Job Satisfaction and Employee Performance: An Empirical Approach.

DISSERTATION PROJECT REPORT

SUBMITTED IN THE PARTIAL FULFILMENT OF

THE REQUIREMENTS OF ARKA JAIN UNIVERSITY

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION For the session 2017-20

School of Commerce and Management

Faculty Mentor Name: Abhishek Upadhyay Designation: Asst. Professor

Submitted by Kunal Singh University Roll No.: AJU/00065/17

CERTIFICATE OF APPROVAL

This dissertation report of ‘KUNAL SINGH' titled Job Satisfaction and Employee
Performance is approved in quality and form has been found to be fit for the partial
fulfillment of the requirements of ARKA JAIN UNIVERSITY for the award of the degree of
BACHELOR of BUSINESS ADMINISTRATION.
Approval of the Approval of the Dean,
Programme Coordinator, School of Commerce and
Dept. of BBA Management, School of
Commerce and ARKA JAIN UNIVERSITY
Management, ARKA JAIN UNIVERSITY

Approval of the External Examiner

Certificate from the Faculty Mentor

This is to certify that KUNAL SINGH, AJU/00065/17, a student of BBA (2017-20), has

undertaken the Dissertation Project titled “Job Satisfaction and Employee

Performance”, for the partial fulfillment of the requirements of ARKA JAIN University
for the award of the degree of Bachelor of Business Administration, under my supervision. To
the best of my knowledge, this project is the record of authentic work carried out during the
academic year (2017-20) and has not been submitted anywhere else for the award of any
Certificate/ Degree/ Diploma etc.
Signature of the Faculty Mentor Name of the Faculty Mentor: Abhishek Upadhyay
Designation of the Faculty Mentor: Asst. Professor

Declaration by the Student

I , KUNAL SINGH , hereby declare that the project titled “Job Satisfaction
and Employee Performance”, has been carried out by me during my
‘DISSERTATION’ and is hereby submitted in the partial fulfillment of the
requirements of ARKA JAIN University for the award of the degree of
Bachelor of Business Administration. To the best of my knowledge, the project
undertaken, has been carried out by me and is my own work. The contents of
this report are original and this report has been submitted to ARKA JAIN
University, Jamshedpur and it has not been submitted elsewhere for the award
of any Certificate/Diploma/degree etc.

Signature of the Student

Name of the Student: KUNAL SINGH
University Enrollment No: AJU/00065/17
B.B.A. - 2017-20
 ACKNOWLEDGEMENT

I take this opportunity to thank my faculty mentor ABHISHEK UPADHYAY, ASST.

PROFESSOR, ARKA JAIN University, for his/ her valuable guidance, closely supervising
this work over with helpful suggestions, which helped me to complete the report properly and
present. More importantly, his/ her valuable advice and support helped me to put some
creative efforts on my project. He/ she have really been an inspiration and driving force for
me and have constantly enriched my raw ideas with his/ her vast experience and knowledge.
Specially, I would also like to give my special thanks to my parents whose blessings and love
enabled me to complete this work properly as well.

Name of the Student: KUNAL SINGH University Enrollment No.: AJU/00065/17

B.B.A. - 2017-20
 EXECUTIVE SUMMARY

The topic chosen JOB SATISFACTION was aimed for the betterment of’ organization in
terms of quality as well as quantity. A study on the topic “Job Satisfaction in Tata
Motors”. The main objective of the research was to find the problems do the employees faces
in the company and are they satisfied with job allotted to them.

The study is done as part of Descriptive Research. The primary data was collected by means
of questionnaire. The secondary data was collected from the company records and websites.
Structured questionnaire was given to 40 employees and the data was collected based on the
same. Utmost care has been taken from the beginning of the preparation of the questionnaire
the analysis, findings and suggestions. The analysis leads over to the conclusion that majority
of the employees are satisfied. Dissatisfaction with reference to some of the factors was also
reported. Valuable suggestions are also given to the company for better prospects

TABLE OF CONTENTS

CHAPTER TOPIC PAGE

CONTENT NO.
NO.
CHAPTER 1 INTRODUCTION TO THE SECTOR /

COMPANY 1

CHAPTER 2 REVIEW OF LITERATURE 2

CHAPTER 3 PROJECT OBJECTIVE(S) 6

CHAPTER 4 RESEARCH METHODOLOGY 7

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION 8

CHAPTER 6 FINDINGS AND RECOMMENDATIONS 19

CHAPTER 7 CONCLUSION 21
 CHAPTER: 1 INTRODUCTION TO THE SECTOR / COMPANY

History
Tata Motors was founded in 1945, as of locomotive manufacturer. Tata Group entered the
commercial vehicle sector in 1954 after forming a joint venture with Daimler-Benz of
Germany. After years of dominating the commercial vehicle market in India, Tata Motors
entered the passenger vehicle market in 1991 by launching the Tata Sierra, a sport utility
vehicle based on the Tata Mobile platform. Tata subsequently launched the Tata Estate
(1992; a station wagon design based on the earlier Tata Mobile), the Tata Sumo (1994, a 5-
door SUV) and the Tata Safari (1998).
Tata Motors Limited, formerly Tata Engineering and Locomotive Company (TELCO), is an
Indian multinational automotive manufacturing company headquartered in Mumbai,
Maharashtra, India. It is a part of Tata Group, an Indian conglomerate. Its products include
passenger cars, trucks, vans, coaches, buses, sports cars, construction equipment and military
vehicles.
Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar,
Lucknow, Sanand, Dharwad, and Pune in India, as well as in Argentina, South Africa, Great
Britain, and Thailand. It has research and development centers’ in Pune, Jamshedpur,
Lucknow, and Dharwad, India and in South Korea, Great Britain, and Spain. Tata Motors'
principal subsidiaries purchased the English premium car maker Jaguar Land Rover (the
maker of Jaguar and Land Rover cars) and the South Korean commercial vehicle
manufacturer Tata Daewoo. Tata Motors has a bus-manufacturing joint venture with
Marcopolo S.A. (Tata Marcopolo), a construction-equipment manufacturing joint venture
with Hitachi (Tata Hitachi Construction Machinery), and a joint venture with Fiat Chrysler
which manufactures automotive components and Fiat Chrysler and Tata branded vehicles.
Tata Motors is listed on the (BSE) Exchange. The company is ranked 265th on the Fortune
Global 500 list of the world's biggest corporations as of 2019.
On 17 January 2017, Natarajan Chandrasekaran was appointed chairman of the company Tata
Group. Tata Motors increases its UV market share to over 8% in FY2019.

The survey made regarding the job satisfaction in TATA MOTORS LTD. will facilitate and
enables the management to know the perceptions and inner feelings regarding the job they are
performing on day-to-day basis. The term job satisfaction reveals and focuses on the likes
arid dislikes of the employees of TATA MOTORS LTD. In this particular study the
researchers tries to identify the causes for satisfaction and dissatisfaction among the
employees. So this is the most effective and selective instrument for diagnosing and peeping
into the employee’s problems. Job satisfaction survey can give the most valuable information
the perceptions and causes. For satisfaction dissatisfaction among the employees attitude
towards job satisfaction may be either positive or negative.

CHAPTER: 2 REVIEW OF LITERATURE

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In this section will deliberate numerous writings from erstwhile studies will be revised in
order to detect and debate their separate outlooks of the variables take on in this study in
order to discover the interactions amid the dependent variable which is employee
performance and the independent variable which include job satisfaction
2.1 Employee performance
Employee job performance has always been an important concern for managers of
organizations (Kelidbari, Dizgah, & Yusefi, 2011). Similarly, employee performance is key
edifice of an organization therefore; aspects that place the grounds for high performance must
be scrutinized critically by the organizations for them to succeed (Abbas & Yaqoob, 2009).
According to Lee, et-al, (2011), in a study titled ―The effects of internal marketing, job
satisfaction and service attitude on job performance among hightech has always been
regarded as an important item in organizational management‖ defined job performance as
workers’ total performance in meeting the anticipated worth and achievement of tasks under
the procedure and time requirements of the organization. Similarly Liao et-al, (2012), defines
job performance as the standard for advancements, redundancy, rewards, punishments,
reviews and salary changes. It also satisfies the needs for employees to realize themselves.
Ahmad and Khurram (2011), also argue that employee performance symbolises the broad
belief of the personnel about their behaviour and contributions towards the achievement of
the organization. According to Ahmad and Shahzad (2011), apparent employee performance
embodies the whole belief of the employee about their conduct and contributions to the
accomplishment of the organization and further stated that compensation practices,
performance evaluation and promotional practices as a determinant of employee
performance. Similarly, Anita, (2013) define employee performance as an indicator of
financial or other outcome of the employee that has a direct connection with the performance
of the organization as well as its achievement, further revealed that working atmosphere,
leadership, team and co-worker relationship, training and career development, reward
programme, guidelines and procedures and workstation wellbeing as well as employee
engagement are major factors that determine employee performance. However, a study
conducted by Alagaraja1 and Shuck (2015) aimed to discover prevailing viewpoints of
organizational configuration and employee engagement in order to understand reasons
associated with enhancing individual performance argue that employee performance can be
enhanced through training and development. Furthermore, Thomas and Feldman, (2010)
adopted measures of employee performance as core task performance, which includes in-role
performance, safety performance, and creativity, followed by citizenship performance,
categorized into both targets-specific and general organizational citizenship behaviors’ and
lastly, counterproductive performance that consists of general counterproductive work
behaviors, workplace aggression, substance use, tardiness, and absenteeism. Therefore,
employee performance brings about innovation performance and firm performance as a
whole, in such a way that successful effort of fulfilled, inspired, and devoted human resources
produce innovative ideas for new products or services and increase quality performance,
operative performances, and client satisfaction directly (Sadikoglu & Cemal, 2010).
Globalization has created a lot of modifications and challenges that affect both the private and
public sector around the world which make Nigerian Universities not exceptional to such
situations. Although there are some unrelenting arguments about the positive and negative
effects about such changes, an effective scrutiny of employee performance therefore becomes
a necessity (Krishna, 2010). However, this as a result of the state of employee performance in

2
such universities is at its deteriorating level, and brings on the create a policy that can deliver
success and advancement for the management of Universities in Nigeria to collectively,
address and deliberate for higher employee performance for their respective institutions.

2.2 Measures for employee performance

Ahmad and Shahzad (2011) argued that seeming performance of an employee expresses the
entire conviction of an employee in regards to the actions and input to the attainment of the
organizations goals and mission. They further mentioned that practices of compensation,
evaluation of performance and practices concerning promotion of and employee are the
benchmark for performance of a worker. So also, Anita (2013) stated that performance of an
employee is a gauge or pointer of monetary or other result of the employee that has
undeviating relationship with organization performance and accomplishment as well. Anita,
(2013) additionally disclose that atmosphere at which employee perform task and other
schedules, relationship with bosses, co-employee relationship and that of team,
compensation procedure, and engagement of an employee are determining factors for
performance. Conversely, Alagaraja1 and Shuck (2015) disclose that employee performance
can be measured by means of regular training and improvement. In addition, Thomas and
Feldman, (2010) take on measures of employee performance as core job performance, that
includes in-role performance, security performance, and inventiveness, trailed by citizenship
performance, branded into equally targets-specific and wide-ranging organizational
citizenship. As far as this study is concerned however, dimensions for measuring employee
performance provided in the study of Liao et-al (2012) were chosen. This is due to the fact
that the dimensions in those studies employee performance was measured from the point of
view of the organization, the employee as well as, the job itself i.e. organizational objective,
employee objective, performance development and employee satisfaction are used as
measures of employee performance which makes it more wide-ranging. Performance of an
employee hence, gives room for innovativeness among employees and general firm’s
performance and innovativeness, in a manner that prosperous work of accomplished, inspired
and zealous human resources yield ground breaking concepts for newer goods or services and
also upsurge performance quality and satisfaction of the clients (Sadikoglu & Cemal, 2010).

2.3 Job satisfaction

Job satisfaction is believed not to have a generally agreed definition despite of its significance
and wide usage in the field of industrial psychology and organizational behaviour, which
make it vital that before clear meaning is given, there is the need to put into consideration the
significance and nature activities of human beings all around the globe (Aziri 2011). Several
scholars and authors have defined job satisfaction base on their views. A definition given by
Hop pock (1935) states that job satisfaction is seen as any form of blend of psychological
environmental as well as physiological circumstances that can make an individual admit in all
honesty that I am gratified with the employment I do for a leaving. On the basis of this
definition, level of job satisfaction is represented by what actually causes the feeling of
satisfaction. Another definition given by Vroom (1964) effective orientation of individual in
respect to their task and schedules is what defines job satisfaction; this definition put much
emphasis on the role played by an employee in the working place. The most widely used
meaning of job satisfaction is the coined by Spector (1997) which states that job satisfaction

3
centre’s mostly on the feelings on individuals about their entire job, which emphasizes on the
level to which individuals like or hate their jobs. Therefore job satisfaction serves as a
benchmark on how employee either feels positive or negative about their job and that is the
main reason why job satisfaction and dissatisfaction are always present at certain point and
situation (Davis, Nestrom 1985). Similarly Aziri (2011) assert that the level of job
satisfaction is within the range of extreme satisfaction and extreme dissatisfaction. Also,
according kaliski (2007), job satisfaction can be perceived as feelings of accomplishment and
how successful an employee is on his/her job which can have a direct relationship to
employee performance as well as wellbeing of the employee. Moreover, George and Jones
(2008) suggest that job satisfaction is composed to beliefs and feelings that individuals
perceive about their respective jobs. However, job satisfaction is believed to be multi-
dimensional and intricate, it can be viewed in many different ways by different individuals,
usually it is related to motivation even though the scope of the connection is still not very
clear Aziri (2011).

2.4 Factors Determining Job Satisfaction Rue and Ryaes (2003) suggest that job
satisfaction is determined by some element in the workplace which include financial
packages like salaries, opportunities, advancement, working conditions, and work group,
further the resultant effect of the determinant serves as yardstick for job satisfaction of
dissatisfaction as well as what the outcome will be, as asserted by Aziri (2011) that when
discussing issues regarding job satisfaction, job dissatisfaction should be considered in order
to ensure balance. Squires, Hoben, Carleton and Graham (2015) argued that though,
dissatisfied employees may not quit their jobs, but such feeling of dissatisfaction can impact
on them, their colleagues as well as the their quality of performance and the service they
deliver in the sense that such dissatisfied employees have tendencies of displaying hostility
on other employees in the workplace. In addition, a study conducted by Bos, Donders, and
Bounman- Bowner (2009) aimed at obtaining a intuition concerning job satisfaction from
employee’s view point opined that job satisfaction has five determinants which consist of
independence, skill discretion, support from superior, chances to further education and
relationship with co- workers. As a result, measurement of employee’s job satisfaction as one
of the notable dynamics when it comes to aptitude and usefulness of personnel. In practicality
the first-hand decision-making model which sorts it as indispensable that employees should
be preserved and well thought-out fundamentally as human beings that have their own
desires, needs, and own cravings are a very good scale for the prominence of job satisfaction
in modern-day companies (Usman & Jamal, 2013). In the process analyzing job satisfaction,
the sagacity that a satisfied employee is a pleased employee and a pleased employee is an
active employee (Aziri, 2011). On the contrary Aziri (2011) further argue that there is no
strong nexus between job satisfaction and employee performance considering the fact that a
meta-analysis of previous research studies fines 0.17 best-estimate relationships between job
satisfaction and employee performance. He further asserts that an employee with high level
of job satisfaction may not necessarily have a higher level of performance. Furthermore, in a
study by Rose, Kumar and Pak, (2011) aimed at observing the connection job satisfaction
and work performance by a sample of public service officials in Malaysia realize that
organizational learning was establish to be positively akin to organizational commitment, job
satisfaction, and work performance. In the same vein, Raza, Rafique, Ali, Mohsin, and Shah,
(2015) also conduct a study with the gaol of probing the connection between job satisfaction
and sales representative’s performance with adaptive selling deeds of organizations, the

4
study divulges that that there is a strong association of sales person performance and job
satisfaction. Moreover, in the work of Vermeeren, Kuipers and Steijn, (2014) in a study aims
to observe the affiliation concerning public organizational performance and workers
management with specific emphasis on job satisfaction as a credible mediating variable
between organizational performance and HRM, on the impact of a supervisor’s management
smartness on the application of human resource (HR) practices. However, their discoveries
direct that job satisfaction is positively related to employee performance. Furthermore, in a
study carried out by Al- Ahmadi (2009) in order ascertain causes impelling performance of
hospital nurses in Riyadh Region, Saudi Arabia came to the conclusion that job satisfaction
has a positive correlation to employee performance.

5
 CHAPTER 3 PROJECT OBJECTIVE(S)

 The Primary objective of this study is to know the satisfaction level of employees and
the factors that influences their satisfaction level with respect to canteen facilities,
salary, other facilities, working conditions etc.

CHAPTER: 4 RESEARCH METHODOLOGY

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The study was conducted at TATA MOTORS LTD. JAMSHEDPUR branch. In the
preparation of this report.

Type of research= Descriptive research

•Sampling design= Are as follows

a) Sampling frame- Employees of TATA MOTORS LTD. ltd of Jamshedpur city are taken
for survey .

b) Sampling unit- The employees of TATA MOTORS LTD. ltd asked to fill out
questionnaires.

c) Sampling size- 40 Employees of TATA MOTORS LTD. ltd.

d) Sampling method- convenience sampling method

e) Sampling location- Jamshedpur, Jharkhand-831005

•Research design=Are as follows

a) Research approach- survey method.

b) Research instrument- structured questionnaire.

Researches of the data are done from different sources. The sources of data as follows:

.
• Secondary data: This will give the theoretical basis required for the report presentation
which can be available from various sources such as magazines, Journals, newspaper and
website.

CHAPTER: 5 DATA ANALYSIS AND INTERPRETATION

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Data, which is gathered by administering questionnaires. Was processed in simple manner to
determine the level of satisfaction among employees. Every response was assigned some
score based on this overall satisfaction level was determined.
Data collected is carefully tabulated and analyzed by using satisfaction methods and also
various graphs are used.

SAMPLING METHODOLOGY
Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot
study was done in order to know the accuracy of the questionnaire. The final questionnaire
arrived only after certain important changes were done. Thus my sampling came out to be
convenience sampling method.

Sampling Unit:
The respondents who were asked to fill out questionnaires are the sampling units. These
comprise of the employees of TATA MOTORS LTD.
Sampling Size: 40

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TABLE
1. ARE YOU SATISFIED WITH THE JOB?
RESPONSES NO. O % O
RESPONDENTS F RESPONDENTS F
YES 36 90%

NO 02 5%

CAN’T SAY 02 5%

TOTAL 40 100

FIGURE 1.

5%
5%

YES
NO
CAN'T SAY

90%

(Data in Percentage)

Interpretation: 90 percent of the employees are satisfied with the job.. Only 10 percent of
the employees are not satisfied.

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TABLE
2. Factors that influence employees motivation.
Responses Respondents Satisfied % of Respondents

Good Pay 21 52.5

Promotion 04 10

Less Supervision 05 12.5

Good Working 10 25

Total 40 100%

FIGURE 2.

25%

52.5%
12.50%

30

(Data in Percentage)

Interpretation: 52.5% of the employees are given priorities to pay. So it clearly shows
that employees are highly motivated by good pay.

3. Table showing employees responses to salary being offered

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TABLE
Responses No. of Respondents % of Respondents

Yes 34 85

No 3 7.5

No Comments 3 7.5

TOTAL 40 100

FIGURE 3.

7.50%

7.50%

YES
No Comments
No Comments

85%

(Data in Percentage)

Concept: An attempt is made to know their satisfaction towards salary offerings.

Analysis: From the above table it is clear that employees are satisfied with the salary
allowances and offers provided by the organization with maximum of 85% saying yes a7.5%
each with no satisfaction no comments response.

Interpretation: Almost all the employees are satisfied with the salary offering at TATA
MOTORS.

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TABLE 4. IS THE MANAGEMENT HELPFUL AND
SYMPATHETIC TO YOUR PROBLEMS IN WORKSTATION?
Responses No. of Respondents % of Respondents

Yes 30 75%

No 5 12.5%

No Comments 5 12.5%

TOTAL 40 100

FIGURE 4.

13%

13%

75%

(Data in Percentage)

Interpretation: 75% of the employees feel that the management is sympathetic to some
extent in their problems faced at workstation.

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TABLE 5. ARE YOU SATISFIED WITH THE FACILITIES PROVIDED
WITH THE ORGANIZATION?
Responses No. of Respondents % of Respondents

Yes 38 95%

No 2 5%

TOTAL 40 100

FIGURE 5.

5%

95%

(Data in Percentage)

Interpretation: Almost all the employees are satisfied with facilities provided with the
organization.

TABLE 6. Employees Satisfaction towards Working conditions prevailing

in the organization.
Responses No. of Respondents % of Respondents

Yes 38 95%

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No 2 5%

TOTAL 40 100

FIGURE 6.

5%

Yes
No

95%

(Data in Percentage)

Interpretation: 95% of the respondents are satisfied with their employment conditions.
This suggests that TATA MOTORS has good infrastructure & this motivates the employees
to work better.

TABLE 7. Relation existing between Superiors & Subordinates?

Responses No. of Respondents % of Respondents

Yes 39 97.5%

No 1 2.5%

TOTAL 40 100

FIGURE 7.

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 2.50%0
0

Yes

97.50% No

(Data in Percentage)

Interpretation: 97.5% of the employees are satisfied with relation between superiors and
subordinates.

TABLE 8. Table showing employee’s response towards working Hours.

Responses No. of Respondents % of Respondents

Yes 38 95%

No 2 5%

TOTAL 40 100

FIGURE 8.

15
 5%

95% Yes
No

(Data in Percentage)

Interpretation: 95% of the employees are satisfied with the present working hours
prevailing in the organization..

TABLE 9. Employees satisfaction towards Canteen facilities?

Responses No. of Respondents % of Respondents

Yes 35 87.5%

No 5 12.5%

TOTAL 40 100

FIGURE 9.

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 12.5%

Yes
No

87.50%

(Data in Percentage)

Interpretation: 87.5% of the employees are satisfied with the canteen facilities.

TABLE 10. Table showing employees’ satisfaction level towards bonus

schemes.
Responses No. of Respondents % of Respondents

Yes 37 92.5%

No 3 7.5%

TOTAL 40 100

FIGURE 10.

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 7.5%

Yes
No

92.5%

(Data in Percentage)

Interpretation: Maximum no. of employees is satisfied with the provision of bonus.

Chapter: 6 FINDINGS AND RECOMMENDATIONS

FINDINGS

• 90% of the employees are satisfied with the job.

• 52.5% of the employees are given priorities to pay. So it clearly shows that employees
are highly motivated by good pay.

• 85% all the employees are satisfied with the salary offering at TATA MOTORS.

• 75% of the employees feel that the management is sympathetic to some extent in their
problems faced at workstation.

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• 95% of the employees are satisfied with facilities provided with the organization.

• 95% of the respondents are satisfied with their working conditions.

• 97.5% of the employees are satisfied with relation between superiors and
subordinates.

• 95% of the employees are satisfied with the present working hours prevailing in the
organization.

• 87.5% of the employees are satisfied with the canteen facilities.

• 92.5% of employees are satisfied with the provision of bonus.

RECOMMENDATIONS

• 10% of the employees are not satisfied with the job so company should assign tasks
and duties according to their knowledge, skills, and capabilities.

• Only 10% of the employees are satisfied with promotion schemes that motivate the
employees so management should take necessary steps to upgrade the promotion
schemes so that it motivates the employee to work efficiently.

• 7.5% of the employees are not satisfied with the salary paid to them and 7.5% of the
employees did not respond that means 15% of the employees are not happy with the
salary offered to them so management should make necessary changes in the salary
schemes.

• The management needs to be more sympathetic to employees and should not ignore
their grievances in their problems in the workstation as 12.5 % of the employees are
not satisfied and 12.5% did not answer.

• Make necessary changes in the facility provided to employees as 5% of the employees

are not satisfied.

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 • As 5% of employees are not satisfied so proper ventilation system should be
implemented to improve the working conditions.

• 2.5% of the employees are not satisfied with relation between superiors and
subordinates so superiors should make more efforts to make good relations with their
subordinates.
• 5% of the employees are not satisfied with the present working hours prevailing in the
organization. So, there should be reduction in the working hours.

• 12.5% of the employees are not satisfied with canteen facilities so management
should make necessary improvements in the quality & quantity of food provided to
employees.

• 7.5% of employees are not satisfied with the provision of bonus. Steps to be taken to
increase bonus.

Chapter 7
CONCLUSION

Job satisfaction is a positive approach about one’s job resulting from an evaluation of its
characteristics. Job satisfaction represents an attitude rather than behavior. They believe that
satisfied employees are more productive than unsatisfied employees. A person with a high
level of job satisfaction holds positive feelings about the job. When people speak of the
employee attitudes more often than not they mean job satisfaction.
It is very a tough job for HR Department to ensure job satisfaction among staff Employees
will just not be happy with pay cheque. a good position and prestige. They also want a
constant feeling of well being. Demand better work and family life balance and look to the
organization for fulfilling even their community needs.

The employees of TATA MOTORS LTD. are satisfied from their job in the following field:

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• Facilities
• Employment Conditions
• Relation between superiors and subordinates.
• Working Hours
• Canteen Facilities
• Provision of Bonus

Thus the overall job satisfaction of employees at TATA MOTORS LTD. is very high. The
employees of this organization have a very high regard and respect towards the company
image and future of the organization.

BIBLIOGRAPHY

• Ashwathappa.K. (2013). Human Resource Management: Text and cases. New Delhi:
McGraw Hill Publication.
• Arvey, Richard d.et al. (1989), “Job Satisfaction: Environmental and Genetic
Components”, Journal of Applied Psychology, 74 (2): 187-192.
• Bhatt, D.J. (1997), “Job Stress, Job Involvement and Job Satisfaction of Teachers: A
Correalational Study”, Indian Journal of Psychometry and Education, 28(2): 87-94.
• Bovier, P.A. and Perneger, T.V. (2003), “Predicators of Work Satisfaction among
Physicians”, European Journal of Public Health 2003, 13(4): 299-305.
• https://www.slideshare.net/hemanthcrpatna/a-study-on-employee-job-satisfaction-h-
rfinal-project
• https://www.slideshare.net/PavaniGuduru1/project-on-job-satisfaction
• https://sites.google.com/view/hghrnrzgao/tata-motors-employee-satisfaction
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dj1997-job.html

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