefore it is clear from the above analysis that jobs are designed well by

the organization as job design is an increasingly important application

technique in achieving high productivity.

TABLE NO:24

Table showing whether the company products are well appreciated by the

customers

Options No.of Respondents Percentage

Agree 24 69
Strongly agree 11 31
Disagree - -
Strongly disagree - -
Total 35 100

ANALYSIS:

It is observed from the above table that 100% of the respondents have agreed

that the products are well appreciated by their customers.

GRAPH SHOWING WHETHER COMPANY’S PRODUCTS ARE WELL

APPRECIATED BY THE CUSTOMERS

0%

0%

31%

Agree
S trongly agree
Disagree
S trongly disagree

69%

INFERENCE:
In view to the above analysis it is confirmed that the corn products are very

well appreciated by their customers due to high quality of the products.

TABLE NO: 25

Table showing whether the company is ISO Certified

Options No.of Respondents Percentage

Agree 21 60
Strongly agree 11 31
Disagree 3 9
Strongly disagree - -
Total 35 100

ANALYSIS:

The above table reveals that91% of the respondents has agreed that their

company is ISO certified company. But 9% of the remaining has disagreed

to the above
GRAPH SHOWING COMPANY IS ISO CERTIFIED

9% 0%

Agree

31% Strongly agree

Disagree
60% Strongly disagree

INFERENCE:

Therefore it is clear that the company is ISO certified and the employees like

the goals of their company which is ISO certified and the employees like the

goals of their company which is set to produce standard quality of the

products.
TABLE NO 26

Table showing safety provisions according to nature of job

Options No.ofRespondents Percentage

Agree 22 63
Strongly agree 8 23
Disagree 5 14
Strongly disagree 0 0
Total 35 100

ANALYSIS:

The above table shows that 86% of the respondents have agreed that there

are safety provisions at work place but 14% of the respondents have

disagreed.
GRAPH SHOWING SAFETY PROVISION ACCORDING TO NATURE

OF JOB

0%
14%

A gree
Strongly agree
23%
Dis agree
63% Strongly dis agree

INFERENCE:

It is clear from the above analysis that the company has analyzed the jobs

well and there are safety provisions to avoid and minimize the possibility of

accidents.
TABLE NO: 27

Table showing whether the tools and machines are highly effective

Options No.of Respondents Percentage

Agree 18 51
Strongly agree 8 23
Disagree 8 23
Strongly disagree 1 3
Total 35 100

ANALYSIS:

Here it is seen that 74% of the respondents have agreed that tools and

machines are highly effective and 26% of them have disagreed.

GRAPH SHOWING WHETHER TOOLS AND MACHINES ARE

EFFECTIVE

3%

23%
A gree
Strongly agree
51%
Disagree
Strongly disagree

23%

INFERENCE:
Therefore it is clear that the products manufactures by the organization are

highly effective and the organizations are highly effective and the

organization has maintained a high level of quality in their products.

TABLE NO 28

Table showing whether employees are sent for training periodically

Options No. of Respondents Percentage

Agree 23 66
Strongly agree 5 14
Disagree 7 20
Strongly disagree 0 0
Total 35 100

ANALYSIS:
It is seen from the above that 80% of the respondents have agreed that the

employees are sent for periodical training and 20% of the respondents have

disagreed.

GRAPH SHOWING WHETHER EMPLOYEES ARE SENT FOR

TRAINING PERIODICALLY

0%
20%

A gree
Strongly agree
14% Dis agree
Strongly disagree
66%
INFERENCE:

Considering the above analysis it is clear that periodical training helps in

development of the employee’s performance in the organization.

TABLE NO 29

TABLE SHOWING EARNINGS AND INCENTIVES OF EMPLOYEES

Options No.of Respondents Percentage

Agree 20 57
Strongly agree 3 9
Disagree 11 31
Strongly disagree 1 3
Total 35 100

ANALYSIS:
The above table reveals that 66% of the respondents have agreed that every

employee earns job incentives and 34% of the remaining have disagreed.

GRAPH SHOWING EARNINGS AND INCENTIVES OF EMPLOYEES

3%

31%
Agree
Strongly agree
Disagree
57%
Strongly disagree

9%

INFERENCE:
So, it can be said that most of the employees are earning job incentives

which motivates them to work better and this leads to high productivity.

TABLE NO 30

Table showing low absentisum among the employees

Options No.of Respondents Percentage

Agree 23 66
Strongly agree 2 6
Disagree 6 17
Strongly disagree 4 11
Total 35 100

ANALYSIS:

It is seen from the above response that 72% of the respondents have agreed

that absenteeism is very minimum among the employees and 28% of the

respondents have disagreed to the above.

GRAPH SHOWING LOW ABSENTISM AMONG THE EMPLOYEES

11%

17% A gree
Strongly agree
Dis agree
6% Strongly dis agree
66%

INFERENCE:
Therefore it can be said that job satisfaction is more likely to bring about the

level of absenteeism in the employees.

TABLE NO 31

Table showing whether every employees feels that he is the citizen of this

organization

Options No.of Respondents Percentage

Agree 22 63
Strongly agree 7 20
Disagree 5 14
Strongly disagree 0 0
No response 1 3
Total 35 100

ANALYSIS:
The above table tells that 83% of the respondents have agreed that every

employee is treated as the citizen of the organization; where as 17% of them

have disagreed to the above.

GRAPH SHOWING WHETHER EVERY EMPLOYEE FEELS THAT HE

IS THE CITIZEN OF THIS ORGANISATION

3%

0%

14%

Agree
Strongly agree
Disagree
20%
Strongly disagree
63% No response
INFERENCE:

Therefore it is clear form the above analysis that organization is a

consciously coordinated social unit composed of two or more people, where

the employees are treated as citizens of the organization.

CHAPTER V

FINDINGS AND CONCLUSIONS

Findings:

1. All the respondents have participated in the project study

without fear.

2. Respondents are well matured to understand the level of job

satisfaction.

3. Women are also working and they also. need motivation to

improve job satisfaction

4. Respondents are adequately qualified to understand the

importance of job satisfaction.

5. The respondent’s designation is both technical and non-

technical.
6. The respondents have adequate experience in the organization.

7. Respondents have agreed that there is a HR unit in the

organization which monitors all the HR activities.

8. The HR unit itself monitors HR development.

9. Respondents are highly committed to the organization.

10.Respondents have agreed that they are treated as HR asset by

their organization.

11.Majority of the respondents are satisfied with the job they are

performing.

12.The employees have mutual understanding and unity each

other. The organization encourages employee participation

with the management.

13.With the help of formation of quality circles and mutual

discussion among the employees it has helped to solve work

related problems.

14.The company is well organized and it is recognized in the

society.

15.The junior employees are supervised by their supervisors.

16.The company maintains high level of quality in production.

17.Training programs are conducted periodically to improve the

quality of the products.

18.Weak employees are periodically trained.

19.The company has effective HR department.

20.Recruitment standard adopted by the company is very high.

21.Employees are highly satisfied with the group work.

22.The jobs are well designed in the organization

23.The company products are well appreciated and accepted by

the customers.

24.The company is an ISO certified company.

25.The jobs are analyzed and safety provisions are implemented.

26.The products are of high quality because of effective tools and

27.Machines used by the organization.

28.The employee's performance is developed by periodical

training.

29.Job incentives are given to employees.

30.Absenteeism is very low in the organization.

31.The organization provides a good co-ordination and every

employee feels that he is a citizen of the organization and it

gives raise to ‘we’ feeling ness.

 Conclusions:

The project study was carried out at M/s Rail Wheel Factory to find

out the factors that have influenced job satisfaction among the employees to

crate organizational commitment.

The data has revealed that there is high job satisfaction among the

employees. The special areas of high satisfaction are group work, mutual

discussion, periodical training, company’s products and the job itself,

Considering all these factors the project report comes to conclusion that

at M/s Rail Wheel Factory, the level of job satisfaction and organizational

commitment is high.
 CHAPTER 6:

RECOMMENDATIONS AND SUGGESTION:

• The organization can give more job incentives to encourage the

employees for better performance.

• The organization has to provide better working conditions.

• The management should take suitable measures so that all employees

are aware of participate of management system through HR policies.

• Management should encourage the workers to take part in

management activites.

• There should be rotation of staff from one section to another section

once in 3 years.
 • The training programmes should be still improved with latest

technology which helps employees to perform better.

• They should be given certain promotions based of experience and

merit.

BLBLIOGRAPHY

I have referred the following books to complete the project work:

Organizational Behavior by Stephen.P; Robbins

Organizational Behavior by Fred Luthans

Organizational Behavior by Keith Davis

Personnel Management by C.B. Memoria

 “Factors influencing Job Satisfaction among employees to

Create organizational commitment” A project study conducted

at M/s Rail Wheel Factory.

Questionnaire

Part-A Personal Data

1. Name (optional)

2. Age

3. Sex

4. Qualification

5. Designation

6. Experiences
 Part - B

1. There is a separate I unit in our company.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

2 This unit monitors employee development.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

3. Our employees are highly committed to the organization.

• Agree

• Strongly agree

• Disagree

• Strongly disagree
4. Employees are treated as a HR asset in our Co.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

5. The job 1 am doing is highly satisfactory.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

6. There is a good team work and jobs are perfumed with better u and co

• Agree

• Strongly agree
 • Disagree

• Strongly disagree

7. Employees are allowed to participate with the management.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

8. Our employees have formed quality circles and we solve work related

problems by mutual discussion.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

9. Our company is well organized.

• Agree
 • Strongly agree

• Disagree

• Strongly disagree

10. Every employee is directed by the supervisor to do the job properly.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

11. The company has set h standard of quality.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

12 Employees are trained in quality management.

• Agree
 • Strongly agree

• Disagree

• Strongly disagree

13. Employees who are week in performance are corrected by way Of

Training.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

14. Normally our HR department selects effective employees.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

15. Our recruitment standard is very high.

• Agree
 • Strongly agree

• Disagree

• Strongly disagree

16. The group work gives us very high job satisfaction.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

17. The jobs are designed to achieve high productivity.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

..

18. Our products are well appreciated by our customers

• Agree

• Strongly agree

• Disagree

• Strongly disagree
19 Our company is ISO certified company and I like my goals of the

company.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

20. The jobs are well analyzed and safety provisions aie rn according to

nature of the job.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

21. The tools and machine are highly effective.

• Agree

• Strongly agree

• Disagree

• Strongly disagree
22. The employees are sent for training periodically.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

23 Every employee earns job incentives.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

24. Absenteeism is very minimum among the employee's because of job

satisfaction.

• Agree

• Strongly agree

• Disagree

• Strongly disagree

25. Every employee has a feeling that he is the citizen of this organization.
• Agree

• Strongly agree

• Disagree

• Strongly disagree