INTRODUCTION

job satisfaction in regards to one's feeling or state of mind regarding

nature of their work. Job can be influenced by variety of factors like
quality of one's relationship with their supervisor, quality of physical
environment in which they work, degree of fulfillment in their work,
etc.

Positive attitude towards job are equivalent to job satisfaction yvhere

as negative atcitude towards job has been defined variously from time
to time. In short job satisfaction is a person's attitude towards job.

job satisfaction is an attitude which results from balancing A summation

of many specific likes and dislikes experienced in connection with the job
— their evaluation may rest largely upon one’s success or failure in the
achievement of personal objective and upon perceived combination of
the job and combination towards these ends.

According to pestonejee, job satisfaction can be taken as a summation

of employee's feelings in four imponant areas. These are:

1. Job-nature of work (duII, dangerous, interesting), hours of work,

fel low workers, opportunities on the Job for promotion and
advancement (prospects), overti me regulations, interest in work,
phy tical environment, and machines and tools.
2. Management— supervisory treatment, participation, rewards and
punish ments, praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes
towards people in community, participation in social activity
sociali bility and caste barrier.
 4. Personal adJustment—health and emotionality.

Job satisfaction is an important indicator of how employees feel

about iheir job and a predictor of work behavior such as organizational
citizenship. Absenteeism, Turnover.

Job satisfaction beneflts ‹he organization includes reduction In

complaints and grievances, absenteeism, turnover, and termination ;
as well as improved punctuality and worker morale. job sarisfactlon is
also linked with a healthier work force and has been found to be a
good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a
group of employees through adherence to common goais and
confidence In desirability of these goals.
Morale is the by—product of the group, while job satisfaction is more
an individual scate of mind.
CHAPTER NO. 2 JOB
SATISFACTION

Job satisfaction
2.1 DEFINITIONS OF JOB 'SATISFACTION

Different authors give various definitions of job satisfaction.

Some of them are taken from the book of O.M. Pestonjee
"klotivation and job Satisfaction" which are given below:
Job satisfaction is defined as a pleasurable, emotional, srate
resulting from appraisal of one's job. An effective reaction to one’s
job.

Weiss
job satisfaction is general attitude. which is the result of many
specific attitudes in three areas namely:
Specific job factors
Individual characteristics
Group relation ship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person

hold toward s the job, towards the related factors and towards the life
in general.

Glimmer

4
Job satisfaCzion is defined as “any contribution, psychological,
physical, and environmental circumstances that cause a person
truthfully say, ’I am satisfied with my job."

Job satisfaction is defined , as employee's judgment of how well his job

on a whole is satisfying his vztrious needs
Idr. Smith

job satisfaction is defined as a pleasurable or positive state of mind

resulting from appraisal of one’s job or job experiences.

Locke

2.2HiSTORY OP JOB SATISFACTION

The term job satisfaction was brought to lime lighr by hoppock (193
5). He revived 35 studies on job satisfaction conducted prior ro 193
3 and observes that Job satisfaction is combination of
psychological, physiolo 9 ^«I And env‹ronmen‹aI circumstances. That
causes a person to say. ”I m 8ariSfied wirh my job”’. Such a
description indicate the variety of variables that inhuence the
satisfaction of the individual but tell us nothing about the nature of
Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee l1973J as a

job, management, personal adjustment & social requirement. Norse
(195 3) considers Job s atisfaction as dependent upon job content,
identification with the co., financial 6 job status 6 priding group
cohesiveness

One of the biggest preludes to the study of job satisfaction was the
Hawthorne study. These studies \ 1924—1933), primarily credited to
Elton
Mayo of the Harvard Busines s School, sought o find ‹he effects of
various conditions fmost notably illumination) on workers’
productivity.

These studies ultimately showed that novel changes in work

conditions temporar ily inCrease productivity (called the Hawthorne
EffectJ. It was later found thd,T This increase resulted, not from ‹he
new conditions, but mom the knowledge of being observed.
This finding provided strong evidence that people work for
purposes other than pay, whiCh paved the way for researcher s to
investigate other factors in job satisfaction.

Scientific management {aka Taylor ismJ also had a significant impact

on the study of job satisfaction. Frederick Winslow Taylor's J 911
book, Princlples of Scientific Management. argued chat there was a single
best way to perform any given work task. This book contr ibu£ed zo a
change in industrial production philosophies, cau sing a shift
from skilled labor and piecework towards the more modern approach
of assembly lines and hourly wages.

The initial use of sCientifiC management by industries greatly increased

productivity becau se workers were forced to work at a faster pace.
However, workers became exhausted and dissatisfied. thus leaving
researcher s with new question s to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott,
and Hugo Mun sterberg set the tone for Taylor's work.

Some argue thal Klaslow’s hierarchy of needs theory, a motivation

theory, laid ‹he foundation for job satisfaction theory. This theory
explains zhztt people seek to satisfy five specific needs in life —
physiological needs, safety needs, social needs, self—esteem needs,
and self—actualization.
6
This model served as a good bas is from which early researchers could
develop job satisfaction theories.

Z. 3 IIdPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees

feel aLout their job and a predictor of work behavior such as
organizational, citizenship. Absenteeism, Turnover.

job Satisfaction can partially mediate the relation ship of personality

variables and deviant work behavior.

Common re Year Eh findi ng Is that job satisfaction i $ £ orrelated

with life style

Job satisfaction
 This correlation Is reciprocal meaning the people who are
satisfied wI\h the life tends \o be satisfied with their jobs and
the people who are satisfied thelr jobs tends to satisfied with
their life.

This Is vital piece of information that is Job satisfaction and job

performance is directly related to one another. Thus it can be
said that, “A happy worker is a productive worker."

It 9ives clear evidence that dissatisfied employees skip work

more ofien and more like to resign and satisfied worker likely
to work longer with the organlzarion.

2.4 IMPORTANCE TO WDRKER AND ORGANIZATION

Job satisfaction and occupational success are major Factors in

personal satisfaction, sell-respect, self-esteem, and self-development.
TD the worker, job satisfaction brings a pleasurable emotional slate
that can often leads to a positive work attitude. A satisfied worLer is
more likely to be creative, flexible, innovative, and loyal.
For the organlzation, Job satlsfactlon of Its workers means a
work force that is motivated and committed to high quality
performance.
Increased productivity— the quantity and qualiry of output per hour
worked — seems to be a byproduct of i mproved guality of working life. It
is i mportant to note lhat the literature on the relationsh ip between job
satisfaction and productivity is neither conclusive nor consistent.
However, studies dating back to Her zberg's (1957J have shown
at least low correlation between high morale and high productivity and it
does seem Io9iCal that more satisfied workers will tend to add more value
ro an organization.
Unhappy employees, who are motivated by fear of los s of job, wilI
not g ive 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and also as soon as the
threat i s lihed performance will dec line.
Job satisfaction benefits the organization includes reduction in
complaints and grievances. absenteeism, turnover, and termination ; as
well as i mproved punctuality and worker morale. Job sa‹isfaCfion iS
also linked with a health ier work force and has been found to be a good
indicator of longevity.
Although only little correlation has been found between job
satisfaction and productivity, Brown (1996) nores that some
employers have found rhat satisfying or delighting employees is a
prerequisite 1o S a\is/ir1g or delighting customers , Thus protecting the
“bottom line”’.

Z. 5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to

contribute to his or her own satisfaction and well being on the job. The
9
following suggestion s can help a worker f|nd personal job satisfaction.
Seek opportunities to demonstrate skills and talents. This often leads
to more challenging work and greater res ponsibilities, with attendant
increases in pay and other reco9nition.
Develop excellent communication skills. Employer's value and rewards
excellent reading, listening, •• ‹ •9 and speakin 9 *k.ills.
know more. Acquire new job related knowledge that helps you to perform
rasks more efficiently and effectively. This wilI relive boredom and often
gets one noticed.
Demonstrate creativity and initiative. Qualities 1ike these are valued
by most organizations and often resu Its in recognition as well as in
increased responsibilities and rewards.
Develop teamwork and people skills. A large part o£ job success is the
ability to work well with Others I° 9e t t he job done.
Accep‹ the diversity in people. Accept people with cheir differences and
their i mperfections and learn how to give and receive criticism
constructively.
See the value in your work. Appreciating the significance of what one
does can lead to satisfaction yyith the work itself. This help to give
meaning ro one's existence, thus playing a vital role in job
satisfaction. Learn ‹o de— stress. Plan to avoid durn out by developing
healthy stress management techniques.

2.6 FAVORS OF JDB SATISFACTIDN

1
Hoppock, the earliest investigator in this field, in 1935 suggested
that there are six major components of job satisfaction. These are as
under:

The way the individual reacts to unpleasant situations,

The facility wi1h which he adjusted himself with other person
The relative S\atus in the soCial and economic group with which
he identifies himself
The nature of work in relation to abilities, inrerest and
preparation of worker
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 195 Z reviewed more than
150 stud ies and listed variou s jod factors of job satisfaction. These
are briefly defined one by one as follows.

1. Intrinsic aspect of Job

It includes all of the many aspects of the work, whiCh would tend to be
constant for the work regardless of where the work was performed.
Z. 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 incl udes those physicai aspects of environment which are noi
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 condition s.
4. Wage and salaries
ThiS f4Etor inEludes alI aspect of job involving present
monirory r emuner aLion for work done.

5. Opportuniti es for advancement

|t inc ludes all aspect of joh \vhiCh i ndivigu al sees as potential sources
of bed termen T of economic position. prgani zñriongT status Or
profe SS ionsI experience .
6. Security
IT is defined To inc lude that fea‹u re of job S i\uaTion , wh ich leads co
assurance for continued employment, either within the same
company or within same type of work probes sion.
7. Company & management
It inc lude s the aspect of worker's i m mediate si\uaHon, which is 6
funET ion of organ inaT ionaI admirli Ser ar ion and polic y. I\ also
involves
the r elation h ip of employee wi th al I company superiors above level of
immediate supervision.
8. Social aspect of job
It includes relationsh ip of worker with the employees special Iy those
employees at same or nearly same level \vith in the organzz ation.
9. Communication
It inc lude s job situ ar ion , which involve s spreading roe informat ion in
any tlirec tion wilhin the organi z a£ ion. Ter ms such as i nformation of
empIoyee”s sta\u S. i nfor mation on new cfevelopment s, infor mation
on company line of authority, suggestion sy stem, etc, are used in
literature to re present this factor.
10. Benefits
It includes those speCia| phases of company policy, which u\tempt s to
prepare the worker for emergencie S, iTlnes s, old age, also.
Company allowances for holiday s. leaves and vacations are incTuJeJ
within this factor.

Job
Z. Z REASONS OF LOW JOB SATI'iFACTION

Reasons why employees may not be complerely sati sfied with their
jobs:

I. Conflict between co-workers.

2. Conflict between suuez visor S.

3. N€t t bEI ^9 OPA i Ftu nity paid for what rhey do.

4. Have lit Te or no Say i n dec is ion making That affect empToyee S .

5 . Year of loosing I heir job.

Job 1
7.8 EFFECTS OF LOW JOB SATISFAW ION

1. HIGH A BSEhiTEE lS M

Absenteeism means it is a habitual pattern of absence from duty or

obligation.
If there wil I be low Job satisfaction afTiong the employees the rate
of absenceeism will definitely increase and it also affects on productivity
of organization.

]ObS0tlSf fltofl 14
 s

s
f
a

ga t e of tu r n over an d
In the above diagram line AB shows i nverse relationshi p between job
satisfaction and rate of turn over and rate of absenteesm.
Fig.no. 1 Curve showing relationship between job Sab isfacTion and
As th jobrate
satisfaction is high
of turn over andthe rate of both turn over and absentiseesm
absenteeism.
is low and vise a versa.

Z.HIGH TURNOVER

In human resource refers to characteristics of a given company or

industry relative to the rate at which an employer gains and losses the
staff.
If the employer is said to be have a high turnover of employees of
that company have shorter tenure than those of other companies.
3.TRAININC COST tNCREA$E$

As employees leaves organization due to lack of job satisfactlon.

Then Human resource manager has to recruit new employees. So
that the training expenditure will increases.

2.9 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example,
one recent study even found that if college students majors coinsided
with their job , this relatlonship will predicred subsequent job
satisfaction.
16
However, the main influences can be su mmerised along with the
dimensions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For
example, research related to ‹he job charactoriStiCS dpproaCh to job
design, shows th4t feedback from job itself and au tonomy are ‹wo of
the major job related motivational factors. Some of the most important
ingridents of a Satisfying job uncovered by survey include inter Sting
and challenging work, work that is not boring, and the job that provides
status.

Wages and salaries are recognised to be a significant, but complex,

muTtidimenTional factor in job sazi8faCt ion. Money no‹ only hel ps people
attain their basic needs butevel need saris faction. Employees of‹en see
pay as a reflection of how managemnet view their conrtibution to the
organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of
benefits they prefer wit]nin a total package, cal led a lie xible benefit
plan, there i s a significant increase in borh benefit satisfaction and
overal I job S a\is£ac tion.

Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. Thi s i s because of promotion take number of different
forms.
WHAT IN THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is

neces sarily good worker. In o‹her words, if managemenc com Id
keep the en‹ire worker' s happy’”, good performance would
automatically fallow. There are two propos itions concerning the
satisfaction performance relation ship. The first proposition, which is
based on traditional view, is that satisfaction is the effect rather than
the cause of performance. This proposition says thar efforts in a job
leads to rewards, which results in a certain level of satisfaction .in
another proposition, both satisfaction and performance are
considered to be functions of rewards.
Various research studles indicate that to a certain extent job
satisfaction affects employee turn over, and conseguently
organization can gain from lower turn over in terms of lower hiring
and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeis m. When job satisfaction i$
high there would be low absenteeism, bur when job satisfaction i s
low, it is more likely o lead a high absenteeism.

What job satisfaction people need?

Each employee wants.
1. RecogniGon as an individual
2. Mean inglut task
3. An opportunity to do something worthwhile.
4. Job ›ecuriry For himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions

1
 IO. Competence leadership— bosses whom he Can admire and
respect as persons and as bosses.

However, the rwo concepts are interrelared in that job satisfaction

can contribute ro morale and morale can contribute to job
satisfaction.
I\ mu st be remembered that satis faction and mo\iva\ion are not
synonyms. Motivation is a drive to perform , there as saTisfacrion
refIec\s rhe individual's attitude towards the situation. The factors that
determine whether individual is adequately Satisfied with the job differs
from those that determine whether he or she is motivated. the level
of job satisfaction is largely determined by the comfits offered by
the environment and the situation . Motivarion, on the other hand is
largely determine by value of reward and their dependence on
performance. The result of high job satisfaction is increased
commiTmen‹ to ‹he organization , which may or may not result in
be‹ter performance.
A wide range of factors affects an individual's level of satisfaction.
While organizational rewards can and do have an impact, job
satisfaction is primarily determine by factors that are usually not
directly controlled by the organization. a high level of job satisfaction
lead to organizational commitment, while a low level, or
dissatisfaction, result in a behavior detrimental to the organization.
For exampJe, employee who like their jobs, supervisors , and the
factors related to the job will probably be loyal and devoted. People will
work harder and derive satisfaction if they are given rhe freedom to
make their own decisions.

1
CHAPTER NO. 3
MODELS OF JOB SATISFACTION

Job 2
MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job sntisfaction
level of employees in the org n iz ation g iven fry different authors .
List of alT the the or i$e and me\hod s metsu r ing Job s aFi5 faction Teve\ i5
given below!

A MODEL DF FACET SATISFACTION

Affect theoryfEdwin A. Locke 19 76›

Disposi tional Theory( Tintothy A. judge 1988)
Two- Factor Theory tMotivator- Hygiene Theory) IFreder
ick Her zberg ’s)
Job Charac leris tic s Model (Hac k man & Oldham)
Rati ng scale
Personal interviews
action tendencies
Job enlargement
job row aT ion
Change of pace
Scheduled rest periods

Job
3.1 MODEL OF FACET OF JOB SATI5£ACTION

Ski[T
Experience
Training Perceived personal job inpurs
Efforts
Age
Perceived amount rhat should be received (a}
Education
Co loyalty Perceived

Level
Difficulty a=b satisfaction a> b dissa
Time span a <b guilt
Amount of
responsibilit

Perceived
outcome of
referent Perceive d amounr receive d

Actual
outcome
received
 Fly.no 2 Model of determ/naot i
Edward E.lawler in 1973 propoed a model of facet sati sfaction. This
model is applicable to understand what determines a person's
satisfaction with any facet of job.
According to rhis model actual outcome level plays a key role in n
person’ s perception o£ what rewards be relieves. His perception
influenced by his perception of what !1iS r e£erent others recieves. The
higher outcome level of his referent other the lower his outcome level will
appear. This model also focu s on his percepcion on reward level.

3.2 AFFECT THEORY

Edwin A. Locke's Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepanC y between what one wanrs in
a job and what one has in a job. further, the theory states that how much
one values a given faces of work ie.g. the degree of autonomy in a
position› moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a
job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not mer),
compared ro one who doesn't value that facet. To illustrate , if Employee
A values autonomy in the work place and Employee B iS indifferent
about autonomy, then Employee A wou Id be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with
little or no autonomy compared to Employee B. This theory also sta‹es
that too much of a particular facet will prod uce stronger feelings of
dissatisfaction the more a worker values that facet.

23
3.3 DISPO$ITIONAL TTJEORY

Another well—known job satisfaction theory is the Dispositional

Theory it is a very general rheory that suggests that people have
innate dispositions thar cause them to have tendencies roward a
certain level of satisfaction, regardless of one's job. This approach
became a notable explanation of job satisfaction In light of evidence
that job satlsfaction tends to be siabie over time and across careers
and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional
Theory was the Core Self-evaluations Model, proposed by Timothy A.
Judge in 1998. Judge argued rhat there are four Core Sel£-
evaluations that determine one's disposition towards job satisfaction.
self-esteem , general self—efficacy, locus of control, and neuroticism. This
model states that higher levels of self—esteem {the value one places on
his seI0 and general self—efficacy \1he belief in one's own competence)
2
lead to higher

2
work satisfaction. Havin 9 a^ int e rnaI locu5 of control Tbelievin 9 O ne
has control over her \his own life, as opposed to outside forces having
control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead
to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORYj

FrederiCk Hert zberg' S Two—factor theory fat so Lnown as Motivator

Hygiene Theory) attempts to explain satisfaction and motivation in
the workplace. This theory states rhat satisfaction and
dissatisfaction are driven by different factors - motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job
that make people wanr to perform, and provide people wirh
satisfaction. These motivating factors are considered to be intrinsic \o
the job, or the yyork carried out.Motivating factors include aspects of
the working environment such as pay, company policies, supervisory
practices, and other working cond itions.

2
While Hertzberg's model has stimulated much research, researchers have
been unable to rellably empirically prove the model, with Hackman &
Oldham suggesting that Henzberg's original formulation of the model
may have been a methodological anifactFurthermore, the theory does
not consider individual differences, conversely predicting all employees
will react In an identical manner to changes in motivating/hygiene
factors.. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are ro be measured]

3.5 JOB CHARACTfiRISWCS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which

is widely used as a framework to study how particular job
characteristlcs impact on Job outcomes, |ncIud|ng job satisfaction,
The model states that there are five core job characteristics (skill variety,
task identity, task significance, autonomy, and feedback) which impact
three critical psychological states (experienced meaningfulness,
experienced responsibility for outcomes, and knowledge of the

2
actual

2
r esults), in Ture ‹nfTuenCing work ouzC omes job satisfaction, absenteeism,
work motivation, etc.).
The five core job characteristics can be com bined to form a motivating
potential score IMPS) for a job, which can be u red as an index of how
likely a job is to affect an employee’s attitudes and behaviors.
A meta—analysis o£ studies that os sess the framework of the model
provides some su pport for the val idit y pf the JCM.

3.6 IVIODERN METHOD OF MEASURING JO8 SATISFACTION

In this method of measuring job satisfaction the compar ision between

various orgninational terms and condition $ a\ managerial level and also
the org n iz gt ion a t u Iarg e.

SATISFACTION WITkI HUMAN RESOURCES MANAGEMENT POLICIES

DF THE ORGANIZATION:

Job satisfaction
I. Management has a clear path for employee ’s advancement
Z. Decisions are made keeping in mind the good of the employees
3. fvlanagement is extremely fair in personal policies
4. Physical working conditions are supportive in attaining rarget s
5. | nnovativeness i s encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

I. I feel I can trust what my supervisor tells me
2. key supervisor treats me fairly and with res pect
3. My supervisor handles my work—related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
S. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION W|TH COMPENSATION LEVELS

I. Overall I am satisfied 'with the company's compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with rhe conveyance allowance
4. I am satisfied with Ihe retirement benefits
S. I am satisfied with the reim6ursemenc of the expenses as per the
eIigibi| ity
6. I am satisfied with the holiday {vacation) eligibilities

SATISFACTION WITH TASft CLARITY

I. Management decisions are Ad HoC and lcck profes Sionalism lreverse

2. Rules and procedures are fol lowed uncompromisingly

Z. key job responsibilities are well defined and clear

2
SA1SFACTION WITH CAREER DEVELOPMENT
I. I have adeguate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abi|ities are adequately used ar work
From all above we can conclude level of job satisfaction of our employees.

3.7 RATING SCALE

It is one of the most common methods of measuring job S a£isfaction.
The popular rating scale used to measure Job satisfaction i s to
include! Minnesota Satisfaciion Questionnaires: It helps to obtain a
clear picture of pertinent saiisfactions and dissatisfaction s of
employees.
Job Description Index: it measures Job saris fac tion on the dimension
identified by Smith. K endall, Hu IIIn.
Porter feed Iden‹IfiCation Questionnaires ! It iS used only for
management personnel and revolves around the problems and
challenges faced by managers.

3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. Tr involves asking employees \o de SCribed
incidents on job when they were particularly satisfied or dissatisfied.
Then the incidents are analyzed in terms of their contents and identifying
those relaied aspects respon sible for the positive and negative
attitudes.

3.09 PM-RS O NAC I NTgRVl g\YS

2
 This method facil«ctes an in—dep‹h exploration through interviewing
of job attitudes. The main advantage in this method is that additional
information or clarifications can be obtained promptly.

3.10 ACTION TENDENCIES

By \his method, Job s atisfaC\ion Can be measured by asking ques\
ionS and g4\her ing informal ion on how they fee! like behaving with
respect to certain aspects of their jobs. This method provides
employees more opp or £unity to express their in— depth feeling.

In his scudy on American employees, hoppock identified six faEtor S

that contributed to job satisfaction among them. These are as follows !
1. The way individual reacts to unpleasant situations.
2. Yhe facilities wilh which he adjust himself to other persons.
3. His relative's status in the social & economic group vyith which
he identifies h imself.
4. The nature of work in relation to the abi Iities , inwere s
6 preparar ion of the wor k era.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries
between employees & management in confIct.they are concern
wirh job S a\is£ac tion or gene r al job attitudes with the employees.
Philip apple white has listed the five major components of job satisfaction

I. Atticude towards work group.

2. C eneral working condition s.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision

3
Other components that should be added ‹o This five are individual' S Sta,te
of mind about the work itself and about the life in general .the individual’
s healrh, age, level of aspiration. Social status and political & social
activities can all contribute to the Job satisfaction. A person's aititude
toward his or her job may be positive or negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It i s si mply
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 wi|T increase if
I . Workers abilities are fully u tilize d
2. Worker has more control over the work
Z. 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 var iery, When additional simple task are
added to a job, the process is called horizontal joh en largemenr. Tfjis
also presumably add s interest to the work and reduces monotony and
boredom.
To check harmful effects of s pecialization, the engineering factors
involved in each individual job mu st be c are fully analy zed. Perhaps,
the as sembly lines can be shortened so that there will be more lines and
fewer workers on each line. f•1oreover, instead of assigning one man to
each job and then allowed to decide for himself how to organ ize the work .
Such changes permit more social contacts and greater control over the
work process

3.12 JOB ROTATION

3
job ‹o ation involves period iE as signmenrs of an employee to
completely different sets of job activities. One way to tackle work
routine is to use the job rotation. When an activiry is no longer
challenging, the employee is rotated to another job, at the same level
that has similar skilI requ irements.
Many companies are seeking a solution \o on—the—job boredom through
sy stematical Iy 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 quaTi fied £o
perform a number of different jobs i n the event of an emergency.

3.13 CHANGE OF PACE

Anything that \yiT| giye the worker a Chance to chcnge his pace yzhen he
wishes wiTT Tend vztrie‹y to his work. Further if workers are permitted to
ch d nge th eir pace that wou Id 9'•• h ' m d sgnse of accomplishment.

3.14 SCHEDULED REST PERIDDS

Extensive research on the impact of rest periods indicates that they
may increase both morale and productivig. Scheduled rest periods bring
many advantages:
They coun\eract physical fa £i 9• e
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.

3
CHAPTER NO. 4
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method
of collecting and recording the facts in the form of numerical data
relevant to the formulated problem and a,r riving ct certain conclusions
over the problem based on collected data

Th us formulation of the problem is the first and foremost step in the

research process fol lowed by the collection, recording, tabulation and
analysi s and drawing the conclusions. The problem formulation starts
with defining rhe 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 resear Ch as the whole research is
based on the problem.

According ro 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 ro determine
whether they hit the formu lating hypothe$i$.

3
 Research can be defined as "the manipulatlon of things,
concepts or symbols for the purpose of generalizlng ro extend ,
correct or verify knowledge, whether that knowledge aids in construction
of theory or in ihe practice of an art"
In short, the search for knowledge through objective and
systematic method of finding solution to a problem Is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thi•9 in a

survey operation. Hence It should be carefully constructed. Structured
questionnaire consist of only flxed alternative questions. Such rype of
guestionnaire is inexpensive to analysis and easy to administer. All
gueslions are closed ended.

4.3SAMPLING
It was divided into following parts.

Sampll ng unlverse
All the employees are the samplin9 universe for the research.

Sampli ng technique
Judgmental s ambling
Sample was taken on judgmental basis. The advantage of sampling
are that it is much less costly, quicker and analysis will become easier.
Sample size taken was 100 employees.

4.4 RESEARCH OfgECTIVE$

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of

SEVA Automotive 9vt. Ltd. if any.
To study the methods of measuring job satisfaction of SEVA
Auiomotive Pvt. Ltd.

4.5 DATA COLLECTIOH

The task of data collection begins after the research problem has
been defined and research design chalked out. While deciding the
method of dara collection to be u sed for the study, the researcher
should keep in mind two rypes of data viz. Primary and secondary
data.

Primary Data: -
The primary data are those, which are collected afresh and for
the first time and thus happen to be original in character. The primary
data were collecied through well— designed and structured
guestionnaires based on the objectives.

Secondary Data:
36
 The secondary data are I hose, whiCh have already been collected
by someone else and passed through statistical process. The secondary
data required of the research was collected through various
newspapers, and Internet etc.

4.6 RELEVANCE AND LI MITATIDNS OF STUDY

The study was thoughtful for knowing the ex isting job satisfaction
level of the employees of SEVA Automotive private limited, Nagpur.
Limitation for the study, Ihe study was restricted to SETA Automo\ive
private limited , Nagpur only and other being the time as con 5\r aim.

4.7 CHAPTERISATION
I . Introduction
2. Research methodology
3. Organi za ional profile
4. Da\a pre sen‹ation , analysis and interpretation
5 . C one lusion s and suggestions

CHAPTER NO.5

ORGNIZATION PROFILE
ORCNI
ZATION
PROFIL
E
SEVA
Job satisfaction 38
 SEVA AUTOlvlOTlVE PVT. LTD., NAGPUR

S.1 aAClt GItOUND AND HISTOITY

SEVA. Idade its debut way back in 198S at DWARKA, NASH1K. It

was played a major role In revolution brought about Marutl,
speciflcally when Suzuki had launched "Maruti800" in 1983, which
was specifically designed for Indian roads. SEVA further expanded iis
horizons by setting
up new facilities at IflIDC Ambad In 1990. SEVA extended Its root
In Nanded In the year t990, 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 I:a SEVA. The unmatched
performance and uncompromising artttudes \n sales and aRer sales
services leaves customer fully satlsRed every time. The Incomparable
faith revealed by customer has made SEVA thg king in Marutt car sales
and services which earned SEVA the best dealer of Marut\, among
the best 15 in India.
SEVA Ragpur is also the best in clry, which provides best of
services and offers to the fun loving people of Nagpur. The
chivalrous sIaP at SEVA Is courteous and amiable. SEVA Is seMng
Nagpur 15 years; ft is the second name for precision and
exclusivity.

5.2 BRIGHT FEATURES DF SEVA AUTO¥›1OTIVE LTD, NAGPUR

4
4
 Mflru£i true value, a special scheme launched for sell ing and buying
used Maruti cars, which values the seller's car at the best price they are
looking for and g ives 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 ic 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 u sed which gives perfect shades and results.

FOREVER YOURS
An offer of abiding relation, maintained only at SEVA MA9UTI
which provides extended warranty of additional one or two years.
Loans for purchase of extended warranty policy are provided by
SETA.

5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

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

4
 lt has salisfied work force.
It provides best customer satisfaction service.
SEVA is no. one in sales and customer satisfaction, that's why it got
Customer Salisfaction Award 2005.
It also awarded by Best Customer Care
Award. It also got the TRUE VALUE
AWARO.
Its market share is 5 ZS.

5.4 MARUTI SUZUKI TODAY

Job satisfaction 42
More than half rhe number of cars sold in Indfa wears a Maruti
Suzukl badge. They are a subsidiary of Suzuki motors, Japan.

As India's 1argest passenger car company, account for over 50 per

cent of the domestic car market.

Marvti Suzuki have a sales network of 562 outlets in 372 towns and
cities, and provide maintenance support 1o customers a1 2538
workshops in over 1200 towns and clties {as on December 31,2007d.

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 Indfa's Most Respected
Automobile Company 04s per survey conducted by Business wor1d, a
reputed Indian Magazine)

Also, in en Independent survey conducted by Forbes.Com where they

rated top 200 reputed companles on various parameters such as
reputation wIth]n the customer and employee fraternity, we stood 91st.
In the automobile section we finlshed 7th.
4J
5.5 WIDE RANGE OF CARS

Maruti Suzuki offers 10 models ranging from people’s car Maruti

800 to stylish hatchback Swift, SX4 sedan and luxury Sports U\iTity
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 mis Sion to motorize lnd›a.

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 parenc 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 cul\ure it im bibed simple praCtiCes file an open
offiCe, a common uniform and common canteen for everyone from
che

44
Managi ng Director to the workman, daily morning exerclse, 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 FOft A NEW INDIA

As lifestyles change, we have tried to keep pace with the changing

lifestyle of our customers by bringing models high on ’sryle and
design quotient'. Some of our recent offerings like Swi£t, Zen Estilo
(Spanish for S\yle) and SX4 have become popular choices because
customers find them relevant.

BUILDING THItOUGH PA9TNERSHI PS

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 ”emplrryer of choice™ for automorive engineers and young

managers from ccross the country. Neariy 75.000 people are employed
Job satisfaction 4&
directly by Maruti and our partners. Within the company, yve Strive alv ay
s to keep the culture open and participative.

Incorporated
February 1081
oi e A ee
e et
OCtObur 1982

Eaufty Structure
54.2% Suzuki, Japan , balance with Other Financial Institution and Public

5.6 MARUTI SUZUKI A MOTOR SPORTS

Be it a motor sport enthusiast, an amateur or a professional , Ivlaruti

Suzuki offers the shrill and joy of motor sporr 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 SuzuLi AU tocross 6r ^9* a Ction for amateurs and
professionals, together.

But what makes the Maruti 5+JztJki motor sport calendar an attraction
in India (and internationally too) are Maruti—Suzuki Raid—de—
Himalaya, Maruti Suzuki Rally Desert Storm and Maruti Suzuki
Nonsoon Car Rally of Kerala.

MARUTI SUZUKI RAIO—OE—HI IdALAYA

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

motorsport rally.
]ObS0tlSf fltofl 46
|t i S open to both, Ear and bike en£hus iasts. Maruti Suzuki provide S
opportunity to profes sionaI as well as amateur motor sport lovers to
participate in the Maruti Suzuki Raid Raid— de-Himalaya.

The participants d rive th rough some of the wor Id’s highest motor able
roads and passes in the Himalayas like Jalori Pass , Rohtang Pass, Kun zu
m La, 8aralacha La, TgUg! •9 & Khardu ng La, through the inhospitable
terrains in the Lahual and Spi£i va1Ieys in the Ladakh r egion. Most of
the
drive is through boulder s , 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 $uyuki Raid—de
—Himalaya, many of them from abroad. In 2007, as many as 14 S teams
participated in car and bike categories.

Raid de Himalaya is the onIy Indian motor sport event listed on rile
off-road rallies calendar of FIM \F ederation International Motorcycles),
Geneva, Swic zerland. Only 12 in rernational motoring events wor Idwide
are listed in this calendar.

The Maruti Suzuki Raid —de—Himalaya is held around October, just

before the onset of winters i n the Himalayan region.

For Maruti Suzuki end ou r partner. the Himc|0yan Motor sport As so

Clarion , organizing the Muruti SuTuki Reid— de —H imalaya means over
six months of hard work and prepar arion8. But the spirit of motoring
enthusiasts and Maruti Suzuki’s commitment to promote motor sport in
India has kept it going — year after year.

Job satisfaction 47
In 2008 Maruti Suzuki Raid—de—Himalaya will enter its 10th year
of continued motoring thrill.

MARUTI SUZUKI RALLY DESERT STORId

The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the

Cross Country Regulations of the FIA.

Organized by the Delhi based Northern Moror sport Association, ihe

Rally is inscribed on the Cross Country Calendar of the FIA and is
sanctioned by the Motor spons Association of India and the
Federation of Motor sports Clubs of India.

The Rally is open for participation to all 4 6 2 Wheeler vehicles

conforming to the FIIVI and the FIA T1 & T2 regulations. The event
consists of several cups and challenges, some of which are open to
specific makes.

The 2007 eally Desert Storm will be flagged off from the Natlonal
Stadium, New Delhi on the 2 Cth 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 2O07 at

Jaipur and a gala party will follow the prize distribution ceremony.
Job satisfaction 48
The event is growing in popula,rity and statu re every year and is at
racking the best drivers and teams from across India and in Z 007 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 li mited to 2 5 out
of which S entries are reserved for the Armed Forces. The event also
features a fun and navigation rally run concurrently with the main
event. En\rieS in £hiS NAV are open to all rD2kes and models of 4
wheelers.

The event has always run y ith the highest safety standards Conforming
with the international specifications of the International Automobile
Federation (FIA) and enjoys a perfect safery 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 ‹he

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 Aut oc ros s is organized in major cities in the count ry.
This motor sport event is designed to provide an experience of rallying in
a controlled environment. Various driving stages doring the event help
the participant develop a sense of timing, judg ment and also an ability
to evaluate vehicle handling pattern s 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.
49
The Maruti Su2ukl Auroc ros S i S open to both , professional and amateur
motor sport enthus iasts.

CHAPTER NO. 6
50
DATA ANALYSIS AND
DATA ANAI.YSIS AND INTERPRETATION

After data have been collected, the researcher turns ro the task of
analyzing them. The analysis of data requ ires a number of closely
related operations such as establishment oF categories, the cppTiCation
of these categ €tries to ra w d a ta thf O• 9^ t d bula£ion and
drawing statically infer enC es.
Tabulation is the part of ‹eChniCa,l proCedur e 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. Ir is known as interpretation.

The data has been coffee ted from 100 employees of SEVA Automotive
pvt
ltd. Nagpur through questionnaire.
The daca thus collected was in the form of master table.
That made pos sible counting of clas sified data easy. From the
masrer table various summery tnbles were prepared. They have been
presented along with their interpretation in this manner.

6.1. Responses regarding whether the respondents are satisfied with

1he workplace of organization
Table 6.1

Satisfactlon level Strongislysailf

No. Of res ondentsPercenta
ed Satisfied e
313 1
4949
5IiqhrIy satisfied | 12 | 12

52
Dis satist fed
s\rongiy
diss atlsfied

Graph 6.1

Above table shows that Z 1% employees are strongly satisfied with

their work place.
6I% employees are satisfied with their workplace. It means over all
92% employees are satisfied and other 18N are not satisfied with the
work place.

6.2. Responses regarding whether the respondents are satisfied with

the infrastructure of
organlzation Table 6.2
Graph 6.2

Satisfaction level No. Of res ondents Percent a e

mm I s isf ed 50 50
Satisfied 20 20
*! !sh! Iy_ sat is.!ied 10 10
Dissatisfied 16 16
Stron | d is isfied 4 4

sxtlsnea witri lnfrastzuc&re

60

respon‹ients

Above table shows that Z0% respondents are satisfied with

infrastructure and 3M are dissatisfied with infrastructure of SEVA.
It can be interpreted that 30% are not satisfied wirh i nfrastructure which
not more in number.

54
6.3. Responses regarding whether the respondents are satisfied
with the canteen facility provided by organization.

Table 6.3

Satistactlon level
s rongiy satisrieo
satisrieo
sHgnriy satisrieo
uissatisrteo

Graph 6.3

rssponmma rmgardlngwflodhor0hm necpondonC* aromawcnedmm *mnte•n fscH/

Job satisfaction
Above table shows that 88a employees are Satisfied with the canteen
facility provided by the organization. On Iy 12% employees are not
satisfied with canteen facility.

6.4. R9Sponses re9arding whether the respondents are satisfied with

the Implementatlon of rules and responslbll Ities.

Table 6.4

. .. ... . .. .. . .. .. .
Satlsfactlon level Ssfied No. Of res ondents ” Percents e
5J 51
Satisfied 23 Z3
Sri htl satisfied 10 10
Di5saNsied 11 11
Strongly d issatistied 6 6

Graph 6.4

s atisfied with TrnpTimantatten of rules and responslbllhies

56
Above table shows that 84% employees are satisfied wilh implementation
of rules and responsibi|ities. And 16% of respondents are noi seems
to be satisfied with the implementing ru les and responsibilities.

6.5. Responses regardl ng whether the respondents are satisfied

wlrh the freedom given at work.

Table 6.5

Satisfaction level . No. Of respondents Percentage

>rrono v saiisrieo >u
satisfied 36 Jb
sHgnciy sarisrieo ze i9
uissatisrieo zo
s ronq y oissalisrieo a

Graph 6.5

Job satisfaction 57
 Above table shows that 80's respondents are happy wlth the
freedom at work given by management but only 20a of respondents
are nor satisfied with freedom given at wrk place.

6.6. Responses regarding whether the respondents are satisfied Mth

the team spl rit In organization

Table 6.6

Satisfaction level s\rongiy satisrieo satisrieo

sHgnciy satisrieo uissatisrteo

¥\ronqiy oissatisoeo

Graph 6.6
Above table shows that 80% employees are satisfied with team sprit
built in organization and other employees are nor satisfied with team
spirit in the organization.

6.7responses regarding whether the respondents are satisfied with

convenient works ng hours

Table 6.7

Satisfaction level . Of respondents Percentage

No.
strongly satistied 20 zO
>a isrieo ai
sHgnciy sarisrieo zz
uissatisrieo z>
s\rongiy oissatisrieo o

Graph 6.7

59
 responses whether respondents ara sadsfled whh
convln\ant working heura

aS
3S

Above table shows that 20% employees strong Iy feels thai the working
hours decided by organi zation are most convenient for them. Other 52%
employees are satisfied with these working hours. And only Z86
employs es are not muCh Satisfied with the working hours.

6.8 Responses regarding whether the respondents are satisfied wirh

Job security

Table 6.8

No. Ot respondents Percentage

ld 18
11 1”l
.1...2.. .I..
46 .Z..
46

’’ ” 60
Graph

respo nces wT\ether respgnden@ are sansfied w4th

job sewilty

Above table shows that only 31 R employees are satisfied with the job
security. And remaining 6PK of employees are not satisfied with the job
security provided by the organ ization.

6.9 Responses regarding whether the respondents are satu sfied with
ihe targets achievable

Table 6.9

Satisfaction level No. Of respondents Percentage

Stronq|y satisfzea " 64 6s
Slightly satisfied 11 11
uJs satisrieo
>irono y o issalisrieo

6
Graph

rest o uses wtie it ct rest o ndsmnare soiieñe d shhthe ta i g cfs aclilevalile

u30

Above table shows thal 96a employees are strongly in favor that the
targets given are achievable and only 4R are not feels that the targets
given are achievable.

6. IO Responses regarding whether the respondents are satisfied

wirh the targets achievable

Table 6.10
Satisfaction level No. Of res ondents Percenta e
Strrrgo I tisfied 9
Satisfied
Slightly satisfied 22 2Z
4
Dissatisfied 20 20
Strongly d is 5 af 45 45
isfied

6
Graph

responses hether respondents are satisfied with payments as per their roles an

10
5
0

Above table shows tha‹ only 3 56 employs es are satisfied wlth the
payment as per their roles and responsibility and remain ing 65% are
not s at is fied with the payment according to their roles and
responsibilities.

6.11. Responses regarding whether the respondenrs are satisfied

with the opponunlties of promotions

Table 6.11 Slightly satisfied

... . .. . .. .. . .
Satisfactlon level No. Of
respondents
Strong|y s,atis,fied 8
Satisfied 14
6
Graph

..... . ... .. ....

eercentape 8
1a
6

6
Dissatisfied 26 Z6
szrono Y a issatisrieo on 1

Graph

Only 2 2B of the employees are sati sfied with the opportunities of

promotion s given by organiz ation. And most of the employees nearly 78%
are not satisfied with opportunities of promotions.

6.12. Responses regardl ng whether the respondents are satisfied with

the payment of salary on time

Table 6.12

Sati staction level No. UI respondents Percentage

Strongly satisfied 44 44
Satisfied a la

6
Slightly sarisfied
Dissatisfied
srrono Y a is saiisrieo

Graph

zasponses whether Iha emyToyeea ara satlslled

<0

Above table shows that 60% of empioyees are satisfied wirh the
paymenl of salaries on rime. OnIy 4 of the employees are no\ much
satisfied with the payment of salaries on zime.
6.13. Responses regarding whether the respondents are satisfied with
the guallty of formal training and I nd ucFion program

Table 6.13 Sati sfacrion

Strong satisfied atisfied. Of
Slightly satisfied ondents

6
 Dissatisfied 14 14
s\rongiy
dissatisfied 4 4

Graph 6.13

a rage rdlng wfieThor the reepo ndonts aha satWed Mtfi tha quality of yraTnJ I+g an d [ngu/lgn prggrem

From the above table it shows that 76% of the respondenrs are
satisfied with the quality of training and induction program and only

6.24. Responses regarding whether the respondents are satisfied with

the quality of in-hovse training

Table 6.14
Satisfaction level No. Of res dognoeI Percentage
s

6
Strongly satisfied ]l
5atist\ed
siignciy satisrieo
Dissatisfied zu
strong y oissatisrieo

Graph 6.14

Above table shows rhat 86N of the respondents are satisfied

with in house trainin9 held by the management. And only 24% of
respondents are not satisfied wirh the quality of in house
training.

6.15. ltesponses regarding whether the respondents are satisfied Mth

the period of training

Table 6.25

6
satistact on level ondents
Strongly satisfied 12
Satisfied 23 73
sHgnciy satisrieo zd i fi
Dissatisfied
srrongly
dissatisfied l7 17

Graph 6.15

Above table shows that 12% are strongly satisfied with the training
program 4 I% of respondents are satisfied with the period of training but
Z 7% of respondents are not satisfied with the period of training.

6.16 Responses regarding whether the respondents are satisfied

with the proper and proactive klR division

6
Table 6.16

atisfactlon Level No.

tron I S azisfied ! Of Respondents Pef centage
Satisfied I 72 72
5Ii hrl satisfied 18 18
Dissatisfied
Strongly d issatistied 6 6
2
Graph 6.16

are s.aTfsfi ed with Ihe p \ oper and p i oartlve T\ R

Above table shows that 92% of the respondenrs are satisfied with the HR
division

Only 8B of the respondents are not satisfied with the proactive «nd
proper HR division, whiCh is very negligible in number.

6
6.17 Responses regarding whether the respondents are satl sfled with
the performance appraisal system

Table 6.17'

Sati s faction
level No Of nde t Percent a e
mo Iy a i fied 62 ' G2
.Sa is fie +J ,
siighttp s a t isfied

Graph 6. 17

resp tns es re Harding ifretfis r the

respondents are satiosfio d with the
perfermanc e aptpraisal system

.b

Above table shows ‹hat 90a responden Is are sa\isf‹ed with the
performance appraisal sy stem and only ION of the respondents are noc

Job satisfaction 70
muCh satisfied with the performance appraisal system
implemented in organization.

s. zg Responses regarding whether the respondents are satisfied

with the performance appraisal system

Table 6.18

Percentage
69
1
Dis satistied 4
stron9ly mesatisrieo z

Graph 6.18

reepowos regatdlHg wT\etT\or tho rea\ton‹Tonis

are aa\lafIa d wl zh tfie offlca evana and paNJ ae

Above table shows that the 69% of respondents are strongly s atisfied
with the office events and parties organized by the organization.
25% of
responden\s are sat isfied with these even Is and only GB of respondents
are not satisfied with the events organized by th e management

6.19 Responses regarding whether the respondents are sati sfied with
the celebration of employees binhday

Table 6.19

Satisfaction Level No. Of Res ondents Percent a e

strongly Satts fied B2 87
Satisfied 15 15
:5Iigh\iy Saris fied 2 2
Di SS at is lie d 0 t 0
Strong|y Did s 0 | 0
UH$fied

Graph 6.19

o e esp

Job satisfaction
Above table shows that nearly all the respondents are satlsfied with the
employees birthday remembered and celebrated In the organization. No
one seems to be dissatisfied with the celebration of the employee's
birthdays.

6.20 Responses regarding whether the respondents are satisfied with

forum for face-to-face communication

Table 6.20

Satisfaction Level No. Of Respondents Percentage

'itorng'¿l Satisfied IB T8
Satisfied 22 22
Slightly Satisfiecl s 9
issatist eo 37 zz
ozrongiy u'issarisriea z9 iu

Graph 6.20

•5
Above table shows ‹hat onIy 4 of ‹be respondents are satisfied with
the forum for face—to—face communication and remaining all the 60'X
of the respondents are not satisfied with the forum for face-to-face
communication.

6.21 Responses regarding whether the respondents are satisfied

with encouragement to employees suggestions

Table 6.21

atisfaction Level | No. OF Res ondents Percerta e

Iron I Satisfied B 8
atisfied i 32 32
I ! ghtIy Satisfied 18 19

Graph 6.2 1

74
Above table shows that the overall 5 94 of the respondents are sati
sfied with the encouragement given co ‹he employees suggestions in
management decision making and remaining 4IR of the respondents
are not much satisfied with the encouragement given to the
suggestions of the employees.
6.22 Responses regarding whether the respondents are salisfled with
positive acceptance of employees suggestions

Table 6.22

Satisfaction Level No. Of Res ondent s Percenta e

Strongjy Satisfied
ati Sfie d
! 22 22
lightly Satisfied ! 4 4
Dis satisfied 45 45
$trong|Oiyssa\ is fied 25 25

Graph 6.22
Above table shows rhat the 26% of the respondents are satisfied
with the positive acceptance of the suggestions glven by the
respondents but most of the respondents 70% are dissatisfied with
this point.

6.23 Responses regarding whether the respondents are satisfied with

management keeps promises

Table 6.23

Satisfaction Level No. Ot Percentage

Respondents
s rongiy satisrieo 76 76
Satisfied t•+ I i
5IigntIy wtisrieo
Dissatisfied
Storng'/l Dissatisrieo v u

Graph 6.23

7
Above table shows ‹hat 90a of the respondents are satisfied 'A'ith
The management keeps promises and only 10% of the
respondents are dissatisfied with the thing that the management
keeps promises.

CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and

interpretation of the primary data regarding the job satisfaction of
the employees of SEVA Automotive private limited, Nagpur.

From the analysis and inter pretation, 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

7
most

7
of the employees are satisfied and very small number of
employees are not happy with the infrastructure of SEVA and the
canteen facilities. It mean s the workplace and infra structure of
SEVA is good or satisfactory.
It is concluded that near about aT| the employees are Satisfied
with implementation of rules and responsibilities. And onIy some
of them are not seems to be satisfied with the i mplementing rules
and responsibiliiies. Therefore it shows that implementation of rule
and responsibility i s done fair Iy.
F-rom 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 saris fied with the freedom giVen
at work place.
According ro analysis and interpretation, most of the employees
are sati s£ied with the team spirit bu ilt in organic ation and only few
are not happy wi‹h team spirit in the organization. From thi S it
seems that the team spirit in the organ izaTion 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
‹hat the man 9I* men‹ kept the main consideration cbout 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 wirh the job

security provided by the organization. Hence from this analysi s it is

cleared ‹ha‹ there is feeling of fear of job Toss in the employs e S of
SEVA.
An analys is shows that employs es are strongly in favor thar the
targets g iven cre achievable and only cre not feels that the targets
7
given are achievable. Hence the targets set by management are
achievable.
From the analysis it is concluded that very smal I number of
employees are satisfied with the payment as per their roles and
responsibi |ity and remainin 9 a I are not satisfied with ‹he
payment according to their roles and responsibilities. Hence from
this analysis it can be cleared that payment accord ing to roles
and
responsibiliiies are not much satisfied.
Only Ti\tIe number of the employees i s sati sfied with the
opportunities of promotions given by organ izotion. It Shows that
the employees do not have any growth of opportunities. Analysis
shows that che payment of salary is made always on time.
From the analysis and interpretation it is clear that very large
number of rhe respondents are satisfied with the quality of training
and induction program and in hou se train ing held by the
management. And few are not satisfied with the quality of in house
training. But the period of Tr aining is not satisfactory to the
employee s.
From the analysis it is clear that HMI division is most satisfactory to
all employees only few are not satisfied with the HR division in the

Tn Case o£ 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 sari sfied

wirh the forum for face-to-face communication. From the
analysis it i s clear that half of the employees are satisfied and
other half are not satisfied with the encouragement given to
the suggestions of the employee s. But onIy few thinks cha‹

8
there is positive acceptance of

8
 he suggestions g iven by ‹he employees. From che 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 o£ SEVA Automotive Private
Limited, Nagpur. The working how r5 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
rhey can work without fear of job loss in the organization.
Opportunities of groMh of employees are very less so that there
can be employee turnover hence management has to give
emphasis on increasing the promotion opportu n ities 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 ac\ive participation oF employees in decision

making but rarely the suggestions given by them are d rawn in
action. Hence the confidence of employees gets demo£ivated.

So to motivate the employees management can take into

Consideration some proper suggestions given by the employees.
It will help to increase ‹he motivation and ultimately the Job

8
satisfaction of the employees of SEVA Automotive Privcre Limited ,
Nagpur.

JoS satisfaction