Job satisfaction of automobile employees

5/20/2018 Job satisfaction of automobile employees

1/76

Page 1of 76

A STUDY ON HR PARCTICES ADOPTED AT IB MOTORS

LTD.

WITH SPECIAL REFERENCE TO JOB SATISFICATION

Project report by,

Ansari Mo Mustak Jannathusen, Trivedi Vinit

MBA {H.R.}JAYSUKHLAL VADHAR INSTITUTE OF MANAGEMENT STUDIES (JVIMS)

BIPIN T. VADHAR COLLEGE OF MANAGEMENT


2/76

Page 2of 76

A STUDY ON HR PARCTICES ADOPTED AT IB MOTORS

LTD.

WITH SPECIAL REFERENCE TO JOB SATISFICATION

SUBMITTED BY

Anasari Mo Mustak, Trivedi Vinit

MBA Sem-III

Guided by

(Assistant Prof. Ashish Nathwani)

ACADEMIC YEAR

2011-2012

SUBMITTED TO

JAYSUKHLAL VADHAR INSTITUTE OF MANAGEMENT STUDIES (JVIMS)

BIPIN T. VADHAR COLLEGE OF MANAGEMENT

JAMNAGAR

AFFILIATED TO

GUJARAT TECHNOLOGICAL UNIVERSITY

AHMEDABAD


3/76

Page 3of 76

CERTIFICATE

This is to certify that Mr/Mis s/Mr s. _____________________ hascompleted

his/her Comprehensive Project as a partial fulfillment of M.B.A. program for

the academic year 2011-2012.

The student has shown immense interest in the subject and the study was

carried out with total devotion.

Prof.Ashok Batwa Dr. K. J. Thankachan

(Project Guide) (Director)

Submission : In time / Late


4/76

Page 4of 76

DECLARATION

I undersigned ________________ a student of MBA 3rd semester, declare that

I have prepared this dissertation on (title") guided by Prof. (Name of faculty)

of JVIMS.

I also declare that this dissertation is my own preparation and not copied from

anywhere else.

(Signature)

___________

Student's Name

En. No.:

(Note: - This declaration is to be signed by student)


5/76

Page 5of 76

PREFACE

Management is a vast field w herein only theoretical knowledge does not suffice. It is more

of application of theoretical knowledge into practical aspects to find solutions to the

management problems. With the very motive of giving the students a practical exposure of

corporate world Gujarat Technological University have included the summer internship

programmes as a part of curriculum. It helps one to understand various challenges faced in

the industry and also helps to instill the qualities that are required to cope with these

challenges. It gives an exposure to students to real life business environment.

To fulfill this objective I have been given an opportunity to undergo training with IB

MOTORS, JAMNAGAR. This project is prepared to understand the practical approach

towards human resource practices. This project considers the Human resource Practices inan Automobile outlet.

Excellence activities with a survey of one of the Job Satisfaction.


6/76

Page 6of 76

ACKNOWLEDGEMENT

Every human being to whichever walk of life he belongs seeks success in whatever he does.

But he cannot earn success without help of some forces which work in the background forhim. I would like to take this opportunity to give credit to all such forces that helped me to

achieve success in my project report.

I consider myself extremely fortunate for being given an opportunity to undergo my project A

STUDY ON HR PARCTICES ADOPTED AT IB MOTORS JAMNAGAR. WITH

SPECIAL REFERENCE TO JOB SATISFACTION. I am especially thankful to Mr. Rupesh

Chauhan manager of the outlet, for giving me permission, guidance and supervision tocommerce my training, sparing time, despite his busy schedule.

I owe a great deal of thanks to the other staff of IB MOTORS JAMNAGAR; to Miss.Vaishali

Mam, Mrs. Bhavisha Mam, Miss. Apexa Shanghani for giving me the confidence, support

and valuable suggestion in the completion of project work.

I am fortunate to have a guide like, Prof. Ashish Nathwani without whose guidance and

support the project would not have been possible. So my first and foremost thank goes to

him. I express my sincere thanks to the course director, Dr. K. J. Thanakachan & Dy.Director

Dr. Ajay Shah who permitted me to carry out my project report.


7/76

Page 7of 76

INDEX

Sr.

No.TITLE Page

Number

01Project title

102 Preface 5

03 Acknowledgement 6

04 Company profile IB MOTORS LTD.

JAMNAGAR

9

05 Organization chart 11

06 IB group business 13

07 SWOT analysis 15

08 Overview of Job Satisfaction 16

09 Theories of Job Satisfaction 36

10 Research methodology 3911 Objective of Study 43

12 Data analysis & Interpretation 48

13 Findings 68

14 Suggestions 69

15 Limitations of the study 70


8/76

Page 8of 76

Company Prof i le


9/76

Page 9of 76

Company Profile

ISHWARDAS BECHARDAS PATEL GROUP

The IB Motors Is a Retail Outlet of TATA MOTORS PVT.LTD, involved in selling ofselling of Passengers cars Luxurious cars & utility Vehicle. This retail outlet of Established in

the year of 2008

What distinguishes IB motors from other is one of the well-planned plant layout and modernequipment. We have at rapidly growing city of Jamnagar which is very well connected bytrain, air and road.

IB MOTORS JAMNAGAR Is the only retail outlet of TATA MOTORS Jamnagar. Theowner of IB motors is Mr.Vishnubhai patel.

They considered start a automobile retail outlet, and them they collected all the informationregarding automobile industry and its market.

They think that in such region there are less no. of automobile retail outlet by continuousefforts they got a success to get permission to start this automobile retail outlet in 2008, withtechnological assistance of IB MOTORS JAMNAGAR. In its initial stage the IBMOTORS incurred losses.

This company earned losses for one year. After this period, the sun drawn out & a blanket ofdarkness removed, now this outlet is earning handsome profit.


10/76

Page 10of 76

ORGANIZATION CHART

IB

MOTORS

Sales

Dept.

Services

Dept.

Accident

Dept.

Accesories

Dept.

Assured

Dept.


11/76

Page 11of 76

DEPARTMENTS OF IB MOTORS

1) Sales Dept.2) Services Dept.3) Accident Dept.4) Accessories Dept.5) Assured Dept.

Sales Dept:--Selling of UV-Selling Passenger Car-Selling Nano

Services Dept:--After Sales Services

Accident Dept:-

-Claims & Emergency vehicle crane

Accessories Dept:--Cars Related Accessories selling & Fitting

Assured Dept:--Exchange Of Cars & True Value of your old cars-Selling Of Old Cars


12/76

Page 12of 76

IB GROUPS BUSINESS

IB COURIERIB MOTORS

JAMNAGAR

SUZUKI TWO

WHEELERS

RAJKOT

IB NISSAN

RAJKOT

IB NISSAN

GANDHIDHAM

NISSAN CENTRAL

AHMEDABAD

JK HONDA

RAJKOT


13/76

Page 13of 76

ACHIEVEMENTS

IB Motors is only retail outlet of TATA MOTORS selling car of TATA MOTORS in

Jamnagar.

After years of hard work, it has been successful in capturing a large part of market,

now it has regular customers and it is earning handsome profits.

The units have monopolistic market in Jamnagar to be particular.

IB MOTORS is successful in providing standard after sales services by using latest

technological equipments available in market.

The major achievement of IB MOTORS is that their market value has been increase.


14/76

Page 14of 76

BRANDING BEGINS WITH EMPLOYEES


15/76

Page 15of 76

SWOT ANALYSISSTRENGTH:

Large domestic market

Qualified personnel quick on technology absorption.

Sustainable labor cost advantage

Motivated sales & service team.

WEAKNESS:

Low labor productivity.

High interest of cost and high overheads.

Rising cost of production.

Low investment in research and development.

OPPORTUNITIES:

Commercial vehicles.

Increase income level of individual.

Future expectation of cut in excise duty.

Rising rural demand.THREATS:

Cut throat competition.

Some advanced technology.

Rising interest rates.


16/76

Page 16of 76

JOB SATISFACTION

AN OVERVIEW
http://www.123rf.com/photo_2326996.html


17/76

Page 17of 76

INTRODUCTION

Job satisfaction is not the same as motivation. It is more if an attitude,

an internal state of the person concerned. It could, for example, be associated with a personal

feeling of achievement

Job satisfaction is an individuals emotional reaction to the job itself. It is

his attitude towards his job.

DEFINITIONS:Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.

-Robert L. Kahn

Job satisfaction is a general attitude towards ones job: the difference between the amount

of reward workers receive and the amount they believe they should receive.

-P. Robbins

Job satisfaction defines as The amount of overall positive affect (or feeling) that individuals

have toward their jobs.

-Hugh J. Arnold and Daniel C. Feldman

Job satisfaction is the amount of pleasure or contentment associated with a job. If you like

your job intensely, you will experience high job satisfaction. If you dislike your job intensely,

you will experience job dissatisfaction. By Andrew J DuBrins, The practice of

supervision, New Delhi Job satisfaction is one part of life satisfaction. The environment

influences the job. Similarly, since a job is important part of life, job satisfaction influences

ones general life satisfaction. Manager may need to monitor not only the job and immediate

work environment but also their employees attitudes towards other part of life.


18/76

Page 18of 76

RELATED ELEMENT OF LIFE SATISFACTION

JOB FAMILY

POLITICS LIFE LEISURE

Human life has become very complex and completed in now-a-days. In modern society the

needs and requirements of the people are ever increasing and ever changing. When the people

are ever increasing and ever changing, when the peoples needs are not fulfilled they become

dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job

satisfaction of industrial workers us very important for the industry to function successfully.

Apart from managerial and technical aspects, employers can be considered as backbone of

any industrial development. To utilize their contribution they should be provided with good

working conditions to boost their job satisfaction. Any business can achieve success and

peace only when the problem of satisfaction and dissatisfaction of workers are felt

understood and solved, problem of efficiency absenteeism labour turnover require a social

skill of understanding human problems and dealing with them scientific investigation serves

the purpose to solve the human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.


19/76

Page 19of 76

PAY

Wages do play a significant role in determining of satisfaction. Pay is instrumental in

fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and

provides the means to enjoy valued leisure interest outside of work. More over, pay can serve

as symbol of achievement and a source of recognition. Employees often see pay as a

reflection of organization. Fringe benefits have not been found to have strong influence on

job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how

satisfied employees are with their jobs. By and large, workers want jobs that are challenging;

they do want to be doing mindless jobs day after day. The two most important aspect of the

work itself that influence job satisfaction are variety and control over work methods and work

place. In general, job with a moderate amount of variety produce the most job satisfaction.

Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much

variety and stimulation cause workers to feel psychologically stressed and burnout.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A promotion to a

higher level in an organization typically involves positive changes I supervision, job content

and pay. Jobs that are at the higher level of an organization usually provide workers with

more freedom, more challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive personalrelationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making,

employee who participates in decision that affect their job, display a much higher level of

satisfaction with supervisor an the overall work situation.


20/76

Page 20of 76

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to

individual employees. The working groups also serve as a social support system of

employees. People often used their co-workers as sounding board for their problem of as a

source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater physical comfort.

The working conditions are important to employees because they can influence life outside of

work. If people are require to work long hours and / or overtime, they will have very little felt

for their families, friends and recreation outside work.

DETERMINANTS OF JOB SATISFACTION:

While analyzing the various determinants of job satisfaction, we have to keep in mind that:

all individuals do no derive the same degree of satisfaction though they perform the same jobin the same job environment and at the same time. Therefore, it appears that besides the

nature of job and job environment, there are individual variables which affect job satisfaction.

Thus, all those factors which provide a fit among individual variables, nature of job, and

situational variables determine the degree of job satisfaction. Let us see what these factors

are.


21/76

Page 21of 76

INDIVIDUAL FACTORS:

Individuals have certain expectations from their jobs. If their expectations are met from the

jobs, they feel satisfied. These expectations are based on an individuals level of education,

age and other factors.

LEVEL OF EDUCATION:

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between the level

of education, particularly higher level of education, and job satisfaction. The possible reason

for this phenomenon may be that highly educated persons have very high expectations from

their jobs which remain unsatisfied. In their case, Peters principle which suggests that every

individual tries to reach his level of incompetence, applies more quickly .

AGE:

Individuals experience different degree of job satisfaction at different stages of their life. Job

satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,

and finally dips to a low degree. The possible reasons for this phenomenon are like this.

When individuals join an organization, they may have some unrealistic assumptions about

what they are going to drive from their work. These assumptions make them more satisfied.

However, when these assumptions fall short of reality, job satisfaction goes down. It starts

rising again as the people start to assess the jobs in right perspective and correct their

assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down

because of fear of retirement and future outcome.

OTHER FACTORS:

Besides the above two factors, there are other individual factors which affect job satisfaction.

If an individual does not have favourable social and family life, he may not feel happy at the

workplace. Similarly, other personal problems associated with him may affect his level of job

satisfaction. Personal problems associated with him may affect his level of job satisfaction.


22/76

Page 22of 76

NATURE OF JOB:

Nature of job determines job satisfaction which is in the form of occupation level and job

content.

OCCUPATION LEVEL:

Higher level jobs provide more satisfaction as compared to lower levels. This happens

because high level jobs carry prestige and status in the society which itself becomes source of

satisfaction for the job holders.

For example, professionals derive more satisfaction as compared to salaried people: factory

workers are least satisfied.

JOB CONTENT:

Job content refers to the intrinsic value of the job which depends on the requirement of skills

for performing it, and the degree of responsibility and growth it offers. A higher content of

these factors provides higher satisfaction. For example, a routine and repetitive lesser

satisfaction; the degree of satisfaction progressively increases in job rotation, job

enlargement, and job enrichment.

SITUATIONAL VARIABLES:

Situational variables related to job satisfaction lie in organizational context formal and

informal. Formal organization emerges out of the interaction of individuals in the

organization. Some of the important factors which affect job important factors which affect

job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace

and associated facilities for performing the job determine job satisfaction. These work in two

ways. First, these provide means job performance. Second, provision of these conditions


23/76

Page 23of 76

affects the individuals perception about the organization. If these factors are favourable,

individuals experience higher level of job satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type of supervision; the degree of

importance attached to individuals varies. In employee-oriented supervision, there is more

concern for people which is perceived favourably by them and provides them more

satisfaction. In job oriented supervision, there is more emphasis on the performance of the job

and people become secondary. This situation decreases job satisfaction

.

3. Equitable rewards:

The type of linkage that is provided between job performance and rewards determines thedegree of job satisfaction. If the reward is perceived to be based on the job performance and

equitable, it offers higher satisfaction. If the reward is perceived to be based on

considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and work

environment by they also attach importance to opportunities for promotion that these job

offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction .

1. Work group: Individuals work in group either created formally of they develop on

their own to seek emotional satisfaction at the workplace. To the extent such groups

are cohesive; the degree of satisfaction is high. If the group is not cohesive, job

satisfaction is low. In a cohesive group, people derive satisfaction out of their

interpersonal interaction and workplace becomes satisfying leading to job satisfaction .


24/76

Page 24of 76

EFFECT OF JOB SATISFACTION

Job satisfaction has a variety of effects. These effects may be seen in the context of an

individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental

health. Since job satisfaction is a type of mental feeling, its favorableness or

unfavourablesness affects the individual psychologically which ultimately affects his physical

health.

For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical

health result from psychologically harmful jobs. Further, since a job is an important part of

life, job satisfaction influences general life satisfaction. The result is that there is spillover

effect which occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when satisfaction

decreases, productivity decreases. The basic logic behind this is that a happy worker will put

more efforts for job performance. However, this may not be true in all cases.

For example, a worker having low expectations from his jobs may feel satisfied but he may

not put his efforts more vigorously because of his low expectations from the job. Therefore,

this view does not explain fully the complex relationship between job satisfaction and

productivity.


25/76

Page 25of 76

The another view: That is a satisfied worker is not necessarily a productive worker explains

the relationship between job satisfaction and productivity. Various research studies also

support this view.

This relationship may be explained in terms of the operation of two factors: effect of job

performance on satisfaction and organizational expectations from individuals for job

performance.

1. Job performance leads to job satisfaction and not the other way round. The basic factor for

this phenomenon is the rewards (a source of satisfaction) attached with performance. There

are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job itself

which may be in the form of growth potential, challenging job, etc. The satisfaction on such a

type of reward may help to increase productivity. The extrinsic reward is subject to control by

management such as salary, bonus, etc. Any increase in these factors does not help to

increase productivity though these factors increase job satisfaction.

1. A happy worker does not necessarily contribute to higher productivity because he

has to operate under certain technological constraints and, therefore, he cannot go

beyond certain output. Further, this constraint affects the managements expectations

from the individual in the form of lower output. Thus, the work situation is pegged to

minimally acceptable level of performance. However, it does not mean that the job

satisfaction has no impact o productivity. A satisfied worker may not necessarilylead to increased productivity but a dissatisfied worker leads to lower productivity.

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the workplaceeither unexcused absence due to some avoidable reasons or long absence due to some

unavoidable reasons. It is the former type of absence which is a matter of concern. This

absence is due to lack of satisfaction from the job which produces a lack of will to work and

alienate a worker form work as for as possible. Thus, job satisfaction is related to

absenteeism.


26/76

Page 26of 76

HIGH

TURNOVER

JOB ABSENCES

SATISFACTION

LOW

LOW HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given

period of time. When an individual feels dissatisfaction in the organization, he tries to

overcome this through the various ways of defense mechanism. If he is not able to do so, he

opts to leave the organization. Thus, in general case, employee turnover is related to job

satisfaction. However, job satisfaction is not the only cause of employee turnover, the othercause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is

very high in India. However, these professionals leave their organizations not simply because

they are not satisfied but because of the opportunities offered from other sources particularly

from foreign companies located abroad.


27/76

Page 27of 76

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job

satisfaction is affected by a wide range of variables relating to individual, social, cultural,

organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

FACTORS FACTOR FACTOR FACTOR

Individual:- Personality, education, intelligence and abilities, age, marital status,

orientation to work.

Social factors:-Relationship with co-workers, group working and norms,

opportunities for interaction, informal relations etc.

Organizational factors:-Nature and size, formal structure, personnel policies and

procedures, industrial relation, nature of work, technology and work organization,

supervision and styles of leadership, management systems, working conditions.

Environmental factors:-Economic, social, technical and governmental influences.

Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of circumstances

but not necessarily in others. Some workers may be satisfied with certain aspects of their

work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ

from person to person.


28/76

Page 28of 76

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job

satisfaction study importance can be understood by the answer of the following question

Is there room for improvement?

Who is relatively more dissatisfied?

What contributes to the employee satisfaction?

What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned properly

and administered, they will usually produce a number of important benefits, such as-

It gives management an indication of general levels of satisfaction in a company. Surveys

also indicate specific areas of satisfaction or dissatisfaction as compared to employee services

and particular group of employee.

It leads to valuable communication brought by a job satisfaction survey. Communication

flow in all direction as people plan the survey, take it and discuss the result. Upward

communication is especially fruitful when employees are encouraged to comment about what

is on their minds instead of merely answering questions about topics important to

management.

as a survey is safety value, an emotional release. A chance to things gets off. The survey is an

intangible expression of managements interest in employee welfare, which gives employees

a reason to feel better towards management.

Job satisfaction surveys are a useful way to determine certain training needs.

Job satisfaction surveys are useful for identifying problem that may arise, comparing the

response to several alternatives and encouraging manager to modify their original plans.

Follow up surveys allows management to evaluate the actual response to a change and study

its success or failure.


29/76

Page 29of 76

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth

and producesanxiety.At the same time,monotonousjobs can erode a worker's initiative and

enthusiasm and can lead to absenteeism and unnecessary turnover. 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

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.. Unhappy employees, who are motivated by

fear of job loss, will not give 100 percent of their effort for very long. Though fear is a

powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance

will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved

punctuality and worker morale. Job satisfaction is also linked to a more healthy work force

and has been found to be a good indicator of longevity.And 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 aprerequisite to satisfying or

delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is

quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on

the factory floors. Take away my factories, but leave my people, and soon we will have a new

and better factory"
http://www.answers.com/topic/anxietyhttp://www.answers.com/topic/monotonoushttp://www.answers.com/topic/absenteeismhttp://www.answers.com/topic/punctuality-2http://www.answers.com/topic/longevityhttp://www.answers.com/topic/prerequisitehttp://www.answers.com/topic/prerequisitehttp://www.answers.com/topic/longevityhttp://www.answers.com/topic/punctuality-2http://www.answers.com/topic/absenteeismhttp://www.answers.com/topic/monotonoushttp://www.answers.com/topic/anxiety


30/76

Page 30of 76

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job

satisfaction? Organizations can help to create job satisfaction by putting systems in place that

will ensure that workers are challenged and then rewarded for being successful.

Organizations thataspire to creating a work environment that enhances job satisfaction need

to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities to "put

his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who provides

timely feedback as well ascongenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that

there are many factors that affect job satisfaction and that what makes workers happy with

their jobs varies from one worker to another and from day to day. Apart from the factors

mentioned above, job satisfaction is also influenced by the employee's personal

characteristics, the manager's personal characteristics and management style, and the nature

of the work itself. Managers who want to maintain a high level of job satisfaction in the work

force must try to understand the needs of each member of the work force.

For example, when creating work teams, managers can enhance worker satisfaction by

placing people with similar backgrounds, experiences, or needs in the same workgroup. Also,

managers can enhance job satisfaction by carefully matching workers with the type of work.
http://www.answers.com/topic/aspirehttp://www.answers.com/topic/congenialhttp://www.answers.com/topic/congenialhttp://www.answers.com/topic/aspire


31/76

Page 31of 76

For example, a person who does not pay attention to detail would hardly make a good

inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,

managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate

steps to create a stimulating work environment. One such step is job enrichment. Job

enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.

Job enrichment usually includes increased responsibility, recognition, and opportunities for

growth, learning, and achievement. Large companies that have used job-enrichment programs

to increase employee motivation and job satisfaction.

Good management has the potential for creating high morale, high productivity, and a sense

of purpose and meaning for the organization and its employees. Empirical findings show that

job characteristics such as pay, promotional opportunity, task clarity and significance, and

skills utilization, as well as organizational characteristics such as commitment and

relationship with supervisors and co-workers, have significant effects on job satisfaction.

These job characteristics can be carefully managed to enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will

probably find many more satisfying elements in the work environment. Everett (1995)

suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of theworkplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present situation?
http://www.answers.com/topic/salespersonhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/clarityhttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/clarityhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/salesperson


32/76

Page 32of 76


33/76

Page 33of 76

WORKERS' 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 reward excellent

reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks moreefficiently and effectively. This will relieveboredom and often gets one noticed.

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

organizations and often result 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.

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 helps to give meaning to one's existence, thus

playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.
http://www.answers.com/topic/boredomhttp://www.answers.com/topic/burnouthttp://www.answers.com/topic/burnouthttp://www.answers.com/topic/boredom


34/76

Page 34of 76

Assuring Job Satisfaction

Assuring job satisfaction, over the long-term, requires careful planning and effort both by

management and by workers. Managers are encouraged to consider such theories as

Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a

stimulating, challenging, supportive, and rewarding work environment is vital. Because of the

relative prominence of pay in the reward system, it is very important that salaries be tied to

job responsibilities and that pay increases be tied to performance rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people

experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair,

her promotional opportunities are good, her supervisor is supportive, and her coworkers are

friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91).

Very simply put, if the pleasures associated with one's joboutweigh the pains, there is some

level of job satisfaction
http://www.answers.com/topic/outweighhttp://www.answers.com/topic/outweigh


35/76

Page 35of 76

MODEL OF JOB SATISFACTION


36/76

Page 36of 76

THEORIES OF JOB SATISFACTION

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 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 (when expectations are met) and negatively (when expectations are not met),

compared to one who doesnt value that facet. To illustrate, if Employee A values autonomyin 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.

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

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, and neuroticism. This model states that higher levels of

self-esteem (the value one places on his/her 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)


37/76

Page 37of 76

leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job

satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)

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

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

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

An employees motivation to work is continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to attain personal and

organization goals (Hokinson, Porter, & Wrench, p.133). Motivating factors are those aspects

of the job that make people want to perform, and provide people with satisfaction, for

example achievement in work, recognition, promotion opportunities. These motivating

factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors

include aspects of the working environment such as pay, 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 Hack man & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact. Furthermore, 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 criticized in that it does not specify how motivating/hygiene factors are to be measured.

According to Herzberg following factors acts as motivators:

Achievement,

Recognition,

Advancement,

Work itself,

Possibility of growth, &

Responsibility.

Hygiene factors are:

Company policy & administration,

Technical supervision,
http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4#cite_note-HackmanOldham1976-4


38/76

Page 38of 76

Inter-personal relations with supervisors, peers & Subordinates,

Salary.

Job security,

Personal life,

Working Conditions, &

Status.

Need Fulfillment Theory:

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he

wants & the more he wants something or the more important it is to him, the more satisfiedhe is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need

for personal achievement, social achievement & for influence.

a) Need for personal achievement :

Desires for personal career development, improvement in one's own life standards, better

education & prospects for children & desire for improving one's own work performance.

b) Need for social achievement:

A drive for some kind of collective success is relation to some standards of excellence. It is

indexed in terms of desires to increase overall productivity, increased national prosperity,

better life community & safety for everyone.

c) Need for influence:

A desire to influence other people & surroundings environment. In the works situation, it

means to have power status & being important as reflected in initiative taking and

participation in decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related to

the degree to which one's personal & social needs are fulfilled in the job situation.


39/76

Page 39of 76

Social References - Group Theory:

It takes into account the point of view & opinions of the group to whom the individual looks

for the guidance. Such groups are defined as the 'reference-group' for the individual in that

they define the way in which he should look at the world and evaluate various phenomena in

the environment (including himself). It would be predicted, according to this theory that if a

job meets the interest, desires and requirements of a person's reference group, he will like it

& if it does not, he will not like it.

A good example of this theory has been given by C.L. Hulin. He measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 300

different catalogue order offices. He found that with job conditions held constant job

satisfaction was less among persons living in a well-to-do neighborhood than among those

whose neighborhood was poor. Hulin thus provides strong evidence that such frames of

reference for evaluation may be provided by one's social groups and general social

environment.


40/76

Page 40of 76

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood has a

science of studying how research is done scientifically. In it we study the various steps that all

generally adopted by a researcher in studying his research problem along with the logic behind them.

The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as a scientific & systematic search for pertinent information on a specific

topic. Research is an art of scientific investigation. Research is a systemized effort to gain new

knowledge. It is a careful inquiry especially through search for new facts in any branch of

knowledge. The search for knowledge through objective and systematic method of finding solution

to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a

manner that aims to combine relevance to the research purpose with economy in procedure. In fact,

the research is design is the conceptual structure within which research is conducted; it constitutes

the blue print of the collection, measurement and analysis of the data. As search the design includes

an outline of what the researcher will do from writing the hypothesis and its operational implication

to the final analysis of data.

The design is such studies must be rigid and not flexible and most focus attention on the following 2;


41/76

Page 41of 76

Research Design can be categorized as:

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out new

relationship. Research design is flexible enough to provide opportunity for considering different

aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise

regarding which in depth study can be conducted by management.

TYPES OF RESEARCH

EXPLORATORY

RESEARCH DESIGN

DESCRIPTIVE

&

DIAGNOSTIC

EXPERIMENTAL

RESEARCH DESIGN


42/76

Page 42of 76

DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means of study. Data

collection plays an important role in any study. It can be collected from various sources. I have

collected the data from two sources which are given below:

1. Primary DataPersonal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2. Secondary DataPublished Sources such as Journals, Government Reports, Newspapers and Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to their analyst &

trainees for investigation.

Web sites are also searched to find data.


43/76

Page 43of 76

OBJECTIVE OF THE STUDY


44/76

Page 44of 76

OBJECTIVES

The objective of the study is to find out the satisfaction level of employee in IB MOTORS AT

JAMNAGAR.

To find that whether the employees are satisfied or not.

To analyze the companys working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To study the relationship between the personal factors of the Employee (Income,

Designation, Educational qualification, Gender, etc.,)


45/76

Page 45of 76

RESEARCH METHODOLOGY


46/76

Page 46of 76

SCOPE OF THE STUDY

The scope of the study is very vital. Not only the Human Resource department can use the facts and

figures of the study but also the marketing and sales department can take benefits from the findings

of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees, that they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to plan

their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel

department can use the information to make efforts to avoid such complaints.


47/76

Page 47of 76

SAMPLE SIZE:-

Questionnaire is filled by 100 employees of IB MOTORS AT JAMNAGAR.

The questionnaire was filled in the office and vital information was collected which was then

subjects to:-

Data collection was also done with the help of personal observation.

After completion of survey the data was analyzed and conclusion was drawn.

At the end all information was compiled to complete the project report.


48/76

Page 48of 76

DATA ANALYSIS

&

INTERPRETATION


49/76

Page 49of 76

Table No: 1

Working hours are convenient for me

PERCENT

Strongly agree 34

Agree 32

Neither agree nor disagree 18

Disagree 13

Strongly disagree 3

TOTAL 100

CHART 1

Interpretation:

From the above chart and table it is clearly evident that 34% of the respondents strongly

agree that working hours are convenient from them and 32% agree with that and 18% neither

agree nor disagree and 13% disagree with the working hours and 3% are strongly against

working hours.

0

10

20

30

40

50

60

70

80

90

100

PERCENT

strongly agree

agree

neither agree nordisagree

disagree

strongly disagree

Total


50/76

Page 50of 76

Table No: 2

I'm happy with my work place

PERCENT

Strongly agree 30

Agree 39


Disagree 8

Strongly disagree 5

100

Chart 2

Interpretation:

From the above table it is clear that 30% respondents strongly agree and 39% respondents

agree that they are happy with their work place only 13% disagreed and 18% have no idea

towards their work place.

0

20

40

60

80

100

percent

Strongly agree

Agree


Disagree

strongly disagree

Total


51/76

Page 51of 76

Table No: 3

I feel i have too much work to do

PERCENT

strongly agree 7

Agree 9


Disagree 37

Strongly disagree 22

100

Chart 3

Interpretation:

From the above table it is quite clear that the work load is not high, 37% of the respondents

disagreed with the question I feel I have too much work and another 22% strongly

disagreed, 18% admits they have too much work and 23% have no idea towards this question.

0

20

40

60

80

100

PERCENT

strongly agree

Agree

neither agree nor

disagree

Disagree

strongly disagree

Total


52/76

Page 52of 76

Table No: 4

Safety measures provided by the company

PERCENT

strongly agree 28

Agree 31


Disagree 11

Strongly disagree 6

TOTAL 100

CHART 4

Interpretation:

From the above table it is evident that the safety measures provided by the organizations are

good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24%

neither agreed nor disagreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


53/76

Page 53of 76

TABLE NO. 5

My relationship with my supervisor is cordial

PERCENT

strongly agree 30

Agree 41


Disagree 6

Strongly disagree 7

TOTAL 100

CHART 5

Interpretation:

From the above table it is clear that relationship between employees and their supervisors are

cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%

disagreed and 16% of respondents have neither agreed nor disagreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


54/76

Page 54of 76

TABLE NO 6

My supervisor is not partial

PERCENT

strongly agree 18

Agree 30


Disagree 19


TOTAL 100

CHART 6

Interpretation:

From the above table it is evident that the supervisors are not partial to the employees as 18%

strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly

disagreed this level is quite high compared to other questions.

0

20

40

60

80

100

PERCENT

Agree


Disagree

strongly disagree

Total


55/76

Page 55of 76

TABLE NO 7

My supervisor considers my idea too while taking decision

PERCENT

strongly agree 26

Agree 43


Disagree 2

Strongly disagree 3

TOTAL 100

CHART 7

Interpretation:

From the above table it is clear that 26 and 42% of the respondents agree that supervisors

consider their employees ideas also and only 5% disagreed and 26% neither agreed nor

disagreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


56/76

Page 56of 76

TABLE NO 8

I'm satisfied with the support from my co-workers

PERCENT

strongly agree 21

Agree 47


Disagree 9

Strongly disagree 7

TOTAL 100

CHART 8

Interpretation:

From the above table it is clear that relation with co-workers is quite good as nearly 68% of

the respondents agree that they are satisfied with support from co-workers and only 15%

disagreed and 16% have no answer to this.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


57/76

Page 57of 76

TABLE NO 9

People here have concern from one another and tend to help one another

PERCENT

strongly agree 26

Agree 41


Disagree 9

Strongly disagree 5

TOTAL 100

CHART 9

Interpretation:

From the above table it is clear that in this organization people have concern over each other

as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor

disagreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


58/76

Page 58of 76

TABLE NO 10

I'm satisfied with the refreshment facilities

PERCENT

strongly agree 26

Agree 20


Disagree 15

Strongly disagree 9

TOTAL 100

CHART 10

Interpretation:

From the above table it is clear that 26% employees are strongly satisfied with the

refreshment facilities offered by the company as 15% of respondents disagreed and 9%

strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


59/76

Page 59of 76

TABLE NO 11

We are provided with the rest and lunch room and they are good

PERCENT

strongly agree 16

Agree 34


Disagree 20

Strongly disagree 8

TOTAL 100

CHART 11

Interpretation:

From the above table it is quite evident that 8% strongly disagreed and 20% of the

respondents disagreed and 22% neither agreed nor disagreed and only 50% of the

respondents are satisfied with the rest and lunch room provided.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


60/76

Page 60of 76

TABLE NO 12

The parking space for our vehicles are satisfactory

PERCENT

strongly agree 4

Agree 9


Disagree 32


TOTAL 100

CHART 12

Interpretation:

From the above table it is clear that respondents are not satisfied with the parking facilities

provided by the company as 31% of respondents strongly disagreed and 32% of respondents

disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have

neither agreed nor disagreed.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


61/76

Page 61of 76

Table no 13

I fell I'm paid a fair amount for the work I do

PERCENT

strongly agree 15

Agree 39


Disagree 13

Strongly disagree 8

TOTAL 100

Chart 13

Interpretation:

From the above table it is evident that the respondents are satisfied with their salary as 39%

agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither

agree nor disagree.

0

20

40

60

80

100

percent

strongly agree

Agree


Disagree

strongly disagree

Total


62/76

Page 62of 76

Table no 14

I'm satisfied with the chances for my promotion

PERCENT

strongly agree 27

Agree 43


Disagree 9

Strongly disagree 8

TOTAL 100

Chart 14

Interpretation:

From the above table it is quite clear that employees are satisfied with their chances for

promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly

disagree, 13% neither agree nor disagree.

0

20

40

60

80

100

percent

strongly agree

Agree


Disagree

strongly disagree

Total


63/76

Page 63of 76

Table no 15

I'm satisfied with the allowances provided by the organization

PERCENT

strongly agree 19

Agree 42


Disagree 11

Strongly disagree 7

TOTAL 100

Chart 15

Interpretation:

From the above table it is clear that the employees are satisfied with the allowances and other

benefits provided by the organization as 42% agree and 19% strongly agree. Only 11%

disagree and 7% strongly disagree, 21% neither agree nor disagree.

0

10

20

30

40

50

6070

80

90

100

Frequency

strongly agree

Agree


Disagree

strongly disagree

Total


64/76

Page 64of 76

TABLE NO 16

I feel my boss motivate me to achieve the organizational goals

PERCENT

strongly agree 11

Agree 33


Disagree 22

Strongly disagree 9

TOTAL 100

CHART 16

Interpretation:

From the above table it is evident that employees boss are motivating to achieve

organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high

compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

0

20

40

60

80

100

PERCE3NT

strongly agree

Agree


Disagree

strongly disagree

Total


65/76

Page 65of 76

TABLE NO 17

My supervisor motivates me to increase my efficiency at times when i'm not

PERCENT

strongly agree 18

Agree 44


Disagree 13

Strongly disagree 7

TOTAL 100

CHART 17

Interpretation:

From the above table it is evident that employees boss motivates the employee when he is

unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%

strongly disagree and 7% disagree, 18% neither agree nor disagree.

.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


66/76

Page 66of 76

TABLE NO 18

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

PERCENT

strongly agree 35

Agree 40


Disagree 9

Strongly disagree 6

TOTAL 100

Chart 18

Interpretation:

From the above chart it is clear that 75% respondents are think that they contribute in the

success of a company, 9% respondent disagree from the statement and 6% respondent

strongly disagree from the question.

0

20

40

60

80

100

PERCENT

strongly agree

Agree


Disagree

strongly disagree

Total


67/76

Page 67of 76

Table no 19

Overall I'm satisfied with my job

PERCENT

strongly agree 28

Agree 35


Disagree 12

Strongly disagree 5

TOTAL 100

Chart 19

Interpretation:

From the above table it is evident that Overall satisfactions of the

respondents are good as 35% agree and 28% strongly agree. Only 5%

strongly disagree and 12% disagree and 20% neither agree nor disagree.

0

20

40

60

80

100

percent

strongly agree

Agree


Disagree

strongly disagree

Total


68/76

Page 68of 76

FINDINGS

From the study, the researcher has come to know that most of the respondents have job

satisfaction; the management has taken the best efforts to maintain cordial relationship with

the employees. Due to the working conditions prevailing in this company, job satisfaction of

each respondent seems to be the maximum. From the study, I have come to know that most

of the employees were satisfied with the welfare measures provided by IB MOTORS AT

JAMNAGAR. The employees of IB MOTORS get more benefits compare to other

companies.

The respondents are satisfied with the environment and nature of work factors.

The respondents relationship with the superiors and colleagues are quite good.

The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their superiors in this

organization is reasonable.

The Pay and promotion activities in this organization are also good.

The Respondents are overall satisfied with their job

The Parking facilities provided by the organization are not good thats why most

respondents disagree with this question.

The refreshment facilities are also need to be improved


69/76

Page 69of 76

SUGGESTION AND RECOMANDATION

In the organization most of employees are satisfied with all the facilities provided by

company. But there are some employees also who are not satisfied with the company.

Management should try to convert unsatisfied employees in to satisfied employees. Because

if employee is not satisfied than the he is not able to give his 100% to his work and the

productivity of employee decrease. So management should try to satisfied his employees

because employees are the assets of the company not a liabilities.


70/76

Page 70of 76

LIMITATIONS OF THE STUDY

Limitations are as follows-

Data collected is based on questionnaire.

The number of employees in IB MOTORS AT JAMNAGAR is more, so sample size

is limited by 100.

The information collected by the observation method is very limited.

The result would be varying according to the individuals as well as time.

Some respondents hesitated to give the actual situation; they feared that management

would take any action against them

The findings and conclusions are based on knowledge and experience of the

respondents sometime may subject to bias.


71/76

Page 71of 76

BIBLIOGRAPHY

BOOKS:

Ashwathapa K., Human Resource Management (third edition), TATA

MOTORS Mc Graw Hill

Publication Company Ltd.

Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd.

India, ninth edition

Kothari C.R., Research Methodology, New Delhi; New Age International

Publication, second edition.

Web-Site:-

talentedapps.wordpress.com

careervision.org

next20yrs.in

en.wikipedia.org/wiki/Job_satisfaction

mrp.ase.ro


72/76

Page 72of 76

ANNEXURE


73/76

Page 73of 76

QUESTIONNAIRE

A study on Job Satisfaction of Employees in IB MOTORS AT JAMNAGAR

1. Name:

2. Age:

3. Gender: Male

Female

4. Designation..

Ques1- Working hours are convenient for me-

1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree

Ques2- I am happy with my work place-

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques3- I feel I have too much work to do-



74/76

Page 74of 76

Ques4- Safety measures provided by the company are good-


Ques5- My relationship with my supervisor is cordial-


Ques6- My supervisor is not partial-


Ques7- My supervisor consider my ideas while taking decision-


Ques8- I am satisfied with the support from my coworkers-

1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques9- People here have concern from one another and tend to help-


Ques10- I am satisfied with the refreshment facility-


Ques11- We are provided with the rest and lunch room and they are good-


75/76

Page 75of 76


Ques12- The parking spaces for vehicles are satisfactory-


Ques13- I feel I am paid a fair amount for the work I do-


Ques14- I am satisfied with the chances for my promotion-


Ques15- I am satisfied with the allowances provided by the organization-


Ques16- I feel my boss motivate me to achieve the organizational goals-


Ques17- My supervisor motivate me to increase my efficiency at a time when I am not-


Ques18- I feel my job little impact on the success of the company-


Ques19- Overall I am satisfied with my present job-


76/76

Page 76of 76


Documents

Job satisfaction of automobile employees