maruti and seva ltd job satisfaction

8/8/2019 MARUTI AND SEVA LTD Job Satisfaction

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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur

CONTENTS

CHAPTER

NO.

TITLE OF CHAPTER PAGE NO.

Contents

List of Tables

List of Graphs

List of Figures

1 Introduction

2 Job Satisfaction

2.1 Definitions

2.2 History

2.3 Importance

2.4 Importance to worker and organization Factors

2.5 Workers role in job satisfaction reasons

2.6 Factors

2.7 Reasons of low job satisfaction

2.8 Effects Of Low Job Satisfaction

2.9 Influences

3 Models of job satisfaction

3.1Model of facet of job satisfaction

3.2 Affect theory(Edwin A. Locke 1976)

3.3 Dispositional Theory( Timothy A. Judge 1988)

3.4 Two-Factor Theory (Motivator-Hygiene Theory)

3.5 Job Characteristics Model (Hackman & Oldham)

3.6 Modern method of measuring job satisfaction

3.7 Rating scale

3.8 Personal interviews

3.9 action tendencies

3.10 Job enlargement

DBAR, S.S.G.M.C.E, Shegaon. 1


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3.11 Job rotation

3.12 Change of pace

3.13 Scheduled rest periods

4 Research methodology

4.1 Introduction

4.2 Drafting Of Questionnaire

4.3 Sampling

4.4 Research objectives

4.5 Data Collection

4.6 Relevance And Limitation Of Study

4.7 Chapterisation

5 Organizational profile

5.1 Background & History

5.2 Bright Features

5.3 Customers Preference

5.4 Maruti Suzuki Today

5.5 Wide Range Of Cars

5.6 Maruti Suzuki & Motor Sports

6 Data presentation, Analysis and Interpretation

7 Conclusions And Suggestions

Appendices

Appendices A

Questionnaire

Bibliography



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LIST OF TABLES

6.11 Responses regarding whether the respondents are satisfied

with the opportunities of promotions


with the payment of salary on time


with the quality of formal training and induction program

6.14 Responses regarding whether the respondents are satisfiedwith the quality of in-house training

6.15 Responses regarding whether the respondents are satisfiedwith the period of training


with the proper and proactive HR division Responsesregarding whether the respondents are satisfied with the

performance appraisal system6.17 Responses regarding whether the respondents are satisfied

with the performance appraisal system




with the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfiedwith forum for face to face communication


with encouragement to employees suggestions


DBAR, S.S.G.M.C.E, Shegaon.

TABLE

NO.

TITLE OF TABLE PAGE

NO.

6.1 Responses regarding whether the respondents are satisfiedwith the workplace

6.2 Responses regarding whether the respondents are satisfiedwith the infrastructure of organization


with the canteen facility provided by organization.


with the implementation of rules and responsibilities.


with the freedom given at work.


with the team spirit in organization

6.7 Responses regarding whether the respondents are satisfiedwith convenient working hours


with Job security

6.9 Responses regarding whether the respondents are satisfiedwith the targets achievable.


with the targets achievable

3


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with positive acceptance of employees suggestions


with management keeps promises.

LIST OF GRAPHS



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with the opportunities of promotions6.12 4.12. Responses regarding whether the respondents are

satisfied with the payment of salary on time

6.13 Responses regarding whether the respondents are satisfiedwith the quality of formal training and induction program


with the quality of in-house training6.15 4.15. Responses regarding whether the respondents are

satisfied with the period of training

6.16 Responses regarding whether the respondents are satisfiedwith the proper and proactive HR division Responses

regarding whether the respondents are satisfied with theperformance appraisal system

6.17 Responses regarding whether the respondents are satisfiedwith the performance appraisal system




with the celebration of employees birthday


with forum for face to face communication

6.21 Responses regarding whether the respondents are satisfiedwith encouragement to employees suggestions


with positive acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfiedwith management keeps promises.


GRAPHS

NO.

TITLE OF GRAPH PAGE

NO.


with the workplace


with the infrastructure of organization6.3 Responses regarding whether the respondents are satisfied

with the canteen facility provided by organization.

6.4 Responses regarding whether the respondents are satisfiedwith the implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfiedwith the freedom given at work.


with the team spirit in organization


with convenient working hours


with Job security


with the targets achievable.



5


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LIST OF FIGURES

FIGURE

NO.

NAME OF FIGURES PAGE

NO.

1 Curve showing relationship between job satisfaction and

rate of turn over and absenteeism

2 Model of determinant of facet of job satisfaction



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CHAPTER NO.1

INTRODUCTION


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INTRODUCTION

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

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

supervisor, quality of physical environment in which they work, degree of fulfillment in

their work, etc.

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

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

persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many

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

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

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

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

feelings in four important areas. These are:



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1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

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

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

praises and blames, leaves policy and favoritism.

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

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

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

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

Job satisfaction benefits the organization includes reduction in complaints and

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

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

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

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

to common goals and confidence in desirability of these goals.

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

of mind.



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CHAPTER NO. 2

JOB SATISFACTION


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2.1 DEFINITIONS OF JOB SATISFACTION

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

from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given

below:

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

ones job. An effective reaction to ones job.

Weiss

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

areas namely:

Specific job factors

Individual characteristics

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the

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

Glimmer



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

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

job.

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

satisfying his various needs Mr. Smith

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

appraisal of ones job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

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

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

combination of psychological, physiological and environmental circumstances. That

causes a person to say. I m satisfied with my job. Such a description indicate the

variety of variables that influence the satisfaction of the individual but tell us nothing

about the nature of Job satisfaction.

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

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

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

group cohesiveness

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

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

School, sought to find the effects of various conditions (most notably illumination) on

workers productivity.

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


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These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay,

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

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

satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work task.

This book contributed to a change in industrial production philosophies, causing a shift

from skilled labor and piecework towards the more modern approach ofassembly lines

andhourly 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

Munsterbergset the tone for Taylors work.

Some argue that Maslows 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.

http://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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2.3 IMPORTANCE OF JOB SATISFACTION

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

and a predictor of work behavior such as organizational, citizenship,

Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variables and

deviant work behavior.

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

This correlation is reciprocal meaning the people who are satisfied with the life

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

tends to satisfied with their life.

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

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

productive worker.



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It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

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

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

pleasurable emotional state that can often leads to a positive work attitude. A satisfied

worker is more likely to be creative, flexible, innovative, and loyal.

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

motivated and committed to high quality performance. Increased productivity- the

quantity and quality of output per hour worked- seems to be a byproduct of improved

quality of working life. It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzbergs (1957) have shown at least low

correlation between high morale and high productivity and it does seem logical that more

satisfied workers will tend to add more value to an organization.

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

percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and also as soon as the threat is lifted performance will decline.



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Job satisfaction benefits the organization includes reduction in complaints and

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

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and

productivity, Brown (1996) notes that some employers have found that satisfying or

delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the bottom line.

2.5 WORKERS ROLE IN JOB SATISFACTION

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

or her own satisfaction and well being on the job. The following suggestions can help a

worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.

This often leads to more challenging work and greater responsibilities, with attendant

increases in pay and other recognition.

Develop excellent communication skills. Employers value and rewards excellent

reading, listening, writing and speaking skills.

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

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

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

organizations and often results in recognition as well as in increased responsibilities and

rewards.

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

well with others to get the job done.



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

imperfections and learn how to give and receive criticism constructively.

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

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

playing a vital role in job satisfaction.

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

techniques.

2.6 FACTORS OF JOB SATISFACTION

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

components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

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

himself

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

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

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

follows:



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1. Intrinsic aspect of job

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

the work regardless of where the work was performed.

2. Supervision

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

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

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same

way as other physical working conditions.

4. Wage and salaries

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

work done.

5. Opportunities for advancement

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

economic position, organizational status or professional experience.

6. Security

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

continued employment, either within the same company or within same type of work

profession.

7. Company & management

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

organizational administration and policy. It also involves the relationship of employee

with all company superiors above level of immediate supervision.

8. Social aspect of job

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

same or nearly same level within the organization.

9. Communication



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

within the organization. Terms such as information of employees status, information

on new developments, information on company line of authority, suggestion system,

etc, are used in literature to represent this factor.

10. Benefits

It includes those special phases of company policy, which attempts to prepare the

worker for emergencies, illness, old age, also. Company allowances for holidays,

leaves and vacations are included within this factor.

2.7 REASONS OF LOW JOB SATISFACTION

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

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

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

5. Fear of loosing their job.



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2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

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

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

will definitely increase and it also affects on productivity of organization.



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

rate of turn over and rate of absenteesm.

As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a

versa.

2.HIGH TURNOVER

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

rate at which an employer gains and losses the staff.

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

have shorter tenure than those of other companies.

3.TRAINING COST INCREASES


High

low

low High

J

o

b

sat

i

sf

a

ct

i

n

Rate of turn over and absences

A

B

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

and absenteeism.

21


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As employees leaves organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training expenditure will increases.

2.9 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study

even found that if college students majors coinsided with their job , this relationship will

predicted subsequent job satisfaction. However, the main influences can be summerised

along with the dimentions identified above.

The work itself



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

to the job charactoristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most

important ingridents of a satisfying job uncovered by survey include intersting and

challenging work, work that is not boring, and the job that provides status.

Pay

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

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

need satisfaction. Employees often see pay as a reflection of how managemnet view their

conrtibution to the organization. Fringe benefits are also important.

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

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

both benefit satisfaction and overall job satisfaction.

Promotions

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

is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

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

worker. In other words, if management could keep the entire workers happy, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relation ship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the cause of performance.

This proposition says that efforts in a job leads to rewards, which results in a certain



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level of satisfaction .in another proposition, both satisfaction and performance are

considered to be functions of rewards.

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

employee turn over, and consequently organization can gain from lower turn over in

terms of lower hiring and training costs. Also research has shown an inverse relation

between job satisfaction and absenteeism. When job satisfaction is high there would

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

absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

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

9. Satisfactory working conditions

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

and as bosses.

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

morale and morale can contribute to job satisfaction.

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

drive to perform, where as satisfaction reflects the individuals attitude towards the

situation. The factors that determine whether individual is adequately satisfied with the

job differs from those that determine whether he or she is motivated. the level of job

satisfaction is largely determined by the comfits offered by the environment and the

situation . Motivation, on the other hand is largely determine by value of reward and their



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dependence on performance. The result of high job satisfaction is increased commitment

to the organization, which may or may not result in better performance.

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

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

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

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

detrimental to the organization. For example, employee who like their jobs, supervisors,

and the factors related to the job will probably be loyal and devoted. People will work

harder and derive satisfaction if they are given the freedom to make their own decisions.


CHAPTER NO. 3

MODELS OF JOB SATISFACTION


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MODELS OF JOB SATISFACTION

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

in the orgnization given by different authers.

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

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)



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Dispositional Theory( Timothy A. Judge 1988)

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

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

3.1 MODEL OF FACET OF JOB SATISFACTION


Skill

ExperienceTraining

Efforts

AgeSeniority

Education

Co loyaltyPast

performance

Perceived personaljob inputs

Perceived inputs

& outcomes of

referent others

Perceived

amount that

should be

received (a)
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Fig.no.2 Model of determinant of facet of job satisfaction

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

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

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

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

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

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

3.2 AFFECT THEORY

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

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

discrepancy 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


LevelDifficulty

Time spanAmount ofresponsibility

Perceived

outcome of

referent others

Actualoutcomereceived

Perceived job

characteristics

Perceived

amount

received

(b)

a=b

satisfactiona>bdissatisfaction

a


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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 autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

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

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

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

3.3 DISPOSITIONAL THEORY

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

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

tendencies 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.



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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 self) and general self-

efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an

internal locus of control (believing one has control over her\his own life, as opposed to

outside forces having control) leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

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

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

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction. These motivating factors are

considered to be intrinsic to the job, or the work carried out.Motivating factors include

http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theory


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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 Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological

artifactFurthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors.. Finally, the model has been criticised in that it does not

specify how motivating/hygiene factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

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

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

job satisfaction.

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

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

states (experienced meaningfulness, experienced responsibility for outcomes, and

http://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Job_Characteristics_Model


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knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.).

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

(MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors.

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

for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various

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

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:

1. Management has a clear path for employees advancement

http://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysis


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

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

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

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

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

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

SATISFACTION WITH TASK CLARITY

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

2. Rules and procedures are followed uncompromisingly3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities



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3. My skills and abilities are adequately used at work

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

3.7 RATING SCALE

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

rating scale used to measure Job satisfaction is to include:

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

satisfactions and dissatisfactions of employees.

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

Smith, Kendall, Hullin.

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

and revolves around the problems and challenges faced by managers.

3.8 CRITICAL INCIDENTS

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

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

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

contents and identifying those related aspects responsible for the positive and negative

attitudes.

3.09 PERSONAL INTERVIEWS

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

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

be obtained promptly.

3.10 ACTION TENDENCIES



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

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

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

feeling.

In his study on American employees, hoppock identified six factors that contributed

to job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

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

himself.

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

workers.

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflct.they are concern with Job satisfaction or general job attitudes with

the employees.

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

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

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

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

aspiration. Social status and political & social activities can all contribute to the Job

satisfaction. A persons attitude toward his or her job may be positive or negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing

of the work so as to relate the contents of the job to the capacity, actual and potential, of



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workers. Job enlargement is oblivious forerunner of the concept and philosophy of job

design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and different tasks to

a specialized job. It may widen the number of task the employee must do that is, add

variety. When additional simple task are added to a job, the process is called horizontal

job enlargement. This also presumably adds interest to the work and reduces monotony

and boredom.

To check harmful effects of specialization, the engineering factors involved in each

individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened

so that there will be more lines and fewer workers on each line. Moreover, instead of

assigning one man to each job and then allowed to decide for himself how to organize the

work. Such changes permit more social contacts and greater control over the work

process.

3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of

job activities. One way to tackle work routine is to use the job rotation. When an activity

is no longer challenging, the employee is rotated to another job, at the same level that has

similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through systematically

moving workers from one job to another. This practice provides more varieties and gives

employees a chance to learn additional skills. The company also benefits since the

workers are qualified to perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE



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Anything that will give the worker a chance to change his pace when he wishes will lend

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

them a sense of accomplishment.

3.14 SCHEDULED REST PERIODS

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

morale and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

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

They provide opportunities for social contacts.



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RESEARCH METHODOLOGY

4.1 INTRODUCTION


CHAPTER NO. 4

RESEARCH METHODOLOGY


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

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

arriving at certain conclusions over the problem based on collected data.

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

followed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact

problem is most important part of any research as the whole research is based on the

problem.

According to Clifford Woody research comprises defining and redefining problems,

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

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

to determine whether they fit the formulating hypothesis.

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

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

knowledge aids in construction of theory or in the practice of an art

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

finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

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

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



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

administer. All questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

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

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

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

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

Pvt. Ltd. if any.

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

Ltd.

4.5 DATA COLLECTION

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

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



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

secondary data.

Primary Data: -

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

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

designed and structured questionnaires based on the objectives.

Secondary Data:

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

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

collected through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

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

employees of SEVA Automotive private limited, Nagpur.

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

Nagpur only and other being the time as constraint.

4.7 CHAPTERISATION

1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions



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CHAPTER NO. 5

ORGNIZATION PROFILE


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ORGNIZATION PROFILE

SEVA AUTOMOTIVE PVT. LTD., NAGPUR

5.1 BACK GROUND AND HISTORY

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

major role in revolution brought about Maruti, specifically when Suzuki had launched



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Maruti800 in 1983, which was specifically designed for Indian roads. SEVA further

expanded its horizons by setting up new facilities at MIDC Ambad in 1990. SEVA

extended its root in Nanded in the year 1990, Nagpur in the year 1993 and then in Dhule

in early 2004.

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

only a satisfied internal work force can provide excellent services to the customer base.

This is one of the reasons why thousands of esteem customers returning to SEVA. The

unmatched performance and uncompromising attitudes in sales and after sales services

leaves customer fully satisfied every time. The incomparable faith revealed by customer

has made SEVA the king in Maruti car sales and services which earned SEVA the best

dealer of Maruti, among the best 15 in India.

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

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

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

exclusivity.

5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

TRUE VALUE



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

cars, which values the sellers car at the best price they are looking for and gives

multifaceted benefits to the sellers. Maruti Suzuki certifies pre-owned cars and 3 free

services are provided. The damaged parts are replaced and the car is furnished which

gives as good as new look to the car.

INSURANCE

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

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

insurance option are provided, costless repairs to make you more comfortable at rainy

times.

PAINT BOOTH

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

For the painting, latest computer paint-matching machine is used which gives perfect

shades and results.

FOREVER YOURS

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

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

warranty policy are provided by SEVA.

5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

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

It has satisfied work force.



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It provides best customer satisfaction service.

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

Satisfaction Award 2005.

It also awarded by Best Customer Care Award.

It also got the TRUE VALUE AWARD.

Its market share is 57%.

5.4 MARUTI SUZUKI TODAY

http://www.marutisuzuki.com/maruti-cars-home.aspx


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

subsidiary of Suzuki motors, Japan.

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

car market.

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

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

on December 31,2007).

Since inception, it have produced and sold over 6.75 million vehicles, including almost500,000 units in Europe and other export markets.

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

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

conducted by Business world, a reputed Indian Magazine)

Also, in an independent survey conducted by Forbes.Com where they rated top 200

reputed companies on various parameters such as reputation within the customer and

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

5.5 WIDE RANGE OF CARS



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

hatchback Swift, SX4 sedan and luxury Sports Utility vehicle Grand Vitara

THE MARUTI DNA

Maruti Suzuki was born as a government company, with Suzuki as a minor partner, tomake a people's car for middle class India. Over the years, our product range has

widened, ownership has changed hands and the customer has evolved. What remains

unchanged, then and now, is our mission to motorize India.

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

compact cars for three decades. Suzuki's technical superiority lies in its ability to pack

power and performance into a compact, lightweight engine that is clean and fuel-

efficient. The same characteristics make our cars extremely relevant to Indian customers

and Indian conditions. Product quality, safety and cost consciousness are embedded into

our manufacturing process, which we have inherited from its parent company.

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

philosophy 'smaller, fewer lighter, shorter and neater'

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

common uniform and common canteen for everyone from the Managing Director to the

workman, daily morning exercise, and quality circle teams.

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

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

morning exercise, and quality circle teams.



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CARS FOR A NEW INDIA

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

customers by bringing models high on 'style and design quotient'. Some of our recent

offerings like Swift, Zen Estilo (Spanish for Style) and SX4 have become popular choices

because customers find them relevant.

BUILDING THROUGH PARTNERSHIPS

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

suppliers, sales outlets and workshops, managed by independent entrepreneurs, to

manufacture car components and look after our customers.

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

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

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

participative.

Incorporated

February 1981

Joint Venture Agreement

October 1982

Equity Structure

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

5.6 MARUTI SUZUKI & MOTOR SPORTS



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

thrill and joy of motor sport to all of them.

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

families, there are events like Women's Fun Drive and Treasure Hunt throughout the

year, across cities. The Maruti Suzuki Autocross brings action for amateurs and

professionals, together.

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

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

Storm and Maruti Suzuki Monsoon Car Rally of Kerala.

MARUTI SUZUKI RAID-DE-HIMALAYA

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

rally.

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

professional as well as amateur motor sport lovers to participate in the Maruti Suzuki

Raid Raid-de-Himalaya.

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

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

Khardung La, through the inhospitable terrains in the Lahual and Spiti valleys in the

Ladakh region. Most of the drive is through boulders, snow capped peaks, gushing

streams and at times, temperature below -20 degree Celsius. On an average, a participant

covers a distance of 300 kms every day in this approximately 2000-kilometre and week-

long motoring event.



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

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

categories.

Raid de Himalaya is the only Indian motor sport event listed on the off-road rallies

calendar of FIM (Federation International Motorcycles), Geneva, Switzerland. Only 12

international motoring events worldwide are listed in this calendar.

The Maruti Suzuki Raid-de-Himalaya is held around October, just before the onset of

winters in the Himalayan region.

For Maruti Suzuki and our partner, the Himalayan Motor sport Association, organizing

the Maruti Suzuki Raid-de-Himalaya means over six months of hard work and

preparations. But the spirit of motoring enthusiasts and Maruti Suzuki's commitment to

promote motor sport in India has kept it going - year after year.

In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring

thrill.

MARUTI SUZUKI RALLY DESERT STORM

The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the Cross Country

Regulations of the FIA.

Organized by the Delhi based Northern Motor sport Association, the Rally is inscribed on

the Cross Country Calendar of the FIA and is sanctioned by the Motor sports Association

of India and the Federation of Motor sports Clubs of India.



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

and the FIA T1 & T2 regulations. The event consists of several cups and challenges,

some of which are open to specific makes.

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

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

Managing Director of Maruti Udyog Ltd.

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

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

Bikaner, Jaisalmer, and Pushkar & Jaipur.

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

will follow the prize distribution ceremony.

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

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

the Far East and Australia. For 2007, entries in the PRO part of the event are strictly

limited to 25 out of which 5 entries are reserved for the Armed Forces. The event also

features a fun and navigation rally run concurrently with the main event. Entries in this

NAV are open to all makes and models of 4 wheelers.

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

international specifications of the International Automobile Federation (FIA) and enjoys

a perfect safety record over the last four years. Two life-saving ambulances with trauma

specialist medical teams accompany the event.

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

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

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

motor sport veterans.



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MARUTI SUZUKI AUTOCROSS

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

sport event is designed to provide an experience of rallying in a controlled environment.

Various driving stages during the event help the participant develop a sense of timing,

judgment and also an ability to evaluate vehicle handling patterns at given speeds. All

these skills are very critical for any motor sport enthusiast in case he or she desires to

participate in a professional motor sport event.

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

enthusiasts.



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CHAPTER NO. 6

DATA ANALYSIS AND

INTERPRETATION


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DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through tabulation and drawing

statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the

form of tables.

After analyzing the data, the researcher should have to explain the findings on the basis

of some theory. It is known as interpretation.

The data has been collected from 100 employees of SEVA Automotive pvt ltd, Nagpur

through questionnaire.

The data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various

summery tables were prepared. They have been presented along with their interpretation

in this manner.



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6.1. Responses regarding whether the respondents are satisfied with the workplace

of organization

Table 6.1

Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31

Satisfied 49 49

Slightly satisfied 12 12

Dissatisfied 5 5

Strongly dissatisfied 3 3

Graph 6.1

responses regarding whether respondents are

satisfied with work place

0102030

405060

ston

glysatisfie

d

satisfie

d

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satisfied

satisfaction level

percentage

no. of respondents

Above table shows that 31% employees are strongly satisfied with their work place.

61% employees are satisfied with their workplace. It means over all 92% employees are

satisfied and other 18% are not satisfied with the work place.



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6.2. Responses regarding whether the respondents are satisfied with the

infrastructure of organization

Table 6.2

Graph 6.2

response regarding whether respondents are

satisfied with infrastructure

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of

respondents

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

dissatisfied with infrastructure of SEVA.

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

number.




Satisfied 20 20


Dissatisfied 16 16


57


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

facility provided by organization.

Table 6.3



Satisfied 17 17


Dissatisfied 9 9Strongly dissatisfied 3 3

Graph 6.3

responses regarding whether the respondents

are satisfied with canteen facility

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percenta

ge

no. of respondents

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

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



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6.4.Responses regarding whether the respondents are satisfied with the

implementation of rules and responsibilities.

Table 6.4



Satisfied 23 23


Dissatisfied 11 11


Graph 6.4

responses regarding whether respondents are

satisfied with implimentation of rules and

responsibilities

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

stro

ngly

dis

satis

fied

satisfaction level

percentage

no. of respondents

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

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

implementing rules and responsibilities.



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

given at work.

Table 6.5



Satisfied 36 36


Dissatisfied 16 16


Graph 6.5

responses regarding respondents are

satisfied with the fre edom at work

0

5

10

15

20

25

30

35

40

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

perce

ntage

no. of respondents

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

management but only 20% of respondents are not satisfied with freedom given at wrk

place.



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

in organization

Table 6.6



Satisfied 21 21


Dissatisfied 16 16


Graph 6.6

responses whether respondents are satisfied

with equal treatment to all

0

10

20

30

40

50

60

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

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

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



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6.7 Responses regarding whether the respondents are satisfied with convenient

working hours

Table 6.7



Satisfied 41 41


Dissatisfied 23 23


Graph 6.7

responses whether respondents are satisfied with

convinient working hours

05

101520

2530354045

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

stro

ngly

dis

satis

fied

satisfaction level

perc

entage

no. of respondents

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

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

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



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6.8 Responses regarding whether the respondents are satisfied with Job security

Table 6.8



Satisfied 18 18


Dissatisfied 12 12


Graph 6.8

responces whether respondents are satisfied with

job security

0

5

10

15

2025

30

35

40

45

50

ston

glysatis

fied

satis

fied

slightly

satisfie

d

dissatis

fied

strongly

diss

atisfie

d

satisfaction level

percen

tage

no. of respondents

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

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

organization.



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6.9 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.9



Satisfied 21 21


Dissatisfied 4 4


Graph 6.9



0

10

20

30

40

50

60

70

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percenta

ge

no. of respondents

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

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



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6.10 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.10



Satisfied 22 22


Dissatisfied 20 20


Graph 6.10

responses hether respondents are satisfied with

payments as per their roles and responsibility

05

1015202530

35404550

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

stro

ngly

dis

satis

fied

satisfaction level

percenta

ge

no. of respondents

v

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

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

to their roles and responsibilities.



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6.11. Responses regarding whether the respondents are satisfied with the

opportunities of promotions

Table 6.11



Satisfied 14 14


Dissatisfied 26 26


Graph 6.11


with opportunities of promotion

0

5

10

15

20

25

30

35

40

45

50

ston

glysatis

fied

satis

fied

slightly

satisfie

d

diss

atisfie

d

strongly

dis

satis

fied

satisfaction level

percentage

no. of respondents

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

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

of promotions.



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

of salary on time

Table 6.12



Satisfied 16 16


Dissatisfied 32 32


Graph 6.12

responses whether the employees are satisfied

with the payment of salary on time

05

10152025

303540

4550

strongly

satisfie

d

saisfie

d

slightly

satisfie

d

diss

atisfie

d

strongly

diss

atisfie

d

satisfaction level

percentage

no. of respondents

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

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

time.



68/82


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

formal training and induction program

Table 6.13



Satisfied 36 36


Dissatisfied 14 14


Graph 6.13


are satisfied with the quality of training and

induction program

0

5

10

15

20

25

30

35

40

45

Strongly

satisfie

d

Satis

fied

Slightly

satisfie

d

Diss

atisfie

d

Strongly

dis

satis

fied

satisfaction level

percantage

No. Of respondents

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

of training and induction program and only



69/82


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

in-house training

Table 6.14



Satisfied 19 19


Dissatisfied 20 20


Graph 6.14


are satisfied with quality of in house training

0

10

20

maruti and seva ltd job satisfaction

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