Professional Documents
Culture Documents
Job Satisfaction
Job Satisfaction
ON
“JOB SATISFACTION OF EMPLOYEES”
AT
TATA MOTORS
Submitted to
Dissertation Guide:
Mrs POONAM SEN
H O D MBA Deptt.
1
Certificate
This is to certify that this project entitled “JOB SATISFACTION OF EMPLOYEES.” IN” TATA
MOTORS” submitted in partial fulfillment of the requirement for the degree of Master of
business administration of Himachal Pradesh technical University Hamirpur, by
Mr.vikas kumar. A has been executed under my supervision and guidance.
The data reported in it is pure. The assistance and help received during the
course of this investigation has been duly acknowledged. It is further certified that it is
an original piece of work and it is worthy of the consideration for the degree of Master
of business administration.
2
Acknowledgement
I take this opportunity to express my profound debts of gratitude and obligation,
to my esteemed guide Mrs POONAM SEN, H O D MBA Deptt. of abhilashi Institute of
management studies ,ner chowk , for her most valuable help and creative suggestions at
all stages of my work. Her learned advice and guidance always kindled inspiration in the
face of difficulties encountered in the course of this research work.
I would also like to thank almighty God for blessing showered on me during the
completion of Dissertation Report.
I am highly grateful to my all lecturers and dedicated staff of AIMS for their kind
helps from time to time.
I am also thankful to the respondents, all my friends for their kind and valuable
guidance, whom I consulted for my present work.
(VIKAS KUMAR)
3
PREFACE
4
CONTENTS
CONCLUSION 62-62
6. ANNEXURE 65-69
7. BIBLIOGRAPHY 70-70
5
EXECUTIVE SUMMARY
To know about the Job Satisfaction which affect the workings and productivity of the
company. As the objective of my study is to study about Job Satisfaction on the basis of
individual factors, nature of job, situational variables.
Dissertation work has been done on the topic “Job Satisfaction”. The study has been
done in TATA MOTORS JAMMU unit through questionnaire method.
The sample size for the study was 200. Data was gathered through primary resources :
a)personal interview b)questionnaire
and secondary data was collected from records.
6
There are some findings on the basis of the data analysis:
The conclusion of this study is that in this era of cut throat competition, no company can
even survive in the market place without knowing its strengths and weaknesses.
Job satisfaction is an emotion, a feeling, an attitude and a matter of perception. It arises
from the employee’s appraisal of experience at work. It involves likes and dislikes as
well as needs and wants which are internal and external to the employee. As an
employer or leader if you fail to meet them, there is a high probability you will also not
achieve high performance. Creating job satisfaction remains a challenge for many
human resources executives and line executives. By having an experienced business
partner skilled in people relations can greatly help in meeting this challenge. Achieving
high job satisfaction for employees or team members is pre-requisite for becoming a
market leader and champion
7
Company
Profile
8
9
Company Profile
10
Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR
1,65,654 crores (USD 32.5 billion) in 2011-12. It is the leader in commercial vehicles in each
segment, and among the top in passenger vehicles with winning products in the compact,
midsize car and utility vehicle segments. It is also the world's fourth largest truck and bus
manufacturer.
11
The Tata Motors Group's over 55,000 employees are guided by the mission "to be
passionate in anticipating and providing the best vehicles and experiences that excite
our customers globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India.
Over 7.5 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat)
and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up
an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra)
to produce both Fiat and Tata cars and Fiat powertrains. The company's dealership,
sales, services and spare parts network comprises over 3,500 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged
as an international automobile company. Through subsidiaries and associate
companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain, South
Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004, it
acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck
maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched
several new products in the Korean market, while also exporting these products to
several international markets. Today two-thirds of heavy commercial vehicle exports
out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in
Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently
the remaining stake in 2009. Hispano's presence is being expanded in other markets. In
2006, Tata Motors formed a 51:49 joint venture with the Brazil-based, Marcopolo, a
global leader in body-building for buses and coaches to manufacture fully-built buses
and coaches for India - the plant is located in Dharwad. In 2006, Tata Motors entered
into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to
manufacture and market the company's pickup vehicles in Thailand, and entered the
market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with
Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of
Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and
heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports
since 1961. The company's commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia, South
Asia, South America, CIS and Russia. It has franchisee/joint venture assembly operations
in Bangladesh, Ukraine, and Senegal.
The foundation of the company's growth over the last 66 years is a deep understanding
of economic stimuli and customer needs, and the ability to translate them into
customer-desired offerings through leading edge R&D. With over 4,500 engineers,
scientists and technicians the company's Engineering Research Centre, established in
1966, has enabled pioneering technologies and products. The company today has R&D
centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain,
and the UK.
12
It was Tata Motors, which launched the first indigenously developed Light Commercial
Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck. In 2009, the company launched its
globally benchmarked Prima range of trucks and in 2012 the Ultra range of
international standard light commercial vehicles. In their power, speed, carrying
capacity, operating economy and trims, they will introduce new benchmarks in India
and match the best in the world in performance at a lower life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the
Tata Indica, India's first fully indigenous passenger car.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano
has been subsequently launched, as planned, in India in March 2009, and subsequently
in 2011 in Nepal and Sri Lanka. A development, which signifies a first for the global
automobile industry, the Nano brings the joy of a car within the reach of thousands of
families.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.
13
14
PRODU
CT
PROFIL
E
15
Product profile
Passengers vehicle
Commercial vehicle
16
PASSENGERS VEHICLE
Nano
The Tata Nano is a smart, little urban car that is big on space, fuel-efficiency & comfort. A packaging
marvel, it has spacious passenger compartment that seats four full-size adults in total comfort, despite a tiny
exterior size .FEATURES
Fuel Economy
Turning radius:
4 meters
. Ground Clearance: 180
mm
10 attractive
colours
17
Indica
The Tata Indica is your first choice when you need a hard-working hatchback for personal or business use.
Owners love the robust, rugged build, fuel economy and the comfortable ride over rough roads.FEATURES
Immobilizer-
Fuel Cut-Off
Crumple Zones:
Front, Rear &
Sides
HVAC
2 DIN Music
System w/MP3
and USB
Vista
The Tata Indica Vista is a stylish Hatchback thoughtfully designed for families who prefer spacious
vehicles. It is a perfect combination of modern design, well-bolstered - comfortable seats and suspensions
specifically designed for rough road surfaces. FEATURES
Internationally
acclaimed
Quadrajet
(Diesel) & Safire
(Petrol) engines
ABS with EBD
14" Dual Tone
Alloy Wheels
18
Indigo
The Tata Indigo set standards for fuel efficiency, interior space and value for money. The Indigo is your
ideal choice when you need a hard-working sedan for personal or business use. FEATURES
4 inline
Turbocharged &
MPFI engines
with EOBD
ABS with EBD
Manza
The Tata Indigo Manza is a modern sedan, which makes a bold styling statement. Much research has gone
into the perfectly contoured rear seat that gives unmatched comfort. FEATURES
Internationally
acclaimed
Quadrajet
(Diesel) & Safire
(Petrol) engines
i
One Touch
Climate Control
2-DIN Music
System with
Blue 5
19
Sumo
The Tata Sumo is favored by those looking for a trusted, straightforward and low cost-of-ownership driving
experience for transporting work crews and large families. Available in 4X2 and 4X4 versions, the Sumo is an
ideal choice of small business operating on rough terrain FEATURES
Ventilated Front
Disc Brakes
Leather
Wrapped
Steering Wheel
Remote Central
Locking (keyless
entry)
Safari
The Tata Safari - A true-blooded, hard-working SUV features the latest common-rail diesel technology that
promises a responsive and economical drive. The rugged body-on-frame construction guarantees many years
of faithful duty on rough road surfaces .FEATURES
DiCOR 2.2 VTT
Engine
Power: 140 PS
@ 4000 rpm
5 Link
Suspension
20
Aria
The Tata Aria is a modern, spacious crossover for the active family that promises a very comfortable ride
over long distances. The exterior combines the virtues of a large MPV with the sporty look of a SUV. The
interiors are a clean-sheet new design, with focus on space, flexibility and utility. FEATURES
2.2 L DiCOR
Engine with
Dual Mass
Flywheel
Torque: 320 Nm
@ 1700-2700
rpm
5 Link
Suspension with
Coil Spring
21
Commercial
vehicle
Xenon
A perfect blend of performance and economics. FEATURES
2.2L DICOR
Engine (148Ps,
320Nm)
Best in class
fuel economy
High payload
capacity
Telcoline
Discover the perfect blend of utility and aesthetics. FEATURES
Power Packed
(90Ps / 195Nm)
Power Steering
Synchromesh
gears with
Electric Gear-
shift
22
207 DI Ex
The rugged workhorse designed for all kind of load & terrain conditions. FEATURES
Renowned 4SP
Engine
5 Speed
Gearbox
Twin Electric
Fan
Alternator
Mounted
Vaccum Pump
Mini Trucks
Super Ace - Powered to take your business places. FEATURES
70PS Power
135Nm Torque
TCIC engine
Better Earning,
Faster Growth
23
Mini Vans
IRIS - Stylish looks, Comfortable Ride, High on Safety. FEATURES
11HP @
3000rpm
Best in class
fuel efficiency of
27kmpl
Low
maintenance
Heavy Duty
Ease of load
body fitment for
all major
markets
24
Good max
speed for faster
turn around
Tractor Trailers
Low cost solution to movement of over-dimensional cargo & containers. FEATURES
Good max
speed for faster
turnaround
Strong chassis
frame capable
of carrying
heavy loads
Locally
developed
aggregates keep
the
maintenance
cost lower
Tippers (M&H)
Ideal solution for low cost movement of all applications. FEATURES
Ergo pack for
more driver
comfort
Strong chassis
frame capable
for overload
operations also
Low turning
circle diameter
helps in
25
navigations
across short
corners also
Prima
Engine
technology from
Cummins USA
World class
Cabin for better
comfort
Chassis frame
technology from
Metalsa
Euro III, Euro
IV compliant,
and Euro V
ready
BUSES
26
CORPORA
TE
STRATEG
Y
27
1. Corporate Strategy –TATA Motors Group14|Section 4
2. Defining Corporate Strategy
28
Corporate strategy is what makes the corporate whole add
up to more than the sum of its business unit parts
6. Corporate strategy
29
The performance measured based on the performance of
various parameterssuch as product quality, process quality, safety,
cost measures etc.( Behavioralcontrol).
Corporate e-sourcing
Line- P+C=a
Our Mission
Shareholders: To consistently create shareholder value by generating returns in excess of Weighted
Average Cost of Capital (WACC) during the upturn and at least equal to Weighted Average Cost of
Capital (WACC) during the downturn of the business cycle.
Customers: To strengthen the Tata brand and create lasting relationships with the customers by
working closely with business partners to provide superior value for money over the life cycle.
Employees: To create a seamless organization that incubates and promotes innovation, excellence
and
the Tata core values.
Vendor and Channel Partners: To foster a long-term relationship so as to introduce a broad range of
innovative products and services, that would benefit our customers and other stakeholders.
Community: To proactively participate in reshaping the country’s economic growth. To take a
holistic
approach towards environmental protection
31
MISSION
TO,
. Be the most admired multi-national indian car company producing vehicle that people love to buy
. Create an orgnisation that people enjoy working for , doing business with and investing in
PROJEC
T
32
DETAIL
S
33
Job
Satisfaction
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not
at all satisfied" and 5 represents "extremely satisfied").
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job); an affective reaction to one’s job; and an attitude towards
one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out
that researchers should clearly distinguish the objects of cognitive evaluation which
are affect (emotion), beliefs and behaviours. This definition suggests that we form
attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors
Job Satisfaction can be an important indicator of how employees feel about their jobs
and a predictor of work behaviours such as organizational citizenship, absenteeism,
and turnover. Further, job satisfaction can partially mediate the relationship of
personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with
life tend to be satisfied with their job and people who are satisfied with their job tend
to be satisfied with life. However, some research has found that job satisfaction is
not significantly related to life satisfaction when other variables such as nonwork
satisfaction and core self-evaluations are taken into account.
34
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to
researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-academic
management literature. A recent meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r=.18; the average true
correlation, corrected for research artifacts and unreliability, was r=.30. Further, the
meta-analysis found that the relationship between satisfaction and performance can
be moderated by job complexity, such that for high-complexity jobs the correlation
between satisfaction and performance is higher (ρ=.52) than for jobs of low to
moderate complexity (ρ=.29). In short, the relationship of satisfaction to productivity
is not necessarily straightforward and can be influenced by a number of other work-
related constructs, and the notion that "a happy worker is a productive worker"
should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than
job satisfaction. The link between job satisfaction and performance is thought to be a
spurious relationship; instead, both satisfaction and performance are the result of
personality
35
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
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. 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 also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylor’s 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
piecework towards the more modern approach of assembly 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 Taylor’s work.
Some argue that Maslow’s 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.
Job satisfaction refers to the general attitude of employees towards their jobs. Job
satisfaction probably is the most widest studied variable in OB. When the attitude of an
employee towards his or her job is positive, there exists job satisfaction. Dissatisfaction
exists when the attitude negative
36
Job satisfaction often is a collection of attitudes about specific factors of the job.
Employee can be satisfied with some elements of the job while simultaneously
dissatisfied with others for example; a lecturer may be satisfied with the management of
the institution but may derive dissatisfaction while handling a course on OB in the class.
Different types of satisfaction will lead to different intentions and behavior. An
employee might complain to the supervisor when satisfied with low pay but not with co-
worker satisfaction.
Job satisfaction is often a strong motivator in work endeavors. Research has shown that
job satisfaction can lead to high job performance especially for professionals and high-
level employees, commonly known as talent. As jobs and work in the new economy
shift to professionalised knowledge-based, info-tech, info-comm. and bio-science
characteristics, job satisfaction will increasingly become a key driver of individual
motivation and effort. Research has also shown that there exists a relationship
between individual performance measured at a certain time and later job satisfaction.
However, this relation is conditional to performance being fairly rewarded in
appropriate form as perceived by the recipient.
37
One hallmark of a socially responsible organization is its success in achieving not only
high performance outcomes, but also in helping its team members experience a high
level of job satisfaction. Quality of work-life (QWL) is a key indicator of the overall
quality of human experience in the workplace. QWL expresses a clear way of thinking
about people, their work, and the organisation in which their careers are fulfilled.
QWL establishes a clear objective that high performance can be achieved with high job
satisfaction. Because of these reasons I choose this topic for my summer training.
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design aims
to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities
the work itself and co-workers. Some questioners ask yes or no questions while others
ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5
represents "extremely satisfied").
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job); an affective reaction to one’s job; and an attitude towards one’s
job. Weiss (2002) has argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive evaluation which are
affect (emotion), beliefs and behaviours. This definition suggests that we form
38
attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors
Job Satisfaction can be an important indicator of how employees feel about their jobs
and a predictor of work behaviours such as organizational citizenship, absenteeism,
and turnover. Further, job satisfaction can partially mediate the relationship of
personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life satisfaction.
This correlation is reciprocal, meaning people who are satisfied with life tend to be
satisfied with their job and people who are satisfied with their job tend to be satisfied
with life. However, some research has found that job satisfaction is not significantly
related to life satisfaction when other variables such as non work satisfaction and core
self-evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to
researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-academic
management literature. A recent meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r=.18; the average true
correlation, corrected for research artifacts and unreliability, was r=.30. Further, the
meta-analysis found that the relationship between satisfaction and performance can
be moderated by job complexity, such that for high-complexity jobs the correlation
between satisfaction and performance is higher (ρ=.52) than for jobs of low to
moderate complexity (ρ=.29). In short, the relationship of satisfaction to productivity
is not necessarily straightforward and can be influenced by a number of other work-
related constructs, and the notion that "a happy worker is a productive worker"
should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a
spurious relationship; instead, both satisfaction and performance are the result of
39
personality.
Objectives
40
Objectives
2. To know about the level of skills utilized by the employees in the company
4. To get information needed to say ,how the job should be done in best way
5. To know how much they are satisfied with the communication and interpersonal
relationship
41
RESEARCH
METHODOLOGy
42
RESEARCH METHODOLOGY
Research refers to a search for knowledge. It is also define as a scientific and systematic
search for pertinent information on specific topics.
Research is, thus, an original contribution to the existing stock of knowledge making for
its advancement. It is the pursuit of truth with the help of study, observation,
comparison and experiment. In short, the search for knowledge through objective and
systematic method of finding solution to a problem is research.
The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research project, popularity known as the “research
design”. Decisions regarding what, where, when, how much, by what means
concerning an inquiry or a research study constitute a research design. “A research
design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure”.
In fact, the research design is the conceptual structure within which research is
conducted; it constitutes the blueprint for the collection, measurement and analysis of
data.
43
TYPE OF RESEARCH
“A research design is the specification of methods and procedures for acquiring the
information needed. It is overall operational pattern or framework of the project that
stipulates what information is to be calculated from which sources by what
procedures”
This is Descriptive Research as no data was readily available, based on which any analysis
could have been carried out earlier.
RESEARCH DESIGN
The type of sample used in the survey ‘EMPLOYEES JOB SATISFACTION’ at Nicolas
Piramal health care is CENSUS SURVEY. There are 200 workers working in different
departments (Where survey was conducted).
Workers are interviewed individually while collecting the data.
Sampling Fundamentals
Sampling may be defined as the selection of some part of an aggregate or totality on the
basis of which a judgment or inference about the aggregate or totality is made. In
other words, it is the process of obtaining information about an entire population by
examining only a part of it, In most of the research work and surveys, the usual
approach happens to be to make generalizations or to draw inferences based on
samples about the parameters of population from which the samples are taken. The
researches quite often select only a few items from the universe for his study
purposes. All this is done on the assumption that the sample data will enable him to
estimate the population parameters. The items so selected constitute what is
technically called a sample, their selection process or technique is called sample
design and the survey conducted on the basis of sample is described as sample survey.
44
SAMPLING UNITS
The sampling units are the workforce at the Piramal Health Care. Baddi unit.
Sampling Technique:
Random sampling
The task of data collection begins after a research problem has been defined and
research design/ plan chalked out. While deciding about 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. The primary data are those which are collected afresh and for
the first time, and thus happen to be original in character. The secondary data, on the
other hand, are those which have already been collected by someone else and which
have already been passed through the statistical process.
There are several methods of collecting primary data, particularly in surveys and
descriptive researches. Important ones are: (i) observation method (ii) interview
Methods (iii) through questionnaires, (iv) through schedules, and (v) other methods
which include (a) warranty cards; (b) distributor audits; (c) pantry audits; (d)
consumer panels; (e) using mechanical devices; (f) through projective techniques (g)
depth interviews, and (h) content analysis. We briefly take up each method separately.
In the Survey titled ‘Employees Job Satisfaction’ I used Schedules to collect the primary
data.
I prepared a questionnaire covering various aspects which influence the satisfaction
level of an employee in the organization.
I personally enquired the employees and recorded the data as scheduled.
Secondary data means data that are already available i.e. they refer to the data which
have already been collected and analyzed by someone else. When the researcher
45
utilizes secondary data, then he has to look into various sources from where he can
obtain them. Secondary data may either be published data or unpublished data.
Usually published data are available in (a) various publications of the central, state
are local government; (b) various publication of foreign governments or of
international bodies and their subsidiary organizations; (c) technical and trade
journals; (d) books, magazines and newspapers; (e) reports and publications of
various associations connected with business and industry, banks, stock exchanges,
etc; (f) reports prepared by research scholars, university, economists, etc. in different
fields; and (g) public records and statistics, historical documents, and other sources of
published information.
For collecting secondary data I used Internet. Data regarding company profile I used
information given in the website :
http://www.tatamotors.com
LIMITATIONS
46
1 .The study was limited to only workers and job satisfaction of other employees was
not taken into consideration.
4. Sample size was very small due to time constraints. Bigger sample size could have
made the results more effective.
5. Some times they don’t undersatand the proper meaning of study , it will leads to bias
in result of study
6. Some of the respondents were not willing to express their opinions, so the results
may not be rational.
7. Since this is an opinion survey, personal bias may also have crept in.
8. To keep the questionnaire short and simple various questions were sacrificed, which
could have made the study more informative and effective. It is very much possible that
some of the respondents may have given the incorrect information.
47
DATA ANALYSIS
AND
INTERPRETATION
INTERPRETATION OF RESULTS
AND SUGGESTIONS
48
1.Colleague behaviour: The statistical position of colleague behaviour is as
follows:
1 Colleague Behaviour
1% Satisfied
Extremely satisfied
0%
17%
49
SUPERVISOR RELATION
1% 5% Extremely
2%
dissatisfied
Not satisfied
31%
Normal
Satisfied
61%
Extremely
satisfied
Supervisors’ relation with the workers is also very cordial and workers
seems to be quite friendly with there corresponding supervisor.
50
MANAGEMENT ATTITUDE
1% Extremely
5% 14%
dissatisfied
Not satisfied
40% Normal
Satisfied
40%
Extremely
satisfied
Management is supposed to keep there promises and commitment once made by them
before the workers, adhocism can be dangerous in such serious matters etc.
51
4. Facilities provided by the company: The position of facilities
provided by the company to the workers seems to be quite satisfactory.It is as
follows:
Facilities
0%
1% 16%
Extremely dissatisfied
Not satisfied
15%
Normal
Satisfied
68% Extremely satisfied
Facilities can be enhanced by providing them with the facility of pick and drop;
Spittoons;
Clean washrooms;
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5. Safety measures taken by the company: Safety measures taken by
the company are also quite good. It is as follows;
Safety measures
Extremely
dissatisfied
Not satisfied
2% Normal
97%
1%
Satisfied
0%
0% Extremely
satisfied
It was found that there is lack of response and awareness in some of the workers who
do not pay proper attention while using these safety measures ie. gloves, mask
etc.Many of the times they were found working without these safety measures.
There use should be made mandatory in order to avoid any accident or
mishappening
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6. Level of comfort: Workers were found to be comfortable while working.
Findings of there comfort level are as follows:
COMFORT LEVEL
0%
0%
10% Extremely
dissatisfied
12% Not satisfied
Normal
Satisfied
78% Extremely
satisfied
For reduction of fatigue workers should be given short term rest periods. Number of
fans and Air Conditioner (if feasible) should also be increased. In addition to this
comfortable chairs, proper space to work and entertainment facility is also suggested
to be made available to the workers.
2% Extremely
20% dissatisfied
23%
Not satisfied
Normal
16%
Satisfied
Extremely
39%
satisfied
Some workers complaint that they generally don’t get the money for there unforeseen
expenditure from the company when it is needed. To meet this problem a sort of co-
operative society can be established including all the workers. Its regulatory board
should consist of representative from the workers-side as well as from the
managements-side.
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LEAVES
3% Extremely
5% dissatisfied
22%
Not satisfied
Normal
41%
Satisfied
29% Extremely
satisfied
To improve the system M.N.C. based work culture and leave pattern is
required to be adopted. Sympathetic attitude, humanitarian, considerations should
be taken into account when a worker applies for leave. Employees leave record and
reason for leave may also be considered. Supervisor or the immediate senior can be
made the leave sanctioning authority.
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INCENTIVES
1%
5% Extremely
7% dissatisfied
Not satisfied
Normal
42%
45% Satisfied
Extremely
satisfied
As many of the workers has some more expectations from the company regarding the
incentives they seem to be a bit dissatisfied with the existing system of incentives. In
this connection it is suggested that a differential piece rate system should be given
priority while using a mix system of time rate, job rate and piece rate.
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WELFARE
0%
Extremely
12% 4% dissatisfied
Not satisfied
Normal
31%
53% Satisfied
Extremely
satisfied
Jobs on compassionate grounds (if a worker dies while in company’s service his
children should become entitled to his job);
Moreover these a days workers are no more remain liabilities for the
company, they are to be taken as an asset to the company.
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GRIEVANCE HANDLING
0%
Extremely
2%
dissatisfied
26% Not satisfied
45% Normal
Satisfied
27% Extremely
satisfied
It was found that the company has made a good grievance redressal
mechanism but it is not effective because it has not been executed properly.
There should be a prompt reaction towards the tails of woe of the workers
by the management. A system of joint consultative machinery can also be helpful to
resolve this problem.
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GROWTH
0%
Extremely
5% dissatisfied
23%
Not satisfied
Normal
16% Satisfied
56%
Extremely
satisfied
Suggestions include:
Employee involvement;
Employee empowerment;
13. Job security: Satisfaction level for job security in the workers of the
company may be read as under:
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JOB SECURITY
0%
Extremely
2% dissatisfied
Not satisfied
41%
46% Normal
Satisfied
Extremely
11% satisfied
Affidavit by the company to the worker ensuring the minimum job tenure;
In case of dismissal there should be a notice giving a proper time to the worker to
answer to it;
14. Salary satisfaction: It was found that workers are generally dissatisfied
with the salary they are getting. Analysis of there satisfaction level can be
demonstrated as under:
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SALARY SATISFACTION
0%
Extremely
11% 2% dissatisfied
Not satisfied
19%
Normal
Satisfied
68%
Extremely
satisfied
It is suggested that the company should keep well in view some important
factors while deciding the salaries of the various workers. It means the salary of a
worker is to be linked with:
1) education;
2) skill;
3) knowledge; and
4) experience etc.
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15. Work satisfaction: Workers generally seems to be satisfied with the
work assigned to them. There satisfaction level regarding this very factor can be
shown as under:
WORK SATISFACTION
0% 7% Extremely
1% dissatisfied
14%
Not satisfied
Normal
Satisfied
78% Extremely
satisfied
Workers are the fibre of the organization so the nature of job assigned to a particular
worker should match to his capabilities ie.
Qualification;
Experience etc. in order to avoid the monotony of the work measures like job rotation
can also be fruitful.
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CONCLUSIONS
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RECOMMENDAT
IONS
&
SUGGESTIONS
65
Recommendations
a) There should be Co-operation among senior and new arrivals
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ANNEXURE
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Survey format
EMPLOYEES’ JOB SATISFACTION SURVEY
1. NAME ………………………..
2. DESIGNATION ………………………..
3. D.O.B. ………………………..
4. QUALIFICATION ……………………….
5. NATIVE PLACE ……………………….
6. BLOOD GROUP ……………………….
7. FAMILY DETAILS:-
QUESTIONNAIRE
WORK CULTURE
a) VERY GOOD
b) GOOD
c) SATISFACTORY
d) POOR
e) VERY POOR
a) VERY GOOD
b) GOOD
c) SATISFACTORY
d) POOR
e) VERY POOR
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3. Are you satisfied with the attitude of management?
If Not; Why:
WORKING CONDITIONS
4. Are you satisfied with the facilities provided (Drinking water, spitoons, washrooms and
other facilities)?
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
If Not; Why:
5. Are you satisfied with the safety measures taken by the company? (Gloves, mask, fencing of
machinery, maintenance of machinery etc.)
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
If Not; Why:
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COMPANY POLICIES
a) EVERYTIME
b) OFTEN
c) GENERALLY.
d) RARELY
e) NEVER
a) EVERYTIME
b) OFTEN
c) GENERALLY.
d) RARELY
e) NEVER
10. Are you satisfied with the welfare activities of the company? (ESI, canteen, First Aid).
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSA
If not; Why:
11. Are you satisfied with the grievance handling of the company? (Problem solving). (Level of
satisfaction).
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
If not why:
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12. Are there enough growth opportunities in the company? (Level of satisfaction).
VERY MUCH SATISFIED
a) SATISFIED
b) O.K.
c) NOT SATISFIED
d) EXTREMELY DISSATISFIED
Cause of Dissatisfaction:
RANK’S SCALE
i. EXCELLENT -5
ii. VERY GOOD-4
iii. GOOD-3
iv. SATISFACTORY-2
v. UNSATISFACTORY-1
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Bibliography
Human Resource and Personnel Management
By-K Aswathappa
Research Methodology
By- C.R Kothari
Human Resource Management
By- C.B Gupta
SOME SITES:
www.tatamotors.com
www.managementhelp.org.com
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