Avinash BEOL

8/12/2019 Avinash BEOL

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DECLARATION

I, the under signed AV NASH T WAR hereby declare

that the Project Work entitled “ JOB ANALYSIS FOR BIRLA

ERICSSON OPTICAL LIMITED” undertaken during the Period

For !eeks is the result o" #y $!n e""orts and the

sa#e has not been %re&iously sub#itted to any

'(a#ination o" the AWA)H'SH PRATAP S N*H

V SHWAV )+AA+A, R'WA -./P/0 or any other

1ni&ersity/

Avinash Tiwari

MBA(IR & PM)





for my Summer Internship Program. I would also like to thank Mr.

Naringh M&rti, !Perona* and Adminitration Manager#, Mr. I.M.

Shei)h !D-M#, Mr. R.. La)hera !Peronne* Offi+er#, Mr. /ina'

Nigam !At. Peronne* Manager# and Mr. am*eh(ar Pd. D(i0edi

!Comp&ter " Data Operator# of ir*a Eri+on Opti+a* Ltd. At Re(a

!M.P.# for giving me an opport&nit' to (or) &nder hi g&idan+e .M'

e1tended than) to Dr. A.. Shri0ata0a ,HOD,Deptt of IR " PM for

his guidance during the course of my project for his suggestions which has

lead to a successful completion of my Summer Internship Program. Last but

not the least I would also like to acknowledge contributions of various

official websites and books named in the references for helping me with the

data collection and analysis which have provided me with the relevant

information for me to successfully complete my Project Report.

Avinash Tiwari

MBA(IR & PM)

TALE OF CONTENT

Sr. No. Content Page No.2 E3EC$TI/E S$MMAR4

5 INTROD$CTION OF HRM

6 7O ANAL4SIS

8 O7ECTI/ES OF ST$D4

9 RESEARCH METHODOLO-4



: COMPAN4 PROFILE

; SCOPE OF 7O ANAL4SIS

< DATA ANAL4SIS AND

INTERPRETATION

= S$--ESTION AND

RECOMMENDATION

2> LIMITATION OF ST$D4

22 ILIO-RAPH425 ANNE3$RES

E3EC$TI/E S$MMAR4

ob !"!L#SIS in regards to one$s feeling or state of mind regarding nature of their

work. ob can be influenced by variety of factors like %uality of one$s relationship with

their supervisor& %uality of physical environment in which they work& degree of

fulfillment in their work& etc.

Positive attitude towards job are e%uivalent to job !"!L#SIS where as negative attitude

towards job has been defined variously from time to time. In short job !"!L#SIS is a

person$s attitude towards job.

ob !"!L#SIS is an attitude which results from balancing ' summation of many

specific likes and dislikes experienced in connection with the job( their evaluation may



rest largely upon one$s success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends.

!ccording to pestonejee& ob !"!L#SIS can be taken as a summation of employee$s

feelings in four important areas. )hese are*

+. ob(nature of work ,dull& dangerous& interesting-& hours of work& fellow workers&

opportunities on the job for promotion and advancement ,prospects-& overtime

regulations& interest in work& physical environment& and machines and tools.

. /anagement( supervisory treatment& participation& rewards and punishments&

praises and blames& leaves policy and favoritism.

0. Social relations( friends and associates& neighbors& attitudes towards people in

community& participation in social activity socialibility and caste barrier.

1. Personal adjustment(health and emotionality.

ob !"!L#SIS is an important indicator of how employees feel about their job and a predictor of work behavior such as organi2ational citi2enship& !bsenteeism& )urnover.

ob !"!L#SIS benefits the organi2ation includes reduction in complaints and

grievances& absenteeism& turnover& and termination3 as well as improved punctuality and

worker morale. ob !"!L#SIS is also linked with a healthier work force and has been

found to be a good indicator of longevity.

ob !"!L#SIS is not synonyms with organi2ational morale& which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals.

/orale is the by(product of the group& while job !"!L#SIS is more an individual state

of mind.



INTROD$CTION TO H$MAN RESO$RCE

MANA-EMENT

Definition 45dwin 6lippo defies 7R/ as 8planning& organi2ing& directing& controlling of

procurement& development& compensation& integration & maintenance and separation of

human resources to the end that individual& organi2ational and social objectives are

achieved.9

Feat&re of HRM or +hara+teriti+ or nat&re

+. 7R/ involves management functions like planning& organi2ing&

directing and controlling

. It involves procurement& development& maintenance of human resource

0. It helps to achieve individual& organi2ational and social objectives



1. 7R/ is a mighty disciplinary subject. It includes the study of

management psychology communication& economics and sociology.

:. It involves team spirit and team work.

E0o*&tion of HRM

)he evolution of 7R/ can be traced back to ;autilya !rtha Shastra where

he recommends that government must take active interest in public and private enterprise. 7e says that government must provide a proper procedure

for regulating employee and employee relation

In the medieval times there were examples of kings like !llaudin

;hilji who regulated the market and charged fixed prices and provided fixed

salaries to their people. )his was done to fight inflation and provide a decent

standard of living

<uring the pre independence period of +=> the trade union emerged. /any

authors who have given the history of 7R/ say that 7R/ started because of

trade union and the 6irst ?orld ?ar.

)he Royal commission in +=0+ recommended the appointment of a labour

welfare officer to look into the grievances of workers. )he factory act of

+=1 made it compulsory to appoint a labour welfare officer if the factory

had :>> or more than :>> workers.

)he international institute of personnel management and national

institute of labour management were set up to look into problems faced by

workers to provide solutions to them. )he Second ?orld ?ar created

awareness regarding workers rights and +=1>$s to +=@>$s saw the

introduction of new technology to help workers.)he +=@>$s extended the scope of human resource beyond welfare.

"ow it was a combination of welfare& industrial relation& administration

together it was called personnel management.

?ith the second : year plan& heavy industries started and professional

management became important. In the A>$s the focus was on efficiency of

labour wile in the B>$s the focus was on new technology& making it necessary

for new rules and regulations. In the =>$s the emphasis was on human values

and development of people and with liberali2ation and changing type of



working people became more and more important there by leading to 7R/

which is an advancement of personnel management.

S+ope of HRM?f&n+tion of HRM

)he scope of 7R/ refers to all the activities that come under the banner of 7R/.

)hese activities are as follows

2. H&man reo&r+e p*anning @

7uman resource planning or 7RP refers to a process by which

the company to identify the number of jobs vacant& whether the

company has excess staff or shortage of staff and to deal with this

excess or shortage.

5. 7oB ana*'i deign @

!nother important area of 7R/ is job analysis. ob analysis

gives a detailed explanation about each and every job in the company.

Cased on this job analysis the company prepares advertisements.

6. Re+r&itment and e*e+tion @

Cased on information collected from job analysis the company

prepares advertisements and publishes them in the news papers. )hisis recruitment. ! number of applications are received after the

advertisement is published& interviews are conducted and the right

employee is selected thus recruitment and selection are yet another

important area of 7R/.

8. Orientation and ind&+tion @

Dnce the employees have been selected an induction or

orientation program is conducted. )his is another important area of

7R/. )he employees are informed about the background of the

company& explain about the organi2ational culture and values andwork ethics and introduce to the other employees.

9. Training and de0e*opment @

5very employee goes under training program which helps him

to put up a better performance on the job. )raining program is also

conducted for existing staff that have a lot of experience. )his is called

refresher training. )raining and development is one area were the

company spends a huge amount.



:. Performan+e appraia* @

Dnce the employee has put in around + year of service&

performance appraisal is conducted that is the 7R department checks

the performance of the employee. Cased on these appraisal future

promotions& incentives& increments in salary are decided.

;. Compenation p*anning and rem&neration @

)here are various rules regarding compensation and other benefits. It is the job of the 7R department to look into remuneration

and compensation planning.

<. Moti0ation, (e*fare, hea*th and afet' @

/otivation becomes important to sustain the number of

employees in the company. It is the job of the 7R department to look

into the different methods of motivation. !part from this certain health

and safety regulations have to be followed for the benefits of the

employees. )his is also handled by the 7R department.

Cha**enge Before the HR manager?Before modern peronne*

management

Personnel management which is know as human resource management has

adapted itself to the changing work environment& however these changes are

still taking place and will continue in the future therefore the challenges

before the 7R manager are

2. Retention of the emp*o'ee @

Dne of the most important challenge the 7R manager faces is

retention of labour force. /any companies have a very high rate of

labour turnover therefore 7R manager are re%uired to take some actionto reduce the turnover

5. M&*ti+&*t&ra* (or) for+e @

?ith the number of multi cultural companies are increasing

operations in different nations. )he work force consists of people from

different cultures. <ealing with each of the needs which are different

the challenge before the 7R manager is integration of multicultural

labour work force.



6. %omen in the (or) for+e @

)he number of women who have joined the work force has

drastically increased over a few years. ?omen employees face totally

different problems. )hey also have responsibility towards the family.

)he organi2ation needs to consider this aspect also. )he challenge

before the 7R manager lies in creating gender sensitivity and in

providing a good working environment to the women employees.

8. Handi+apped emp*o'ee @)his section of the population normally faces a lot of problems

on the job& very few organi2ation have jobs and facilities specially

designed for handicapped workers. )herefore the challenge before the

7R manager lies in creating atmosphere suitable for such employees

and encouraging them to work better.

Signifi+an+e?importan+e?need of HRM

7R/ becomes significant for business organi2ation due to the following

reasons.

2. OBe+ti0e @

7R/ helps a company to achieve its objective from time to

time by creating a positive attitude among workers. Reducing wastage

and making maximum use of resources etc.

5. Fa+i*itate profeiona* gro(th @

<ue to proper 7R policies employees are trained well and this

makes them ready for future promotions. )heir talent can be utili2ednot only in the company in which they are currently working but

also in other companies which the employees may join in the future.

6. etter re*ation Bet(een &nion and management @

7ealthy 7R/ practices can help the organi2ation to maintain

co(ordinal relationship with the unions. Enion members start reali2ing

that the company is also interested in the workers and will not go

against them therefore chances of going on strike are greatly reduced.



8. He*p an indi0id&a* to (or) in a team?gro&p @

5ffective 7R practices teach individuals team work and

adjustment. )he individuals are now very comfortable while working

in team thus team work improves.

9. Identifie peron for the f&t&re @

Since employees are constantly trained& they are ready to meet

the job re%uirements. )he company is also able to identify potential

employees who can be promoted in the future for the top level jobs.)hus one of the advantages of 7R/ is preparing people for the future.

:. A**o+ating the oB to the right peron @

If proper recruitment and selection methods are followed& the

company will be able to select the right people for the right job. ?hen

this happens the number of people leaving the job will reduce as the

will be satisfied with their job leading to decrease in labour turnover.



DEFINITIONS OF 7O ANAL4SIS

<ifferent authors give various definitions of job !"!L#SIS. Some of them

are taken from the book of <./. Pestonjee 8/otivation and ob

!"!L#SIS9 which are given below*

ob !"!L#SIS is defined as a pleasurable& emotional& state resulting from

appraisal of one$s job. !n effective reaction to one$s job.

%ei

ob !"!L#SIS is general attitude& which is the result of many specific

attitudes in three areas namely*

Specific job factors.

Individual characteristics.

Froup relationship outside the job

*&m and Na'*or



ob !"!L#SIS is defined& as it is result of various attitudes the person hold

towards the job& towards the related factors and towards the life in general.

-*immer

ob !"!L#SIS is defined as 8any contribution& psychological& physical& and

environmental circumstances that cause a person truthfully say& GI am

satisfied with my job.9

ob !"!L#SIS is defined& as employee$s judgment of how well his job on a

whole is satisfying his various needs

Mr. Smith

HISTOR4 OF 7O ANAL4SIS

)he term job !"!L#SIS was brought to lime light by hoppock ,+=0:-. 7e

revived 0: studies on job !"!L#SIS conducted prior to +=00 and observes

that ob !"!L#SIS is combination of psychological& physiological and

environmental circumstances. )hat causes a person to say. 8I m satisfied with

my job9. Such a description indicate the variety of variables that influence

the !"!L#SIS of the individual but tell us nothing about the nature of ob!"!L#SIS.

ob !"!L#SIS has been most aptly defined by pestonjee ,+=A0- as a job&

management& personal adjustment ' social re%uirement. /orse ,+=:0-



considers ob !"!L#SIS as dependent upon job content& identification with

the co.& financial ' job status ' priding group cohesiveness

Dne of the biggest preludes to the study of job !"!L#SIS was the

7awthorne study. )hese studies ,+=1(+=00-& primarily credited to 5lton

/ayo of the 7arvard Cusiness School& sought to find the effects of various

conditions ,most notably illumination- on workers$ productivity.

)hese studies ultimately showed that novel changes in work conditions

temporarily increase productivity ,called the 7awthorne 5ffect-. It was later

found that this increase resulted& not from the new conditions& but from the

knowledge of being observed. )his finding provided strong evidence that people work for purposes other

than pay& which paved the way for researchers to investigate other factors in

job !"!L#SIS.

Scientific management ,aka )aylorism- also had a significant impact on the

study of job !"!L#SIS. 6rederick ?inslow )aylor $s +=++ book& Principles

of Scientific /anagement& argued that there was a single best way to perform

any given work task. )his book contributed to a change in industrial

production philosophies& causing a shift from skilled labor and piecework

towards the more modern approach of assembly lines and hourly wages.

http://en.wikipedia.org/wiki/Elton_Mayo


http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Hourly_wage





)he initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a faster pace. 7owever&

workers became exhausted and dissatisfied& thus leaving researchers with

new %uestions to answer regarding job !"!L#SIS.

It should also be noted that the work of ?.L. Cryan& ?alter <ill Scott& and

7ugo /unsterberg set the tone for )aylor$s work.

Some argue that /aslow$s hierarchy of needs theory& a motivation theory&

laid the foundation for job !"!L#SIS theory. )his theory explains that

people seek to satisfy five specific needs in life 4 physiological needs& safety

needs& social needs& self(esteem needs& and self(actuali2ation. )his model

served as a good basis from which early researchers could develop job

!"!L#SIS theories.

IMPORTANCE OF 7O ANAL4SIS

ob !"!L#SIS is an important indicator of how employees feel about

their job and a predictor of work behavior such as organi2ational&

citi2enship& !bsenteeism& )urnover.

ob !"!L#SIS can partially mediate the relationship of personality

variables and deviant work behavior.

Hommon research finding is that job !"!L#SIS is correlated with

life style.

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs



)his correlation is reciprocal meaning the people who are satisfied

with the life tends to be satisfied with their jobs and the people who

are satisfied their jobs tends to satisfied with their life.

)his is vital piece of information that is job !"!L#SIS and job

performance is directly related to one another. )hus it can be said that&

8! happy worker is a productive worker.9

It gives clear evidence that dissatisfied employees skip work more

often and more like to resign and satisfied worker likely to work

longer with the organi2ation.

IMPORTANCE TO %ORER AND

OR-ANIATION

ob !"!L#SIS and occupational success are major factors in personal

!"!L#SIS& self(respect& self(esteem& and self(development. )o the worker&

job !"!L#SIS brings a pleasurable emotional state that can often leads to a

positive work attitude. ! satisfied worker is more likely to be creative&

flexible& innovative& and loyal.

6or the organi2ation& job !"!L#SIS of its workers means a work

force that is motivated and committed to high %uality performance. Increased

productivity( the %uantity and %uality of output per hour worked( seems to be



a byproduct of improved %uality of working life. It is important to note that

the literature on the relationship between job !"!L#SIS and productivity is

neither conclusive nor consistent.

7owever& studies dating back to 7er2berg$s ,+=:A- have shown at

least low correlation between high morale and high productivity and it does

seem logical that more satisfied workers will tend to add more value to an

organi2ation.

Enhappy employees& who are motivated by fear of loss of job& will not

give +>> percent of their effort for very long. )hough fear is a powerful

motivator& it is also a temporary one& and also as soon as the threat is lifted

performance will decline.

%ORERS ROLE IN 7O ANAL4SIS

If job !"!L#SIS is a worker benefit& surely the worker must be able to

contribute to his or her own !"!L#SIS and well being on the job. )he

following suggestions can help a worker find personal job !"!L#SIS* Seek

opportunities to demonstrate skills and talents. )his often leads to more

challenging work and greater responsibilities& with attendant increases in pay

and other recognition.

<evelop excellent communication skills. 5mployer$s value and rewards

excellent reading& listening& writing and speaking skills.

;now more. !c%uire new job related knowledge that helps you to perform



tasks more efficiently and effectively. )his will relive boredom and often

gets one noticed.

<emonstrate creativity and initiative. ualities like these are valued by most

organi2ations and often results in recognition as well as in increased

responsibilities and rewards.

<evelop teamwork and people skills. ! large part of job success is the ability

to work well with others to get the job done.

!ccept the diversity in people. !ccept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

See the value in your work. !ppreciating the significance of what one does

can lead to !"!L#SIS with the work itself. )his help to give meaning to

one$s existence& thus playing a vital role in job !"!L#SIS.

Learn to de(stress. Plan to avoid burn out by developing healthy stress

management techni%ues.

FACTORS OF 7O ANAL4SIS

7oppock& the earliest investigator in this field& in +=0: suggested that there

are six major components of job !"!L#SIS. )hese are as under*

)he way the individual reacts to unpleasant situations&

)he facility with which he adjusted himself with other person

)he relative status in the social and economic group with which he

identifies himself

)he nature of work in relation to abilities& interest and preparation

of worker



Security

Loyalty

7erberg& mausaer& Peterson and capwell in +=:A reviewed more than +:>

studies and listed various job factors of job !"!L#SIS. )hese are briefly

defined one by one as follows*

2. Intrini+ ape+t of oB

It includes all of the many aspects of the work& which would tend to be

constant for the work regardless of where the work was performed.

5. S&per0iion

)his aspect of job !"!L#SIS pertains to relationship of worker with his

immediate superiors. Supervision& as a factor& generally influences job

!"!L#SIS.

6. %or)ing +ondition

)his includes those physical aspects of environment which are not

necessary a part of the work. 7ours are included this factor because it is

primarily a function of organi2ation& affecting the individuals comfort

and convenience in much the same way as other physical working

conditions.

8. %age and a*arie

)his factor includes all aspect of job involving present monitory

remuneration for work done.

9. Opport&nitie for ad0an+ement

It includes all aspect of job which individual sees as potential sources of

betterment of economic position& organi2ational status or professional

experience.

:. Se+&rit'



It is defined to include that feature of job situation& which leads to

assurance for continued employment& either within the same company or

within same type of work profession.

;. Compan' " management

It includes the aspect of worker$s immediate situation& which is a function

of organi2ational administration and policy. It also involves the

relationship of employee with all company superiors above level of

immediate supervision.

%HAT IS THE IMPACT OF 7O ANAL4SIS

/any managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words& if management could keep the

entire worker$s happy9& good performance would automatically fallow.

)here are two propositions concerning the !"!L#SIS performance

relation ship. )he first proposition& which is based on traditional view& is

that !"!L#SIS is the effect rather than the cause of performance. )his

proposition says that efforts in a job leads to rewards& which results in a



certain level of !"!L#SIS .in another proposition& both !"!L#SIS and

performance are considered to be functions of rewards.

Jarious research studies indicate that to a certain extent job !"!L#SIS

affects employee turn over& and conse%uently organi2ation can gain from

lower turn over in terms of lower hiring and training costs. !lso research

has shown an inverse relation between job !"!L#SIS and absenteeism.

?hen job !"!L#SIS is high there would be low absenteeism& but when

job !"!L#SIS is low& it is more likely to lead a high absenteeism.

%hat oB ANAL4SIS peop*e need

5ach employee wants*

+. Recognition as an individual

. /eaningful task

0. !n opportunity to do something worthwhile.

1. ob security for himself and his family

:. Food wages

@. !de%uate benefits

A. Dpportunity to advance

B. "o arbitrary action( a voice a matters affecting him

=. Satisfactory working conditions

+>.Hompetence leadership( bosses whom he can admire and respect as

persons and as bosses.

7owever& the two concepts are interrelated in that job !"!L#SIS can

contribute to morale and morale can contribute to job !"!L#SIS.

It must be remembered that !"!L#SIS and motivation are not synonyms.

/otivation is a drive to perform& where as !"!L#SIS reflects the



individual$s attitude towards the situation. )he factors that determine

whether individual is ade%uately satisfied with the job differs from those that

determine whether he or she is motivated. the level of job !"!L#SIS is

largely determined by the comfits offered by the environment and the

situation . /otivation& on the other hand is largely determine by value of

reward and their dependence on performance. )he result of high job

!"!L#SIS is increased commitment to the organi2ation& which may or may

not result in better performance.

! wide range of factors affects an individual$s level of !"!L#SIS. ?hile

organi2ational rewards can and do have an impact& job !"!L#SIS is

primarily determine by factors that are usually not directly controlled by the

organi2ation. a high level of job !"!L#SIS lead to organi2ational

commitment& while a low level& or dis!"!L#SIS& result in a behavior

detrimental to the organi2ation. 6or example& employee who like their jobs&

supervisors& and the factors related to the job will probably be loyal and

devoted. People will work harder and derive !"!L#SIS if they are given

the freedom to make their own decisions.

MODELS OF 7O ANAL4SIS

)here are various methods and theories of measuring job !"!L#SIS level

of employees in the orgni2ation given by different authers.

List of all the theorise and methods measuring job !"!L#SIS level is given

below*

A MODEL OF FACET ANAL4SIS

!ffect theory,5dwin !. Locke +=A@-



<ispositional )heory, )imothy !. udge +=BB-

)wo(6actor )heory ,/otivator(7ygiene )heory- ,6rederick

7er2berg$s-

ob Hharacteristics /odel ,7ackman ' Dldham-

Rating scale

Personal interviews

action tendencies

ob enlargement

ob rotation

Hhange of pace

Scheduled rest periods

MODEL OF FACET OF 7O ANAL4SIS

Skill5xperience)raining

5fforts

!geSeniority

5ducation

Ho loyalty

Past performance

aKb satisfaction

ab dissatisfactionaMb guilt

Perceivedamount that

should be

received ,a-

http://en.wikipedia.org/wiki/Frederick_Herzberg






Fig.no.2 Model of determinant of facet of job ANALYSIS

5dward 5.lawler in +=A0 propoed a model of facet !"!L#SIS. )his model

is applicable to understand what determines a person$s !"!L#SIS with any

facet of job.

!ccording to this model actual outcome level plays a key role in a person$s

perception of what rewards he recieves. 7is perception influenced by his

perception of what his referent others recieves.

Level

<ifficulty

)ime span!mount of

responsibility

Perceived

outcome ofreferent others

!ctualoutcome

received

Perceived jobcharacteristics

Perceived

amount

received,b-

aKb

satisfactionab

dissatisfaction

aMb guiltIne%uity

<iscomfort



O7ECTI/ES OF

ST$D4

• )o find that whether the employees are satisfied or not.

• )o analyse the company$s working environment.

• )o check the <egree of !"!L#SIS of employees.



• )o find that they are satisfied with their job profile or not.

• )o find that employees are working with their full capabilities or not.



Reear+h

Methodo*og'

RESEARCH METHODOLO-4

8.2 INTROD$CTION

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to



the formulated problem and arriving at certain conclusions over the problem

based on collected data.

)hus formulation of the problem is the first and foremost step in the research

process followed by the collection& recording& tabulation and analysis and

drawing the conclusions. )he problem formulation starts with defining the

problem or number of problems in the functional area. )o detect the

functional area and locate the exact problem is most important part of any

research as the whole research is based on the problem.

!ccording to Hlifford ?oody research comprises defining and redefining

problems& formulating hypothesis or suggested solutions* collecting&

organi2ing and evaluating data* making deductions and reaching conclusions*

and at last carefully testing the conclusions to determine whether they fit the

formulating hypothesis.

Research can be defined as 8the manipulation of things& concepts or

symbols for the purpose of generali2ing to extend& correct or verify

knowledge& whether that knowledge aids in construction of theory or in the

practice of an art9In short& the search for knowledge through objective and systematic

method of finding solution to a problem is research.

8.5 DRAFTIN- $ESTIONNAIRE

)he %uestionnaire is considered as the most important thing in a survey

operation. 7ence it should be carefully constructed. Structured %uestionnaire

consist of only fixed alternative %uestions. Such type of %uestionnaire is

inexpensive to analysis and easy to administer. !ll %uestions are closed

ended.



8.6SAMPLIN-

It was divided into following parts*

Samp*ing &ni0ere

!ll the employees are the sampling universe for the research.

Samp*ing te+hniG&e

udgmental sampling

Sample was taken on judgmental basis. )he advantage of sampling are that it

is much less costly& %uicker and analysis will become easier. Sample si2e

taken was +>> employees.

8.9 DATA COLLECTION

)he task of data collection begins after the research problem has been

defined and research design chalked out. ?hile deciding the method of data

collection to be used for the study& the researcher should keep in mind two

types of data vi2. Primary and secondary data.

Primar' Data@

)he primary data are those& which are collected afresh and for the first

time and thus happen to be original in character. )he primary data were

collected through well(designed and structured %uestionnaires based on the

objectives.

Se+ondar' Data@

)he secondary data are those& which have already been collected by

someone else and passed through statistical process. )he secondary data



re%uired of the research was collected through various newspapers& and

Internet etc.



COMPANY PROFILE

-ir(a Erisson .ptia( #imited /-E.#0, an IS1IS. 233456333 and

IS1IS. 7 4833456338 ertified ompany under t*e M+P+ -ir(a roup ofIndustries entered into t*e fie(d of optia( ommuniation, by )ay ofmanufaturin$ optia( fibre ab(es, in te*nia( and finania(o((aboration )it* Erisson 9ab(es A-, S)eden /no) :no)n asErisson Net)or: Te*no(o$ies A-, S)eden0+

Erisson is a (eadin$ name in te(eommuniations for t*e (ast 443years, )it* ativities ran$in$ from turn:ey te(eom net)or:s to9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuniations+



M1s Erisson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon9ab(e te*no(o$ies for optia( fibre ab(es+

-E.# *as insta((ed apaity of above more t*an <=,333 ab(e >ms+per annum to produe omp(ete ran$e of optia( fibre ab(es in(udin$ribbon type opti fibre ab(e made to desi$n and onstrutiononformin$ to nationa( and internationa( standards+ -E.# *as t*eapabi(ity to produe speia(ity fibre opti ab(es for use in media(

e?uipment, omputers and (oa( area net)or:s, ab(e T! net)or: orany ot*er type as per ustomi'ed speifiation+

-E.# a(so *as insta((ed apaity to produe 8=+6< (a ondutor>ms+ of %e((y fi((ed opper te(ep*one ab(es omp(yin$ to nationa( andinternationa( standards ran$in$ from < pair to 6833 Pair and a(so *asapabi(ity to produe s)it*board ab(es for s)it*in$ e?uipment+

-E.# *as fu((y omputeri'ed system for proess monitorin$ and?ua(ity ontro( to ensure onsisteny and re(iabi(ity of its entire produt

ran$e+ A(( prodution ativities are arried out as per approved ?ua(ityassurane p(an+ -E.#, t*erefore, provides t*e best possib(e so(utions)it* (atest state of t*e art te*no(o$y+

-E.# *as an e(usive mar:etin$ a$reement )it* M1s A@#Te(eommuniations for sa(e of *i7te* over*ead fibre opti ab(es,speia((y .PW and assoiated aessories )*i* find app(iations)it* e(etri po)er uti(ities et+

-E.# *as mar:etin$ arran$ement )it* M1s I#SINTE9H 9o+ #td+

Quality policy

-ir(a Erisson .ptia( #imited /-E.#0, an IS1IS. 233456333 andIS1IS. 7 4833456338 ertified ompany under t*e M+P+ -ir(a roup ofIndustries entered into t*e fie(d of optia( ommuniation, by )ay of



manufaturin$ optia( fibre ab(es, in te*nia( and finania(o((aboration )it* Erisson 9ab(es A-, S)eden /no) :no)n asErisson Net)or: Te*no(o$ies A-, S)eden0+

Erisson is a (eadin$ name in te(eommuniations for t*e (ast 443years, )it* ativities ran$in$ from turn:ey te(eom net)or:s to9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuniations+M1s Erisson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon

9ab(e te*no(o$ies for .ptia( @ibre 9ab(es+

-E.# *as insta((ed apaity of above more t*an <=,333 ab(e >ms+per annum to produe omp(ete ran$e of optia( fibre ab(es in(udin$ribbon type opti fibre ab(e made to desi$n and onstrutiononformin$ to nationa( and internationa( standards+ -E.# *as t*eapabi(ity to produe speia(ity fibre opti ab(es for use in media(e?uipment, omputers and (oa( area net)or:s, ab(e T! net)or: orany ot*er type as per ustomi'ed speifiation+

ENVIRONMENT L POLICY

Birla Ericsson Optical Ltd is co!!itt"d to #• 9omp(y )it* Environmenta( (e$is(ations and prevention of

po((ution



Ma:e a(( efforts for ontinua( improvement in t*eEnvironmenta( performane$" s%all cons"r&" t%" r"so'rc"s and !ini!i(" t%"En&iron!"ntal i!pact o) o'r op"rations on Air* $at"r* and LandB+ #

• Imp(ementin$ Environmenta( Mana$ement System to meet t*eob%etives and tar$ets

•

-rin$in$ a)areness amon$st a(( emp(oyees

PRODUCT PROFILE

PROD$CT OF .E.O.L.

The main prod&+t of +ompan' i@



fiber cables.

Dptical elly filled cables ,PI6)H-

6iber Ribbon Hable ,6RH-.

,- OPTICAL FIBRE CABLES# .

Cirla 5ricsson Dptical Limited /anufactures all type of optical fiber

cables for use in communication type of optical fiber cables for use in

communication data transmission& Internet& 5(commerce and multimedia.)he company is fully e%uipped to manufacture all types of <uctN!rmored

optical fibro cables including ribbon type optical& custom made to shit the

individual re%uirement of any customer conforming to any national or

international specification.

COMCENTRIC LOOSE T/BE CABLE# .

PRI/!R# coated fibers are protected in loose tube of

PC)PNPolyamide filled with a special thyrotrophic gel in order to prevent

water penetration. )he loose tube containing fibers are standard around thecontrol strength member of fiber(reinforced plastic for better pulling

strength.

! later of polyethylene sheath acts as a cushion for the cable core&

the outer jacket is made of polyamide to offer a more resistance to

mechanical and environmental efforts.

CENTRAL LOOSE T/BE CABLE# .

Primary coated fiber are protected in loose tube PC)PNPolyamide

filled with a special thyrotrophic gel in order to prevent water penetration. )o

provide cushioning& a circular layer of polyethylene is executed around

the loose tube containing fibers. )he strength members are embedded

this layer of polythene to provide the re%uired pulling strength.

0- JELLY FILLED CABLES# .

Cirla 5ricsson Dptical limited manufactures polythene insulated ,both

solid and from skin- elly filled underground telephone cables for use in local



distribution network and for unctions between exchanges3 these cables form

a vital link for telecommunication distribution system. )hese can be used for

large capacity exchanges used by department of telecommunication& /)"L&

on /ajor cities and also for small exchanges used in ruler areas and for local

networks in industries. )hese are also use by railways defense departments

and various others specials users.

Hable is available in conductor si2e >.1& >.:& .@0 and .= mm diameter

with cables si2es varying from +> pair to 1>> pairs.

)hese cables are generally conforming to Indian P ' ) department

specification. )hese can also be custom made suitable to individual

re%uirement of any customer or to other national or international

specifications.

1- OPTICAL FIBRE RIBBON# .

!fter decreasing sales of Dptical 6iber Hable Hompany diversify his

product in to fiber ribbon cable.



DATA ANAL4SIS

ANDINTERPRETATION



I %a&" 2""n pass"d 'p at l"ast onc" )or

a pro!otion in t%" past )"3 +"ars

3 63

=3

<3

3

Stron$(y A$ree A$ree

Neit*er A$ree nor Disa$ree Disa$ree

Stron$(y Disa$ree

)his graph shows that >O of employees are strongly agree about the point &

>O of employees are agree on the point& 0>O are neither agree nor

disagree&:>O are disagree and rest >O of employees are strongly disagree.



I sp"nd parts o) !+ da+ da+dr"a!in4

a2o't a 2"tt"r 5o2

B34<

4<

43 3


Neit*er A$ree nor Disa$ree Disa$reeStron$(y Disa$ree

)his graph shows that @>O of employees are strongly agree about the point &

+:O of employees are agree on the point& +:O are neither agree nor

disagree&+>O are disagree and rest >O of employees are strongly disagree.



I )ind !'c% o) !+ 5o2 r"p"titi&" and

2orin4

C<

43

43 < 3



Stron$(y Disa$ree

)his graph shows that A:O of employees are strongly agree about the point & +>O of

employees are agree on the point& +>O are neither agree nor disagree&:O are disagree and

rest >O of employees are strongly disagree.



I a! !"ntall+ and6or p%+sicall+

"7%a'st"d at t%" "nd o) a da+ at 3or8

<

43 < 33



Stron$(y Disa$ree

)his graph shows that B:O of employees are strongly agree about the point & +>O of

employees are agree on the point& :O are neither agree nor disagree&>O are disagree and

rest >O of employees are strongly disagree.



I )""l t%at !+ 5o2 %as littl" i!pact on t%"

s'cc"ss o) t%" co!pan+

<3

=3

63 33

Stron$(y A$ree A$reeNeit*er A$ree nor Disa$ree Disa$ree

Stron$(y Disa$ree

)his graph shows that :>O of employees are strongly agree about the point &

0>O of employees are agree on the point& >O are neither agree nor

disagree&>O are disagree and rest >O of employees are strongly disagree.



I %a&" an incr"asin4l+ 2ad attit'd"

to3ard !+ 5o2* 2oss* and "!plo+"r

33 63

B3

63



Stron$(y Disa$ree


>O of employees are agree on the point& >O are neither agree nor

disagree&@>O are disagree and rest >O of employees are strongly disagree.



I a! no lon4"r 4i&"n t%" r"so'rc"s I

n""d to s'cc"ss)'ll+ do !+ 5o2

43

=3B3

33



Stron$(y Disa$ree

Thi graph ho( that 2> of emp*o'ee are trong*' agree aBo&t the point , 6> of

emp*o'ee are agree on the point, :> are neither agree nor diagree,> are

diagree and ret > of emp*o'ee are trong*' diagree.



I a! not 2"in4 's"d to !+ )'ll

capa2iliti"s

3

83

63

83

3



Stron$(y Disa$ree


1>O of employees are agree on the point& >O are neither agree nor

disagree&1>O are disagree and rest >O of employees are strongly disagree.



I %a&" r"c"i&"d no 2"tt"r t%an 9)air9

"&al'ations r"c"ntl+

83

=<

6< 33



Stron$(y Disa$ree

)his graph shows that 1>O of employees are strongly agree about the point &

0:O of employees are agree on the point& :O are neither agree nor

disagree&>O are disagree and rest >O of employees are strongly disagree.



I )""l as t%o'4% !+ 2oss and "!plo+"r

%a&" l"t !" do3n

33 43

<<

=<



Stron$(y Disa$ree


>O of employees are agree on the point& +>O are neither agree nor

disagree&::O are disagree and rest 0:O of employees are strongly disagree.



Finding

o 5mployees are not completely satisfied with their job although

their salary is good enough.

o 5mployes are not getting value to their work.

o /ost of employees think that they are nt on their actual path.

o /ost of the employees think that the organi2ation haven$t fulfill

their promises&what they do in beginning especially regarding

Promotion.

o

)here is negatively comparison between peers especiallyregarding targets.

o )hey often feel overworked.



S$--ESTIONAND

RECOMMENDATION



)o increase the job !"!L#SIS level of the employees the company should

concentrate mainly on the incentive and reward structure rather than the

motivational session.

• Ideal employees should concentrate on their job.

• 5ducational %ualification can be the factor of not an effective job.

• Hompany should give promotion to those employees who deserves it.



LIMITATIONS OF ST$D4

7owever I shall try my best in collecting the relevant information for my

research report& yet there are always some problems faced by the researcher.

)he prime difficulties which I face in collection of information are discussed

below*(

+. Short time period@ )he time period for carrying out the research was

short as a result of which many facts have been left unexplored.

. La+) of reo&r+e@ Lack of time and other resources as it was not

possible to conduct survey at large level.

0. Sma** no. of repondent@ Dnly > employees have been chosen

which is a small number& to represent whole of the population.

1. $n(i**ingne of repondent@ ?hile collection of the data many

consumers were unwilling to fill the %uestionnaire. Respondents were

having a feeling of wastage of time for them.

:. Sma** area for reear+h@ )he area for study was ;aithal& which is

%uite a small area to judge job !"!L#SIS level.



ILIO-RAPH4

oo)@

7itt& /iller& Holella 8Drgani2ational Cehavior ! Strategic !pproach9&

?iley Student$s 5dition.

Luthans 6red 8Drgani2ational Cehavior9& /cFraw 7ill A th 5dition.

"ewstrom ohn ?.& <avis ;eith& 8Drgani2ational Cehavior 7uman

Resource !t ?ork9& =th 5dition& )ata /cFraw 7ill 5dition.

Pestonjee <. /. 8/otivation and ob !"!L#SIS9& + st 5dition.

/acmillan India Limited.

;othari H.R.& Research /ethodology& "ew <elhi3 "ew !ge

International

Publication& second edition.

%eBite* (

www.hrcouncil.com

www.workforce.com

www.google.com

http://www.hrcouncil.com/

http://www.workforce.com/

http://www.google.com/

http://www.hrcouncil.com/

http://www.workforce.com/

http://www.google.com/



ANNEXURE



QuestionnaireS for JOB

ANALYSIS

"!/5* .

<5SIF"!)ID"* .

HD/P!"#* .+. I have been passed up at least once for a promotion in the past few years.

• Strongly !gree

• !gree

• "either !gree nor <isagree

• <isagree

• Strongly <isagree

. I spend parts of my day daydreaming about a better job.

• Strongly !gree

• !gree


• <isagree


0. I find much of my job repetitive and boring.

• Strongly !gree

• !gree


• <isagree




1. I am mentally andNor physically exhausted at the end of a day at work.

• Strongly !gree

• !gree


• <isagree


:. I feel that my job has little impact on the success of the company.

• Strongly !gree

• !gree


• <isagree


@. I have an increasingly bad attitude toward my job& boss& and employer .

• Strongly !gree

• !gree


• <isagree


A. I am no longer given the resources I need to successfully do my job.

• Strongly !gree

• !gree


• <isagree




B. I am not being used to my full capabilities.

• Strongly !gree

• !gree


• <isagree


=. I have received no better than QfairQ evaluations recently.

• Strongly !gree

• !gree


• <isagree

•

Strongly <isagree

+>. I feel as though my boss and employer have let me down.

• Strongly !gree

• !gree


• <isagree

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Avinash BEOL