Job Satisfaction a Case Study of SEVA Automotive Private

8/8/2019 Job Satisfaction a Case Study of SEVA Automotive Private

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CONTENTS

CHAPTER

NO.

TITLE OF CHAPTER

Contents

List of Tables

List of Graphs

List of Figures

1 Introduction

2 Job Satisfaction

2.1 Definitions

2.2 History

2.3 Importance

2.4 Importance to worker and organization Factors

2.5 Workers role in job satisfaction reasons

2.6 Factors

2.7 Reasons of low job satisfaction

2.8 Effects Of Low Job Satisfaction

2.9 Influences

3 Models of job satisfaction

3.1Model of facet of job satisfaction

3.2 Affect theory(Edwin A. Locke 1976)

3.3 Dispositional Theory( Timothy A. Judge 1988)

3.4 Two-Factor Theory (Motivator-Hygiene Theory)

3.5 Job Characteristics Model (Hackman & Oldham)

3.6 Modern method of measuring job satisfaction

3.7 Rating scale

3.8 Personal interviews


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3.9 action tendencies

3.10 Job enlargement

3.11 Job rotation

3.12 Change of pace3.13 Scheduled rest periods

4 Research methodology

4.1 Introduction

4.2 Drafting Of Questionnaire

4.3 Sampling

4.4 Research objectives

4.5 Data Collection

4.6 Relevance And Limitation Of Study

4.7 Cauterization

5 Organizational profile

5.1 Background & History

5.2 Bright Features

5.3 Customers Preference

5.4 Maruti Suzuki Today

5.5 Wide Range Of Cars

5.6 Maruti Suzuki & Motor Sports

6 Data presentation, Analysis and Interpretation

7 Conclusions And Suggestions

Appendices

Appendices A

Questionnaire

Bibliography

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LIST OF TABLES

6.11 Responses regarding whether the respondents are satisfied with the

opportunities of promotions

6.12 Responses regarding whether the respondents are satisfied with the paymentof salary on time

6.13 Responses regarding whether the respondents are satisfied with the quality of

formal training and induction program

6.14 Responses regarding whether the respondents are satisfied with the quality of

in-house training

6.15

Responses regarding whether the respondents are satisfied with the period of

training

6.16 Responses regarding whether the respondents are satisfied with the proper

and proactive HR division Responses regarding whether the respondents are

satisfied with the performance appraisal system


performance appraisal system

6.18 Responses regarding whether the respondents are satisfied with theperformance appraisal system


celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfied with forum for

face to face communication

6.21 Responses regarding whether the respondents are satisfied with

encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfied with positiveacceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfied with management

keeps promises.

TABLE

NO.

TITLE OF TABLE


workplace


infrastructure of organization

6.3 Responses regarding whether the respondents are satisfied with the canteen

facility provided by organization.


implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfied with the freedomgiven at work.

6.6 Responses regarding whether the respondents are satisfied with the team

spirit in organization

6.7 Responses regarding whether the respondents are satisfied with convenient

working hours

6.8 Responses regarding whether the respondents are satisfied with Job security

6.9 Responses regarding whether the respondents are satisfied with the targetsachievable.

6.10 Responses regarding whether the respondents are satisfied with the targets

achievable

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6.19 Responses regarding whether the respondents are satisfied with thecelebration of employees birthday

6.20 Responses regarding whether the respondents are satisfied with forum for

face to face communication

6.21 Responses regarding whether the respondents are satisfied with

encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfied with positive

acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfied with management

keeps promises.

GRAPHS

NO. TITLE OF GRAPH

6.1 Responses regarding whether the respondents are satisfied with theworkplace


infrastructure of organization

6.3 Responses regarding whether the respondents are satisfied with the canteen

facility provided by organization.

6.4 Responses regarding whether the respondents are satisfied with theimplementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfied with the freedom

given at work.

6.6 Responses regarding whether the respondents are satisfied with the teamspirit in organization

6.7 Responses regarding whether the respondents are satisfied with convenient

working hours



achievable.


achievable


opportunities of promotions

6.12 4.12. Responses regarding whether the respondents are satisfied with the

payment of salary on time

6.13 Responses regarding whether the respondents are satisfied with the quality offormal training and induction program

6.14 Responses regarding whether the respondents are satisfied with the quality ofin-house training

6.16 Responses regarding whether the respondents are satisfied with the properand proactive HR division Responses regarding whether the respondents are

satisfied with the performance appraisal system

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LIST OF GRAPHS


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LIST OF FIGURES

FIGURENO. NAME OF FIGURES PAGENO.

1 Curve showing relationship between job satisfaction and

rate of turn over and absenteeism

2Model of determinant of facet of job satisfaction

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CHAPTER NO.1

INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job

can be influenced by variety of factors like quality of ones relationship with their supervisor,

quality of physical environment in which they work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a persons

attitude towards job.

Job satisfaction 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

ones success or failure in the achievement of personal objective and upon perceived

combination of the job and combination towards these ends.

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According to pestonejee, Job satisfaction can be taken as a summation of employees feelings

in four important areas. These are:

1. Job-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.

2. Management- supervisory treatment, participation, rewards and punishments, praises

and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity scalability and caste barrier.

4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a predictor

of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Job satisfaction is also linked with a healthier work force and has been found to be a good

indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of feeling

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

goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state of

mind.

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CHAPTER NO. 2

JOB SATISFACTION

2.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the

book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones

job. An effective reaction to ones job.

Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in three areas

namely:

Specific job factors

Individual characteristics

Group relationship outside the job

Blum and Naylor

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Job satisfaction 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.

Glimmer

Job satisfaction is defined as any contribution, psychological, physical, and environmental

circumstances that cause a person truthfully say, I am satisfied with my job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying

his various needs Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of

ones job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hop pock (1935). He revived 35 studies

on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of

psychological, physiological and environmental circumstances. That causes a person to say. Im satisfied with my job. Such a description indicate the variety of variables that influence the

satisfaction of the individual but tell us nothing about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,

personal adjustment & social requirement. Morse (1953) considers Job satisfaction as

dependent upon job content, identification with the co., financial & job status & priding group

cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These

studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought

to find the effects of various conditions (most notably illumination) on workers productivity.

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


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These studies ultimately showed that novel changes in work conditions temporarily increase

productivity (called the Hawthorne Effect). It was later found that this increase resulted, not

from the new conditions, but from the knowledge of being observed.This finding provided strong evidence that people work for purposes other than pay, which

paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book contributed

to a change in industrial production philosophies, causing a shift from skilled labor and

pieceworktowards the more modern approach ofassembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity because

workers were forced to work at a faster pace. However, workers became exhausted and

dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg

set the tone for Taylors work.

Some argue thatMaslows hierarchy of needs theory, a motivation theory, laid the foundation

for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in

life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization.

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

theories.

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2.3 IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variables and

deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

This 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.

This is vital piece of information that is job satisfaction and job performance is directly

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

worker.

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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 organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,

self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable

emotional state that can often leads to a positive work attitude. A satisfied worker is more

likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and

committed to high quality performance. Increased productivity- the quantity and quality of

output per hour worked- seems to be a byproduct of improved quality of working life. It is

important to note that the literature on the relationship between job satisfaction and

productivity is neither conclusive nor consistent.

However, studies dating back to Herzbergs (1957) 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 organization.

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Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their

effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as

soon as the threat is lifted performance will decline.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Job satisfaction is also linked with a healthier work force and has been found to be a good

indicator of longevity.

Although only little correlation has been found between job satisfaction and productivity,

Brown (1996) notes that some employers have found that satisfying or delighting employees is

a prerequisite to satisfying or delighting customers, thus protecting the bottom line.

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her

own satisfaction and well being on the job. The following suggestions can help a worker find

personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads

to more challenging work and greater responsibilities, with attendant increases in pay and other

recognition.

Develop excellent communication skills. Employers value and rewards excellent reading,

listening, writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more

efficiently and effectively. This will relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and

often results in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with

others to get the job done.

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Accept the diversity in people. Accept people with their differences and their imperfections and

learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to

satisfaction with the work itself. This help to give meaning to ones existence, thus playing a

vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy

stress management techniques.

2.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and cap well in 1957 reviewed more than 150 studies and listed

various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the

work regardless of where the work was performed.

2. Supervision

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This aspect of job satisfaction pertains to relationship of worker with his immediate

superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of thework. Hours are included this factor because it is primarily a function of organization,

affecting the individuals comfort and convenience in much the same way as other physical

working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for work

done.

5. Opportunities for advancement

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

economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for continued

employment, either within the same company or within same type of work profession.7. Company & management

It includes the aspect of workers immediate situation, which is a function of organizational

administration and policy. It also involves the relationship of employee with all company

superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same or

nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in any direction within

the organization. Terms such as information of employees status, information on new

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developments, information on company line of authority, suggestion system, etc, are used

in literature to represent this factor.

10. Benefits

It includes those special phases of company policy, which attempts to prepare the workerfor emergencies, illness, old age, also. Company allowances for holidays, leaves and

vacations are included within this factor.

2.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

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2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

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

If there will be low job satisfaction among the employees the rate of absenteeism will definitely

increase and it also affects on productivity of organization.

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In the above diagram line AB shows inverse relationship between job satisfaction and rate of

turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and

absentiseesm is low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the rate at

which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company have shorter

tenure than those of other companies.

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High

low

low High

Jo

b

sa

t

is

f

ac

t

i

n

Rate of turn over and absences

A

B

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over

and absenteeism.


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The work itself

The concept of work itself is a major source of satisfaction. For example, research related to the

job charactoristics approach to job design, shows that feedback from job itself and autonomyare two of the major job related motivational factors. Some of the most important ingridents of

a satisfying job uncovered by survey include intersting and challenging work, work that is not

boring, and the job that provides status.

Pay

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

job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction.

Employees often see pay as a reflection of how managemnet view their conrtibution to the

organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of benefits they prefer within

a total package, called a flexible benefit plan, there is a significant increase in both benefit

satisfaction and overall job satisfaction.

Promotions

Promotional opportunities are seem to be have avarying effect on job satisfaction. This is

because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In

other words, if management could keep the entire workers happy, good performance

would automatically fallow. There are two propositions concerning the satisfaction

performance relation ship. The first proposition, which is based on traditional view, is that

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satisfaction is the effect rather than the cause of performance. This proposition says that

efforts in a job leads to rewards, which results in a certain level of satisfaction .in another

proposition, both satisfaction and performance are considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction affects employee

turn over, and consequently organization can gain from lower turn over in terms of lower

hiring and training costs. Also research has shown an inverse relation between job

satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism,

but when job satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as persons and as

bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to morale and

morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive

to perform, where as satisfaction reflects the individuals attitude towards the situation. The

factors that determine whether individual is adequately satisfied with the job differs from those

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that determine whether he or she is motivated. the level of job satisfaction is largely determined

by the comfits offered by the environment and the situation . Motivation, on the other hand is

largely determine by value of reward and their dependence on performance. The result of high

job satisfaction is increased commitment to the organization, which may or may not result inbetter performance.

A wide range of factors affects an individuals level of satisfaction. While organizational

rewards can and do have an impact, job satisfaction is primarily determine by factors that are

usually not directly controlled by the organization. a high level of job satisfaction lead to

organizational commitment, while a low level, or dissatisfaction, result in a behavior

detrimental to the organization. For 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 satisfaction if they are given the freedom to make their own decisions.

CHAPTER NO. 3

MODELS OF JOB SATISFACTION

MODELS OF JOB SATISFACTION

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There are various methods and theories of measuring job satisfaction level of employees in the

orgnization given by different authers.

List of all the theorise and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)

Dispositional Theory( Timothy A. Judge 1988)

Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

3.1 MODEL OF FACET OF JOB SATISFACTION

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Skill

ExperienceTraining

Efforts

AgeSeniority

Education

Co loyalty

Pastperformance

Perceived personal

job inputs
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Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to

understand what determines a persons satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a persons perception of what

rewards he recieves. His perception influenced by his perception of what his referent others

recieves. The higher outcome level of his referent other the lower his outcome level will

appear. This model also focus on his perception on reward level.

3.2 AFFECT THEORY

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction

model. The main premise of this theory is that satisfaction is determined by a discrepancy

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Level

DifficultyTime span

Amount of

responsibility

Perceivedoutcome ofreferent others

Actual

outcome

received

Perceived inputs

& outcomes of

referent others

Perceived job

characteristics

Perceivedamount that

should be

received (a)

Perceived

amountreceived

(b)

a=b satisfactiona>b dissatisfaction

a


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between what one wants in a job and what one has in a job. Further, the theory states that how

much one values a given facet of work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values

a particular facet of a job, his satisfaction is more greatly impacted both positively (whenexpectations are met) and negatively (when expectations are not met), compared to one who

doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

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toward a certain level of satisfaction, regardless of ones job. This approach became a notable

explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over

time and across careers and jobs. Research also indicates that identical twins have similar levels

of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four

Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem,

general self-efficacy, locus of control, andneuroticism. This model states that higher levels of

self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own

competence) lead to higher work satisfaction. Having an internal locus of control (believing

one has control over her\his own life, as opposed to outside forces having control) leads to

higher job satisfaction. Finally, lower levels ofneuroticism lead to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs Two-factor theory(also known as Motivator Hygiene Theory) attempts

to explain satisfaction and motivation in the workplace. This theory states that satisfaction and

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dissatisfaction are driven by different factors motivation and hygiene factors, respectively.

Motivating factors are those aspects of the job that make people want to perform, and provide

people with satisfaction. These motivating factors are considered to be intrinsic to the job, or

the work carried out.Motivating factors include aspects of the working environment such aspay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifactFurthermore, the

theory does not consider individual differences, conversely predicting all employees will react

in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been

criticised in that it does not specify how motivating/hygiene factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

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Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction.

The model states that there are five core job characteristics (skill variety, task identity, task

significance, autonomy, and feedback) which impact three critical psychological states

(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work

motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score (MPS)

for a job, which can be used as an index of how likely a job is to affect an employee's attitudes

and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support for

the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

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In this method of measuring job satisfaction the comparision between various orgnizational

terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

ORGANIZATION:

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

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2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

3.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular rating

scale used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension identified by Smith,

Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for management personnel and

revolves around the problems and challenges faced by managers.

3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job

satisfaction. It involves asking employees to described incidents on job when they were

particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents

and identifying those related aspects responsible for the positive and negative attitudes.

3.09 PERSONAL INTERVIEWS

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This method facilitates an in-depth exploration through interviewing of job attitudes. The

main advantage in this method is that additional information or clarifications can be

obtained promptly.

3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering

information on how they feel like behaving with respect to certain aspects of their jobs.

This method provides employees more opportunity to express their in-depth feeling.

In his study on American employees, hop pock identified six factors that contributed to job

satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.2. The facilities with which he adjust himself to other persons.

3. His relatives status in the social & economic group with which he identifies

himself.

4. The nature of work in relation to the abilities, interest & preparation of the workers.

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflict. They are concern with Job satisfaction or general job attitudes with the

employees.

Philip apple white has listed the five major components of Job satisfaction .as

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individuals state of mind about the

work itself and about the life in general .the individuals health, age, level of aspiration. Social

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chance to learn additional skills. The company also benefits since the workers are qualified to

perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACEAnything that will give the worker a chance to change his pace when he wishes will lend

variety to his work. Further if workers are permitted to change their pace that would give them

a sense of accomplishment.

3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both morale

and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts.

CHAPTER NO. 4

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RESEARCH METHODOLOGY

4.1 INTRODUCTION

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

the facts in the form of numerical data relevant to the formulated problem and arriving at

certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process followed

by the collection, recording, tabulation and analysis and drawing the conclusions. The problemformulation starts with defining the problem or number of problems in the functional area. To

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

the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions to

determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for the

purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in

construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of finding

solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

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The questionnaire is considered as the most important thing in a survey operation. Hence it

should be carefully constructed. Structured questionnaire consist of only fixed alternative

questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All

questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of SEVA Automotive Pvt.

Ltd. if any.

To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.

4.5 DATA COLLECTION

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The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for the

study, the researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and thus

happen to be original in character. The primary data were collected through well-designed and

structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else and

passed through statistical process. The secondary data required of the research was collected

through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the

employees of SEVA Automotive private limited, Nagpur.

Limitation for the study, the study was restricted to SEVA Automotive private limited, Nagpur

only and other being the time as constraint.

4.7 CHAPTERISATION

1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

CHAPTER NO. 5

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ORGNIZATION PROFILE

SEVA AUTOMOTIVE PVT LTD. NAGPUR

5.1 BACK GROUND AND HISTORY

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SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was played a major role in

revolution brought about Maruti, specifically when Suzuki had launched Maruti800 in 1983,

which was specifically designed for Indian roads. SEVA further expanded its horizons by

setting up new facilities at MIDC Am bad in 1990. SEVA extended its root in Landed in theyear 1990, Nagpur in the year 1993 and then in Dhule in early 2004.

SEVA strongly believe in providing a healthy & quality working environment, as only a

satisfied internal work force can provide excellent services to the customer base. This is one of

the reasons why thousands of esteem customers returning to SEVA. The unmatched

performance and uncompromising attitudes in sales and after sales services leaves customer

fully satisfied every time. The incomparable faith revealed by customer has made SEVA the

king in Maruti car sales and services which earned SEVA the best dealer of Maruti, among thebest 15 in India.

SEVA Nagpur is also the best in city, which provides best of services and offers to the

fun loving people of Nagpur. The chivalrous staff at SEVA is courteous and amiable. SEVA is

serving Nagpur 15 years; it is the second name for precision and exclusivity.

5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

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TRUE VALUE

Maruti true value, a special scheme launched for selling and buying used Maruti cars, which

values the sellers car at the best price they are looking for and gives multifaceted benefits to

the sellers. Maruti Suzuki certifies pre-owned cars and 3 free services are provided. Thedamaged parts are replaced and the car is furnished which gives as good as new look to the car.

INSURANCE

Another service which can be trusted blindly. Whether it is renewal of insurance or

issuing fresh policy, it is at safe hands only at SEVA MARUTI, as hassle free insurance option

are provided, costless repairs to make you more comfortable at rainy times.

PAINT BOOTH

In case of accidents, the car damages are by us, which makes the car as before. For the

painting, latest computer paint-matching machine is used which gives perfect shades and

results.

FOREVER YOURS

An offer of abiding relation, maintained only at SEVA MARUTI which provides

extended warranty of additional one or two years. Loans for purchase of extended warranty

policy are provided by SEVA.

5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

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

It has satisfied work force.

It provides best customer satisfaction service.

SEVA is no. one in sales and customer satisfaction, thats why it got Customer

Satisfaction Award 2005.

It also awarded by Best Customer Care Award.

It also got the TRUE VALUE AWARD.

Its market share is 57%.

5.4 MARUTI SUZUKI TODAY

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More than half the number of cars sold in India wears a Maruti Suzuki badge. They are a

subsidiary of Suzuki motors, Japan.

As India's largest passenger car company, account for over 50 per cent of the domestic car

market.

Maruti Suzuki have a sales network of 562 outlets in 372 towns and cities, and provide

maintenance support to customers at 2538 workshops in over 1200 towns and cities (as on

December 31,2007).

Since inception, it have produced and sold over 6.75 million vehicles, including almost 500,000

units in Europe and other export markets.

Company have been rated first in customer satisfaction for eight years in a row in J D Power's

Surveys, and are India's Most Respected Automobile Company (As per survey conducted by

Business world, a reputed Indian Magazine)

Also, in an independent survey conducted by Forbes.Com where they rated top 200 reputedcompanies on various parameters such as reputation within the customer and employee

fraternity, we stood 91st. In the automobile section we finished 7th.

5.5 WIDE RANGE OF CARS

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Maruti Suzuki offers 10 models ranging from people's car Maruti 800 to stylish hatchback

Swift, SX4 sedan and luxury Sports Utility vehicle Grand Vitara

THE MARUTI DNA

Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to make a

people's car for middle class India. Over the years, our product range has widened, ownership

has changed hands and the customer has evolved. What remains unchanged, then and now, is

our mission to motorize India.

Our parent company, Suzuki Motor Corporation, has been a global leader in mini and compact

cars for three decades. Suzuki's technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel-efficient. The same

characteristics make our cars extremely relevant to Indian customers and Indian conditions.

Product quality, safety and cost consciousness are embedded into our manufacturing process,

which we have inherited from its parent company.

Right from inception, Maruti brought to India, a very simple yet powerful Japanese philosophy

'smaller, fewer lighter, shorter and neater'

From the Japanese work culture it imbibed simple practices like an open office, a common

uniform and common canteen for everyone from the Managing Director to the workman, daily

morning exercise, and quality circle teams.

From the Japanese work culture Maruti imbibed simple practices like an open office, a

common uniform and common canteen for everyone from the CEO to the workman, daily

morning exercise, and quality circle teams.

CARS FOR A NEW INDIA

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As lifestyles change, we have tried to keep pace with the changing lifestyle of our customers by

bringing models high on 'style and design quotient'. Some of our recent offerings like Swift,

Zen Estilo (Spanish for Style) and SX4 have become popular choices because customers find

them relevant.

BUILDING THROUGH PARTNERSHIPS

Our business relies substantially on our partners. We depend on a national network of suppliers,

sales outlets and workshops, managed by independent entrepreneurs, to manufacture car

components and look after our customers.

We are the "employer of choice" for automotive engineers and young managers from across the

country. Nearly 75,000 people are employed directly by Maruti and our partners. Within the

company, we strive always to keep the culture open and participative.

Incorporated

February 1981

Joint Venture Agreement

October 1982

Equity Structure

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

5.6 MARUTI SUZUKI & MOTOR SPORTS

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Be it a motor sport enthusiast, an amateur or a professional, Maruti Suzuki offers the thrill and

joy of motor sport to all of them.

The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For families,

there are events like Women's Fun Drive and Treasure Hunt throughout the year, across cities.

The Maruti Suzuki Autocross brings action for amateurs and professionals, together.

But what makes the Maruti Suzuki motor sport calendar an attraction in India (and

internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert Storm

and Maruti Suzuki Monsoon Car Rally of Kerala.

MARUTI SUZUKI RAID-DE-HIMALAYA

Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding motorsport rally.

It is open to both, car and bike enthusiasts. Maruti Suzuki provides opportunity to professional

as well as amateur motor sport lovers to participate in the Maruti Suzuki Raid Raid-de-

Himalaya.

The participants drive through some of the world's highest motor able roads and passes in the

Himalayas like Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La & Khardung

La, through the inhospitable terrains in the Lahual and Spiti valleys in the Ladakh region. Most

of the drive is through boulders, snow capped peaks, gushing streams and at times, temperature

below -20 degree Celsius. On an average, a participant covers a distance of 300 kms every day

in this approximately 2000-kilometre and week-long motoring event.

Every year, more and more people are coming for the Maruti Suzuki Raid-de-Himalaya, many

of them from abroad. In 2007, as many as 145 teams participated in car and bike categories.

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The Rally is open for participation to all 4 & 2 wheeler vehicles conforming to the FIM and the

FIA T1 & T2 regulations. The event consists of several cups and challenges, some of which are

open to specific makes.

The 2007 Rally Desert Storm will be flagged off from the National Stadium, New Delhi on the

15th February 2007 by the Hon. Chief Guest and Mr. Jagdish Khattar, the Managing Director

of Maruti Udyog Ltd.

Traversing a distance of over 2,500 kms over 4 days the rally covers the most scenic and

picturesque parts of remote Rajasthan. The night halts are at Heritage properties at Bikaner,

Jaisalmer, and Pushkar & Jaipur.

The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party will

follow the prize distribution ceremony.

The event is growing in popularity and stature every year and is attracting the best drivers and

teams from across India and in 2007 for the first time from the Asia Pacific region of the Far

East and Australia. For 2007, entries in the PRO part of the event are strictly limited to 25 out

of which 5 entries are reserved for the Armed Forces. The event also features a fun and

navigation rally run concurrently with the main event. Entries in this NAV are open to all

makes and models of 4 wheelers.

The event has always run with the highest safety standards conforming with the international

specifications of the International Automobile Federation (FIA) and enjoys a perfect safety

record over the last four years. Two life-saving ambulances with trauma specialist medical

teams accompany the event.

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Over 8 ambulances along the route will further supplement the safety effort. The rally will be

monitored for its entire duration by over thirty radio-equipped cars. More than a hundred

volunteers will ensure safe passages of the event, most of them are rally and motor sport

veterans.

MARUTI SUZUKI AUTOCROSS

The Maruti Suzuki Autocross is organized in major cities in the country. This motor sport event

is designed to provide an experience of rallying in a controlled environment. Various driving

stages during the event help the participant develop a sense of timing, judgment and also an

ability to evaluate vehicle handling patterns at given speeds. All these skills are very critical for

any motor sport enthusiast in case he or she desires to participate in a professional motor sportevent.

The Maruti Suzuki Autocross is open to both, professional and amateur motor sport enthusiasts.

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6.2. Responses regarding whether the respondents are satisfied with the infrastructure of

organization

Table 6.2

Graph 6.2

response regarding whether respondents are

satisfied with infrastructure

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

p

ercentage

no. of

respondents

Above table shows that 70% respondents are satisfied with infrastructure and 30% are

dissatisfied with infrastructure of SEVA.

It can be interpreted that 30% are not satisfied with infrastructure which not more in number.

Satisfaction level No. Of respondents Percentage

Strongly satisfied 50 50

Satisfied 20 20

Slightly satisfied 10 10

Dissatisfied 16 16

Strongly dissatisfied 4 4

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6.3. Responses regarding whether the respondents are satisfied with the canteen facility

provided by organization.

Table 6.3



Satisfied 17 17


Dissatisfied 9 9Strongly dissatisfied 3 3

Graph 6.3

responses regarding whether the respondents

are satisfied with canteen facility

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percenta

ge

no. of respondents

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Above table shows that 88% employees are satisfied with the canteen facility provided by the

organization. Only 12% employees are not satisfied with canteen facility.

6.4.Responses regarding whether the respondents are satisfied with the implementation of

rules and responsibilities.

Table 6.4



Satisfied 23 23


Dissatisfied 11 11


Graph 6.4

responses regarding whether respondents are

satisfied with implimentation of rules and

responsibilities

0

10

20

30

40

50

60

sto

ngly

satisfie

d

satis

fied

slig

htly

satisfie

d

diss

atisfie

d

stron

glydiss

atisfie

d

satisfaction level

percentage

no. of respondents

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Above table shows that 84% employees are satisfied with implementation of rules and

responsibilities. And 16% of respondents are not seems to be satisfied with the implementing

rules and responsibilities.

6.5. Responses regarding whether the respondents are satisfied with the freedom given at

work.

Table 6.5



Satisfied 36 36Slightly satisfied 14 14

Dissatisfied 16 16


Graph 6.5

responses regarding respondents are

satisfied with the freedom at work

0

5

10

15

20

25

30

35

40

stonglysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

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Above table shows that 80% respondents are happy with the freedom at work given by

management but only 20% of respondents are not satisfied with freedom given at work place.

6.6. Responses regarding whether the respondents are satisfied with the team spirit in

organization

Table 6.6



Satisfied 21 21

Slightly satisfied 7 7Dissatisfied 16 16


Graph 6.6

responses whether respondents are satisfied

with equal treatment to all

0

10

20

30

40

50

60

ston

glysatisfie

d

satisfie

d

slightlysa

tisfie

d

dissa

tisfie

d

strongly

dissa

tisfie

d

satisfaction level

percentage

no. of respondents

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Above table shows that 80% employees are satisfied with team sprit built in organization and

other employees are not satisfied with team spirit in the organization.

6.7 Responses regarding whether the respondents are satisfied with convenient working

hours

Table 6.7



Satisfied 41 41


Dissatisfied 23 23


Graph 6.7

responses whether respondents are satisfied with

convinient working hours

05

1015202530354045

stong

lysatisfie

d

satis

fied

slightl

ysatis

fied

dis

satis

fied

stro

nglyd

issatis

fied

satisfaction level

percentage

no. of respondents

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Above table shows that 20% employees strongly feels that the working hours decided by

organization are most convenient for them. Other 52% employees are satisfied with these

working hours. And only 28% employees are not much satisfied with the working hours.


Table 6.8



Satisfied 18 18


Dissatisfied 12 12


Graph 6.8

responces whether respondents are satisfied with

job security

0

5

10

15

20

25

30

35

4045

50

ston

glysatis

fied

satis

fied

sligh

tlysatisfie

d

diss

atisfie

d

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

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Above table shows that only 31 % employees are satisfied with the job security. And remaining

69% of employees are not satisfied with the job security provided by the organization.

6.9 Responses regarding whether the respondents are satisfied with the targets achievable

Table 6.9



Satisfied 21 21


Dissatisfied 4 4


Graph 6.9


with the targets achievable

0

10

20

30

40

50

60

70

stong

lysatisfie

d

satis

fied

slight

lysatisfie

d

dis

satis

fied

stronglyd

issatis

fied

satisfaction level

percentage

no. of respondents

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Above table shows that 96% employees are strongly in favor that the targets given are

achievable and only 4% are not feels that the targets given are achievable.


achievable

Table 6.10



Satisfied 22 22

Slightly satisfied 4 4Dissatisfied 20 20


Graph 6.10

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responses hether respondents are satisfied with

payments as per their roles and responsibility

05

101520253035404550

stonglysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

stro

nglydis

satis

fied

satisfaction level

percentage

no. of respondents

v

Above table shows that only 35% employees are satisfied with the payment as per their roles

and responsibility and remaining 65% are not satisfied with the payment according to their

roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with the opportunities of

promotions

Table 6.11



Satisfied 14 14


Dissatisfied 26 26


Graph 6.11

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with opportunities of promotion

0

5

10

15

20

25

30

35

4045

50

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Only 22% of the employees are satisfied with the opportunities of promotions given by

organization. And most of the employees nearly 78% are not satisfied with opportunities of

promotions.

6.12. Responses regarding whether the respondents are satisfied with the payment of

salary on time

Table 6.12



Satisfied 16 16


Dissatisfied 32 32


Graph 6.12

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responses whether the employees are satisfied

with the payment of salary on time

05

10152025

303540

4550

strongly

satis

fied

saisf

ied

slightly

satis

fied

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Above table shows that 60% of employees are satisfied with the payment of salaries on time.

Only 40% of the employees are not much satisfied with the payment of salaries on time.

6.13. Responses regarding whether the respondents are satisfied with the quality of

formal training and induction program

Table 6.13



Satisfied 36 36


Dissatisfied 14 14


Graph 6.13

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are satisfied with the quality of training and

induction program

0

5

10

15

2025

30

35

4045

Strongly

satisfie

d

Satis

fied

Slightly

satisfie

d

Dis

satis

fied

Strongly

dis

satis

fied

satisfaction level

percantage

No. Of respondents

From the above table it shows that 76% of the respondents are satisfied with the quality of

training and induction program and only

6.14. Responses regarding whether the respondents are satisfied with the quality of in-

house training

Table 6.14



Satisfied 19 19


Dissatisfied 20 20


Graph 6.14

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are satisfied with quality of in house training

0

10

20

30

40

50

60

strongly

satis

fied

saisf

ied

slightly

satis

fied

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Above table shows that 86% of the respondents are satisfied with in house training held by the

management. And only 24% of respondents are not satisfied with the quality of in house

training.

6.15. Responses regarding whether the respondents are satisfied with the period of

training

Table 6.15



Satisfied 23 23



Graph 6.15

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responses regarding whether the respondents are

satisfied with period of training

0

5

10

1520

25

strongly

satis

fied

saisf

ied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Above table shows that 12% are strongly satisfied with the training program 41% of

respondents are satisfied with the period of training but 37% of respondents are not satisfied

with the period of training.

6.16 Responses regarding whether the respondents are satisfied with the proper and

proactive HR division

Table 6.16

Satisfaction Level No. Of Respondents Percentage


Satisfied 18 18



Graph 6.16

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are satisfied with the proper and proactive HR

division

0

1020

30

40

50

607080

strongly

satisfie

d

saisfie

d

slightly

satisfie

d

diss

atisfie

d

strongly

diss

atisfie

d

satisfaion level

percentage

no. of respondents

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

Only 8% of the respondents are not satisfied with the proactive and proper HR division, which

is very negligible in number.

6.17 Responses regarding whether the respondents are satisfied with the performance

appraisal system

Table 6.17

Satisfaction level No. Of respondents PercentageStrongly satisfied 62 62

Satisfied 28 28



Graph 6.17

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responses regarding whether the

respondents are satiosfied with the

performance ap[praisal system

0

10

20

30

40

50

6070

strongly

satisfie

d

saisfie

d

slightly

satis

fied

diss

atisfie

d

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

Above table shows that 90% respondents are satisfied with the performance appraisal system

and only 10% of the respondents are not much satisfied with the performance appraisal system

implemented in organization.

6.18 Responses regarding whether the respondents are satisfied with the performance

appraisal system

Table 6.18


Strongly Satisfied 69 69

Satisfied 19 19

Slightly Satisfied 6 6

Dissatisfied 4 4Strongly Dissatisfied 2 2

Graph 6.18

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are satisfied with the office events and parties

0

10

20

30

40

50

6070

80

strongly

satis

fied

saisfie

d

slightly

satis

fied

diss

atisfie

d

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

Above table shows that the 69% of respondents are strongly satisfied with the office events and

parties organized by the organization. 25% of respondents are satisfied with these events and

only 6% of respondents are not satisfied with the events organized by the management

6.19 Responses regarding whether the respondents are satisfied with the celebration of

employees birthday

Table 6.19



Satisfied 16 16


Dissatisfied 0 0

Strongly Dissatisfied 0 0

Graph 6.19

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are satisfied with the employees birthdays

remembered & celebrated

0102030405060708090

strongly

satis

fied

saisf

ied

slightly

satis

fied

dissatis

fied

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

Above table shows that nearly all the respondents are satisfied with the employees birthday

remembered and celebrated in the organization. No one seems to be dissatisfied with the

celebration of the employees birthdays.

6.20 Responses regarding whether the respondents are satisfied with forum for face-to-

face communication

Table 6.20



Satisfied 22 22


Dissatisfied 37 37

Strongly Dissatisfied 14 14

Graph 6.20

69


70/77


71/77


72/77


are satisfied with the positive acceptance of

employees suggestions

05

1015202530

3540

4550

strongly

satis

fied

saisf

ied

slightly

satis

fied

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Above table shows that the 26% of the respondents are satisfied with the positive acceptance of

the suggestions given by the respondents but most of the respondents 70% are dissatisfied with

this point.

6.23 Responses regarding whether the respondents are satisfied with management keeps

promises

Table 6.23



Satisfied 14 14


Dissatisfied 6 6Strongly Dissatisfied 0 0

Graph 6.23

72


73/77


are satisfied with the management keeps

promises

0

10

20

30

40

50

60

70

80

strongly

satisfie

d

saisfie

d

slightly

satis

fied

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

Above table shows that 90% of the respondents are satisfied with the management keeps

promises and only 10% of the respondents are dissatisfied with the thing that the management

keeps promises.

CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation of the primary data

regarding the job satisfaction of the employees of SEVA Automotive private limited,

Nagpur.

From the analysis and interpretation, it is concluded that most of the employees are

satisfied with the workplace and only few employees are not satisfied with the

workplace, which are negligible in number. And similarly in case of infrastructure most

of the employees are satisfied and very small number of employees are not happy with

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the infrastructure of SEVA and the canteen facilities. It means the workplace and infra

structure of SEVA is good or satisfactory.

It is concluded that near about all the employees are satisfied with implementation of

rules and responsibilities. And only some of them are not seems to be satisfied with the

implementing rules and responsibilities. Therefore it shows that implementation of rule

and responsibility is done fairly.

From the study it is clear that the higher percentage of employees are happy with the

freedom at work given by management but only some of them are not feeling satisfied

with the freedom given at work place.

According to analysis and interpretation, most of the employees are satisfied with the

team spirit built in organization and only few are not happy with team spirit in the

organization. From this it seems that the team spirit in the organization is strong.

This study shows that only few employees strongly feel that the working hours decided

by organization are most convenient for them. Other is not in favor with these working

hours. So it is clear that the management kept the main consideration about working

conditions and the hours, which satisfies the employees.

The study shows that very small numbers of employees are satisfied with the job

security. And remaining most of the employees are not satisfied with the job

security provided by the organization. Hence from this analysis it is cleared that there is

feeling of fear of job loss in the employees of SEVA.

An analysis shows that employees are strongly in favor that the targets given are

achievable and only are not feels that the targets given are achievable. Hence the targets

set by management are achievable.

From the analysis it is concluded that very small number of employees are satisfied withthe payment as per their roles and responsibility and remaining all are not satisfied with

the payment according to their roles and responsibilities. Hence from this analysis it can

be cleared that payment according to roles and responsibilities are not much satisfied.

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Only little number of the employees is satisfied with the opportunities of promotions

given by organization. It shows that the employees do not have any growth of

opportunities. Analysis shows that the payment of salary is made always on time.

From the analysis and interpretation it is clear that very large number of the respondents

are satisfied with the quality of training and induction program and in house training

held by the management. And few are not satisfied with the quality of in house training.

But the period of training is not satisfactory to the employees.

From the analysis it is clear that HR division is most satisfactory to all employees only

few are not satisfied with the HR division in the company.

In case of performance appraisal system and the office events and parties organized by

the organization near about all the employees are satisfied. The birthdays of all the

employees are remembered and celebrated in the organization.

It is concluded that the employees are not much satisfied with the forum for face-to-face

communication. From the analysis it is clear that half of the employees are satisfied and

other half are not satisfied with the encouragement given to the suggestions of the

employees. But only few thinks that there is positive acceptance of the suggestions

given by the employees. From the analysis it is clear that management keeps all the

promises.

SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given as

under:

In case of working hours decided by the organization are not convenient for the

employees of SEVA Automotive Private Limited, Nagpur. The working hours are 10

hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours.

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The criteria for Job security is not much satisfactory so management have concentrate

on job security of employees so that they can work without fear of job loss in the

organization.

Opport

Documents

Job Satisfaction a Case Study of SEVA Automotive Private