for guiding me on each and every step of my work. It cannot be completed without the guidelines of our guides.2 IIMS PUNE Acknowledgement A work is never the work of an individual but it is the result of ideas. Patil Date: IIMS Pune . I am very indebted Mr.Mestry and Mr.V. I am also thankful to all the respondent department heads and officers for co-operating with me because I can not imagine my project in present shape without their cooperation. M. Shailaja B. for giving me such a great opportunity to work thoroughly at Chakan plant. K. suggestions and co-operation of many folks. I am sincerely thankful to Mr.Balaji Srinivasan G. S. Tamhane. First of all I am very thankful to Bajaj Auto Limited for providing me the platform to do my project as a trainee.

3 INDEX: .

N TOPIC 1 2 3 Executive summery Company profile Employee satisfaction and measures 1.As pre the employee .4 SR. Job Involvement 3.As per the parameter .As per the question 4 5 6 7 8 9 10 11 Executive summary . Job Satisfaction 2. Organizational Commitment Effects of job satisfaction Maslow’s hierarchy of needs Douglas McGregor’s Theory Hertzberg’s 2-factor Theory Vroom’s Expectancy Theory Organizational strategies for employee satisfaction Methodology Observations and Action plan .

The results of Employee Satisfaction Survey are positive because after analysis I got 83% of employee satisfied with the current parameters like employee relation. etc.personal interviews. I worked there as management trainees for 2 months from 15th May to 15th of July2007 topics of my project were “employee satisfaction survey” and “review of performance appraisal system”. I did review of performance management process and it’s again the perfect system of appraisal as they are having 360 degree appraisal system. time office functions. the important part of my project was I had been thoroughly involve in many activities which resulted in value addition in myself. pay roll.5 It was great experience working with Bajaj Auto Limited Chakan. certification. employee counseling. Objectives of my project in Employee Satisfaction Survey were: Assess the current organizational culture and climate Measure the level of employee engagement in your workplace Determine the success rate of past objectives Examine communication levels throughout teams and coworkers Uncover any job security issues of your workforce Gain insight into the relationships of employee and manager To pay attention towards employee job satisfaction and providing better job environment to the employees. After that found 3 unsatisfactory parameters and design action plan. few HR related functions of SAP. performance appraisal system. facilities provided. because good people are asset for every organization. recruitment. assisted in implementation of speed skill development section etc. Methodology of survey was: finding need of ESS and then designing questionnaire. distributing it among the employees and getting feedback from analysis and finally to suggest action plans to overcome with 17% of unsatisfied employee. induction programs. During this period I came across HR functions like training and development. I learned many things which are like lesions of excellence for me and come across such beautiful organization culture and learned practically the organizational behavior. .

. An employee may be dissatisfied with his or her present job and consider it a temporary condition. yet not be dissatisfied with the organisation as a whole. An individual with high level of job satisfaction holds positive attitudes about the job. Job Involvement 3. Organizational Commitment JOB SATISFACTION The term job satisfaction refers to an individual’s general attitude toward his or her job. and poor mental health. individuals are more likely to resign. JOB INVOLVEMENT Job involvement measures the degree to which a person identifies psychologically with his or her job and considers his or her perceived performance level important to self worth. Job Satisfaction 2. absenteeism. Low job satisfaction can result in high attrition rate. High level of job involvement reduces attrition and absenteeism.6 EMPLOYEE SATISFACTION AND MEASURES: Employee satisfaction is based on following: 1. ORGANISATIONAL COMMITMENT Organization commitment is defined as degree to which an employee identifies with a particular organization and its objectives and wishes to maintain membership in the organization. while dissatisfied individual may hold negative attitudes about the job. which affects the rate of production. But when dissatisfaction spreads to the organisation itself.

motivation implies a drive toward an outcome. Absenteeism increases with decrease in job satisfaction Satisfaction and turnover Satisfaction is also negatively related to turnover. reduced effort and increased error rate. Neglect: Dissatisfaction expressed through allowing condition to worsen. absenteeism and turnover. It is trusting organisation and management ‘to do the right thing’. Theories relayed with employee satisfaction: . SATISFACTION Satisfaction refers to the contentment experienced when want is satisfied. and satisfaction is the outcome already experienced. Exit: Dissatisfaction expressed through behavior directed toward leaving the organisation. Loyalty: Passively but optimistically waiting for the condition to improve. however the following four responses shall indicate different responses to employee dissatisfaction. the concept “productive workers are likely to be happy workers” may hold good. Voice: Dissatisfaction expressed through active and constructive attempts to improve conditions. factors like alternative job opportunities. labor market condition will also affect the turnover.7 EFFECTS OF JOB SATISFACTION The job satisfaction has an effect on the performance of an individual however in the organisation it tends to center on its effect on productivity. Satisfaction and absenteeism There is a negative relationship between satisfaction and absenteeism. it includes chronic absenteeism. In other words. may include union activity. EXPRESSION OF DISSATISFACTION Employee dissatisfaction can be expressed in various ways. length of tenure. Satisfaction and productivity “Happy workers are productive workers” is a myth.

4. 2. 2. 5. As the person goes up in the hierarchy. Unsatisfied needs influences behavior. the more individuality. 4. Satisfied need do not act as motivators. Unless the lower level need is minimally satisfied the person does not advance to the next level of hierarchy. 3. humanness and psychological health will display. Physiological Safety Social Esteem Self Actualization Essence of Maslow’s Theory 1.8 MASLOW’S HIERARCHY OF NEEDS The need hierarchy model of Abraham Harold Maslow is the simple and most widely discussed theory of motivation Maslow’s need hierarchy divides human need into five levels and they are: 1. since needs are many they are arranged in order of importance from the basic to the complex. 3. .

wish to avoid responsibility.9 MASLOW’S HIERARCHY OF NEEDS Achievement SelfActualiz ation Esteem Needs Belongingness Security Needs Physiological Needs Challenging job Job title Friends in Work Group Pension Plan Base Salary Status Friendship Stability Sustenance Douglas McGregor’s Theory Douglas McGregor. 2. Average human beings prefer to be directed. controlled. a professor of industrial Administration at MIT (USA) theorized that every person has certain basic assumptions about other people’s attitude towards work and organisation the assumption is labeled as Theory X and Theory Y. . Theory X Assumptions It is the traditional assumptions about the nature of people and states that1. Because of this human characteristic of disliking work. most people must be coerced. directed and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. and want security above all. have relatively little ambition. Average human beings have an inherent dislike of work and will avoid it if they can. 3.

People will exercise self direction and self control in the service of objectives to which they are committed. Average human beings learn. The degree of commitment to objectives is in proportion to the size of the rewards associated with heir achievement. Hertzberg’s 2-factor Theory Fredrick Hertzberg (1959) extended the work of Maslow and developed a specific content theory of work motivation. He asked them two questions: When did you feel particularly good about your job and what turned you on? When did you feel exceptionally bad about your job and what turned you off? . He conducted a widely reported study of about 200 accountants and engineers from eleven industries in the Pittsburgh area. The expenditure of physical effort and mental effort in work is as natural as play or rest. External control and threat of punishment are not the only means for producing effort toward organizational objectives. under proper conditions.10 Theory Y Assumptions The assumption under this are The expenditure of physical effort and mental effort in work is as natural as play or rest. He used the critical incident method of obtaining data for analysis. not only to accept responsibility but also to seek it.

They were classified in two categories: 1) Motivational factors 2) Hygiene or maintenance factors .11 CONTARSTING VIEW OF SATISFACTION AND DISSATISFACTION TRADITIONAL VIEW Satisfaction Hertzberg’s VIEW Dissatisfaction Satisfaction No Dissatisfaction Motivators Hygiene Factor No Satisfaction Dissatisfaction Hertzberg’s theory was based on a two-factor Hypothesis that is factors leading to job satisfaction and factors leading to no job dissatisfaction.

job rotation. Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. are some of the modern tools & techniques for attracting & retaining good employees in the organisation. and job enlargement. Job enrichment. Organizational strategies for employee satisfaction: Job related activities Job related activities like Job re-design. job specifications. Rewards-personal goal relationship: The degree to which organizational reward satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for individual. skills and attitudes towards their jobs & the organisation. so that they are updated in their knowledge. which can be caused by apprehensions about the changes if any. This automatically reduces the possibilities of stressful situations. Work-study. etc. .12 Vroom’s Expectancy Theory Individual Effort 1 Individual Performance 2 Organizational Rewards 3 Personal Goals Effort-performance relationship: Probability perceived by the individual that exerting a given amount of effort will lead to performance. with the least stressful environment for all. job analysis. Training & Development Appropriate training & development programmers should be organized for employees at all levels from time to time. job evaluation. job descriptions. This helps both the management & the employees to reduce the gap between the job requirements on the one hand & the capabilities of the employees on the other.

This helps to reduce the number of stressed employees and others may be relieved to some extent. Extra-ordinary performers should be rewarded extra-ordinarily. • to reduce the employee stress. scientific & periodic performance appraisal system in force for all employees. By this process. Employee counseling. both the management & the employees know as to how they are doing & how they should do. . Employee Counseling Employee counseling can be classified in two parts: on-the-job counseling and off-thejob counseling. but also in terms of improvement in the overall organizational Productivity. if properly done. at least from the unnecessary & avoidable stress. The objectives of the employee counseling can be three-fold: • To improve the overall organizational efficiency. can yield very good results not only in terms of reducing the employee stress. Both these are skilled & sensitive jobs and need qualified & competent staff to do the job of counseling successfully. and • To improve the employee efficiency.13 Performance Appraisal There should be a systematic. The mediocre/ below average performers should be given a clear idea for their improvement within a stipulated time limit. Average performers should be given counseling and the necessary training inputs for improvement.

14 Methodology of Employee Satisfaction Survey: 1) To understand need of employee satisfaction survey. “happy employees are productive employees” to know the causes of turnover to take feedback for certain parameters to know the difficulties and solutions of line engineers 2) Prepared the action plan to conduct survey 3) Prepared questionnaire 4) Distributed among the employees at different shops vehicle assembly engine assembly paint shop aluminum shop steel shop PPC 5) Discuss some questions with the line engineers to get true feed back understand the problems find out the solutions 6) Collected the filled questionnaire 7) Made analysis: • Per employee • Per parameter • Per question .

15 Observations and recommendations: % OF SATISFACTION LEVEL 5% 13% 22% EXTREMLY SATISFIED HIGHLY SATISFIED SATISFIED PARTIALY SATISFIED 32% 28% UNSATISFIED From graph we can figure that level of satisfaction in sample is 32%. . Means employees in Bajaj Auto Ltd are satisfied.” Dissatisfaction should never lead toward organisation it self so it’s always better to take care of motivation. And next rage following is of highly satisfied employees 28 %. appraisal of employees. If these areas shall be improved then the level of satisfaction among the employees can be increased and it will lead in the rate of production because “satisfied employees are productive employees. TOP 3 PARAMETERS WITH WHICH PEOPLE ARE HIGHLY UNSATISFIED TRAINING 2 COMPENSATION 1 3 PERFORMANCE APPRAISAL TOP 3 PARAMETERS WITH WHICH PEOPLE ARE HIGHLY SATISFIED ABOUT COMPANY 2 EMPLOYEE RELATION 3 JOB DESIGN 1 So management needs to pay attention towards the areas in which employees are unsatisfied like training. compensation and performance appraisal system.

16 Action plan: 1) During induction program we should tell employees about ethics and values of the organization. Such changes make employees feel fresh and keep working environment fresh. 6) Arrange training program. 2) We should create the passion among them to work for the organization. 9) Provide them the platform to come up with new ideas. . We can take concern of interior designers for that matter.” 4) There should be regular interaction between superiors and employees about exchange of ideas and about personal problems also. 8) Make some changes at work place like paste inspiring posters and place some beautiful flower plans or flower pots. innovative ideas. sharing of ideas. 5) We should repeatedly tell them that they are working for the brand. 3) We should realize them that “along with plant and machinery you people are the assets for us. etc. and celebrate days in organization. 10) Arrange sections for them for technique queries. 7) Bring feeling of equality in the organization. stress management programs.

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