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Research Project Report on “Job satisfaction” At Maruti Suzuki T R Sawhney Motors Pvt.
Ltd. , Ghaziabad. Submitted in partial fulfillment for the requirement of the award of
graduate degree of Bachelor of Business Administration (Batch 2014-2017) Submitted
by: Supervisor: Preeti Dr Gaurab kumar Sharma BBA 6th semester Assistant Professor
140701510000114 AVGSIMC Submitted to: Acharya Vishnu Gupt Subharti Institute of
Management and Commerce. SWAMI VIVEKANAND SUBHARTI UNIVERSIYTY, MEERUT.

DECLARATION I hereby declare that this Project Report titled “JOB SATISFACTION” At
Maruti Suzuki T R Sawhney Motors Pvt. Ltd. , Ghaziabad. Submitted by me to the
Acharya Vishnu Gupt Subharti Institute of Management and Commerce SVSU, Meerut
(UP) is the partial fulfillment for the award of BBA in session 2017-19 is an original of my
work. I declare that the work has not been submitted for the award of degree anywhere
else.

Date:12/06/19 Name: Preeti Roll No: 140701510000114

 ACKNOWLEDGEMENT I would like to express my Acknowledgement to those people,
without whose contribution, Support and guidance this Report would not have seen the
light of the day. I am thankful and would like to express my Gratitude to the Honorable
Director Dr. Prabhat, Asst Prof Dr. Gaurab Kumar Sharma.

Who were my project guide and the entire Institute for giving me a Platform to have this
wonderful opportunity and being able to get a glimpse of the corporate world. With
Regards, Preeti Plagiarism Verification Certificate of Supervision Declaration
Acknowledgement Table of Contents Table of Contents S. No. Chapter Name Page No.
1. Introduction 2. Objectives of the Study 3. Literature Review 4. Research
methodology 5.

Data Analysis 6. Findings 7. Conclusion 8. Suggestion 9. Bibliography 10.

Questionnaire 11. Plagiarism report
 INTRODUCTION Employment fulfillment concerning one's inclination or perspective
with respect to nature of their work. Occupation can be affected by assortment of
elements like nature of one's association with their boss, nature of physical condition in
which they work, level of satisfaction.

Inspirational disposition towards employment are comparable to work fulfillment where

as negative mentality towards occupation has been characterized differently now and
again. In short occupation fulfillment is an individual's frame of mind towards
employment. Occupation fulfillment is a frame of mind which comes about because of
adjusting and summation of numerous particular preferences experienced regarding the
activity their assessment may rest generally upon one's prosperity or disappointment in
the accomplishment of individual target and upon saw blend of the activity and mix
towards these closures. As per pestonejee, Job fulfillment can be taken as a summation
of worker's sentiments in four significant zones. These are: 1.

Job-nature of work (dull, risky, intriguing), long periods of work, individual specialists,
openings at work for advancement and progression (prospects), extra time guidelines,
enthusiasm for work, physical condition, and machines and devices. 2. Management-
supervisory treatment, interest, prizes and disciplines, acclaims and faults, leaves
arrangement and preference. 3.

Social relations-companions and partners, neighbors, demeanors towards individuals in

network, support in social movement socialibility and rank boundary. 4. Personal
modification wellbeing and emotionality. Occupation fulfillment is a significant pointer
of how representatives feel about their activity and an indicator of work conduct, for
example, hierarchical citizenship, Absenteeism, Turnover. 5. Personal modification
wellbeing and emotionality.

Occupation fulfillment is a significant marker of how representatives feel about their

activity and an indicator of work conduct, for example, authoritative citizenship,
Absenteeism, Turnover. Occupation fulfillment benefits the association incorporates
decrease in protests and complaints, non-attendance, turnover, and end; just as
improved timeliness and specialist resolve.

Employment fulfillment is additionally connected with a more advantageous work power

and has been observed to be a decent pointer of life span. Occupation fulfillment isn't
equivalent words with authoritative resolve, which the assets of inclination have being
acknowledged by and having a place with a gathering of representatives through
adherence to shared objectives and trust in attractive quality of these objectives.
Spirit is the result of the gathering, while work fulfillment is more an individual
perspective.
 OBJECTIVES OF THE STUDY The research has been undertaken with following
objectives. To study level of job satisfaction of employees of SEVA Automotive Pvt. Ltd.
if any. To study methods measuring job satisfaction of SEVA Automotive Pvt. Ltd.
 LITERATURE REVIEW DEFINITIONS OF JOB SATISFACTION Various creators give
different meanings of occupation fulfillment. Some of them are taken from the book of
D.M. Pestonjee "Inspiration and Job Satisfaction" which are given beneath: Occupation
fulfillment is characterized as a pleasurable, passionate, state coming about because of
evaluation of one's activity. A powerful response to one's activity.

Weiss Occupation fulfillment is general frame of mind, which is the consequence of

numerous particular dispositions in three zones to be specific: • Specific occupation
factors • Individual attributes • Group relationship outside the activity Blum and Naylor
Occupation fulfillment is characterized, as it is aftereffect of different frames of mind the
individual hold towards the activity, towards the related elements and towards the life
by and large.

Flicker Employment fulfillment is characterized as "any commitment, mental, physical,

and natural conditions that reason an individual honestly state, 'I am happy with my
activity." Occupation fulfillment is characterized, as representative's judgment of how
well his activity on an entire is fulfilling his different needs HISTORY OF JOB
SATISFACTION The work job satisfaction word was brought by hoppock (1935).

He resuscitated 35 considers on employment fulfillment led before 1933 and sees that
Job fulfillment is blend of mental, physiological and natural conditions. That makes an
individual state. "I m happy with my activity". Such a portrayal show the assortment of
factors that impact the fulfillment of the individual yet reveal to us nothing about the
idea of Job fulfillment.

Employment fulfillment has been most apropos characterized by pestonjee (1973) as an

occupation, the executives, individual alteration and social prerequisite. Morse (1953)
considers Job fulfillment as reliant upon employment content, distinguishing proof with
the co., money related and work status and priding bunch cohesiveness One of the
greatest preludes to the investigation of employment fulfillment was the Hawthorne
examine.

These investigations (1924-1933), fundamentally credited to Elton Mayo of the Harvard

Business School, tried to discover the impacts of different conditions (most eminently
light) on specialists' efficiency. These examinations at last demonstrated that novel
changes in work conditions incidentally increment efficiency (called the Hawthorne
Effect).

It was later discovered that this expansion came about, not from the new conditions,
however from the information of being watched. This finding gave solid proof that
individuals work for purposes other than pay, which made ready for scientists to
research different factors in employment fulfillment. Logical administration (otherwise
known as Taylorism) likewise significantly affected the investigation of occupation
fulfillment.

Frederick Winslow Taylor's 1911 book, Principles of Scientific Management, contended

that there was a solitary most ideal approach to play out some random work task. This
book added to a change in mechanical creation ways of thinking, causing a move from
talented work and piecework towards the more present day approach of mechanical
production systems and time-based compensations.

The underlying utilization of logical administration by enterprises significantly expanded

profitability since laborers were compelled to work at a quicker pace. In any case,
laborers ended up depleted and disappointed, in this manner leaving scientists with new
inquiries to answer in regards to work fulfillment. Some contend that Maslow's chain of
importance of necessities hypothesis, an inspiration hypothesis, established the
framework for occupation fulfillment hypothesis.

This hypothesis discloses that individuals try to fulfill five explicit needs throughout
everyday life – physiological necessities, wellbeing needs, social needs, confidence
needs, and self-realization. This model filled in as a decent premise from which early
analysts could create work fulfillment speculations.
IMPORTANCE OF JOB SATISFACTION Job fulfillment is a significant pointer of how
representatives feel about their activity and an indicator of work conduct, for example,
hierarchical, citizenship, Absenteeism, Turnover. Job fulfillment can halfway intervene the
relationship of character factors and degenerate work conduct.

Common research securing is that position fulfillment is associated with way of life. This
relationship is equal importance the general population who are happy with the
existence will in general be happy with their occupations and the general population
who are fulfilled their employments tends to happy with their life.

This is imperative snippet of data that is work fulfillment and employment execution is
legitimately identified with each other. Therefore it very well may be said that, "A glad
laborer is a profitable specialist." It gives clear proof that disappointed representatives
skip work all the more frequently and increasingly prefer to leave and fulfilled laborer
liable to work longer with the association
IMPORTANCE TO WORKER AND ORGANIZATION Employment fulfillment and word
related achievement are central point in close to home fulfillment, dignity, confidence,
and self-improvement. To the laborer, work fulfillment brings a pleasurable passionate
express that can frequently prompts a positive work frame of mind.

A fulfilled laborer is bound to be imaginative, adaptable, creative, and steadfast. For the
association, work fulfillment of its laborers implies a work power that is propelled and
focused on top notch execution. Expanded efficiency the amount and nature of yield
every hour worked-is by all accounts a result of improved nature of working life.

Note that the writing on the connection between employment fulfillment and
profitability is neither decisive nor steady. In any case, thinks about going back to
Herzberg's (1957) have appeared least low connection between's high confidence and
high profitability and it seems coherent that progressively fulfilled laborers will in
general increase the value of an association.

Despondent representatives, who are persuaded by dread of loss of occupation, won't

give 100 percent of their exertion for exceptionally long. In spite of the fact that dread is
a ground-breaking help, it is additionally a transitory one, and furthermore when the risk
is lifted execution will decay. Employment fulfillment benefits the association
incorporates decrease in grumblings and complaints, non-attendance, turnover, and
end; just as improved dependability and specialist resolve. Employment fulfillment is
additionally connected with a more beneficial work power and has been observed to be
a decent pointer of life span.

Albeit just little connection has been secured between position fulfillment and efficiency,
Brown (1996) takes note of that a few bosses have discovered that wonderful or
charming workers is an essential to fulfilling or pleasing clients, in this way ensuring the
"primary concern" Laborers ROLE IN JOB SATISFACTION In the event that activity
fulfillment is a laborer advantage, most likely the specialist must probably add to his or
her own fulfillment and prosperity at work.

The accompanying recommendations can enable a specialist to secure individual

position fulfillment: Seek chances to show aptitudes and abilities. This regularly prompts
all the more testing work and more prominent duties, with chaperon increments in pay
and other acknowledgment. Create magnificent relational abilities. Manager's worth and
prizes incredible perusing, tuning, recorded as a hard copy and talking aptitudes. Know
more.

Get new occupation related information that encourages you to perform undertakings
all the more productively and adequately. This will remember weariness and regularly
gets one took note. Show innovativeness and activity. Characteristics like these are
esteemed by most associations and regularly results in acknowledgment just as in
expanded obligations and prizes.

Create collaboration and relationship building abilities. An enormous piece of

occupation achievement is the capacity to cooperate with other people to take care of
business. Acknowledge the decent variety in individuals. Acknowledge individuals with
their disparities and their defects and figure out how to give and get analysis helpfully.
See the incentive in your work.

Valuing the criticalness of what one cans lead to fulfillment with the work itself. This
assistance to offer significance to one's presence, accordingly assuming an
indispensable job in occupation fulfillment. Figure out how to de-stress. Plan to keep
away from wear out by creating solid pressure the executives systems.

Variables OF JOB SATISFACTION Hoppock, the soonest examiner in this field, in 1935
proposed that there are six noteworthy parts of occupation fulfillment. These are as
under: The manner in which the individual responds to unsavory circumstances, The
office with which he balanced himself with other individual The relative status in the
social and financial gathering with which he recognizes himself.

The idea of work in connection to capacities, intrigue and planning of laborer Security
Loyalty Herberg, mausaer, Peterson and capwell in 1957 explored in excess of 150
examinations and recorded different occupation variables of employment fulfillment.
These are quickly characterized one by one as pursues:
 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would
tend to be constant for the work regardless of where the work was performed.

2. Supervision This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job satisfaction.
3.Working conditions This includes those physical aspects of environment which are not
necessary a part of the work.

Hours are included this factor because it is primarily a function of organization, affecting
the individuals comfort and convenience in much the same way as other physical
working conditions. 4.Wage and salaries This factor includes all aspect of job involving
present monitory remuneration for work done. 5.Opportunities for advancement It
includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience. 6.Security It is
defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7.Company & management It includes the aspect of worker’s immediate situation, which
is a function of organizational administration and policy.

It also involves the relationship of employee with all company superiors above level of
immediate supervision. 8.Social aspect of job It includes relationship of worker with the
employees specially those employees at same or nearly same level within the
organization. 9.Communication It includes job situation, which involves spreading the
information in any direction within the organization.

Terms such as information of employee’s status, information on new developments,

information on company line of authority, suggestion system, etc, are used in literature
to represent this factor.
10.Benefits It includes those special phases of company policy, which attempts to
prepare the worker for emergencies, illness, old age, also.

Company allowances for holidays, leaves and vacations are included within this factor.
REASONS OF LOW JOB SATISFACTION Reasons why workers may not be totally happy
with their occupations: 1. Conflict between associates. 2. Conflict between
administrators. 3. Not being opportunity paid for what they do. 4. Have next to zero say
in basic leadership that influence workers. 5. Fear of loosing their activity.

Impacts OF LOW JOB SATISFACTION 1. HIGH ABSENTEEISM Non-appearance implies it

is a constant example of nonattendance from obligation or commitment. On the off
chance that there will be low occupation fulfillment among the representatives the rate
of non-appearance will increment and it likewise influences on efficiency of association.
2.

HIGH TURNOVER In human asset alludes to qualities of a given organization or industry

with respect to the rate at which a business increases and misfortunes the staff. On the
off chance that the business is said to be have a high turnover of representatives of that
organization have shorter residency than those of different organizations.

3. TRAINING COST INCREASES As representatives leaves association because of absence

of employment fulfillment. At that point Human asset chief needs to enlist new
representatives. With the goal that the preparation use will increments. Impacts ON JOB
SATISFACTION There are no. of elements that impact work fulfillment.

For instance, one ongoing examination even discovered that if undergrads majors
agreed with their activity, this relationship will anticipated resulting work fulfillment. In
any case, the fundamental impacts can be abridged alongside the measurements
distinguished previously. The work itself The idea of work itself is a noteworthy
wellspring of fulfillment.

For instance, inquire about identified with the activity qualities way to deal with
occupation configuration, demonstrates that criticism from employment itself and self-
governance are two of the significant activity related persuasive components. The
absolute most significant elements of a wonderful employment revealed by overview
incorporate intriguing and testing work, work that isn't exhausting, and the activity that
gives status Pay Wages and pay rates are perceived to be a critical, however perplexing,
multidimensional factor in employment fulfillment.

Cash enables individuals to accomplish their essential needs as well as level need
fulfillment. Representatives regularly consider pay to be an impression of how the
executives see their commitment to the association. Incidental advantages are
additionally significant.
In the event that the workers are permitted some adaptability in picking the sort of
advantages they lean toward inside an all out bundle, called an adaptable advantage
plan, there is a critical increment in both advantage fulfillment and generally speaking
occupation fulfillment. Advancements Special open doors are appear to be varyingly
affect work fulfillment. This is a direct result of advancement take number of various
structures.

WHAT IS THE IMPACT OF JOB SATISFACTION? Numerous supervisors buy in to the

conviction that a fulfilled specialist is fundamentally great laborer. At the end of the day,
if the executives could keep the whole laborer's upbeat", great execution would
naturally decrepit. There are two suggestions concerning the fulfillment execution
relationship.

The main recommendation, which depends on customary view, is that fulfillment is the
impact as opposed to the reason for execution. This suggestion says that endeavors in a
vocation prompts rewards, which results in a specific degree of fulfillment .in another
recommendation, both fulfillment and execution are viewed as elements of
remunerations.

Different research studies show that to a limited degree work fulfillment influences
representative turnover, and therefore association can pick up from lower turnover as
far as lower enlisting and preparing costs. Likewise research has appeared backwards
connection between occupation fulfillment and truancy. At the point when employment
fulfillment is high there would be low non-appearance, however when occupation
fulfillment is low, it is bound to lead a high non-attendance.

What employment fulfillment individuals need? Every worker needs: 1. Recognition as a

person 2. Meaningful assignment 3. An chance to accomplish something beneficial. 4.
Job security for himself and his family 5. Good wages 6. Adequate advantages 7.
Opportunity to progress 8. No subjective activity a voice an issues influencing him 9.

Satisfactory working conditions Skill authority managers whom he can appreciate and
regard as people and as supervisors. In any case, the two ideas are interrelated in that
activity fulfillment can add to assurance and resolve can add to work fulfillment. It must
be recollected that fulfillment and inspiration are not equivalent words.

Inspiration is a drive to perform, where as fulfillment mirrors the person's disposition

towards the circumstance. The elements that decide if individual is satisfactorily happy
with the activity contrasts from those that decide if the individual is persuaded. the
degree of employment fulfillment is generally dictated by the comfits offered by the
earth and the circumstance .

Inspiration, then again is to a great extent decide by estimation of remuneration and

their reliance on execution. The consequence of high employment fulfillment is
expanded pledge to the association, which could possibly result in better execution. A
wide scope of variables influences a person's degree of fulfillment.

While authoritative prizes can and do have an effect, work fulfillment is principally
decide by variables that are normally not legitimately constrained by the association. an
abnormal state of occupation fulfillment lead to authoritative responsibility, while a low
level, or disappointment, result in a conduct hindering to the association. For instance,
worker who like their occupations, directors, and the elements identified with the activity
will most likely be steadfast and given.

Individuals will work more enthusiastically and determine fulfillment in the event that
they are given the opportunity to settle on their own choices. MODELS OF JOB
SATISFACTION There are different techniques and speculations of estimating work
fulfillment level of representatives in the association given by various creators.

Rundown of the considerable number of hypotheses and strategies estimating work

fulfillment level is given underneath: MODEL OF FACET OF JOB SATISFACTION Model of
determinant of feature of occupation fulfillment Edward E. lawler in 1973 proposed a
model of aspect fulfillment. This model is pertinent to comprehend what determines a
individual's fulfillment with any feature of occupation.

As per this model genuine result level assumes a key job in an individual' s view of what
prizes he gets. His observation affected by his impression of what his referent others
gets. The higher result level of his referent other the lower his result level will show up.
This model additionally center around his observation on remuneration level. Influence
THEORY Edwin A.

Locke's Range of Affect Theory (1976) is ostensibly the most popular activity fulfillment
model. The principle reason of this hypothesis is that fulfillment is controlled by an error
between what one needs in a vocation and what one has in an occupation. Further, the
hypothesis expresses that the amount one qualities a given aspect of work (for example
the level of self-governance in a position) directs how fulfilled/disappointed one
progresses toward becoming when desires are/aren't met.

At the point when an individual qualities a specific aspect of a vocation, his fulfillment is
all the more enormously affected both decidedly (when desires are met) and adversely
(when desires are not met), contrasted with one who doesn't esteem that feature. To
represent, if Employee A qualities independence in the work environment and Employee
B is apathetic about self-rule, at that point Employee An eventual increasingly fulfilled in
a position that offers a high level of self-governance and less fulfilled in a situation with
next to zero self-sufficiency contrasted with Employee B. This hypothesis likewise
expresses that a lot of a specific aspect will create more grounded sentiments of
disappointment the more a laborer esteems that feature.

DISPOSITIONAL THEORY Another outstanding activity fulfillment hypothesis is the

Dispositional Theory it is an extremely broad hypothesis that recommends that
individuals have natural attitudes that reason them to have inclinations toward a specific
degree of fulfillment, paying little mind to one's activity. This methodology turned into a
remarkable clarification of occupation fulfillment in light of proof that activity fulfillment
will in general be steady after some time and crosswise over vocations and
employments. Research likewise demonstrates that indistinguishable twins have
comparative degrees of employment fulfillment.

A critical model that limited the extent of the Dispositional Theory was simply the Core
assessments Model, proposed by Timothy A. Judge in 1998. Judge contended that there
are four Core Self-assessments that decide one's air towards occupation fulfillment:
confidence, general self-viability, locus of control, and neuroticism.

This model expresses that more elevated amounts of confidence (the worth one places
on his self) and general self-viability (the faith in one's very own capability) lead to
higher work fulfillment. Having an inside locus of control (trusting one has power over
her\his claim life, instead of outside powers having control) prompts higher employment
fulfillment.

At last, lower levels of neuroticism lead to higher occupation fulfillment TWO-FACTOR

THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzberg's Two-factor hypothesis
(otherwise called Motivator Hygiene Theory) endeavors to clarify fulfillment and
inspiration in the work environment. This hypothesis expresses that fulfillment and
disappointment are driven by various elements – inspiration and cleanliness factors,
separately.

Spurring components are those parts of the activity that make individuals need to
perform, and give individuals fulfillment. These spurring elements are viewed as
characteristic for the activity, or the work did. Rousing variables incorporate parts of the
workplace, for example, pay, organization strategies, supervisory practices, and other
working conditions.
While Hertzberg's model has invigorated much research, specialists have been not able
dependably experimentally demonstrate the model, with Hackman and Oldham
recommending that Hertzberg's unique plan of the model may have been a
methodological antique Furthermore, the hypothesis does not think about individual
contrasts, alternately foreseeing all workers will respond in an indistinguishable way to
changes in propelling/cleanliness factors..

At long last, the model has been censured in that it doesn't determine how
spurring/cleanliness components are to be estimated Occupation CHARACTERISTICS
MODEL Hackman and Oldham proposed the Job Characteristics Model, which is
generally utilized as a system to think about how specific employment attributes sway
on occupation results, including work fulfillment.

The model expresses that there are five center occupation qualities (ability assortment,
task character, task centrality, self-governance, and input) which effect three basic
mental states (experienced significance, experienced duty regarding results, and
learning of the real outcomes), thus affecting work results (work fulfillment, truancy,
work inspiration, and so forth.).

The five center activity attributes can be consolidated to shape a spurring potential
score (MPS) for work, which can be utilized as a record of how likely a vocation is to
influence a worker's mentalities and practices. A meta-examination of concentrates that
evaluate the structure of the model gives some help to the legitimacy of the JCM.

Current METHOD OF MEASURING JOB SATISFACTION In this strategy for estimating

work fulfillment the examination between different hierarchical terms and conditions at
administrative level and furthermore the association at an enormous. Fulfillment WITH
HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION: 1.
Management has a make way for representative's headway 2. Decisions are made
remembering the benefit of the representatives 3.

Management is amazingly reasonable in close to home strategies 4. Physical working

conditions are strong in accomplishing targets Innovativeness is urged to meet business
issues. SATISFACTION WITH SUPERVISION I feel I can trust what my supervisor tells me
My supervisor treats me fairly and with respect My supervisor handles my work-related
issues satisfactorily I get frequent appreciation of work done from supervisors I get
enough support from the supervisor 6.Individual initiative is encouraged SATISFACTION
WITH COMPENSATION LEVELS Overall I am satisfied with the company’s compensation
package I am satisfied with the medical benefits I am satisfied with the conveyance
allowance I am satisfied with the retirement benefits I am satisfied with the
reimbursement of the expenses as per the eligibility I am satisfied with the holiday
(vacation) eligibilities
 SATISFACTION WITH TASK CLARITY Management decisions are Ad Hoc and lack
professionalism (reverse scaled) Rules and procedures are followed uncompromisingly
My job responsibilities are well defined and clear SATISFACTION WITH CAREER
DEVELOPMENT I have adequate opportunities to learn and grow I get opportunities to
handle greater responsibilities My skills and abilities are adequately used at work From
all above we can conclude level of job satisfaction of our employees. RATING SCALE It is
one of the most common methods of measuring job satisfaction.

The popular rating scale used to measure Job satisfaction is to include: Minnesota
Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions
and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on
the dimension identified by Smith, Kendall, Hullin. Porter Need Identification
Questionnaires: It is used only for management personnel and revolves around the
problems and challenges faced by managers.

CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described incidents on job
when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in
terms of their contents and identifying those related aspects responsible for the positive
and negative attitudes.
 PERSONAL INTERVIEWS This method facilitates an in-depth exploration through
interviewing of job attitudes. The main advantage in this method is that additional
information or clarifications can be obtained promptly. ACTION TENDENCIES By this
method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs.
This method provides employees more opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that contributed to
job satisfaction among them. These are as follows: The way individual reacts to
unpleasant situations. The facilities with which he adjust himself to other persons. His
relative’s status in the social & economic group with which he identifies himself.

The nature of work in relation to the abilities, interest & preparation of the workers.
Security. Loyalty. Because human resource manager often serve as intermediaries
between employees & management in conflict. they are concern with Job satisfaction or
general job attitudes with the employees. Philip apple white has listed the five major
components of Job satisfaction .

as Attitude towards work group. General working conditions. Attitude towards company.
Monitory benefits & Attitude towards supervision
 Other components that should be added to this five are individual’s state of mind
about the work itself and about the life in general .the individual’ s health, age, level of
aspiration. Social status and political & social activities can all contribute to the Job
satisfaction.

A person’s attitude toward his or her job may be positive or negative. JOB
ENLARGEMENT The concept of job enlargement originated after World War II. It is
simply the organizing of the work so as to relate the contents of the job to the capacity,
actual and potential, of workers. Job enlargement is oblivious forerunner of the concept
and philosophy of job design. Stephan offers three basic assumptions behind the
concept of job enlargement.

Output will increase if Workers abilities are fully utilized Worker has more control over
the work Workers interest in work and workplace is stimulated. Job enlargement is a
generic term that broadly means adding more and different tasks to a specialized job. It
may widen the number of task the employee must do that is, add variety. When
additional simple task are added to a job, the process is called horizontal job
enlargement.

This also presumably adds interest to the work and reduces monotony and boredom. To
check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened
so that there will be more lines and fewer workers on each line.

Moreover, instead of assigning one man to each job and then allowed to decide for
himself how to organize the work. Such changes permit more social contacts and
greater control over the work process. JOB ROTATION Job rotation involves periodic
assignments of an employee to completely different sets of job activities.

One way to tackle work routine is to use the job rotation. When an activity is no longer
challenging, the employee is rotated to another job, at the same level that has similar
skill requirements. Many companies are seeking a solution to on-the-job boredom
through systematically moving workers from one job to another.

This practice provides more varieties and gives employees a chance to learn additional
skills. The company also benefits since the workers are qualified to perform a number of
different jobs in the event of an emergency. CHANGE OF PACE Anything that will give
the worker a chance to change his pace when he wishes will lend variety to his work.

Further if workers are permitted to change their pace that would give them a sense of
accomplishment. SCHEDULED REST PERIODS Extensive research on the impact of rest
periods indicates that they may increase both morale and productivity. Scheduled rest
periods bring many advantages: They counteract physical fatigue They provide variety
and relieve monotony They are something to look forward to- getting a break gives a
sense of achievement. They provide opportunities for social contacts.
ORGANIZATION PROFILE Maruti Suzuki T R Sawhney Motors Pvt. Ltd.

BACK GROUND AND HISTORY SEVA, Made its debut way back in 1985 at DWARKA,
NASHIK. It was played a major role in revolution brought about Maruti, specifically when
Suzuki had launched “Maruti800” in 1983, which was specifically designed for Indian
roads. SEVA further expanded its horizons by setting up new facilities at MIDC Ambad in
1990.

SEVA extended its root in Nanded in the year 1990, Nagpur in the year 1993 and then in
Dhule in early 2004. SEVA strongly believe in providing a healthy & quality working
environment, as only a satisfied internal work force can provide excellent services to the
customer base. This is one of the reasons why thousands of esteem customers returning
to SEVA.

The unmatched performance and uncompromising attitudes in sales and after sales
services leaves customer fully satisfied every time. The incomparable faith revealed by
customer has made SEVA the king in Maruti car sales and services which earned SEVA
the best dealer of Maruti, among the best 15 in India. SEVA Nagpur is also the best in
city, which provides best of services and offers to the fun loving people of Nagpur.

The chivalrous staff at SEVA is courteous and amiable. SEVA is serving Nagpur 15 years;
it is the second name for precision and exclusivity. Maruti true value, a special scheme
launched for selling and buying used Maruti cars, which values the seller’s car at the
best price they are looking for and gives multifaceted benefits to the sellers. Maruti
Suzuki certifies pre-owned cars and 3 free services are provided.

The damaged parts are replaced and the car is furnished which gives as good as new
look to the car.
 INSURANCE Another service which can be trusted blindly. Whether it is renewal of
insurance or issuing fresh policy, it is at safe hands only at SEVA MARUTI, as hassle free
insurance option are provided, costless repairs to make you more comfortable at rainy
times. PAINT BOOTH In case of accidents, the car damages are by us, which makes the
car as before.

For the painting, latest computer paint-matching machine is used which gives perfect
shades and results. FOREVER YOURS An offer of abiding relation, maintained only at
SEVA MARUTI which provides extended warranty of additional one or two years. Loans
for purchase of extended warranty policy are provided by SEVA. WHY CUSTOMER
PREFERS SEVA MARUTI? SEVA is best 15th car sales and services centre in India.

BRIGHT FEATURES OF Maruti Suzuki T R Sawhney Motors Pvt Ltd , Ghaziabad It has
satisfied work force. It provides best customer satisfaction service. SEVA is no. one in
sales and customer satisfaction, that’s why it got Customer. Satisfaction Award 2005. It
also awarded by Best Customer Care Award. It also got the TRUE VALUE AWARD. Its
market share is 57%. MARUTI SUZUKI TODAY More than half the number of cars sold in
India wears a Maruti Suzuki badge.

They are a subsidiary of Suzuki motors, Japan. As India's largest passenger car company,
account for over 50 per cent of the domestic car market. Maruti Suzuki have a sales
network of 562 outlets in 372 towns and cities, and provide maintenance support to
customers at 2538 workshops in over 1200 towns and cities (as on December 31,2007).
Since inception, it have produced and sold over 6.75 million vehicles, including almost
500,000 units in Europe and other export markets.

Company have been rated first in customer satisfaction for eight years in a row in J D
Power's Surveys, and are India's Most Respected Automobile Company (As per survey
conducted by Business world, a reputed Indian Magazine) Also, in an independent
survey conducted by Forbes.Com where they rated top 200 reputed companies on
various parameters such as reputation within the customer and employee fraternity, we
stood 91st.

In the automobile section we finished 7th.

 WIDE RANGE OF CARS Maruti Suzuki offers 10 models ranging from people's car
Maruti 800 to stylish hatchback Swift, SX4 sedan and luxury Sports Utility vehicle Grand
Vitara THE MARUTI DNA Maruti Suzuki was born as a government company, with Suzuki
as a minor partner, to make a people's car for middle class India.

Over the years, our product range has widened, ownership has changed hands and the
customer has evolved. What remains unchanged, then and now, is our mission to
motorize India. Our parent company, Suzuki Motor Corporation, has been a global
leader in mini and compact cars for three decades.

Suzuki's technical superiority lies in its ability to pack power and performance into a
compact, lightweight engine that is clean and fuel-efficient. The same characteristics
make our cars extremely relevant to Indian customers and Indian conditions. Product
quality, safety and cost consciousness are embedded into our manufacturing process,
which we have inherited from its parent company.

Right from inception, Maruti brought to India, a very simple yet powerful Japanese
philosophy 'smaller, fewer lighter, shorter and neater' From the Japanese work culture it
imbibed simple practices like an open office, a common uniform and common canteen
for everyone from the
Managing Director to the workman, daily morning exercise, and quality circle teams.

From the Japanese work culture Maruti imbibed simple practices like an open office, a
common uniform and common canteen for everyone from the CEO to the workman,
daily morning exercise, and quality circle teams. CARS FOR A NEW INDIA As lifestyles
change, we have tried to keep pace with the changing lifestyle of our customers by
bringing models high on 'style and design quotient'.

Some of our recent offerings like Swift, Zen Estilo (Spanish for Style) and SX4 have
become popular choices because customers find them relevant. BUILDING THROUGH
PARTNERSHIPS Our business relies substantially on our partners. We depend on a
national network of suppliers, sales outlets and workshops, managed by independent
entrepreneurs, to manufacture car components and look after our customers. We are
the "employer of choice" for automotive engineers and young managers from across
the country.

Nearly 75,000 people are employed directly by Maruti and our partners. Within the
company, we strive always to keep the culture open and participative. Incorporated
February 1981 Joint Venture Agreement October 1982 Equity Structure 54.2% Suzuki,
Japan, balance with Other Financial Institution and Public
5.6 MARUTI SUZUKI & MOTOR SPORTS Be it a motor sport enthusiast, an amateur or a
professional, Maruti Suzuki offers the thrill and joy of motor sport to all of them.

The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For
families, there are events like Women's Fun Drive and Treasure Hunt throughout the
year, across cities. The Maruti Suzuki Autocross brings action for amateurs and
professionals, together.

But what makes the Maruti Suzuki motor sport calendar an attraction in India (and
internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert
Storm and Maruti Suzuki Monsoon Car Rally of Kerala. MARUTI SUZUKI RAID-DE-
HIMALAYA Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding
motorsport rally. It is open to both, car and bike enthusiasts.

Maruti Suzuki provides opportunity to professional as well as amateur motor sport

lovers to participate in the Maruti Suzuki Raid Raid-de-Himalaya. The participants drive
through some of the world's highest motor able roads and passes in the Himalayas like
Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La & Khardung La,
through the inhospitable terrains in the Lahual and Spiti valleys in the Ladakh region.

Most of the drive is through boulders, snow capped peaks, gushing streams and at
times, temperature below -20 degree Celsius. On an average, a participant covers a
distance of 300 kms every day in this approximately 2000-kilometre and week-long
motoring event.
Every year, more and more people are coming for the Maruti Suzuki Raid-de-Himalaya,
many of them from abroad.

In 2007, as many as 145 teams participated in car and bike categories. Raid de Himalaya
is the only Indian motor sport event listed on the off-road rallies calendar of FIM
(Federation International Motorcycles), Geneva, Switzerland. Only 12 international
motoring events worldwide are listed in this calendar.

The Maruti Suzuki Raid-de-Himalaya is held around October, just before the onset of
winters in the Himalayan region. For Maruti Suzuki and our partner, the Himalayan
Motor sport Association, organizing the Maruti Suzuki Raid-de-Himalaya means over six
months of hard work and preparations. But the spirit of motoring enthusiasts and
Maruti Suzuki's commitment to promote motor sport in India has kept it going - year
after year.

In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring
thrill. MARUTI SUZUKI RALLY DESERT STORM The Maruti Suzuki Rally Desert Storm is an
annual eventrunningon the Cross Country Regulations of the FIA. Organized by the
Delhi based Northern Motor sport Association, the Rally is inscribed on the Cross
Country Calendar of the FIA and is sanctioned by the Motor sports Association of India
and the Federation of Motor sports Clubs of India.
 The Rally is open for participation to all 4 & 2 wheeler vehicles conforming to the FIM
and the FIA T1 & T2 regulations. The event consists of several cups and challenges,
some of which are open to specific makes. The 2007 Rally Desert Storm will be flagged
off from the National Stadium, New Delhi on the 15th February 2007 by the Hon. Chief
Guest and Mr.

Jagdish Khattar, the Managing Director of Maruti Udyog Ltd. Traversing a distance of
over 2,500 kms over 4 days the rally covers the most scenic and picturesque parts of
remote Rajasthan. The night halts are at Heritage properties at Bikaner, Jaisalmer, and
Pushkar & Jaipur.

The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party
will follow the prize distribution ceremony. The event is growing in popularity and
stature every year and is attracting the best drivers and teams from across India and in
2007 for the first time from the Asia Pacific region of the Far East and Australia.

For 2007, entries in the PRO part of the event are strictly limited to 25 out of which 5
entries are reserved for the Armed Forces. The event also features a fun and navigation
rally run concurrently with the main event. Entries in this NAV are open to all makes and
models of 4 wheelers. The event has always run with the highest safety standards
conforming with the international specifications of the International Automobile
Federation (FIA) and enjoys a perfect safety record over the last four years. Two life-
saving ambulances with trauma specialist medical teams accompany the event.
Over 8 ambulances along the route will further supplement the safety effort. The rally
will be monitored for its entire duration by over thirty radio-equipped cars. More than a
hundred volunteers will ensure safe passages of the event, most of them are rally and
motor sport veterans.

MARUTI SUZUKI AUTOCROSS The Maruti Suzuki Autocross is organized in major cities
in the country. This motor sport event is designed to provide an experience of rallying in
a controlled environment. Various driving stages during the event help the participant
develop a sense of timing, judgment and also an ability to evaluate vehicle handling
patterns at given speeds. All these skills are very critical for any motor sport enthusiast
in case he or she desires to participate in a professional motor sport event.

The Maruti Suzuki Autocross is open to both, professional and amateur motor sport
enthusiasts.
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY INTRODUCTION Research refers to a search for knowledge.
It is a systematic method of collecting and recording the facts in the form of numerical
data relevant to the formulated problem and arriving at certain conclusions over the
problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating
data: making deductions and reaching conclusions: and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis. Research can be
defined as “the manipulation of things, concepts or symbols for the purpose of
generalizing to extend, correct or verify knowledge, whether that knowledge aids in
construction of theory or in the practice of an art” In short, the search for knowledge
through objective and systematic method of finding solution to a problem is research.
DATA ANALYSYS
 DATA ANALYSIS AND INTERPRETATION After data have been collected, the researcher
turns to the task of analyzing them.

The analysis of data requires a number of closely related operations such as

establishment of categories, the application of these categories to raw data through
tabulation and drawing statically inferences. Tabulation is the part of technical
procedure where in the classified data are put in the form of tables. After analyzing the
data, the researcher should have to explain the findings on the basis of some theory. It
is known as interpretation.

The data has been collected from 100 employees of SEVA Automotive pvt. ltd, Nagpur
through questionnaire. The data thus collected was in the form of master table. That
made possible counting of classified data easy. From the master table various summery
tables were prepared. They have been presented along with their interpretation in this
manner.

Responses regarding whether the respondents are satisfied with the workplace of
organization Satisfaction level No. Of respondents Percentage Strongly satisfied 31 31
Satisfied 49 49 Slightly satisfied 12 12 Dissatisfied 5 5 Strongly dissatisfied 3 3 3
Graph 6.1 Above table shows that 31% employees are strongly satisfied with their work
place. 61% employees are satisfied with their workplace.

It means over all 92% employees are satisfied and other 18% are not satisfied with the
work place. Responses regarding whether the respondents are satisfied with the
infrastructure of organization Table 6.2 Satisfaction level No. Of respondents Percentage
Strongly satisfied 50 50 Satisfied 20 20 Slightly satisfied 10 10 Dissatisfied 16 16
Strongly dissatisfied 4 4
 Graph 6.2 Above table shows that 70% respondents are satisfied with infrastructure and
30% are dissatisfied with infrastructure of SEVA.

It can be interpreted that 30% are not satisfied with infrastructure which not more in
number.
Responses regarding whether the respondents are satisfied with the canteen facility
provided by organization. Table 6.3 Satisfaction level No. Of respondents Percentage
Strongly satisfied 56 56 Satisfied 17 17 Slightly satisfied 16 16 Dissatisfied 9 9 Strongly
dissatisfied 3 3 Graph 6.3
Above table shows that 88% employees are satisfied with the canteen facility provided
by the organization.

Only 12% employees are not satisfied with canteen facility. Responses regarding
whether the respondents are satisfied with the implementation of rules and
responsibilities. Table 6.4 Satisfaction level No. Of respondents Percentage Strongly
satisfied 51 51 Satisfied 23 23 Slightly satisfied 10 10 Dissatisfied 11 11 Strongly
dissatisfied 6 6 Graph 6.4
 Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities.

And 16% of respondents are not seems to be satisfied with the implementing rules and
responsibilities. Responses regarding whether the respondents are satisfied with the
freedom given at work. Table 6.5 Satisfaction level No. Of respondents Percentage
Strongly satisfied 30 30 Satisfied 36 36 Slightly satisfied 14 14 Dissatisfied 16 16
Strongly dissatisfied 4 4 Graph 6.5
 Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at work
place. Responses regarding whether the respondents are satisfied with the team spirit in
organization Table 6.6 Satisfaction level No. Of respondents Percentage Strongly
satisfied 52 52 Satisfied 21 21 Slightly satisfied 7 7 Dissatisfied 16 16 Strongly
dissatisfied 4 4 Graph 6.6
 Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the organization.
Responses regarding whether the respondents are satisfied with convenient working
hours Table 6.7 Satisfaction level No. Of respondents Percentage Strongly satisfied 20
20 Satisfied 41 41 Slightly satisfied 11 11 Dissatisfied 23 23 Strongly dissatisfied 5 5
Graph 6.7 /
Above table shows that 20% employees strongly feels that the working hours decided
by organization are most convenient for them.

Other 52% employees are satisfied with these working hours. And only 28% employees
are not much satisfied with the working hours. Responses regarding whether the
respondents are satisfied with Job security Table 6.8 Satisfaction level No. Of
respondents Percentage Strongly satisfied 13 13 Satisfied 18 18 Slightly satisfied 11 11
Dissatisfied 12 12 Strongly dissatisfied 46 46 Graph 6.8 /
Above table shows that only 31 % employees are satisfied with the job security.

And remaining 69% of employees are not satisfied with the job security provided by the
organization. Responses regarding whether the respondents are satisfied with the
targets achievable Table 6.9 Satisfaction level No. Of respondents Percentage Strongly
satisfied 64 64 Satisfied 21 21 Slightly satisfied 11 11 Dissatisfied 4 4 Strongly
dissatisfied 0 0 Graph 6.9

/
Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable. Responses
regarding whether the respondents are satisfied with the targets achievable Table 6.10
Satisfaction level No. Of respondents Percentage Strongly satisfied 9 9 Satisfied 22 22
Slightly satisfied 4 4 Dissatisfied 20 20 Strongly dissatisfied 45 45
Above table shows that only 35% employees are satisfied with the payment as per their
roles and responsibility and remaining 65% are not satisfied with the payment according
to their roles and responsibilities. Responses regarding whether the respondents are
satisfied with the opportunities of promotions Table 6.11 Satisfaction level No.

Of respondents Percentage Strongly satisfied 8 8 Satisfied 14 14 Slightly satisfied 6 6

Dissatisfied 26 26 Strongly dissatisfied 46 46
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities
of promotions.

Responses regarding whether the respondents are satisfied with the payment of salary
on time Table 6.12 Satisfaction level No. Of respondents Percentage Strongly satisfied
44 44 Satisfied 16 16 Slightly satisfied 4 4 Dissatisfied 32 32 Strongly dissatisfied 4 4
 Above table shows that 60% of employees are satisfied with the payment of salaries on
time.

Only 40% of the employees are not much satisfied with the payment of salaries on time.
Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program Table 6.13 Satisfaction level No. Of respondents
Percentage Strongly satisfied 42 42 Satisfied 36 36 Slightly satisfied 4 4 Dissatisfied
14 14 Strongly dissatisfied 4 4 Graph 6.13
 From the above table it shows that 76% of the respondents are satisfied with the quality
of training and induction program and only Responses regarding whether the
respondents are satisfied with the quality of in-house training Table 6.14 Satisfaction
level No.

Of respondents Percentage Strongly satisfied 51 51 Satisfied 19 19 Slightly satisfied 6

6 Dissatisfied 20 20 Strongly dissatisfied 4 4 Graph 6.14
 Above table shows that 86% of the respondents are satisfied with in house training held
by the management. And only 24% of respondents are not satisfied with the quality of
in house training.

Responses regarding whether the respondents are satisfied with the period of training
Table 6.15 Satisfaction level No. Of respondents Percentage Strongly satisfied 12 12
Satisfied 23 23 Slightly satisfied 18 18 Dissatisfied 20 20 Strongly dissatisfied 17 17
Graph 6.15
 Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not
satisfied with the period of training. Responses regarding whether the respondents are
satisfied with the proper and proactive HR division Table 6.16 Satisfaction Level No.

Of Respondents Percentage Strongly satisfied 72 72 Satisfied 18 18 Slightly satisfied 2

2 Dissatisfied 6 6 Strongly dissatisfied 2 2 Graph 6.16
 Above table shows that 92% of the respondents are satisfied with the HR division Only
8% of the respondents are not satisfied with the proactive and proper HR division, which
is very negligible in number. Responses regarding whether the respondents are satisfied
with the performance appraisal system Table 6.17 Satisfaction level No.

Of respondents Percentage Strongly satisfied 62 62 Satisfied 28 28 Slightly satisfied 4

4 Dissatisfied 4 4 Strongly dissatisfied 2 2 Graph 6.17
 Above table shows that 90% respondents are satisfied with the performance appraisal
system and only 10% of the respondents are not much satisfied with the performance
appraisal system implemented in organization. Responses regarding whether the
respondents are satisfied with the performance appraisal system Table 6.18 Satisfaction
Level No.

Of Respondents Percentage Strongly Satisfied 69 69 Satisfied 19 19 Slightly Satisfied 6

6 Dissatisfied 4 4 Strongly Dissatisfied 2 2 Graph 6.18 Above table shows that the 69%
of respondents are strongly satisfied with the office events and parties organized by the
organization. 25% of respondents are satisfied with these events and only 6% of
respondents are not satisfied with the events organized by the management Responses
regarding whether the respondents are satisfied with the celebration of employees
birthday Table 6.19 Satisfaction Level No.

Of Respondents Percentage Strongly Satisfied 82 82 Satisfied 16 16 Slightly Satisfied 2

2 Dissatisfied 0 0 Strongly Dissatisfied 0 0 Graph 6.19
Above table shows that nearly all the respondents are satisfied with the employees
birthday remembered and celebrated in the organization. No one seems to be
dissatisfied with the celebration of the employee’s birthdays.

Responses regarding whether the respondents are satisfied with forum for face-to-face
communication Table 6.20 Satisfaction Level No. Of Respondents Percentage Strongly
Satisfied 18 18 Satisfied 22 22 Slightly Satisfied 9 9 Dissatisfied 37 37 Strongly
Dissatisfied 14 14 Graph 6.20
 Above table shows that only 40% of the respondents are satisfied with the forum for
face-to-face communication and remaining all the 60% of the respondents are not
satisfied with the forum for face-to-face communication.

Responses regarding whether the respondents are satisfied with encouragement to

employees suggestions Table 6.21 Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 8 8 Satisfied 32 32 Slightly Satisfied 19 19 Dissatisfied 25 25
Strongly Dissatisfied 26 26 Graph 6.21
 / Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making
and remaining 41% of the respondents are not much satisfied with the encouragement
given to the suggestions of the employees.

Responses regarding whether the respondents are satisfied with positive acceptance of
employees suggestions Table 6.22 Satisfaction Level No. Of Respondents Percentage
Strongly Satisfied 4 4 Satisfied 22 22 Slightly Satisfied 4 4 Dissatisfied 45 45 Strongly
Dissatisfied 25 25 Graph 6.22
 / Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of the respondents
70% are dissatisfied with this point. Responses regarding whether the respondents are
satisfied with management keeps promises Table 6.23 Satisfaction Level No.

Of Respondents Percentage Strongly Satisfied 76 76 Satisfied 14 14 Slightly Satisfied 4

4 Dissatisfied 6 6 Strongly Dissatisfied 0 0 Graph 6.23
 / Above table shows that 90% of the respondents are satisfied with the management
keeps promises and only 10% of the respondents are dissatisfied with the thing that the
management keeps promises.
The suggestions for the findings from the study are follows.

Non financial incentive plans should also be implemented; it can improve the productivi
ty level of the employees. Organization should give importance to communication
between employees and gain co-ordination through it. Skills of the employees should
be appreciated. Better carrier development opportunities should be given to the
employees for their improvement.

If employees are involved in decision making by the management it will also helpful in
motivating them and give them the feeling of job satisfaction. CONCLUSION All the
conclusions are drawn based on the analysis and interpretation of the primary data
regarding the job satisfaction of the employees of SEVA Automotive private limited,
Nagpur.

From the analysis and interpretation, it is concluded that most of the employees are
satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure most
of the employees are satisfied and very small number of employees are not happy with
the infrastructure of SEVA and the canteen facilities. It means the workplace and infra
structure of SEVA is good or satisfactory.

It is concluded that near about all the employees are satisfied with implementation of
rules and responsibilities. And only some of them are not seems to be satisfied with the
implementing rules and responsibilities. Therefore it shows that implementation of rule
and responsibility is done fairly.

From the study it is clear that the higher percentage of employees are happy with the
freedom at work given by management but only some of them are not feeling satisfied
with the freedom given at work place. According to analysis and interpretation, most of
the employees are satisfied with the team spirit built in organization and only few are
not happy with team spirit in the organization. From this it seems that the team spirit in
the organization is strong.

This study shows that only few employees strongly feel that the working hours decided
by organization are most convenient for them. Other is not in favor with these working
hours. So it is clear that the management kept the main consideration about working
conditions and the hours, which satisfies the employees.

The study shows that very small numbers of employees are satisfied with the job
security. And remaining most of the employees are not satisfied with the job security
provided by the organization. Hence from this analysis it is cleared that there is feeling
of fear of job loss in the employees of SEVA.
 An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the
targets set by management are achievable. From the analysis it is concluded that very
small number of employees are satisfied with the payment as per their roles and
responsibility and remaining all are not satisfied with the payment according to their
roles and responsibilities.

Hence from this analysis it can be cleared that payment according to roles and
responsibilities are not much satisfied. Only little number of the employees is satisfied
with the opportunities of promotions given by organization. It shows that the
employees do not have any growth of opportunities. Analysis shows that the payment
of salary is made always on time.

From the analysis and interpretation it is clear that very large numberof the respondents
are satisfied with the quality of training and induction program and in house training
held by the management. And few are not satisfied with the quality of in house training.
But the period of training is not satisfactory to the employees. From the analysis it is
clear that HR division is most satisfactory to all employees only few are not satisfied with
the HR division in the company.

In case of performance appraisal system and the office events and parties organized by
the organization near about all the employees are satisfied. The birthdays of all the
employees are remembered and celebrated in the organization. It is concluded that the
employees are not much satisfied with the forum for face-to-face communication.

From the analysis it is clear that half of the employees are satisfied and other half are
not satisfied with the encouragement given to the suggestions of the employees. But
only few thinks that there is positive acceptance of the suggestions given by the
employees. From the analysis it is clear that management keeps all the promises.
SUGGESTIONS The suggestions are drawn from the analysis and observations.

Few suggestions are given as under: In case of working hours decided by the
organization are not convenient for the employees of SEVA Automotive Private Limited,
Nagpur. The working hours are 10 hours per day that from 8AM to 6PM. These hours
should minimize up to 8 hours. The criteria for Job security is not much satisfactory so
management have concentrate on job security of employees so that they can work
without fear of job loss in the organization.

Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees. From analysis we
concluded that the period of in house training is very short that is of only 3 days, which
is not sufficient to get complete knowledge about the work. Hence the training period
should extend up to 5 days.

As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees
gets demotivated. So to motivate the employees management can take into
consideration some proper suggestions given by the employees. It will help to increase
the motivation and ultimately the Job satisfaction of the employees of SEVA Automotive
Private Limited, Nagpur.
Bibliography Books & Journal: Philip Kotler & Kevin Keller, Marketing Management:
Prentic-Hall India, 2006, 12th Edition Ramaswamy, V.S., & Namakumari S., Marketing
Management: Planing, Implementation & Control, Macmillan India, Darya Ganj, 2003.
Marketing Research, Dacidj. Luck Ronald s Rubin Prentic Hall of India Pvt Ltd. Dr. Guptha
C. Human Resource Management, Sultan Chand and Sons, New Delhi, 2004.

Rakesh Chopre, Human Resource Management U.K Publishing 2 edition New Delhi,
2004. Kothari. C.R, Research Methodology, New Age International Private Ltd, New
Delhi, 2004. Websites: http://www.marutisuzuki.com http://www.nseindia.com
http://www.indiainfoline.com QUESTIONNAIRE I, Preeti, VIth Semester BBA Students of
Acharya Vishnu Gupt Subharti Institute of Management and Commerce.

This is a survey conducted as part of my minor project in partial fulfillment of the Swami
Vivekanand Subharti University, Meerut. The Information given by you will be used
purely for Academic purpose and will be kept confident. I will be very much obliged if
you spare some time for answering the following questions.

Name: Sex: Position: PERSONAL INFORMATION Age: 20 -30 30-40 41-50 51 &Above
Education Qualification: SSLC Plus Two Degree Other Monthly Income: Below 8000
8000-10000 10000-25000 Whether Company Give more concern for production or
people? People Production Whether the company give reward to the employee? Yes No
Opinion Highly-Satisfied Satisfied Neutral Dis-Satisfied Highly- DisSatisfied Workplace
organization Infrastructure organization Canteen facility Implementation
responsibilities Freedom work Teamspiritin organization Convenient working
hours Job security Targets achievable Opinion Strongly Agree Agree Neutral
Disagree Strongly Agree Target achievable Opportunities of promotions Salary
on time Training and induction program In-house training Period of training
Proper an proactive HR division Appraisal system / Plagiarism Checker X
Originality Report Similarity Found: 31% Date: Monday, July 17, 2017 Statistics: 869
words Plagiarized / 2831 Total words Remarks: Medium Plagiarism Detected - Your
Document needs Selective Improvement.

-------------------------------------------------------------------------------------------
OBJECTIVES OF THE STUDY The research has been undertaken with following objectives.
· To study the level of job satisfaction among the employees of SEVA Automotive Pvt.
Ltd. if any. · To study the methods of measuring job satisfaction of SEVA Automotive Pvt.
Ltd. RESEARCH METHODOLOGY INTRODUCTION Research refers to a search for
knowledge.

It is a systematic method of collecting and recording the facts in the form of numerical
data relevant to the formulated problem and arriving at certain conclusions over the
problem based on collected data. Thus formulation of the problem is the first and
foremost step in the research process followed by the collection, recording, tabulation
and analysis and drawing the conclusions. The problem formulation starts with defining
the problem or number of problems in the functional area.

To detect the functional area and locate the exact problem is most important part of any
research as the whole research is based on the problem. According to Clifford Woody
research comprises defining and redefining problems, formulating hypothesis or
suggested solutions: collecting, organizing and evaluating data: making deductions and
reaching conclusions: and at last carefully testing the conclusions to determine whether
they fit the formulating hypothesis.

Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge
aids in construction of theory or in the practice of an art” In short, the search for
knowledge through objective and systematic method of finding solution to a problem is
research.

DRAFTING QUESTIONNAIRE The questionnaire

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