A STUDY ON IMPACT OF JOB ENRICHMENT AND EMPLOYEE

MOTIVATION IN PSJ METALS, DINDIGUL.

Project report submitted in partial fulfillment of the requirements for the awards of the
Degree of
MASTER OF BUSINESS ADMINISTRATION
OF
ANNA UNIVERSITY
CHENNAI

Submitted by

AASHA SABITHA.K.M.S
(Reg.No: 922619631001)

Under the guidance of

Mr. R. SHANMUGANATHAN MBA., ME,
ASSISTANT PROFESSOR
VIJAY INSTITUTE OF MANAGEMENT
DINDIGUL

MAY–2021
 BONAFIDE CERTIFICATE

This is to certify that Ms. AASHA SABITHA K.M.S (Reg.No:922619631001)

is a bonafide student of VIJAY INSTITUTE OF MANAGEMENT, Dindigul, has
successfully completed the project work titled on “A STUDY ON IMPACT OF JOB
ENRICHMENT AND EMPLOYEE MOTIVATION IN PSJ METALS,
DINDIGUL” in partial fulfillment of the requirement of Master Of Business
Administration (MBA) Program for the academic year 2019-2021.

PROJECT GUIDE PRINCIPAL & DIRECTOR

Project report was submitted and Viva-Voce held on _______________________at

VIJAY INSTITUTE OF MANAGEMENT.

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I, AASHA SABITHA K.M.S (Reg.No: 922619631001) hereby declare that the project
report entitled, “A STUDY ON IMPACT OF JOB ENRICHMENT AND
EMPLOYEE MOTIVATION IN PSJ METALS, DINDIGUL” submitted by me to
the Anna university, Chennai, in partial fulfillment of the requirement for the award of
degree of MASTER OF BUSINESS ADMINISTRATION under the guidance of Mr.
R. SHANMUGANATHAN MBA., ME, is my original work.

PLACE: DINDIGUL AASHA SABITHA K.M.S

DATE: (Register No: 922619631001)
 ACKNOWLEDGEMENT

I am grateful to Dr.T.VIJAYARAGHAVAN, M.Sc, MCA, MBA (Ind), MBA

(USA), Ph.D., Chairman, Vijay Institute of Management, Dindigul for providing
inspiration and moral support during the course of MBA.
I would like to thank Dr.Ir.VADIVU VIJAYARAGHAVAN, BE, MS(NL), MBA,
(Ph.D)., Trustee, Vijay Institute of Management, Dindigul for giving the opportunity
to continue my MBA studies and for its financial support.
I am indebted to Dr.N.SWARNALATHA, M.B.A., M.Phil., Ph.D., Principal and
Director, Vijay Institute of Management, Dindigul, for his support during the entire
course of this project work.
It is with great appreciation and gratitude towards my guide Mr. R.
SHANMUGANATHAN MBA., ME, Assistant Professor, Vijay Institute of
Management, Dindigul, for helpful guidance, valuable support, timely feedback and
comments for my documentations.
I wish to express my sincere thanks to Mr. X.CLIMA, Managing Director, PSJ
Metals, Dindigul, and all the personnel in for their constant encouragement and
support at all stages of project work.
I would like to be grateful to my God Almighty for giving me health and strength to
continue and finish this study.
Finally, I wish to thank all the faculty members, friends, and my parents for their
continuous help to complete this project successfully on time.
 TABLE OF CONTENTS

CHAPTER TITLE PAGE

NO. NO.
1.1 INTRODUCTION 1–3
1.2 STATEMENT OF THE PROBLEM 4
1.3 OBJECTIVES OF THE STUDY 5
01 1.4 SCOPE OF THE STUDY 5
1.5 INDUSTRY PROFILE 6 – 12
1.6 COMPANY PROFILE 13 – 27
1.7 LIMITATIONS OF THE STUDY 28
1.8 CHAPTER SCHEME 29
02 2.1 REVIEW OF LITERATURE 30 – 32
2.2 RESEARCH GAP 33
3.1 RESEARCH METHODOLOGY 34 – 35
3.2 SAMPLING 35
03 3.3 PERIOD COVER BY THE STUDY 36
3.4 SOURCES OF DATA 36
3.5 TOOLS USED FOR THE STUDY 36
3.6 HYPOTHESIS OF THE STUDY 38
4.1 DATA ANALYSIS & 39 – 62
04 INTERPRETATION
4.2 TESTING OF HYPOTHESIS 63 – 68
5.1 FINDINGS 69 – 70
05 5.2 SUGGESTIONS 71
5.3 CONCLUSION 72
ANNEXURE 73 – 75
REFERENCES 76
 LIST OF TABLES

TABLE PARTICULARS PAGE

NO: NO.
4.1.1 Gender of the respondents 39
4.1.2 Respondents belongs to departments 40
4.1.3 Age of the respondents 41
4.1.4 Marital status of the respondents 42
4.1.5 Educational qualification of the respondents 43
4.1.6 Experience of the respondents 44
4.1.7 Monthly salary of the respondents 45
4.1.8 Top management involve in employees decision making 46
4.1.9 Preference about this job 47
Respondents freedom to perform their task by their own
4.1.10 approach 48
Respondents opportunity for independent decision during
4.1.11 execution of their task 49
4.1.12 Respondents control over quality of their work 50
Respondents opinion about job enrichment effects on skill
4.1.13 improvement 51
Respondents opinion about top management interested to
4.1.14 motivation 52
Respondent opinion about job enrichment increase the level of
4.1.15 skills flexibility 53
4.1.16 Respondent opinion about monetary reward they want 54
4.1.17 Respondent opinion about non - monetary reward they want 55
Respondent opinion about incentive provides to motivate their
4.1.18 work 56
4.1.19 Respondents opinion about job enriched by extra work time 57
4.1.20 Respondents opinion about time for extra work in per day 58
4.1.21 Respondents opinion about overall happiness on job 59
Respondents opinion about motivational factors for personal
4.1.22 growth of employees 60
Respondents opinion about recreational activities provided by
4.1.23 the company 61
Respondents opinion about hygiene factor would result job
4.1.24 motivation 62
4.2.1 Relationship between the age of the respondents & opinion 63 - 64
about job enrichment has a good effect on skills improvement of
employees
4.2.2 Relationship between the preference for the job & overall 65 – 66
happiness about the job
4.2.3 Relationship between the monthly salary & overall happiness 67 - 68
about the job.
 LIST OF CHARTS

CHART NO: PARTICULARS PAGE NO.

4.1.1 Gender of the respondents 39
4.1.2 Respondents belongs to departments 40
4.1.3 Age of the respondents 41
4.1.4 Marital status of the respondents 42
4.1.5 Educational qualification of the respondents 43
4.1.6 Experience of the respondents 44
4.1.7 Monthly salary of the respondents 45
Top management involve in employees decision
4.1.8 making 46
4.1.9 Preference about this job 47
Respondents freedom to perform their task by their
4.1.10 own approach 48
Respondents opportunity for independent decision
4.1.11 during execution of their task 49
4.1.12 Respondents control over quality of their work 50
Respondents opinion about job enrichment effects
4.1.13 on skill improvement 51
Respondents opinion about top management
4.1.14 interested to motivation 52
Respondent opinion about job enrichment increase
4.1.15 the level of skills flexibility 53
Respondent opinion about monetary reward they
4.1.16 want 54
Respondent opinion about non - monetary reward
4.1.17 they want 55
Respondent opinion about incentive provides to
4.1.18 motivate their work 56
Respondents opinion about job enriched by extra
4.1.19 work time 57
Respondents opinion about time for extra work in
4.1.20 per day 58
Respondents opinion about overall happiness on
4.1.21 job 59
Respondents opinion about motivational factors for
4.1.22 personal growth of employees 60
Respondents opinion about recreational activities
4.1.23 provided by the company 61
Respondents opinion about hygiene factor would
4.1.24 result job motivation 62
 ABSTRACT

The study examined that employees job enrichment and motivation in a

production company. Job enrichment is an expansion of human resource ability to
authorities and responsibilities. The study examined the factorial relationship between
the job enrichment & employee motivation. The main objective of this study to know
the impact between the job enrichment & employee motivation. The study data
collected from the employees through structured questionnaires by interview method.
The data was analysis with help of MS-Excel & SPSS. The simple Column charts and
tables are used to present the analysis on the basis of tool called Percentage Analysis,
Chi-square, and Correlation. The Response was collected from the 179 samples from
various disciplines of employees. The sampling techniques used for this study was
convenient sampling method for Non probability samples. This study concludes that
the results of the factors which governing the impactions & effect relationship between
the job enrichment and employee motivation of the organisation..

Key Words: Job enrichment, Motivation, Quality of work life, Self Development.
 CHAPTER - I
1.1. INTRODUCTION

JOB ENRICHMENT:
The current research project is based on job enrichment .the the new changes
both is science and technology and business environment have brought a change in
functional approach of an organization. The human resource executive plays a
significant role to set and achieve the objective.

DEFINITION:
Job enrichment is an addition to a job of task that increasing the amount of
employee control or responsibility. It’s a vertical expansion of a job as opposed to a the
horizontal expansion of a job

Job enrichment is a method of motivating employees where a job is designed

to have interesting and challenging tasks which can require more skill and can increase
pay. JOB enrichment is a common motivational technique used by organisation to give
an employee greater satisfaction in his work .it mean giving an employee Additional
responsibilities previously reserved for his manager or other higher ranking position. In
essence, an enriched job give s the employee more self –management in his duties. Here
some strategy you can use enrich the job in your work place

ROTATE JOB:
Give people the opportunity to use a Varity of skills and perform different kind
of work. The mostcommon way to do this is through job rotation.

COMBINED TASK:
Combined work active to provide more challenging and complex work
assignment .this can significantly increase task identity because people see a job
through start to finish. This allows workers used a wide Varity of skills, which can
make the work seem meaningful and important.

1
IDENTIFY PROJECT FOCUSED WORK UNIT:
Break your typical functional lines and form project focused work unit. The
main objective of the project is to understand the job enrichment and employee
motivation in detail by interacting with the management, supervision and workers and
to see how far the various measures are implemented and bring out the draw back if
any and recommended for the betterment of system. Secondly to critically evaluate the
job enrichment impact on employee motivation as well as on absenteeism and turnover.
At last study the most extensive change thosecritical for high motivation performance.

MOTIVATION:
Motivation is derived from the word ‘ motive ‘means any idea ,need ,emotion or
organic state prompts a man to action. Motive is an internal factor that integrates a
behavior . as they motive is within the individual ,it is necessary to study needs,
emotions etc. in order to motivate him to work .

DEFINITION:
According to Likert, “It is the core of management which shows that every
human being gives him a sense of worth in face-to face groups which are most

2
important to him….A supervisor should strive to treat individuals with dignity and a
recognition of their personal worth.”

Motivation is a process if getting the needs of the people realized with a view to
induces them to work for the accomplishment of organization objective indeed,
motivation is nothing but an action of inducement. Motivation is an behavioral concept.
it seeks to understand why people behave as they do.

The efficiency of a person depends on two factors, firstly, the level of ability to
do certain work, secondly the willingness to do work. So for as the first factor it
concerned it can be acquired by education and training, but the second factor can be
created motivation. A person may have several needs and desires. Its only strongly felt
needs which motives become. Thus motives are product of need and desires motives
are many and keep on changing with time motives are invisible and directed towards
certain goal.

MASLOW’S NEED HIERARCHY THEORY OF MOTIVATION:

Abraham Maslow’s motivation theory is based on the human needs. These
needs are classified into a sequential hierarchy from the lower to higher order as five
need clusters as shown in thefollowing.

3
1.2. STATEMENT OF THE PROBLEM:
The primary concern of any organization is its viability and hence it’s an
efficiency every organization needs to have effective human resources functions.
Which includes the employees productivity, enrichment and enhancement? Now this
study reveals the job enrichment and motivation among the employees in the
organisation. As they are different departments in the organization. It is difficult to get
the appropriate information from all departments. As per company norms, it follows
certain policies and procedures for the betterment & wellness of their employees.

In context of Statutory, all policies and procedures in a legal way, this study
mainly focuses the factors which made an impactions between the job enrichment and
the motivation among the employees of this organisation. So the study is bounded to
labour productivity and turnover and exact by focus on the efficiency and analyzing the
level of satisfaction towards the programs and finally giving the suggestions and
conclusion to the organizations.

4
1.3. OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE:
➢ A study on impact on job enrichment and employee motivation in PSJ
metals, Dindigul.
SECONDARY OBJECTIVES:
➢ To analysis the autonomy of the employers in PSJ metal.
➢ To identify the job enrichment and motivation of employers in the company.
➢ To study on extrinsic and intrinsic motivation employers.
➢ To assures the motivation capabilities of the employers.
➢ To study about the personal growth of the employers.
➢ To find the suggestion on the basis of findings of the report.

1.4. SCOPE OF THE STUDY:

➢ The present study aims to find out the level of workers job enrichment and
motivation
➢ The study explores the views expressed by the respondents about the job
enrichment and motivation to providing the solutions in an attempt to develop a
better system.
➢ A study is conducted taking into consideration only the workers of PSJ metals
➢ The importance of studying job enrichment employee motivation is to
understand the internal satisfaction in the minds of every employee.
➢ The study helps to known some employees satisfaction level and some
employee dissatisfaction
➢ The findings of this study help the company to implement the expectation from
the employees.
➢ This study helps the company to know whether the motivation and enrichment
undertaken is strongly accepted and also to know the lacking in the employee
motivation.

5
 1.5. INDUSTRY PROFILE
ORIGIN OF AUTOMOBILE INDUSTRY
The automobile was first invented and perfected in Germany and France in the
late 1800s, though Americans quickly came to dominate the automotive industry in the
first half of the twentieth century. Henry Ford innovated mass –production techniques
that became standard, and Ford, General Motors and Chrysler emerged as the “Big
Three” auto companies’ by the 1920s.
Manufacturers funneled their resources to the military during World War II, and
afterward automobile production in Europe and Japan soared to meet growing demand.
Once vital to the expansion of American urban centers, the industry had become a
shared global enterprise with the rise of Japan as the leading automaker by
1980.Although the automobile was to have its greatest social and economic impact in
the United States, it was initially perfected in Germany and France toward the end of
the nineteenth century by such men as Gottlieb Daimler, Karl Benz, Nicolaus Otto and
Emile Levassor.
The history of the Indian automobile industry comprises of three qualitatively distinct
periods:
a) The first phase, 1928 – 1955 dominated by import and assembly activity.
During the British regime, India had no auto industry to begin with and all the
automobiles were imported from the global auto manufacturers such as General
Motors and Ford Motors. In the 1940s, Hindustan Motors and Premier Motors
were established by Indian entrepreneurs, by importing know-how from
General Motors and Fiat respectively,
b) The next phase, 1955-1974 should be characterized as the phase of import
substitution and emergence of indigenous automobile manufacture and
industry’s maturity towards self-reliance. In the 1950s, a few companies such as
Mahindra and Mahindra, Ashok Motors (with technical collaboration with
Leyland Motors) and Bajaj Auto entered the market for commercial vehicles
and two wheelers. Most of them either imported auto – components or produced
them in house. Later on as a result of the L.K. Jha committee’s
recommendations in 1960 indigenous ancillaries sector evolved as a separate
auto components sector,

6
 c) The third period spans since the mid 70’s and thereafter is marked by structural
adjustments and liberalization. The automobile industry in India, the tenth
largest in the world with an annual production of approximately 2 million units
is expected to become one of the major global automobile industries in the
coming years. A number of domestic companies produce automobiles in India
and the growing presence of multinational investment, too, has led to an
increase in overall growth.
The global auto industry is a key sector of the economy for every major country in
the world. Today, the Indian automobile industry presents a galaxy of varieties and
models meeting all possible expectations and globally established industry standards.
Some of the leading names echoing in the Indian automobile industry include Maruti
Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and
Hindustan Motors in addition to a number of others. During the early stages of its
development, Indian automobile industry heavily depended on foreign technologies.
However, over the years, the manufacturers in India have started using their own
technology evolved in the native soil. The thriving market place in the country has
attracted a number of automobile manufacturers including some of the reputed global
leaders to set their foot in the soil looking forward to enhance their profile and
prospects to new heights.
OVERVIEW OF AUTOMOBILE INDUSTRY:
The Automobile Industry is comprised primarily of the world’s largest
passenger automobile and light truck manufacturers. Through broad dealership
networks, most members of the industry sell vehicles in the global market, covering
developed and emerging countries.
Automotive manufacturers offer a variety of makes and models, though there
tends to be limited brand integration at the marketing, advertising, and dealership
levels. The bulk of these companies operate production facilities in multiple geographic
regions.
REVENUE STREAMS:
Automobile manufacturers are subject to the demands of a vast international
pool of customers. Economic conditions affect overall industry sales. Car lot traffic
perks up during a boom period, and empty showrooms are commonplace during a
downturn. Driving habits can change according to the economic cycle, and therefore,

7
product lineups are always shifting, with new models, innovations, and technologies
being developed to meet these demands. As a result, dealerships try to showcase a wide
range of offerings, from small compact cars to sedans to light trucks and sport-utility
vehicles (SUVs). Drivers’ tastes and finances are varied and often change. Thus,
showrooms will often have sports, economy, family, and luxury cars on hand to meet
customers’ desires. Luxury brands, with their high quality standards and advanced
features, sell at premium prices and carry rich margins.
COSTS & EXPENSES:
The auto industry is both capital and labor-intensive. These companies have to
manage numerous costs and expenses associated with facilities, materials, parts,
equipment, product development, and employment. At times, the prices of key raw
materials, such as steel, can surge to record levels, requiring a nimble hedging strategy.
Research & development and marketing and advertising expenses will have a
discernable impact on the cost budget, as well. Too, given the seasonal nature of
demand and new product launches, effective working capital management is crucial in
supporting sales and controlling costs and expenses.
The cost of labor has a big impact on competitiveness and profitability. North
American and European manufacturers are heavily unionized. Though their power and
influence has been waning for a number of years, members of the United Auto
Workers, for instance, still make up a good portion of the U.S. and Canadian work
forces and have an effect on the industry’s health. Medical and pension benefits are
substantial and can be a competitive disadvantage, especially compared to car makers
based in Asia, where wage costs are lower.
Domestic union salary and benefit concessions, and import tariffs, help to
narrow the price advantage of foreign competitors. Over its history, the American
automotive industry has built up considerable scale and, at the same time, weighty
pension and healthcare obligations. U.S. manufacturers have had to rely on debt to
maintain operations and pay out benefits. Interest expense is significant. Production
plant and dealer network consolidations have become common in an effort to protect
net profits. Domestic companies have suffered market share losses over the longer
term.

8
EVOLUTION OF INDIAN AUTOMOBILE INDUSTRY:
The Investment Information and Credit Rating Agency of India (ICRA, 2003)
studies the competitiveness of the Indian auto industry, by globally comparisons of
macro environment, policies and cost structure. This has a detailed account on the
evolution of the global auto industry. The United States was the first major players
from 1900 to 1960, after which Japan took its place as the cost-efficient leader. Cost
efficiency being the only real means in as mature an industry as automobiles to retain
or improve market share, global auto manufacturers have been sourcing from the first-
tier OEMs since late 1980s. There are only a few dominant Indian OEMs, while the
number of OEMs is very large in China (122 car manufacturers and 120 motor cycle
manufacturers). While the genesis of Indian automotive industry can be traced to the
1940’s distinct growth decades started in the 1970’s. Between 1970 and 1984 cars were
considered a luxury product; manufacturing was licensed, expansion was restricted;
there were quantitative restriction (QR) on imports and a tariff structure designed to
restrict the market. The market was dominated by six manufactures- Telco (now Tata
Motors), Ashok Leyland, Mahindra & Mahindra, Hindustan Motors, Premier
Automobiles and Bajaj Auto. The decades of 1985 to 1995 show the entry of Maruti
Udyog in the passenger car segment and Japanese manufacturers in the two wheelers
and light commercial vehicle segments. Economic liberalization, stated in 1991, led to
the delicensing of the passenger car segment in 1993. QR on imports continued. This
decade witnessed the emergence of Hero Honda as a major player in the two wheeler
segments and Maruti Udyog as the market leader in the passenger car segment.
Between 1995 and 2000 several international players entered the market. Advanced
technology was introduced to meet competitive pressures, and environmental and
safety imperative.
Automobile companies started investing in service network to support
maintenance of on-road vehicles. Auto financing started emerging as an important
driver for demand. Starting in 2000, several landmark policy changes like removal of
quantitative restrictions (QR) and 100 percent FDI through automatic route were
introduced. Indigenously developed (Made in India) vehicles were introduced in the
domestic market and exports were given a thrust. Auto companies started collaboration
with financial firms to provide auto financing and insurance services to customers.

9
Manufacturers also introduced systems to improve capacity utilization and adopted
quality and environmental management systems.
In 2003, Core-group on Automotive R&D (C.A.R) was set up to identify
priority areas for automotive R&D in India. Rising per capita income and changing
demographic distribution are conductive for growth. India has the highest proportion of
population below 35 years, 70% (potential buyers), which means that 130 million
people will get added to the working population between 2003 and 2009. The trends
indicate that small and medium cars would remain dominant and a shift towards high
end cars is expected at a faster rate. The SUV market is expected to develop rapidly in
future. Higher disposable incomes coupled with availability of easy finance options
have driven the passenger vehicle segment.
In the commercial vehicle segment, increased investment in road infrastructure
and availability of cheaper finance has led to a growth in multi axle vehicles. This is
expected to be followed by a shift to tractors-trailer combinations on account of
operating economics of higher power-to weight ratio vehicles. Growth in the demand
for pick-up trucks has coincided with the growth in multi axle vehicles. The nest
growth driver for LCVs is expected to be the introduction of lighter pick-ups.
The two wheeler segment growth is led by rapid urbanization and resultant
raised in demand from semi-urban and rural areas, increasing income levels, and wider
product range available to customers and easy finance options. The growth in tractor
industry is linked with the growth in agricultural output and exports to neighboring
countries. Auto component industry growth is directly linked to the growth of
automobile industry since more than 65% sales is to the OEMs. However, in recent
years, component exports are becoming an important growth driver and it is expected
to assume greater importance in future.
GLOBAL SCENARIO OF INDIAN AUTOMOBILE INDUSTRY:
The industry being highly capital intensive, has entry barriers for smaller
players. Even the existing global auto majors themselves are realigning their production
bases coming closer to the scene of action in Asia – Pacific region, mainly in China,
India and Thailand. Besides the above, the constant pressure for cost reduction on
OEMs is compelling them to outsource more and more components from low cost
countries.

10
 The changing scenario has opened up opportunities for Indian automobile
industry. India, with huge domestic market, rapidly growing purchasing power, and
market linked exchange rate and well established financial market and stable corporate
governance framework is emerging as an attractive destination for new investments in
this sector.
The rapid improvement in infrastructure including road, port, power and world
class facilities for testing, certification and homologation coupled with availability of
manpower and enabling government policies to promote fair competition and make
Indian automotive industry more competitive in world besides making the country a
favourable destination for investment by global majors in auto industry.

Global Automobile Market Share, Size 2019 - Industry Future

Demand, Worldwide Research, Top Leading Players, Emerging
Trends, Region by Forecast to 2024:
Nov 05, 2019 (The Expresswire) -- Automobile Industry 2019 Global Market
research report provides key analysis on the market status of the Automobile
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industry including definitions, classifications, applications, and industry chain
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development status. Development policies and plans are discussed as well as
manufacturing processes and cost structures are also analyzed. This report additionally
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Automobile market research is provided for the international markets as well as
development trends, competitive landscape analysis, and key regions development

11
status. Development policies and plans are discussed as well as manufacturing
processes and cost structures are also analyzed. This report additionally states
import/export consumption, supply and demand Figures, cost, price, revenue, and gross
margin.

12
 1.6. COMPANY PROFILE

Name: P.S.J metals

Establishing year: 1998
Nature of business: Manufacturer
Industry: Automobile
Legal status of firm: Individual proprietors
GST.No: 33AAVPC4427E1ZW
No. Of employees: 179
Turn over: 37 cores
Address: No. 57, SIDCO industrial estate Dindigul, Tamilnadu.
Phone number: 0451-2470845
Email id: PSJmetals@yahoo.com

PSJ METAL MISSION VISION:

MISSION
➢ Transparency and integrity everything we do.
➢ Care for and improvement of the environment
➢ Constant improvement of process and efficient management.
➢ To attract the attain customer with high valued products and services and the
most satisfying ownership.
VISION
➢ Work towards continual improvement on quality enhancement and cost
effectiveness
➢ A bench mark in green innovation and green design
➢ Cooperation with stake holders.

PSJ METALS DIFFERENT PRODUCT PROFILE

➢ Ratchet brake pedal 5mm thk
➢ Mounting top right 2mm thk. ISO79D
➢ Outer tube 1.6 IS513CR4
➢ Mounting bottom right 2mm thk IS1079D
➢ Mounting top left 2mm thk IS1079D

13
 ➢ Upper bracket 3mm thk
➢ Foot rest pillion 2mm thk
➢ Engine mounting 4mm thk
➢ Auto lever 6mm thk
➢ Lower plate 3.5 mm thk
➢ Bracket silencer mounting 3mm thk
➢ Gusset sub frame 4 mm thk
➢ Mounting bracket lower

THEIR PRESTIGIOUS MAJOR CUSTOMER:

❖ Hema Engineering Industry Ltd - Hosur
❖ Bridge Stone India Automotive Product Pvt Ltd., Chennai
❖ Sundram Industries Pvt Ltd , Rubber Factory – Madurai
❖ J.K Fenner Ltd – Chennai
❖ Hi Tech Aria Pvt Ltd –Madurai
❖ Fiem Industries Ltd – Hosur
❖ Neel Auto (P) Ltd – Hosur
❖ Buyers Engineering Pvt Ltd -Chennai
❖ MRP auto rub (p) ltd –Chennai
❖ Industrial rubber products –chennai.

QUALITY POLICY OF PSJ METALS

We at PSJ metals, are committed to:
• Manufacture and supply of sheet metal products to meet customer needs by
implementing and maintaining quality management system.
• Work towards continual improvement on quality enhancement and cost
effectiveness
• Enhance awareness of quality management system through training, safety and
development of employees.

QUALITY OBJECTIVE OF PSJ METALS

• Strive to achieve zero customer complaint by improving quality and reducing
internal rejection,

14
 • Ensure on time product delivery to customer and improve towards achieving
100%,
• Strive to achieve 100% customer satisfaction,
• Reduce wastage by 10% through improvement in methods and system,
• Training and development of employee on QMS practices.

List of production facilities (unit I, II & III)

S.No M\C capacity Unit Type of Unit Type of Unit Type of

I pressure II pressure III pressure
1 300 ton 2 Mechanical - - - -
2 250 ton 1 Mechanical - - - -
3 160 ton 1 Cross shaft - - - -
4 150 ton - - 3 mechanical - -
5 100 ton 3 Mechanical 3 mechanical - Mechanical
6 75 ton 1 Pneumatic - - 1 -
7 75 ton - - 1 mechanical - -
8 50 ton 2 Pneumatic - - - Mechanical
9 50 ton 2 Mechanical 4 mechanical - -
10 30 ton 4 Mechanical 8 mechanical 2 Mechanical
11 20 ton - - 1 mechanical 4 Mechanical
12 10 ton - - 6 mechanical 1 Mechanical
13 Shearing 1 1500 *13mm - - - -
Machine
14 Screw 1 10 hp - - - -
Compressor
15 Co2 mig - - - - - -

PSJ METALS RAW MATERIAL RECORDER LEVEL

INTIMATION BOARD:
s.no Material Material size Recorder Stock Recorder level
length width thick green yellow Red
grade qty qty
1 CR 1470 1470 1.0MM 75
2 CR 2500 1250 1.2M
3 HRP 2500 1250 1.6 81
4 CR 1370 1250 1.6 121
5 HRP 2500 1250 2.0 19
6 HRP 950 700 2.0 214
7 HRP 2500 1250 2.5 4
8 CP 2500 1250 2.5
9 HRP _ 1250 3.0 32
10 HR 2500 1250 3.0 32
11 HRP 2500 1250 3.2 40
12 HR - 1250 3.2 52

15
 13 HRP 2500 - 3.5
14 HRP 2500 1250 4.0 47
15 HR 2500 1250 4.0 52
16 HRP 2500 1250 4.5 111
17 HR 2438 1219 4.5 19
18 HRP 2438 1219 5.0 53

Sufficient stock Material on transit Stock less then

recorder qt

THEORETICAL BACKGROUND:
The current research project is based on JOB ENRICHMENT. The new changes
both in science and technology and business environment have brought a change in
functional approach of an industrial organization. The human resource executive plays
a significant role to set and achieve the objectives as the functional horizon is extended
from legalistic mundane approach to humanrelation.
Employees are not perceived as human resource, as some human resource
experts have termedthe human resource as “knowledge capital” of the organization.

It is, therefore, imperative for human resource executive to adopt a rationale

approach to muster and accumulate the so-called knowledge capital. This places an
immense responsibility on HR executive, as there no direct scale to measure human HR
activities vis-à-vis the output.
Definition: Job Enrichment is the addition to a job of tasks that increase the
amount of employee control or responsibility. It is a vertical expansion of the job as
opposed to the horizontal expansion of a job, which is called job enlargement.
Most of us want interesting, challenging jobs where we feel that we can make a
real difference to other people’s lives. As it is for us, so it is for the people who work
with or for us. So why are so many jobs so boring and monotonous? And what can you

16
do to make the jobs you offer more satisfying? (By reducing recruitment costs,
increasing retention of experienced staff and motivating them to perform at a high
level; you can have a real impact on the bottom line.)
One of the key factors in good job design is job enrichment. This is the practice
of enhancing individual jobs to make the responsibilities more rewarding and inspiring
for the people who do them.
Job enrichment, you expand the task set that someone performs. You provide
more stimulating and interesting work that adds variety and challenge to an
employee’s daily routine. This increases the depth of the job and allows people to
have more control over their work. The central focus of job enrichment is giving
people more control over their work (lack of control is a key cause of stress, and
therefore of unhappiness.) Where possible, allow them to take on tasks that are
typically done by supervisors. This means that they have more influence over
planning, executing, and evaluating the jobs they do. In enriched jobs, people
complete activities with increased freedom, independence, and responsibility. They
also receive plenty of feedback, so that they can assess and correct their own
performance.
Here are some strategies you can use to enrich jobs in your workplace:
• Rotate Jobs – Give people the opportunity to use a variety of skills, and
perform different kinds of work. The most common way to do this is through
job rotation. Move your workers through a variety of jobs that allow them to
see different parts of the organization learn different skills and acquire
different experiences. This can be very motivating, especially for people in
jobs that are very repetitive or that focus on only one or two skills.
• Combine Tasks – Combine work activities to provide a more challenging
and complex work assignment. This can significantly increase “task identity”
because people see a job through from start to finish. This allows workers to
use a wide variety of skills, which can make the work seem more meaningful
and important. For example, you can convert an assembly line process, in
which each person does one task, into a process in which one person
assembles a whole unit. You can apply this model wherever you have people
or groups that typically perform only one part of an overall process.
Consider expanding their roles to give them responsibility for the entire
process, or for a bigger part of that process.

17
 • Identify Project-Focused Work Units – Break your typical functional lines
and form project-focused units. For example, rather than having all of your
marketing people in one department, with supervisors directing who works
on which project, you could split the department into specialized project
units – specific storyboard creators, copywriters, and designers could all
work together for one client or one campaign. Allowing employees to build
client relationships is an excellent way to increase autonomy, task identity,
and feedback.
• Create Autonomous Work Teams – This is job enrichment at the group
level. Set a goal for a team, and make team members free to determine work
assignments, schedules, rest breaks, evaluation parameters, and the like. You
may even give them influence over choosing their own team members. With
this method, you’ll significantly cut back on supervisory positions, and
people will gain leadership and management skills.
• Implement Participative Management – Allow team members to
participate in decision making and get involved in strategic planning. This is
an excellent way to communicate to members of your team that their input is
important. It can work in any organization – from a very small company,
with an owner/boss who’s used to dictating everything, to a large company
with a huge hierarchy. When people realize that what they say is valued and
makes a difference, they’ll likely be motivated.
• Redistribute Power and Authority – Redistribute control and grant more
authority to workers for making job-related decisions. As supervisors
delegate more authority and responsibility, team members’ autonomy,
accountability, and task identity will increase.
• Increase Employee-Directed Feedback – Make sure that people know how
well, or poorly, they’re performing their jobs. The more control you can give
them for evaluating and monitoring their own performance, the more
enriched their jobs will be. Rather than have your quality control department
go around and point out mistakes, consider giving each team responsibility
for their own quality control. Workers will receive immediate feedback, and
they’ll learn to solve problems, take initiative, and make decisions.
Job enrichment provides many opportunities for people’s development. You’ll
give them lots of opportunity for their task to participate in how their work gets

18
done, and they’ll most-likely enjoy an increased sense of personal responsibility. Job
enrichment is connected to the concept of job enlargement.
Job enrichment is the process of "improving work processes and environments
so they are more satisfying for employees".
Many jobs are monotonous and unrewarding - particularly in the primary and
secondary production industries. Workers can feel dissatisfied in their position due to a
lack of a challenge, repetitive procedures, or an over-controlled authority structure.
Job enrichment tries to eliminate these problems, and bring better performance
to the workplace.There are three key parts to the process of job enrichment
1. Turn employees' effort into performance:
• Ensuring that objectives are well-defined and understood by everyone. The

overall corporate mission statement should be communicated to all.

Individual's goals should also be clear. Each employee should know exactly
how she fits into the overall process and be aware of how important her
contributions are to the organization and its customers.
• Providing adequate resources for each employee to perform well. This
includes support functions like information technology, communication
technology, and personnel training and development.
• Creating a supportive corporate culture. This includes peer support networks,
supportive management, and removing elements that foster mistrust and
politicking.
• Free flow of information. Eliminate secrecy.

• Provide enough freedom to facilitate job excellence. Encourage and reward

employee initiative. Flextime or compressed hours could be offered.
• Provide adequate recognition, appreciation, and other motivators.

• Provide skill improvement opportunities. This could include paid education

at universities or on the job training.
• Provide job variety. This can be done by job sharing or job rotation
programmes.
It may be necessary to re-engineer the job process. This could involve
redesigning the physical facility, redesign processes, change technologies,
simplification of procedures, elimination of repetitiveness, redesigning authority
structures.

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 2. Link employee’s performance directly to reward:
• Clear definition of the reward is a must
• Explanation of the link between performance and reward is important
• Make sure the employee gets the right reward if performs well
• If reward is not given, explanation is needed

3. Make sure the employee wants the reward. How to find out?
• Ask them

• Use surveys( checklist, listing, questionnaire)

Job enrichment is a type of job redesign intended to reverse the effects of tasks
that are repetitive requiring little autonomy. Some of these effects are boredom, lack of
flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying
principle is to expand the scope of the job with a greater variety of tasks, vertical in
nature, that require self-sufficiency. Since the goal is to give the individual exposure to
tasks normally reserved for differently focused or higher positions, merely adding more
of the same responsibilities related to an employee's current position are not considered
job enrichment. The basis for job enrichment practices is the work done by Frederick
Herzberg in the 1950's and 60's, which was further refined in 1975 by Hackman and
Oldham using what they called the Job Characteristics Model. This model assumes that
if five core job characteristics are present, three psychological states critical to
motivation are produced, resulting in positive outcomes (Kotila, 2001) , not just more
work for them to do. Job enrichment can only be truly successful if planning includes
support for all phases of the initiative. Ohio State University Extension began a job
enrichment program in 1992 and surveyed the participants five years later. The results,
broken down into 3 sub-buckets of data beyond the main grouping of
advantages/disadvantages as shown in Table 1, indicate the University had not fully
considered the planning and administrative aspects of the program (Fourman and Jones,
1997). While the benefits are seemingly obvious, programs fail not because of a lack of
benefits, but rather due to implementation problems. These problems can include a
perception of too great a cost, lack of long-term commitment of resources, and potential
job classification changes (Cunningham and Eberle, 1990).

20
In order for a job enrichment program to produce positive results, worker
needs and organizational needs must be analyzed and acted upon. According to
Cunningham and Eberle (1990), before an enrichment program is begun, the
following questions should be asked:
1. Do employees need jobs that involve responsibility, variety, feedback,
challenge,accountability, significance, and opportunities to learn?
2. What techniques can be implemented without changing the job classification plan?
3. What techniques would require changes in the job classification plan? (p.3)

21
When asked about the successes of a Training Generalist job enrichment program
begun in 2002, Karen Keenan, Learning Manager with Bank of America, stated the
accomplishments were, "greater than expected". The Training Generalist program has
resulted in three successful participants to date. According to Ms. Keenan, positive
results can be directly tied to a program that addressed the strategic goal of greater
resource flexibility without adding to staff, as well as to proper planning, guidance, and
feedback for the participants. Having a voluntary program contributed as well,
attracting a high caliber of individuals eager to expand their skills and be positioned for
advancement. To date, all three Training Generalists have experienced promotions and
additional recognition while affording Ms. Keenan's team financial results and
workload flexibility it could not have otherwise achieved.
A job enrichment program can be a very effective intervention in some
situations where a Performance Technician is faced with a request for motivational
training. Ralph Brown (2004) summed it up very nicely:
Job enrichment doesn't work for everyone. Some people are very resistant to more
responsibility or to opportunities for personal growth, but…researchers report that some
people they expected to resist, seized the opportunity. Enriching jobs is a particularly effective
way to develop employees provided the jobs are truly enriched

EVOLUTION OF MOTIVATION THEORIES

Mainstream theories about employee motivation have varied greatly over the past
century. Early conceptions, sometimes termed "traditional" management theory,
assumed that work was an intrinsically undesirable pursuit and that workers naturally
sought to do as little as possible. This translated into a sort of carrot-and-stick
managerial policy whereby companies tried to maximize motivation by providing
adequate compensation as an incentive but also by guarding against any sign of
wayward behavior through authoritarian control regimes.
A backlash in the 1940s and 1950s against such policies, which did not always
prove particularly successful, emphasized building a conducive social environment in
which workers felt valued and respected. This model still maintained management's
authority over all critical matters, but attempted to make the workplace more palatable
by humanizing it.
Current notions of employee motivation started to take root in the 1960s.

22
Elaborating on the importance of human factors, contemporary theories envision
workers as large and often untapped reserves of skills, ideas, and other potential
benefits to an organization. The motivation process, according to this view, involves
tailoring the work environment and incentive structure to harness as much of this
potential as possible. This approach emphasizes granting employees greater flexibility,
power, responsibility, and autonomy so that, to some extent, they may shape their own
work environments as they see fit, while remaining accountable for both favorable and
unfavorable outcomes of their actions.

FUNDAMENTAL CONCEPT
THEORIES APPLIED
Some attempts to bolster employee motivation still consider only extrinsic
rewards. Endless mixes of employee benefits such as health care and life insurance,
profit sharing, employee stock ownership plans (ESOPs), exercise facilities,
subsidized meal plans, child care availability, company cars, and more have been
used by companies in their efforts to maintain happy employees. Although some
experts argue that many of these efforts, if only directed at motivating employees, are
just a waste of company money, it is clear that for certain individuals in certain
scenarios, monetary incentives can stimulate better job performance—at least for a
while.
The debate, rather, has been over whether such material factors have more than
a superficial impact on motivation. Many modern theorists propose that the
motivation an employee feels toward his or her job has less to do with material
rewards such as those described above, than with the design of the job itself. Studies as
far back as 1924 show that simplified, repetitive jobs, for instance, fostered boredom
and the taking of frequent, unauthorized breaks by those who performed them. In 1950
a series of attitude surveys found that highly segmented and simplified jobs resulted in
lower employee morale and output. Other consequences of low employee motivation
include absenteeism and high employee turnover, both very costly for businesses. "Job
enlargement" initiatives began to crop up in major companies in the 1950s, with one
champion of the cause being IBM founder Thomas Watson, Sr. On the academic front,
Turner and Lawrence proposed task attributes that characterize jobs that motivate.
Turner and Lawrence suggest that there are three basic characteristics of a
"motivating" job:

23
 1. It must allow a worker to feel personally responsible for a meaningful
portion of the work accomplished. An employee must feel ownership of
and connection to the work he or she performs. Even in team situations, a
successful effort will foster an individual's awareness that his or her
contributions were important in accomplishing the group's tasks.
2. It must provide outcomes which have intrinsic meaning to the individual.
Effective work that does not lead a worker to feel that his or her efforts
matter will not be maintained. The outcome of an employee's work must
have value to him or hers and to others in the organization.
3. It must provide the employee feedback about his or her
accomplishments. A constructive, believable critique of the work
performed is crucial to a worker's continuance or improvement of that
which has already been performed.

In 1971 Hackman and Lawler tested these ideas. Using a telephone company as a test
site, they surveyed 200 employees to determine relationships between employee
attitudes and behavior and the characteristics of the employee's job. The study also
assessed whether an employee's reaction to his or her work was dependent upon
particular kinds of satisfactions valued by the employee. Positive correlations were
found to exist between the quality of an employee's job, with quality jobs meeting the
three criteria above, and positive employee attitudes and behavior. Further, "doing
well" at a job was interpreted by the employee as having put in a high quality
performance, rather than a high quantity performance. Employees felt positively when
they had accomplished something they felt was meaningful, and strove to do so if given
an encouraging opportunity.
MOTIVATION TOOLS:
The methods of motivating employees today are as numerous and different as
the companies operating in the global business environment. What is the nature of the
company and its industry? Is it small or big? What kind of culture is fostered? Is it
conservative or innovative? What is important to the employees? What steps have been
taken to find out?
The best employee motivation efforts focus on what employees deem to be
important. It may be that employees within the same department of the same

24
 organization will have different motivators. Many organizations today find that
flexibility in job design and reward has resulted in employees' increased longevity with
the company, increased productivity, and better morale. Although this "cafeteria-plan"
approach to the work-reward continuum presents variety, some strategies are prevalent
across all organizations that strive to improve employee motivation.

• EMPOWERMENT
Giving employees more responsibility and decision-making authority increases
their control overthe tasks for which they are held responsible and better equips them to
carry out those tasks. Trapped feelings arising from being held accountable for
something one does not have the resources to carry out are diminished. Energy is
diverted from self-preservation to improved task accomplishment. Empowerment
brings the job enlargement of the 1950s and the job enrichment that began in the 1960s
to a higher level by giving the employees some of the power to expand their own jobs
and create new, personally identified challenges.

• CREATIVITY AND INNOVATION

At many companies, employees with creative ideas do not express them to
management for fear of jeopardizing their jobs. Company approval and toeing the
company line have become so ingrained in some working environments that both the
employee and the organization suffer. When the power to create in the organization is
pushed down from the upper echelon to line personnel, employees are empowered and
those who know a job, product, or service best are given the opportunity to use their
ideas to improve it. The power to create motivates employees and benefits the
organization in having a more flexible workforce, using more wisely the experience of
its employees and increasing the exchange of ideas and information among employees
and departments. These improvements also create an openness to change that can
give a company the ability to respond quickly to market changes and sustain a first
mover advantage in the marketplace. Minnesota Mining and Manufacturing Co., better
known as 3M, has fostered company wide creativity for decades. Its relentless support
of new ideas has paid off in profitability and loyal employees who are so motivated that
they have the most nimble and successful new product development system in the
industry. MCI (now part of MCI WorldCom), too, encourages employees to develop
new ideas and take chances with them. A top manager there stated, "We don't shoot
people who make mistakes around here, we shoot people who don't take risks."

25
• LEARNING
If employees are given the tools and the opportunities to accomplish more, most
will take on the challenge. Companies can motivate employees to achieve more by
committing to perpetual enhancement of employee skills. Accreditation and licensing
programs for employees are an increasingly popular and effective way to bring about
growth in employee knowledge and motivation. Often, these programs improve
employees' attitudes toward the client and the company, while bolstering self-
confidence. Supporting this assertion, an analysis of factors which influence motivation
to learn found that it is directly related to the extent to which training participants
believe that such participation will affect their job or career utility. In other words, if
the body of knowledge gained can be applied to the work to be accomplished, then the
acquisition of that knowledge will be a worthwhile event for the employee and
employer.

• QUALITY OF LIFE
The number of hours worked each week by American workers is on the rise again and
many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their lives
beyond the workplace. Often, this concern occurs while at work and may reduce an
employee's productivity and morale. Companies that have instituted flexible
employee arrangements have gained motivated employees whose productivity has
increased. Programs incorporating flextime, condensed workweeks, or job sharing, for
example, have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives.

• MONETARY INCENTIVE
For all the championing of alternative motivators, money still occupies a
rightful place in the mix of motivators. The sharing of a company's profits gives
incentive to employees to produce a quality product, perform a quality service, or
improve the quality of a process within the company. What benefits the company
directly benefits the employee. Monetary and other rewards are being given to
employees for generating cost savings or process-improving ideas, to boost productivity
and reduce absenteeism. Money is effective when it is directly tied to an employee's
ideas or accomplishments. Nevertheless, if not coupled with other, non monetary

26
motivators, its motivating effects are short-lived. Further, monetary incentives can
prove counterproductive if not made available to all members of the organization.

• OTHER INCENTIVES
Study after study has found that the most effective motivators of workers are
non monetary. Monetary systems are insufficient, in part because expectations often
exceed results and because disparity between salaried individuals may divide rather
than unite employees. Proven non monetary motivators foster team spirit and include
recognition, responsibility, and advancement. Managers, who recognize the "small
wins" of employees, promote participatory environments, and treat employees with
fairness and respect will find their employees to be more highly motivated. One
company's managers brainstormed to come up with 30 powerful rewards that cost
little or nothing to implement. The most effective rewards, such as letters of
commendation and time off from work, enhanced personal fulfillment and self-respect.
Over the longer term, sincere praise and personal gestures are far more effective and
more economical than awards of money alone. In the end, a program that combines
monetary reward systems and satisfies intrinsic, self-actualizing needs may be the most
potent employee motivator.

27
1.7. LIMITATION OF THE STUDY
❖ Some employees were having little difficulty in expressing the view even
though theanswer to the questions.
❖ Time period of the study is also very short.
❖ As the workers are not literate enough, it was difficult to get the responses
from them.
❖ Employees of the company are not aware of what is motivation and
enrichment means.
❖ Most of the employee didn’t come forward to give over opinion about the
management sodidn’t provide me to drive a concrete solution.
❖ The study was limited only one company PSJ metals
❖ The study based on only 179 samples.
❖ The study based on employs side. It is not covering the staff.

28
 1.8. CHAPTER SCHEME
Organization of the Report
Chapter I
This chapter deals with the Introduction of the Study which covers Introduction,
statement of the problem, objectives of the study, scope of the study, Industry profile,
Company Profile, Limitations of the study.
Chapter II
This Chapter deals with the Review of Literature, Research Gap.
Chapter III
This chapter deals with a Research Methodology of the study. It shows sampling,
period cover by the study, sources of data, tools used for the study, Hypothesis of the
study.
Chapter IV
This chapter deals with the Data Analysis and Interpretation, Testing of hypothesis
of the study.
Chapter V
This chapter deals with the Summary of Findings, Suggestions & Conclusion of the
Study.

29
 CHAPTER – II
2.1. REVIEW OF LITRATURE
Honold (1997), suggests that an empowered organization is one where
managers supervise more people than in a traditional hierarchy and delegate more
decisions to their subordinates (Malone, 1997). Managers act like coaches and help
employees solve problems. Employees, he concludes, have increased responsibility.
Superiors empowering subordinates by delegating responsibilities to them leads to
subordinates who are more satisfied with their leaders and consider them to be fair and
in turn to perform up to the superior’s expectations (Keller and Dansereau, In practice,
the definition of delegation appears to be of critical importance. It can be discerned by
the language used by the researcher. The words “subordinate” and “superior” in the
language suggests giving additional tasks to employees. This is not perceived as
empowering by employees (Menon 1995). Providing for the development of self-
worth by negotiating for latitude in decision making and changing aspects of the
employee’s job leads to increased levels of perceived self-control and hence
empowerment.
Johnson (2008), studied that absenteeism due to stress increased slightly in
South African companies in 2008 compared with the previous year. So far 3.4% of all
sick leaves taken until the end of June this year were due to stress, depression and
anxiety, according to Cams, a company which looks at corporate absenteeism. This was
line with indications that the country was experiencing an economic downturn. In
2007 this figure was 3.1% and 3.9% in 2006. The research was done with the help of
statistics from 100,000 employees in 60 companies, using data from doctor-issued sick
certificates. "Companies should therefore continue to ask themselves what they could
do to make their staff happy and productive."

Mills (1973), predicts that Industrial sociologists and psychologists have often
paid little more than scant attention to the actual work of the people they have been
studying. The literature is full of brief comments about the work situation which lack
both data and an analytical framework. This deficiency is surprising. Work content has
been shown to have a significant impact on behaviour, morale, and productivity in the
workplace. The purpose of job design research is to seek to understand this relationship
more clearly and then to use research-based insights to create jobs which are more
satisfying to perform, and more efficient in performance. As such this body of

30
knowledge should be a subject of particular relevance for personnel specialists since
job content considerations should affect recruitment, training, placement and effort-
reward policies. However, although job content has very wide repercussions for the
personnel area, job design is frequently left by default to the technical and engineering
specialists, who seek to make their work system function effectively in production
rather than human terms.
Mogelof et.al (2005), discusses context-driven job satisfaction tradeoffs
associated with careers in élite versus non-élite organizations and the role organizations
may play in facilitating or impeding workers’ participation in valued activities. It
emphasizes the importance of participation in valued activities as a key driver of job
satisfaction. The original purpose of this study was not to focus on job satisfaction, but
rather to conduct an exploratory investigation of how symphony orchestra players
cope with the frustrations and disappointments of orchestra life. Symphony orchestra
players report surprisingly low levels of job satisfaction given the perception held by
many that life and work in symphony orchestras is glamorous and rewarding.
Orpen (2007), examined that (1) Employees in the enriched condition perceived
their jobs as more enriched than before; (2) enrichment caused significant increases in
employee job satisfaction, job involvement, and internal motivation; (3) enrichment
led to significant decreases in absenteeism and turnover; but (4) enrichment had little
impact on performance, whether assessed by superiors' ratings or by actual output.
These findings, which are described in terms of the Hackman-Oldham theory of
job design, are regarded as suggestive evidence that enrichment can cause substantial
improvements in employee attitudes, but that these benefits may not lead to greater
productivity. It is argued that in order to explain the effect of enrichment on
performance, it is necessary to consider other factors besides the psychological states
produced by jobs which are seen to have certain characteristics.

Peter et.al (2004), said Job enrichment is a type of job redesign intended to
reverse the effects of tasks that are repetitive requiring little autonomy. Some of these
effects are boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall,
2004). The underlying principle is to expand the scope of the job with a greater
variety of tasks, vertical in nature, that require self-sufficiency. Since the goal is to give
the individual exposure to tasks normally reserved for differently focused or higher
positions, merely adding more of the same responsibilities related to an employee's

31
current position is not considered job enrichment.
Pettman (1979), examines that “quality of working life” (QWL) has grown
steadily over a period in which the industrialised nations have increasingly come to
question the role and status of human beings in the modern technological environment.
In recent years concern with the nature of work, its impact upon people, and their
attitudes towards it, seem to have sharpened. Investigation of, and experimentation
with, the qualitative aspects of working life—its ability to confer self-fulfilment
directly, for example, as opposed to being a means of acquiring goods— has gained
momentum under the influence of a unique set of economic, social, political and
technological factors. The outpouring of books, reports and articles from a wide variety
of sources has, not surprisingly, grown apace.
Roberts (2006), study that absence is a major issue for many UK organizations,
yet less than half monitor the cost of absence to their business (CIPD, July 2007). On
average the cost of absence is £659 per employee per year and in addition to this the
indirect cost of absenteeism on the organization is significant, affecting productivity
levels and knowledge management and putting customer service, morale
and corporate reputations at risk. Managing absence is about starting
with the little things.
Ullah (1991), Considers that implementing Total quality management is more a
matter of changing people than changing technologies. Shows how psychology can
be used to facilitate the process. Examines attitudes and behaviour, values and
motivation. Discusses work redesign and goal setting as methods of motivating staff to
achieve desired standards of work behaviour. Finally, considers the importance of
psychological measurement to test customer attitudes. Concludes that there are other
areas of organisational psychology which have implications for implementing a
programme of Total quality, and that the human side of TQM is at least as important as
the technical side.

32
RESEARCH GAP:
From the view of literature reviews proposes the factorial evidence job
enrichment and employees motivation in various sectors in India. As per factories Act,
1948, those statutory provisions are given by every organisation for secure their
employees standard of living & betterment in higher productivity. By those reviews,
none of the study focuses the relationship between those factors which govern the
labour welfare measures & Quality of work life.
This study focuses there is any relationship between Labour welfare measures
& Quality of work life among employees in any organisation. To evaluate those
relationship by analyse & compare the factors of LWM & QWL such as Job
satisfaction with demographic profile & work environment, stress factors with
Industrial conflict, working conditions with Industrial disputes. The above relationships
are mentioned detail in the following as well as in this study.
As industrial Law says, there is a statutory law for every Industrial provision.
So every organisation or industries should follow those laws to make those provisions
under the Act.

33
 CHAPTER - III
3.1. RESEARCH METHODOLOGY
DEFINITION:
The process used to collect the information and data for the purpose of making
business decision .the methodology may include publication research ,interviews,
survey and other research techniques, and could include both present and historical
information.
RESEARCH DESIGN:
A detailed outline of how an investigation will take place. A research design
will typically include how data is to be collected, what instrument will be employed ,
how the instruments will used and the intended means for analyzing data collected.
A research design is detailed blue print used to guide a research study towards
its objective the process of designing a research study involves may interrelated
decision.
DESCRIPTIVE RESEARCH:
The research design adopted for the study is “descriptive research “descriptive
method was adopted because it deals with description of the state of affairs as it exists
at present. It also known as statistical research, describes data and characteristics about
the population or phenomenon being studied.
RESEARCH CONCEPTUAL CLARIFICATION:
Research is defined as human activity based on intellectual application in the
investigation of matter. The primary purpose for applied research is discovering,
interpreting, and development of method and system for the advancement of human
knowledge on the wide variety of scientific matter of our world and universe. Research
can the scientific method, but need not do so.

TYPE OF RESEARCH
DESCRIPTIVE RESEARCH
Descriptive research is used to describe characteristics of a population or
phenomenon being studied. It does not answer question about how/when/why the
characteristics occurred. Rather it addresses the “what” question (what are the
characteristics of Minnesota state population or situation being studied?) The
characteristics used to describe the situation or populations are usually some kind of
categorical scheme also known as descriptive categories. For example, the periodic

34
table categorizes the elements. Scientists use knowledge about the nature of electrons,
protons and neutrons to device this categorical scheme. We now take for granted the
periodic table, yet it took descriptive research to devise it.

Descriptive research generally precedes explanatory research. For example, over

time the periodic table’s description of the elements allowed scientists to explain
chemical reaction and make sound prediction when elements were combined. Hence,
descriptive research cannot describe what caused a situation.

Thus, descriptive research cannot be used as the basis of a causal relationship,

where one variable affects another. In other words, descriptive research can be said to
have a low requirement for internal validity.

The description is used for frequencies. Averages and other statistical

calculations. Often the best approach, prior to writing descriptive research, is to conduct
a survey investigation. Qualitative research often has the aim of description and
researchers may follow up with examination of why the observations exist and what the
implications of the findings are.
3.2. SAMPLE DISCRIPTION

SAMPLING MEANING:
Sampling is the part of statistical practice concerned with the selection of
individual observations intended to yield some knowledge about a population of
concern, especially for the purpose of statistical inference.

SAMPLE SIZE:
The sample size chosen for the study is 179 employees.

TYPES OF SAMPLING:
The sampling type is non probability which involves deliberating selections of
particular unit’s constitution a sample, which represents the universe.

STRATIFIED SAMPLING:
Stratum means layer population from which samples are to be selected may
certain a number of layers from each layer a few samples are selected that is why this
method is called stratified sampling.

35
 3.3. PERIOD OF THE STUDY:
This study describes the employees industrial statutory provisions and Quality
of work life among them, the survey on employees could conduct on one month basis.
But this study duration is three month.

3.4. SOURCES OF DATA COLLECTION:

DATA SOURCES:
There are two types of data collection namely primary data collection and secondary
datacollection.

PRIMARY DATA:
The Primary data is defined as the data, which is collected for the first time and
fresh in nature, and happen to be original in character through field survey. Primary data
collection you collect data yourself using methods such as questionnaires. The key point
here is that the data you collect these unique to you and your research and, until you
publish, no one else has access do it.

There are many methods of collecting primary data and the main methods include

• Questionnaires

SECONDARY DATA:
The Secondary data are those which have already been collected by someone else
and have been passed through statistical process. The secondary data for this study are
already available in the firm’s internal records, annual report broaches, and company’s
website.

DATA COLLECTION METHOD:

A structured questionnaire has been prepared to get the relevant information from
the respondents. The questionnaire consists of variety of questions presented to the
respondents for the despondence. Closed ended questions were used in this study.
3.5. TOOLS USED OFR THIS STUDY:
➢ Simple percentage method,
➢ Correlation,
➢ Chi – square test,
➢ Linear Regression.

36
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentage is used to describe terms
the distribution is two or more series of data.
𝑵𝒐. 𝒐𝒇. 𝒓𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕𝒔
𝑷𝒆𝒓𝒄𝒆𝒏𝒕𝒂𝒈𝒆 = × 𝟏𝟎𝟎
𝑻𝒐𝒕𝒂𝒍 𝑵𝒐. 𝒐𝒇. 𝑹𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕𝒔
CHI – SQUARE ANALYSIS:
The chi-square test is an important test amongst the several tests of significance
developed by statisticians. Chi-square, symbolically written as 2 (Pronounced as Ki-
square), is a statistical measure used in the context of sampling analysis for comparing
a variance to a theoretical variance. As a non-parametric* test, it “can be used to
determine if categorical data shows dependency or the two classifications are
independent. It can also be used to make comparisons between theoretical populations
and actual data when categories are used”. Thus, the chi-square test is applicable in
large number of problems. The test is, in fact, a technique through the use of which it is
possible for all researchers to (i) test the goodness of fit; (ii) test the significance of
association between two attributes, and (iii) test the homogeneity or the significance of
population variance.
(𝑶𝒊−𝑬𝒊)^𝟐
2 = ∑
𝑬𝒊
Where,
2 = Chi-Square goodness of fit test
Oi = observed value
Ei = expected value

CORRELATION ANALYSIS:
Correlation is a bivariate analysis that measures the strength of association
between two variables and the direction of the relationship. In terms of the strength of
relationship, the value of the correlation coefficient varies between +1 and -1. A value
of ± 1 indicates a perfect degree of association between the two variables. As the
correlation coefficient value goes towards 0, the relationship between the two variables
will be weaker. The direction of the relationship is indicated by the sign of the
coefficient; a + sign indicates a positive relationship and a – sign indicates a negative
relationship. Usually, in statistics, we measure four types of correlations: Pearson

37
correlation, Kendall rank correlation, Spearman correlation, and the Point-Biserial
correlation.

3.6. HYPOTHESIS OF THE STUDY:

1. Relationship between the age of the respondents and opinion about job
enrichment has a good effect on skills improvement of employees.
2. Relationship between the preference for job and overall happiness about the job.
3. Relationship between the monthly salary and the overall happiness about the
job.

38
 CHAPTER – IV
4.1 DATA ANLAYSIS AND INTERPRETATION
TABLE 4.1.1: GENDER OF THE RESPONDENTS

Gender No of respontents Percentage of respondents

Male 97 55
Female 82 46
Total 179 100

CHART 4.1.1: GENDER OF THE RESPONDENTS

56% 55%

54%

52%

50%

48%
Percentage of respondents
46%
46%

44%

42%

40%
Male Female

Sources: Primary data

Interpretation:
The above table shows that Gender of the employees. Out of 179 respondents
are 97 respondents are male that is 55% and 82 respondents are female employee that is
46%. The age of respondents shows clearly in the form of chart. It clearly shows that
majority 97 respondents are Male.

39
 TABLE 4.1.2: RESPONDENTS BELONGS TO DEPARTMENTS

Departments No of respondents Percentage of respondents

Finance 23 13
HR 21 12
Production 44 25
Material 37 21
Logistics 32 18
Marketing 22 12

Total 179 100

CHART 4.1.2: RESPONDENTS BELONGS TO DEPARTMENTS

30%

25%
25%
21%
20% 18%

15% 13%
12% 12%
Percentage of respondents
10%

5%

0%

Sources: Primary data

Interpretation:
The above table & chart shows that age of the employees. Out of 179
respondents, 23 are belongs to finance department that is 13%, 2 respondents are
belongs to HR department that is 12%, 44 respondents are belongs to production
department that is 25%, 21 respondents are belongs to material department that is 21%,
32 respondents belongs to logistics department that is 18% and 22 respondents belongs
to marketing department that is 12%. The respondent belonging departments clearly
show in the chat given below. It clearly shows that majority respondents are belongs to
the production department.

40
 TABLE 4.1.3: AGE OF THE RESPONDENTS

Years No of respondents Percentage of respondents

20-30 49 28
31-40 51 29
41-50 46 25
above50 33 18
Total 179 100

CHART 4.1.3: AGE OF THE RESPONDENTS

35%

30% 29%
28%
25%
25%

20% 18%

percentage of respondents
15%

10%

5%

0%
20-30 31-40 41-50 above50

Sources: Primary data

Interpretation:
The above table & chart shows that age of the employees. Out of 179
respondents, 49 are belonging in age group of 20 - 30 years that is 28%, 51
respondents are belongs the age group 31 - 40 years that is 29%, 46 respondents are
belongs the age group of 41 - 50 years that is 25% and 33 respondents are belongs age
group of above 50 years that is 18%. The respondent ages clearly show in the chat
given below. It clearly shows that majority respondents are belonging in the age group
of 31 - 40 years.

41
 TABLE 4.1.4: MARITAL STATUS OF THE RESPONDENTS
Status No of respondents Percentage of respondents
married 90 50
Unmarried 77 43
Widow 12 7
Total 179 100

CHART 4.1.4: MARITAL STATUS OF THE RESPONDENTS

60%

50%
50%
43%

40%

30%
percentage of respondents

20%

10% 7%

0%
married Unmarried Widow

Sources: Primary data

Interpretation:
The above table and chart shows that the marital status of the employees. Out of
179 respondent’s, 90 respondents are married that is50%, 77 respondents are unmarried
that is 43% and 12 respondents are widow. The marital status of respondent are clearly
shows that in the form of chart. It clearly shows that majority of the respondents are
married.

42
 TABLE 4.1.5: EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS
Qualification No of respondents Percentage of respondents
Illiterate 36 19
SSLC 26 15
Diploma 42 24
UG 37 21
Others 38 21
Total 179 100

CHART 4.1.5: EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS

30%

25% 24%

21% 21%
20% 19%

15%
15%
Percentage of respondents

10%

5%

0%
Illitrate sslc diploma Ug others

Sources: Primary data

Interpretation:
The above table shows that educational qualification of the employees. Out of
179 respondents educational qualification, 36 respondent were illiterate that is 19%, 6
respondents were studied SSLC that is 15%, 42 respondents were studied Diploma
courses that is24% and 37 respondent were studied Under Graduate that is 21% and 38
respondents were studied other courses that is 21%. Qualifications of the respondents
are show clearly in the form of charts given below the table. It clearly shows that
majority of the respondent are diploma holders.

43
 TABLE 4.1.6: EXPERIENCE OF THE RESPONDENTS
Years No of respondents Percentage of respondents
0-5 years 71 39
6-10years 57 32
10-15 years 25 14
16-20 years 14 8
More than 20 12 7
Total 179 100

CHART 4.1.6: EXPERIENCE OF THE RESPONDENTS

45%
39%
40%

35% 32%
30%

25%

20% Percentage of respondents

14%
15%

10% 8% 7%
5%

0%
0-5 years 6-10years 10-15 years 16-20 years More than
20

Sources: Primary data

Interpretation:
The above table shows that the employee experience. Out of 179 respondents,
71 respondents have 0 – 5 years experience that is 39%, 57 respondents has 6 – 10
years experience that is 32% and 25 respondents have 10 – 15 years experience that is
14%, 14 respondents have 16 – 20 years of experience that is 8% and 12 respondents
have more than 20 years that is 7%. Experience of respondents is show clearly in the
form of charts given below the table. It clearly shows that majority of the respondents
have 0 – 5 years experience.

44
 TABLE 4.1.7: MONTHLY SALARY OF THE RESPONDENTS
Salary No of respondents Percentage of respondents
Up to 10,000 75 41
10,000-20,000 53 30
20,000-30,000 25 14
30,000 – 40,000 14 8
Above 50,000 12 7
Total 179 100

CHART 4.1.7: MONTHLY SALARY OF THE RESPONDENTS

45%
41%
40%
35%
30%
30%
25%
20%
14% Percentage of respondents
15%
10% 8% 7%
5%
0%

Sources: Primary data

Interpretation:
The above table shows that monthly income of the employees. Out of 179
respondents income status, 75 respondents are earn up to10,000 that is 41%, 53
respondents earn 10,000-20,000 that is 30% and 25 respondent are earn 20,000 - 30,000
that is 14%, 14 respondents are earn 30,000 – 40,000 that is 8%. 7 respondents earn
above 50,000 that is 7%. Incomes of respondents are show clearly in the form of charts
given below. It clearly show that majority of the respondent are earn up to 10,000.

45
 TABLE 4.1.8: TOP MANGEMENT INVOLVE IN EMPLOYEES
DECISION MAKING
Basis No of respondents Percentage of respondents
very frequently 45 25
frequently 39 22
occasionally 37 21
rarely 29 16
very rarely 29 16
Total 179 100

CHART 4.1.8: TOP MANGEMENT INVOLVE IN EMPLOYEES

DECISION MAKING

30%
25%
25%
22%
21%
20%
16% 16%
15%

10% Percentage of respondents

5%

0%

Sources: Primary data

Interpretation:
The above table shows that top management involvement in employees decision
making of the employees. Out of 179 respondents, 45 said very frequently involvement
that is 25%, 39 respondents said only frequently involvement that is 22%, 37
respondents said occasionally involved that is 21%, 29 said rare involvement that is
16% and rest of 29 said very rare involvement that is 16%. Top management
involvements were show clearly in the form of charts given below. It clearly show that
majority of the respondents were said very frequently involvement on employees
decision making.

46
 TABLE 4.1.9: PREFERENCE ABOUT THIS JOB
Basis No of respondents Percentage of respondents
Interested on the job 37 21
Social status 40 22
Remuneration 29 16
Image of industry 45 25
Reputation 28 16
Total 179 100

CHART 4.1.9: PREFERENCE ABOUT THIS JOB

30%
25%
25%
22%
21%
20%
16% 16%
15%

10%
Percentage of respondents
5%

0%

Sources: Primary data

Interpretation:
The above table shows that preference about their job among the employees.
Out of 179 respondents, 37 said very frequently involvement that is 21%, 40
respondents said social status that is 22%, 29 respondents said remuneration that is
16%, 45 said image of industry that is 25% and rest of 28 said reputation that is 16%.
Preferences about their job among employees were show clearly in the form of charts
given below. It clearly show that majority of the respondents were said image of
industry was the preference on their job.

47
TABLE 4.1.10: RESPONDENTS FREEDOM TO PERFORM THEIR
TASK BY THEIR OWN APPROACH
Levels No of respondents Percentage of respondents
Agree 73 41
disagree 25 14
Neutral 34 19
Strongly agree 32 18
Strongly disagree 15 8
Total 179 100

CHART 4.1.10: RESPONDENTS FREEDOM TO PERFORM THEIR

TASK BY THEIR OWN APPROACH

45%
41%
40%

35%

30%

25%
19% 18%
20% Percentage of respondents
14%
15%

10% 8%

5%

0%
Agree disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents freedom to perform their task by their
own approach. Out of 179 respondents, 73 were agreed that is 25%, 25 respondents
were disagree that is 14%, 34 respondents were in neutral that is 19%, 32 were
strongly agree that is 18% and rest of 15 were strongly disagree that is 8%.
Respondents freedom to perform their task by their own approach were show clearly in
the form of charts given below. It clearly show that majority of the respondents were
agreed upon freedom to perform their task by their own approach.

48
 TABLE 4.1.11: RESPONDENTS OPPORTUNITY FOR
INDEPENDENT DECISIONS DURING EXECUTION OF THEIR
TASK
Levels No of respondents Percentage of respondents
Agree 36 20
Disagree 42 23
Neutral 37 21
Strongly agree 48 27
Strongly disagree 16 9
Total 179 100

CHART 4.1.11: RESPONDENTS OPPORTUNITY FOR

INDEPENDENT DECISIONS DURING EXECUTION OF THEIR
TASK

30%
27%

25% 23%
21%
20%
20%

15%
Percentage of respondents
10% 9%

5%

0%
Agree Disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents opportunity for independent decisions
during execution of their task. Out of 179 respondents, 36 were agreed that is 20%, 42
respondents were disagree that is 23%, 37 respondents were in neutral that is 21%, 48
were strongly agree that is 27% and rest of 16 were strongly disagree that is 9%.
Respondents opportunity for independent decision during execution of their task were
show clearly in the form of charts given below. It clearly show that majority of the
respondents were strongly agreed upon for opportunity for independent decision during
execution of their task..

49
TABLE 4.1.12: RESPONDENTS CONTROL OVER QUALITY OF
THEIR WORK
Levels No of respondents Percentage of respondents
Agree 45 25
Disagree 39 22
Neutral 37 21
Strongly agree 29 16
Strongly disagree 29 16
Total 179 100

CHART 4.1.12: RESPONDENTS CONTROL OVER QUALITY OF

THEIR WORK

30%

25%
25%
22%
21%
20%
16% 16%
15%
Percentage of respondents

10%

5%

0%
Agree Disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents control over quality of team work. Out
of 179 respondents, 45 were agreed that is 25%, 39 respondents were disagree that is
22%, 37 respondents were in neutral that is 21%, 29 were strongly agree that is 16%
and rest of 29 were strongly disagree that is 16%. Respondents controls over quality of
their work were shown clearly in the form of charts given below. It clearly show that
majority of the respondents were agreed upon controls over quality of their work.

50
 TABLE 4.1.13: RESPONDENT OPINION ABOUT JOB
ENRICHMENT EFFECTS ON SKILL IMPROVEMENT
Levels No of respondents Percentage of respondents
Agree 72 40
Disagree 17 9
Neutral 32 18
Strongly agree 38 21
Strongly disagree 20 12
Total 179 100

CHART 4.1.13: RESPONDENT OPINION ABOUT JOB

ENRICHMENT EFFECTS ON SKILL IMPROVEMENT

45%
40%
40%

35%

30%

25%
21%
20% 18% Percentage of respondents

15% 12%
9%
10%

5%

0%
Agree Disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about job enrichment effects on
skill improvement. Out of 179 respondents, 72 were agreed that is 40%, 17 respondents
were disagree that is 9%, 32 respondents were in neutral that is 18%, 38 were strongly
agree that is 21% and rest of 20 were strongly disagree that is 12%. Respondents
opinion about job enrichment effects on skill improvement were shown clearly in the
form of charts given below. It clearly show that majority of the respondents were
agreed upon opinion about job enrichment effects on skill improvement.

51
 TABLE 4.1.14: RESPONDENT OPINION ABOUT TOP
MANGEMENT INTERESTED TO MOTIVATION
Levels No of respondents Percentage of respondents
Agree 52 29
Disagree 20 11
Neutral 38 22
Strongly agree 49 27
Strongly disagree 20 11
Total 179 100

CHART 4.1.14: RESPONDENT OPINION ABOUT TOP

MANGEMENT INTERESTED TO MOTIVATION

35%

30% 29%
27%

25%
22%

20%

15% Percentage of respondents

11% 11%
10%

5%

0%
Agree Disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about top management
interested to motivation. Out of 179 respondents, 52 were agreed that is 29%, 20
respondents were disagree that is 11%, 38 respondents were in neutral that is 22%, 49
were strongly agree that is 27% and rest of 20 were strongly disagree that is 11%.
Respondents opinion about top management interested to motivation were shown
clearly in the form of charts given below. It clearly show that majority of the
respondents were agreed upon opinion about top management interested to motivation.

52
 TABLE 4.1.15: RESPONDENT OPINION ABOUT JOB
ENRICHMENT INCREASE THE LEVEL OF SKILLS
FLEXIBILITY
Levels No of respondents Percentage of respondents
Agree 75 42
Disagree 15 8
Neutral 33 18
Strongly agree 35 20
Strongly disagree 21 12
Total 179 100

CHART 4.1.15: RESPONDENT OPINION ABOUT JOB

ENRICHMENT INCREASE THE LEVEL OF SKILLS
FLEXIBILITY

45% 42%
40%

35%

30%

25%
20%
20% 18% Percentage of respondents

15% 12%
10% 8%

5%

0%
Agree Disagree Neutral Strongly Strongly
agree disagree

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about job enrichment increase
the level of skills flexibility. Out of 179 respondents, 75 were agreed that is 42%, 15
respondents were disagree that is 8%, 33 respondents were in neutral that is 18%, 35
were strongly agree that is 20% and rest of 21 were strongly disagree that is 12%.
Respondents opinion about job enrichment increase the level of skills flexibility were
shown clearly in the form of charts given below. It clearly show that majority of the
respondents were agreed upon opinion about job enrichment increase the level of skills
flexibility.

53
 TABLE 4.1.16: RESPONDENT OPINION ABOUT MONETARY
REWARD THEY WANT
Rewards No of respondents Percentage of respondents
Salary increment 45 25
Wages 41 23
increment
Incentive 75 42
Commission 10 6
Paid leaves 8 4
Total 179 100

CHART 4.1.16: RESPONDENT OPINION ABOUT MONETARY

REWARD THEY WANT

45% 42%
40%
35%
30%
25%
25% 23%

20%
Percentage of respondents
15%
10%
6%
4%
5%
0%

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about monetary reward they
want. Out of 179 respondents, 45 said salary increment that is 25%, 41 respondents said
wage increment that is 23%, 75 respondents said incentives that is 42%, 10 said
commission that is 6% and rest of 8 said paid leaves that is 4%. Respondents opinion
about monetary reward they want were shown clearly in the form of charts given
below. It clearly shown that majority of the respondents opinion about monetary
reward, they want incentives.

54
 TABLE 4.1.17: RESPONDENT OPINION ABOUT NON
MONETARY REWARD THEY WANT
Rewards No of Percentage of
respondents respondents
Recognition 52 29
Additional training 38 22
Flexible work 20 11
arrangement
Tangible rewards 41 23
Provide a day off 20 11
Total 179 100

CHART 4.1.17: RESPONDENT OPINION ABOUT NON

MONETARY REWARD THEY WANT

35%
29%
30%
25% 22% 23%

20%
15%
11% 11%
10%
Percentage of respondents
5%
0%

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about non monetary reward
they want. Out of 179 respondents, 52 said recognition that is 29%, 38 respondents said
additional training that is 22%, 20 respondents said flexible working arrangement that
is 11%, 41 respondents said tangible rewards that is 23% and rest of 20 respondents
said provide a day off that is 11%. Respondents opinion about non monetary reward
they want were shown clearly in the form of charts given below. It clearly shown that
majority of the respondents opinion about non monetary reward, they want recognition.

55
 TABLE 4.1.18: RESPONDENT OPINION ABOUT INCENTIVE
PROVIDES TO MOTIVATE THEIR WORK
Incentives No of respondents Percentage of respondents
Cash 45 25
Gift 39 22
Profit sharing 37 21
Vocational time 29 16
bonus 29 16
Total 179 100

CHART 4.1.18: RESPONDENT OPINION ABOUT INCENTIVE

PROVIDES TO MOTIVATE THEIR WORK

30%

25%
25%
22%
21%
20%
16% 16%
15%
Percentage of respondents

10%

5%

0%
Cash Gift Profit Vocational bonus
sharing time

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about incentive provides to
motivate their work. Out of 179 respondents, 45 said cash that is 25%, 39 respondents
said gift that is 22%, 37 respondents said profit sharing that is 21%, 29 respondents
said vocational time that is 16% and rest of 29 respondents said bonus that is 16%.
Respondents opinion about incentive provides to motivate their work were shown
clearly in the form of charts given below. It clearly shown that majority of the
respondents opinion about incentive provides to motivate their work was cash.

56
TABLE 4.1.19: RESPONDENT OPINION ABOUT JOB ENRICHED
BY EXTRA WORK TIME
Opinion No of percentage Percentage of respondents
Yes 101 56
No 78 44
Total 179 100

CHART 4.1.19: RESPONDENT OPINION ABOUT JOB ENRICHED

BY EXTRA WORK TIME

60% 56%

50%
44%

40%

30%
Percentage of respondents

20%

10%

0%
Yes No

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about job enriched by extra
work time. Out of 179 respondents, 101 said yes that is 56% and 78 respondents said
no that is 44%. Respondents opinion about job enriched by extra work time were
shown clearly in the form of charts given below. It clearly shown that majority of the
respondents said yes, job enriched by extra work time.

57
 TABLE 4.1.20: RESPONDENT OPINION ABOUT TIME FOR
EXTRA WORK IN PER DAY
Hours No of respondents Percentage of respondents
1 hour 52 29
2 hour 20 11
3 hour 38 22
4 hour 49 27
Not at all 20 11
Total 179 100

CHART 4.1.20: RESPONDENT OPINION ABOUT TIME FOR

EXTRA WORK IN PER DAY

35%

30% 29%
27%

25%
22%

20%

Percentage of respondents
15%
11% 11%
10%

5%

0%
1 hour 2 hour 3 hour 4 hour Not at all

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about time for extra work in a
day. Out of 179 respondents, 52 respondents said 1 hour that is 29%, 20 respondents
said 2 hours that is 11%, 38 respondents said 3 hours that is 22%, 49 respondents said
4 hours that is 27% and rest of 20 respondents said Not at all that is 11%. Respondents
opinion about time for extra work in a day were shown clearly in the form of charts
given below. It clearly shown that majority of the respondents said 1 hour for time of
extra work in a day.

58
 TABLE 4.1.21: RESPONDENT OPINION ABOUT OVERALL
HAPPINESS ON JOB
Levels No of respondents Percentage of respondents
Happy 45 25
More happy 39 22
Ecstatic 37 21
Un happy 29 16
More un happy 29 16
Total 179 100

CHART 4.1.21: RESPONDENT OPINION ABOUT OVERALL

HAPPINESS ON JOB

30%

25%
25%
22%
21%
20%
16% 16%
15%
Percentage of respondents

10%

5%

0%
Happy More Ecstatic Un happy More un
happy happy

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about overall happiness on job.
Out of 179 respondents, 45 respondents were happy that is 25%, 39 respondents were
more happy that is 22%, 37 respondents were Ecstatic that is 21%, 29 respondents
were unhappy that is 16% and rest of 29 respondents were more unhappy that is 16%.
Respondents opinion about overall happiness on job were shown clearly in the form of
charts given below. It clearly shown that majority of the respondents were happy on
their job.

59
 TABLE 4.1.22: RESPONDENT OPINION ABOUT
MOTIVATIONAL FACTORS FOR PERSONAL GROWTH OF
EMPLOYEES
Factors No of Percentage of respondents
respondents
Salary increase 36 20
Promotion 42 23
Career development 37 21
Welfare measures 48 27
Job security 16 9
Total 179 100

CHART 4.1.22: RESPONDENT OPINION ABOUT

MOTIVATIONAL FACTORS FOR PERSONAL GROWTH OF
EMPLOYEES

30%
27%

25% 23%
21%
20%
20%

15%

10% 9%
Percentage of respondents
5%

0%

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about motivational factors for
personal growth of employees. Out of 179 respondents, 36 respondents said salary
increase that is 20%, 42 respondents said promotion that is 23%, 37 respondents said
career development that is 21%, 48 respondents said welfare measures that is 27% and
rest of 16 respondents said job security that is 9%. Respondents opinion about
motivational factor for personal growth of employees were shown clearly in the form of
charts given below. It clearly shown that majority of the respondents said welfare
measures.

60
 TABLE 4.1.23: RESPONDENT OPINION ABOUT
RECREATIONAL ACTIVITIES PROVIDED BY THE COMPANY
Activity No of respondents Percentage of respondents
Picnic 52 29
Tour 38 22
Family outing 20 11
Recreational program 41 23
None 20 11
Total 179 100

CHART 4.1.23: RESPONDENT OPINION ABOUT

RECREATIONAL ACTIVITIES PROVIDED BY THE COMPANY

35%
29%
30%

25% 22% 23%

20%

15%
11% 11%
10% Percentage of respondents
5%

0%

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about recreational activities
provided by the company. Out of 179 respondents, 52 respondents said picnic that is
29%, 38 respondents said tour that is 22%, 20 respondents said family outing that is
11%, 41 respondents said recreational program that is 23% and rest of 20 respondents
said None that is 11%. Respondents opinion about recreational activities provided by
the company were shown clearly in the form of charts given below. It clearly shown
that majority of the respondents need picnic towards recreational activities provided by
the company.

61
 TABLE 4.1.24: RESPONDENT OPINION ABOUT HYGIENE
FACTOR WOULD RESULTS JOB MOTIVATION
Factor No of respondents Percentage of respondents
Job security 36 20
Promotion 42 23
Pay and allowance 37 21
Working condition 48 27
Company policies 16 9
Total 179 100

CHART 4.1.24: RESPONDENT OPINION ABOUT HYGIENE

FACTOR WOULD RESULTS JOB MOTIVATION

30%
27%

25% 23%
21%
20%
20%

15%
Percentage of respondents

10% 9%

5%

0%
Job security Promotion Pay and Working Company
allowance condition policies

Sources: Primary data

Interpretation:
The above table shows that respondents opinion about hygiene factor would
results job motivation. Out of 179 respondents, 36 respondents said job security that is
20%, 42 respondents said promotion that is 23%, 37 respondents said pay allowance
that is 21%, 48 respondents said working condition that is 27% and rest of 16
respondents said company policies that is 11%. Respondents opinion about hygiene
factor would results job motivation were shown clearly in the form of charts given
below. It clearly shown that majority of the respondents said working condition
hygiene factor would results job motivation.

62
 4.2. TESTING OF HYPOTHESIS
4.2.1. RELATIONSHIP BETWEEN THE AGE OF THE RESPONDENTS
AND OPINION ABOUT JOB ENRICHMENT HAS A GOOD
EFECT ON SKILLS IMPROVEMENT OF EMPLOYEES:
In order to find the relationship between the age of the respondents and opinion
about overall welfare measures, the following null hypothesis was framed and tested
with the help of Chi-square test and the result is shown in the following table.
H0: There is no significant relationship between the age of the employees
and their opinion about job enrichment has a good effect on skills
improvement of employees.
H1: There is a significant relationship between the age of the employees and
their opinion about job enrichment has a good effect on skills
improvement of employees.
Assuming that H0 is true: At 5% level of Significance
S. Age Job enrichment has a good effect on skills Total
NO. improvement of employees
SA A N DA SDA
1. 20 – 30 20 9 4 7 9 49
(19.7) (4.7) (8.8) (10.4) (5.5)
2. 31 – 40 22 3 8 10 8 51
(20.5) (4.8) (9.1) (10.8) (5.7)
3. 41 – 50 11 3 10 20 2 46
(18.5) (4.4) (8.2) (9.8) (5.1)
4. Above 45 19 2 10 1 1 33
Years (13.3) (3.1) (5.9) (7) (3.7)
TOTAL 72 17 32 38 20 179

FORMULA:
(𝑶𝒊−𝑬𝒊)^𝟐
2 = ∑
𝑬𝒊

Oi Ei Oi - Ei Oi - Ei^2 Oi - Ei^2 / Ei
20 19.7 0.3 0.09 0.004568528
9 4.7 4.3 18.49 3.934042553
4 8.8 -4.8 23.04 2.618181818
7 10.4 -3.4 11.56 1.111538462
9 5.5 3.5 12.25 2.227272727

63
 22 20.5 1.5 2.25 0.109756098
3 4.8 -1.8 3.24 0.675
8 9.1 -1.1 1.21 0.132967033
10 10.8 -0.8 0.64 0.059259259
8 5.7 2.3 5.29 0.928070175
11 18.5 -7.5 56.25 3.040540541
3 4.4 -1.4 1.96 0.445454545
10 8.2 1.8 3.24 0.395121951
20 9.8 10.2 104.04 10.61632653
2 5.1 -3.1 9.61 1.884313725
19 13.3 5.7 32.49 2.442857143
2 3.1 -1.1 1.21 0.390322581
10 5.9 4.1 16.81 2.849152542
1 7 -6 36 5.142857143
1 3.7 -2.7 7.29 1.97027027
n = 20 40.97787363
o From the above table value at 5 % level of significance
Degree of Freedom = (Column – 1) (Row – 1)
= (5-1) (4-1) = (4 X 3) = 12
The table value of 12 d.f = 21.026
o Since the 2 calculated value is more than the 2 table value, so we
reject the null hypothesis.
The following table summarises the output of chi-square analysis:
Factors Level of Degrees of Chi-square Chi- Decision
Significance freedom Calculated square Ho (or) H1
value table value
Age & Reject the
opinion 5% 12 d.f 40.978 21.026
(0.05) hypothesis
about job
enrichment

INFERENCE:
There is a significant relationship between the age of the employees and their
opinion about job enrichment has a good effect on skills improvement of employees.

64
4.2.2. RELATIONSHIP BETWEEN THE PREFERENCE FOR THE JOB
AND THE OVERALL HAPPINESS ABOUT THE JOB:
In order to find the relationship between the age of the respondents and opinion
about overall welfare measures, the following null hypothesis was framed and tested
with the help of Correlation analysis and the result is shown in the following table.
H0: There is no significant relationship between the preference for the job
and the overall happiness about the job.
H1: There is a significant relationship between the preference for the job and
the overall happiness about the job.
Assuming that H0 is true: At 5% level of Significance

Preference for the job

Valid
Frequency Percent Percent Cumulative Percent
Valid Interested on the
37 20.7 20.7 20.7
job
Social Status 40 22.3 22.3 43.0
Remuneration 29 16.2 16.2 59.2
Image of Industry 45 25.1 25.1 84.4
Reputation 28 15.6 15.6 100.0
Total 179 100.0 100.0
Happiness on the Job
Valid
Frequency Percent Percent Cumulative Percent
Valid Happy 45 25.1 25.1 25.1
More Happy 39 21.8 21.8 46.9
Ecstatic 37 20.7 20.7 67.6
Unhappy 29 16.2 16.2 83.8
More
29 16.2 16.2 100.0
Unhappy
Total 179 100.0 100.0

65
 Correlations
Preference for the job Happiness on the Job
Preference for the Pearson
1 .962**
job Correlation
Sig. (2-tailed) .000
N 179 179
Happiness on the Pearson
.962** 1
Job Correlation
Sig. (2-tailed) .000
N 179 179
**. Correlation is significant at the 0.01 level (2-tailed).
: Computer data

From the above table represents the correlation between the preference for job
and Happiness in job. I used Pearson’s correlation method to evaluate whether there is
a relationship between these two variables or not.
By correlation analysis, the significant value for both are 0.000 which is less
than 0.05, which means the null hypothesis is rejected.

The following table summarises the output of Correlation analysis:

Factors Level of Correlation Decision
Significance Calculated value Ho (or) H1
Sig.
The preference for
the job and the 5% 0.000
Reject the hypothesis
overall happiness (0.05)
about the job

INFERENCE:
There is a significant relationship between the preference for the job and the
overall happiness about the job.

66
4.2.3.RELATIONSHIP BETWEEN THE MONTHLY SALARY AND THE
OVERALL HAPPINESS ABOUT THE JOB.
In order to find the relationship between the age of the respondents and opinion
about overall welfare measures, the following null hypothesis was framed and tested
with the help of Correlation analysis and the result is shown in the following table.
H0: There is no significant relationship between the monthly salary and the
overall happiness about the job.
H1: There is a significant relationship between the monthly salary and the
overall happiness about the job.
Assuming that H0 is true: At 5% level of Significance

Monthly Salary of the respondents

Frequency Percent Valid Percent Cumulative Percent
Valid Upto 10,000 75 41.9 41.9 41.9
10,000 - 20,000 53 29.6 29.6 71.5
20,000 - 30,000 25 14.0 14.0 85.5
30,000 - 40,000 14 7.8 7.8 93.3
Above 40,000 12 6.7 6.7 100.0
Total 179 100.0 100.0

Happiness on the Job

Frequency Percent Valid Percent Cumulative Percent
Valid Happy 45 25.1 25.1 25.1
More Happy 39 21.8 21.8 46.9
Ecstatic 37 20.7 20.7 67.6
Unhappy 29 16.2 16.2 83.8
More
29 16.2 16.2 100.0
Unhappy
Total 179 100.0 100.0

67
 Correlations
Monthly Salary of the
respondents Happiness on the Job
Monthly Salary of the Pearson
1 .915**
respondents Correlation
Sig. (2-tailed) .000
N 179 179
Happiness on the Job Pearson
.915** 1
Correlation
Sig. (2-tailed) .000
N 179 179
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Computer data

From the above table represents the correlation between the monthly salary of
the respondents and Happiness on job. I used Pearson’s correlation method to evaluate
whether there is a relationship between these two variables or not.
By correlation analysis, the significant value for both are 0.000 which is less
than 0.05, which means the null hypothesis is rejected.

The following table summarises the output of Correlation analysis:

Factors Level of Correlation Decision
Significance Calculated value Ho (or) H1
Sig.
The monthly salary
and the overall 5% 0.000
Reject the hypothesis
happiness about the (0.05)
job

INFERENCE:
There is a significant relationship between the monthly salary and the overall
happiness about the job.

68
 CHAPTER - V
5.1. FINDINGS
✓ Most of the (55%) of the respondents considered in the study are male
members.

✓ Majority (25%) of the respondents age range between 31-40 years.

✓ Majority (29%) of the respondents belongs to production department at PSJ

metals.

✓ Majority of (50%) of the respondents are get married.

✓ Maximum numbers of (24%) respondents are diploma holders.

✓ 39% of the respondent 0 to 5 years experience in PSJ metals .

✓ Majority (41%) of the respondents earn only up to 10,000 from the company.

✓ 25% of the respondents said very frequently involved in decision making.

✓ 25% of the respondents prefer the job for the image of industry.

✓ 41% of the respondents agreed upon freedom for the job.

✓ 27% of the respondents were strongly agreed upon that the opportunity for
independent decision during executing their task.
✓ 25% of the respondents were agreed for control over the quality on work.
✓ 40% of the respondents were agreed upon job enrichment has good effect of
skills improving the employee.

✓ Majority (29%) of the respondents were agreed upon top management

interested to motivation for their employees.
✓ 42% of the respondents were agreed upon increasing the level of skills
flexibility.

✓ 42% of the respondents want incentives as monitory benefits.

✓ 29% of respondents want recognition as non monitory benefit.

✓ 25% of respondents needs cash incentive provide to motivates work.

✓ 56% of respondents said yes, for extra work time job would be enriched.

✓ 29% of respondents said only one hour time of extra work in a day.

69
✓ 25% of respondents were happy for working in PSJ metals.

✓ 27% of respondents said welfare measures were the motivational factor for
personal growth of employees.

✓ 29% of respondents need picnic as recreation activity provided by the company.

✓ 27% of respondents having working condition as hygiene factor would results

job motivation.

✓ There is a significant relationship between the age of the employees and their
opinion about job enrichment has a good effect on skills improvement of
employees.
✓ There is a significant relationship between the preference for the job and the
overall happiness about the job.
✓ There is a significant relationship between the monthly salary and the overall
happiness about the job.

70
 5.2. SUGGESTION
✓ Greater awareness about the objectives of the job enrichment and employee motivation
must be created among the trainees at the time of their nomination for the training so
that it helps the trainee easily understand and attain the objectives and goals of the
program.
✓ Appropriate job enrichment will help to increase the freedom to adopt my own
approach when performing the task.
✓ The autonomy of employers for the opportunity for independents decision during
executing my task development as well as the development of the organization.
✓ The top management is interested to motivating the employers
✓ More importance should be given motivating all works
✓ Employee should develop positive attitude to enrich the job.
✓ Employees need to consult their superiors before attending the training program to
clarify their doubts.
✓ The employee’s feedback must be getting in proper way.

71
 5.3. CONCLUSION

From the above study we can deduce that the job enrichment helps in increasing
motivation and reducing turnover but does not help much to reduce absenteeism. All
these effects combined together help in increasing job satisfaction of an employee

Employers often use in their speeches the cliché that “Employees are our most
important asset” without doing much to improve working conditions and the motivation
of employees to do their best for the organization. In today’s fast changing environment
employees are faced with increasing demands from various sources. Also with the
rising level of education employees aren’t any more satisfied with repetitive, not
meaningful, tasks. Job enrichment offers a good way to increase the variety of work and
to motivate employees to truly commit themselves for the benefit of the whole
organization. In increasingly competitive environment, management finds that the best
way to achieve corporate goals is to work together with the persons who are closest to
the actual work. Companies that implement programs that enhance employees’
knowledge, abilities, and experience and allow them to apply these new skills in their
work will be profitable in the future.

72
 ANNEXURE
QUESTIONNAIRE
Dear Sir / Madam,
Myself Aasha Sabitha.K.M.S, student of MBA, Department of Management
studies, Vijay Institute of Management, Dindigul. I conduct a survey on “A STUDY
ON IMPACT OF JOB ENRICHMENT AND EMPLOYEE MOTIVATION IN
PSJ METALS ,DINDIGUL” and has designed this questionnaire to collect data from
the employees of the concern. The data collected will be used and reported in aggregate
form; no individual responses will be referred to or quoted. The information you
furnish will be treated as confidential. You are requested to take 5 minutes out of your
busy schedule to fill this survey. Your cooperation is highly appreciated and thank full.
Name :
1. Gender: (a) Male (b) Female
2. Department: (a) Finance (b) HR (c) Production (d) Material
(e) Logistics (f) Marketing
3. Age: (a) 20 – 30 (b) 31 – 40 (c) 41 -50 (d) Above 50
4. Marital status: (a) Married (b) Unmarried (c) Widow
5. Education qualification:
(a) Illiterate (b) SSLC (c) Diploma (d ) UG (e) Others
6. Experience:
(a) 0-5 Years (b) 6-10 Years (c) 10-15 Years (d) 16-20 Years
(e) More than20 Years
7. Monthly Salary
(a) Up To 10,000 (b) 10,000-20,000 (c) 20,000-30,000
(d)30,000 - 40000 (e)Above 40000
8.Does the top management involve you in decision making which are connected to
yourdepartment?
(a) Very Frequently (b) Frequently (c) Occasionally (d) Rarely
(e) Very Rarely
9.What made you to prefer this job?
(a) Interest On the job (b) Social Status (c) Remuneration
(d) Image Of Industry (e)Reputation

73
 Autonomy of Employers

SL. STATEMENT A D.A N S.A S.DA

NO
I had the freedom to adopt my own approach
10
when performing my task
11 I had the opportunity for independent
decisions during executing my task
12 I had control over the quality of my work
(A =Agree D.A= Disagree N=Neutral S.A= Strongly Agree S.DA = Strongly
Disagree)

Job Enrichment and Motivation of Employers

S.NO STATEMENT S.A A N D.A S.DA

13
Job enrichment has a good effect on skills
improvement of employee
14
Top management is interested to
motivatingthe employers
15
Job enrichment increase the level of skills
flexibility
(A =Agree D.A= Disagree N=Neutral S.A= Strongly Agree S.DA = Strongly
Disagree)

Extrinsic and Intrinsic Motivation

16. Which one of the monitory reward you need?

(a) Salary increment (b) Wage increment (c) Incentive (d) Commission
(e) Paid leaves

17. Which one of the non monitory reward you need?

(a) Recognition (b) Additional training (c) Flexible working arrangement
(d) Tangible reward (e) Provide a day off

18. Which type of incentives provide to motivates more in your work?

(a) Cash (b)Gift (c) Profit sharing (d) Vocational time
(e)Bonus

74
 Motivation Capabilities
19. Will you work for extra time if your job will be enriched?
(a) Yes (b) No

20. If yes how many hours you like to work in extra hours per day?
(a) 1 hour (b)2 hour (c) 3 hour (d) 4 hour e)not at all

21. How happy are you with your job overall?

(a)Happy (b) More happy (c) Ecstatic (d) Un happy (e)More un happy

Personal Growth
22. Which of the following factor which motivates to the personal growth of
employees?
(a) Salary increase (b) Promotion (c) Career development
(d) Welfare measures (e) Job security

23. Does the company provide any recreational activities?

(a)Picnic (b) Tour (c) Family outing (d) Recreational program
(e) None
24. Which of the following hygiene factor will result job motivation?
(a ) Job security (b)Promotion (c)Pay and allowance
(d)Working condition (e) Company policies.

75
 REFERENCES
BIBLIOGRAPHY

➢ Honold, L. (1997), "A review of the literature on employee

empowerment", Empowerment in Organizations, Vol. 5 No. 4, pp. 202-212.
➢ Mills, S. (1973), "JOB DESIGN", Personnel Review, Vol. 2 No. 2, pp. 68-73
➢ Pichanick Mogelof, J. and Haueisen Rohrer, L. (2005), "Rewards and sacrifices in
élite and non‐élite organizations: Participation in valued activities and job satisfaction
in two symphony orchestras", International Journal of Manpower, Vol. 26 No. 1, pp.
93-109
➢ Orpen C. The Effects of Job Enrichment on Employee Satisfaction, Motivation,
Involvement, and Performance: A Field Experiment. Human Relations.
1979;32(3):189-217.
➢ Newton, K., Leckie, N. and Pettman, B.O. (1979), "The Quality of Working
Life", International Journal of Social Economics, Vol. 6 No. 4, pp. 197-234
➢ Ullah, P. (1991), "The psychology of TQM", Managing Service Quality: An
International Journal, Vol. 1 No. 2, pp. 79-81

BOOKS
➢ Jain.T.R, Statistics for MBA, 2nd Edition
➢ Ashwatthapa, Human Resource Management, 7th Edition

WEBLIOGRAPHY

➢ www.emeraldinsight.com/Insight/viewContentItem
➢ www.articlesbase.com/management-articles/job-enrichment
➢ www.eurofound.europa.eu/emire/IRELAND/JOBENRICHMENT
➢ www.smartmanager.us/eprise/main/web/us/
➢ www.collegeresearch.us/show_essay/11689.html
➢ www.bookpump.com/dps/pdf-b/1120699b.pdf
➢ www.emeraldinsight.com/10.1108/eb003472
➢ http://www.emeraldinsight.com/10.1108/eb055
➢ www.emeraldinsight.com/10.1108/1463444971019547
➢ http://www.emeraldinsight.com/10.1108/EUM0000000003126
➢ www.emeraldinsight.com/10.1108/01437720510587307
➢ http://www.joe.org/joe/1997october/iw1.html.
➢ http://edweb.sdsu.edu/people/arossett/pie/Interventions/jobdesign_1.htm
➢ www.bls.gov/osmr/abstract/ec/ec060010.htm.

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