rupesh dwivedi final_2

7/28/2019 Rupesh Dwivedi Final_2

1/97

A

S U B M I T T E D B Y : RUPESH KUMAR

DWIVEDI

D I V I S I O N : HUMAN RESOURCE

C O M PA N Y G U I D E : Mr. M.G.RABBANI

(DGM,BEOL)

B AT C H : 2012-13

1


2/97

A

PROJECT REPORT ON

JOB SATISFACTION

FOR

PVT. LTD.

Submitted to

BIRLA ERICSSON OPTICAL LIMITED

Submitted by

RUPESH KUMAR DWIVEDI

AWADHESH PRATAP SINGH VISHWAVIDYALAYA,

REWA (M.P.)

In Partial Fulfillment of the Requirements of MBA Program

(HUMAN RESOURCE)Batch (2012-2013)

2


3/97

DECLARATION

I, the under signed RUPESH KUMAR DWIVEDI hereby

declare that the Project Work entitled JOB SATISFACTION

FOR BIRLA ERICSSON OPTICAL LIMITED undertaken during

the Period For 6 weeks is the result of my Own efforts

and the same has not been previously submitted to any

Examination of the AWADHESH PRATAP SINGH

UNIVERSITY, REWA (M.P.) or any other University.

RUPESH KUMAR DWIVEDIMBA

3


4/97

PREFACE

It is mandatory for every student of master of businessadministration from AWADHESH PRATAP SINGHVISHWAVIDYALAYA , REWA to undergo project training atorganization location with a project on live program.

My training has been a faithful experience forme. Now I got a broad idea about the functioning of organization and this will be helpful for me in the comingdays.

In this report I describe the company profile and history of the company.

RUPESH KUMAR DWIVEDIMBA

4


5/97

ACKNOWLEDGEMENTI would like to express my sincere thanks to Dr. A.K. SHRIVASTAVA,

Department Head of MBA (AWADHESH PRATAP SINGH

VISHWAVIDYALAYA) REWA (M.P.) giving me opportunity to work

with Birla Ericsson Optical Ltd.

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

RABBANI, (DGM), of Birla Ericsson Optical Ltd. At Rewa (M.P.) for

giving me an opportunity to work under his guidance .My extended

thanks to Mr. M.P. Singh, Placement cell Head (AWADHESH PRATAP

SINGH VISHWAVIDYALAYA, REWA) for his guidance during the

course of my project for his suggestions which has lead to a successful

completion of my Summer Internship Program. Last but not the least I wouldalso like to acknowledge contributions of various official websites and books

named in the references for helping me with the data collection and analysis

which have provided me with the relevant information for me to successfully

complete my Project Report.

RUPESH KUMAR DWIVEDI

MBA(IR & PM)

TABLE OF CONTENT

Sr. No. Content Page No.5


6/97

1 EXECUTIVE SUMMARY 7-82 INTRODUCTION OF HRM 9-143 JOB SATISFACTION 15-404 OBJECTIVES OF STUDY 41-425 RESEARCH METHODOLOGY 43-466 COMPANY PROFILE 47-607 SCOPE OF JOB SATISFACTION 61-628 DATA ANALYSIS AND

INTERPRETATION

63-84

9 SUGGESTION AND

RECOMMENDATION

86-87

10 LIMITATION OF STUDY 88-8811 BIBLIOGRAPHY 89-8912 ANNEXURES 90-97

EXECUTIVE SUMMARY

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 intheir 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.

6


7/97

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:

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.

7


8/97

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

mind.

INTRODUCTION TO HUMAN RESOURCEMANAGEMENT

Definition Edwin Flippo defies HRM as planning, organizing, directing, controlling of

procurement, development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives areachieved.

Features of HRM or characteristics or nature

1. HRM involves management functions like planning, organizing,directing and controlling

8


9/97

2. It involves procurement, development, maintenance of human resource

3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of management psychology communication, economics and sociology.

5. It involves team spirit and team work.

Evolution of HRM

The evolution of HRM can be traced back to Kautilya Artha Shastra wherehe recommends that government must take active interest in public and

private enterprise. He says that government must provide a proper procedurefor regulating employee and employee relation

In the medieval times there were examples of kings like AllaudinKhilji who regulated the market and charged fixed prices and provided fixedsalaries to their people. This was done to fight inflation and provide a decentstandard of living

During the pre independence period of 1920 the trade union emerged. Manyauthors who have given the history of HRM say that HRM started because of trade union and the First World War.

The Royal commission in 1931 recommended the appointment of a labour welfare officer to look into the grievances of workers. The factory act of 1942 made it compulsory to appoint a labour welfare officer if the factoryhad 500 or more than 500 workers.

The international institute of personnel management and nationalinstitute of labour management were set up to look into problems faced byworkers to provide solutions to them. The Second World War createdawareness regarding workers rights and 1940s to 1960s saw theintroduction of new technology to help workers.

The 1960s extended the scope of human resource beyond welfare. Now it was a combination of welfare, industrial relation, administrationtogether it was called personnel management.

9


10/97

With the second 5 year plan, heavy industries started and professionalmanagement became important. In the 70s the focus was on efficiency of labour wile in the 80s the focus was on new technology, making it necessaryfor new rules and regulations. In the 90s the emphasis was on human valuesand development of people and with liberalization and changing type of working people became more and more important there by leading to HRMwhich is an advancement of personnel management.

Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM.These activities are as follows

1. Human resources planning :-Human resource planning or HRP refers to a process by which

the company to identify the number of jobs vacant, whether thecompany has excess staff or shortage of staff and to deal with this

excess or shortage.

2. Job analysis design :-Another important area of HRM is job analysis. Job analysis

gives a detailed explanation about each and every job in the company.Based on this job analysis the company prepares advertisements.

3. Recruitment and selection :-Based on information collected from job analysis the company

prepares advertisements and publishes them in the news papers. Thisis recruitment. A number of applications are received after theadvertisement is published, interviews are conducted and the rightemployee is selected thus recruitment and selection are yet another important area of HRM.

4. Orientation and induction :-Once the employees have been selected an induction or

orientation program is conducted. This is another important area of HRM. The employees are informed about the background of thecompany, explain about the organizational culture and values andwork ethics and introduce to the other employees.

5. Training and development :-

10


11/97

Every employee goes under training program which helps himto put up a better performance on the job. Training program is alsoconducted for existing staff that have a lot of experience. This is calledrefresher training. Training and development is one area were thecompany spends a huge amount.

6. Performance appraisal :-Once the employee has put in around 1 year of service,

performance appraisal is conducted that is the HR department checksthe performance of the employee. Based on these appraisal future promotions, incentives, increments in salary are decided.

7. Compensation planning and remuneration :-There are various rules regarding compensation and other

benefits. It is the job of the HR department to look into remunerationand compensation planning.

8. Motivation, welfare, health and safety :-Motivation becomes important to sustain the number of

employees in the company. It is the job of the HR department to look into the different methods of motivation. Apart from this certain healthand safety regulations have to be followed for the benefits of theemployees. This is also handled by the HR department.

9. Industrial relations :-Another important area of HRM is maintaining co-ordinal

relations with the union members. This will help the organization to prevent strikes lockouts and ensure smooth working in the company.

Challenges before the HR manager/before modern personnel

managementPersonnel management which is know as human resource management hasadapted itself to the changing work environment, however these changes arestill taking place and will continue in the future therefore the challenges

before the HR manager are

1. Retention of the employees :-

11


12/97

One of the most important challenge the HR manager faces isretention of labour force. Many companies have a very high rate of labour turnover therefore HR manager are required to take some actionto reduce the turnover

2. Multicultural work force :-With the number of multi cultural companies are increasing

operations in different nations. The work force consists of people from

different cultures. Dealing with each of the needs which are differentthe challenge before the HR manager is integration of multiculturallabour work force.

3. Women in the work force :-The number of women who have joined the work force has

drastically increased over a few years. Women employees face totallydifferent problems. They also have responsibility towards the family.The organization needs to consider this aspect also. The challenge

before the HR manager lies in creating gender sensitivity and in providing a good working environment to the women employees.

4. Handicapped employees :-This section of the population normally faces a lot of problems

on the job, very few organization have jobs and facilities speciallydesigned for handicapped workers. Therefore the challenge before theHR manager lies in creating atmosphere suitable for such employeesand encouraging them to work better.

5. Retrenchment for employees :-In many places companies have reduced the work force due to

changing economic situations, labourers or workers who are displacedface sever problems. It also leads to a negative atmosphere and attitudeamong the employees. There is fear and increasing resentment againstthe management. The challenge before the HR manager lies inimplementing the retrenchment policy without hurting the sentimentsof the workers, without antagonizing the labour union and by creating

positive attitude in the existing employees.

6. Change in demand of government :-Most of the time government rules keep changing. While a lot

of freedom is given to companies some strict rules and regulationshave also been passed. The government has also undertaken thedisinvestment in certain companies due to which there is fear among

12


13/97

the employees regarding their job. The challenge before the HR manager lies in convincing employees that their interest will not besacrificed.

7. Initiating the process of change :-Changing the method of working, changing the attitude of

people and changing the perception and values of organization have become necessary today. Although the company may want to change it

is actually very difficult to make the workers accept the change. Thechallenge before the HR manager is to make people accept change.

Significance/importance/need of HRM

HRM becomes significant for business organization due to the followingreasons.

1. Objective :-HRM helps a company to achieve its objective from time to

time by creating a positive attitude among workers. Reducing wastageand making maximum use of resources etc.

2. Facilitates professional growth :-Due to proper HR policies employees are trained well and this

makes them ready for future promotions. Their talent can be utilized

not only in the company in which they are currently working butalso in other companies which the employees may join in the future.

3. Better relations between union and management :-Healthy HRM practices can help the organization to maintain

co-ordinal relationship with the unions. Union members start realizingthat the company is also interested in the workers and will not goagainst them therefore chances of going on strike are greatly reduced.

4. Helps an individual to work in a team/group :-Effective HR practices teach individuals team work and

adjustment. The individuals are now very comfortable while workingin team thus team work improves.

5. Identifies person for the future :-

13


14/97

Since employees are constantly trained, they are ready to meetthe job requirements. The company is also able to identify potentialemployees who can be promoted in the future for the top level jobs.Thus one of the advantages of HRM is preparing people for the future.

6. Allocating the jobs to the right person :-If proper recruitment and selection methods are followed, the

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

this happens the number of people leaving the job will reduce as thewill be satisfied with their job leading to decrease in labour turnover.

14


15/97

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:

15


16/97

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

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

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

16


17/97

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.

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 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

17
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://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/Harvard_Business_Schoolhttp://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/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayo


18/97

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 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.

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.

18
http://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/Maslow%E2%80%99s_hierarchy_of_needshttp://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/Maslow%E2%80%99s_hierarchy_of_needs


19/97

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.

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.

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.

19


20/97

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.

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.

WORKERS ROLE IN JOB SATISFACTION

20


21/97

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.

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.

FACTORS OF JOB SATISFACTION

21


22/97

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:

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 jobsatisfaction.

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

22


23/97

primarily a function of organization, affecting the individuals comfort and

convenience in much the same way as other physical working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory

remuneration for work done.

5. Opportunities for advancement

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

betterment of economic position, organizational status or professional

experience.

6. Security

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

assurance for continued employment, either within the same company or

within same type of work profession.

7. Company & management

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

of organizational administration and policy. It also involves the

relationship of employee with all company superiors above level of

immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those

employees at same or nearly same level within the organization.

9. Communication

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

direction within the organization. Terms such as information of

employees status, information on new developments, information on

23


24/97

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.

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.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

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

obligation.

24


25/97

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.

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

High

low

low High

Jo

b satisf actin

Rate of turn over and absences

A

B

25


26/97

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

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.

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

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.

26


27/97

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 theentire 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 a27


28/97

certain level of satisfaction .in another proposition, both satisfaction and

performance are considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction

affects employee turn over, and consequently organization can gain from

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

has shown an inverse relation between job satisfaction and absenteeism.

When job satisfaction is high there would be low absenteeism, but when

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

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

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

9. Satisfactory working conditions

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

persons and as bosses.

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

contribute to morale and morale can contribute to job satisfaction.

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

Motivation is a drive to perform, where as satisfaction reflects the

28


29/97

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 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.

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)

29


30/97

Dispositional Theory( Timothy A. Judge 1988)

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

Herzberg s)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviewsaction tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION

30

SkillExperienceTrainingEffortsAgeSeniorityEducationCo loyaltyPast

performance

Perceivedamount thatshould bereceived (a)
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberg


31/97

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.

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 joband what one has in a job. Further, the theory states that how much one

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

moderates how satisfied/dissatisfied one becomes when expectations

are/arent met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are

31

LevelDifficultyTime spanAmount of responsibility

Perceivedoutcome of referent others

Actualoutcomereceived

Perceived jobcharacteristics

Perceivedamountreceived(b)

a=bsatisfactiona>bdissatisfactiona


32/97

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.

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 thatcause them to have tendencies toward a certain level of satisfaction,

regardless of ones job. This approach became a notable explanation of job

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

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

have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was

the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.

Judge argued that there are four Core Self-evaluations that determine ones

disposition towards job satisfaction: self-esteem , general self-efficacy , locus

of control , and neuroticism . This model states that higher levels of self-

esteem (the value one places on his 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

32
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/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/Neuroticism


33/97

opposed to outside forces having control) leads to higher job satisfaction.

Finally, lower levels of neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE

THEORY )

Frederick Hertzberg s 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 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]

JOB CHARACTERISTICS MODEL

33
http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theory


34/97

Hackman & Oldham proposed the Job Characteristics Model , which is

widely used as a framework to study how particular job characteristics

impact on job outcomes, including job satisfaction.

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

identity, task significance, autonomy, and feedback) which impact three

critical psychological states (experienced meaningfulness, experienced

responsibility for outcomes, and knowledge of the actual results), in turn

influencing work outcomes (job satisfaction, absenteeism, work motivation,

etc.).

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

potential score (MPS) for a job, which can be used as an index of how likely

a job is to affect an employee's attitudes and behaviors.

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

some support for the validity of the JCM.

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:

34
http://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Meta-analysis


35/97

1. Management has a clear path for employees advancement

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

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

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

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

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

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

SATISFACTION WITH TASK CLARITY

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

scaled)

35


36/97

2. Rules and procedures are followed uncompromisingly

3. 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

3. My skills and abilities are adequately used at work

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

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.

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.

36


37/97

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.

ACTION TENDENCIES

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

gathering information on how they feel like behaving with respect to

certain aspects of their jobs. This method provides employees more

opportunity to express their in-depth feeling.

In his study on American employees, 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.

37


38/97

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.

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 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

38


39/97

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.

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 additionalskills. The company also benefits since the workers are qualified to perform

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

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

wishes will lend variety to his work. Further if workers are permitted to

change their pace that would give them a sense of accomplishment.

SCHEDULED REST PERIODS39


40/97

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.

40


41/97

OBJECTIVES OF

STUDY

To find that whether the employees are satisfied or not.

To analyse the companys working environment.

41


42/97

To check the Degree of satisfaction of employees.

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

To find that employees are working with their full capabilities or not.

42


43/97

Research

Methodology

RESEARCH METHODOLOGY

4.1 INTRODUCTION

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

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

43


44/97

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 artIn 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 alternative questions. Such type of questionnaire is

inexpensive to analysis and easy to administer. All questions are closed

ended.44


45/97

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 beendefined and research design chalked out. While deciding the method of data

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

types of data viz. Primary and secondary data.

Primary Data: -

45


46/97

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 satisfactionlevel of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study,

the study was restricted to B.E.O.L., Rewa only.

4.7 CHAPTERISATION1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

1

46


47/97

COMPANY PROFILE

Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 andIS/ISO - 14001:2004 certified company under the M.P. Birla Group of Industries entered into the field of optical communication, by way of manufacturing optical fibre cables, in technical and financialcollaboration with Ericsson Cables AB, Sweden (now known asEricsson Network Technologies AB, Sweden).

Ericsson is a leading name in telecommunications for the last 110years, with activities ranging from turnkey telecom networks to

47


48/97

Cellular Mobile Telephone Systems and Business Communications.M/s Ericsson Cables AB are the pioneers in S-Z stranding and RibbonCable technologies for optical fibre cables.

BEOL has installed capacity of above more than 53,000 cable Kms.per annum to produce complete range of optical fibre cables includingribbon type optic fibre cable made to design and constructionconforming to national and international standards. BEOL has the

capability to produce speciality fibre optic cables for use in medicalequipment, computers and local area networks, cable TV network or any other type as per customized specification.

BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled copper telephone cables complying to national andinternational standards ranging from 5 pair to 2400 Pair and also hascapability to produce switchboard cables for switching equipment.

BEOL has fully computerized system for process monitoring andquality control to ensure consistency and reliability of its entire productrange. All production activities are carried out as per approved qualityassurance plan. BEOL, therefore, provides the best possible solutionswith latest state of the art technology.

BEOL has an exclusive marketing agreement with M/s AFLTelecommunications for sale of hi-tech overhead fibre optic cables,specially OPGW and associated accessories which find applicationswith electric power utilities etc.

BEOL has marketing arrangement with M/s ILSINTECH Co. Ltd.

Quality policy

Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO - 14001:2004certified company under the M.P. Birla Group of Industries entered into the field of optical communication, by way of manufacturing optical fibre cables, in technical andfinancial collaboration with Ericsson Cables AB, Sweden (now known as Ericsson

Network Technologies AB, Sweden).

Ericsson is a leading name in telecommunications for the last 110 years, with activities48


49/97

ranging from turnkey telecom networks to Cellular Mobile Telephone Systems andBusiness Communications. M/s Ericsson Cables AB are the pioneers in S-Z stranding andRibbon Cable technologies for Optical Fibre Cables.

BEOL has installed capacity of above more than 53,000 cable Kms. per annum to producecomplete range of optical fibre cables including ribbon type optic fibre cable made todesign and construction conforming to national and international standards. BEOL has thecapability to produce speciality fibre optic cables for use in medical equipment, computersand local area networks, cable TV network or any other type as per customizedspecification.

BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filledcopper telephone cables complying to national and international standards ranging from 5

pair to 2400 Pair and also has capability to produce switchboard cables for switchingequipment.

BEOL has fully computerized system for process monitoring and quality control to ensureconsistency and reliability of its entire product range. All production activities are carriedout as per approved quality assurance plan. BEOL, therefore, provides the best possiblesolutions with latest state of the art technology.BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for saleof hi-tech overhead fibre optic cables, specially OPGW and associated accessories whichfind applications with electric power utilities etc.

ENVIRONMENTAL POLICY

Birla Ericsson Optical Ltd. is committed to : Comply with Environmental legislations and prevention of

pollution

49


50/97

Make all efforts for continual improvement in theEnvironmental performanceWe shall conserve the resources and minimize theEnvironmental impact of our operations on Air, Water, and LandBy :

Implementing Environmental Management System to meet theobjectives and targets

Bringing awareness amongst all employees

PERSONNEL DEPARTMENT

50


51/97

Brig. H I S Arora (President)

Mr. I.M. SHEIKH (DGM)

Mr. NARSINGH MURTI (PERSONNEL AND ADM.MANAGER)

Mr. R.K. LAKHERA (PERSONNEL OFFICER)

Mr. VINAY NIGAM (ASST. PERSONNELMANAGER)

Mr. Harsh V. Lodha Chairman

Mr. Janne Sjoden(Alternate Mr. S.K.

51


52/97

Daga)

Mr. Magnus Kreuger(Alternate Mr. DineshChanda)

Mr. A.P. Dadoo

Dr. Aravind Srinivasan Mr. B.R. Nahar

Mr. D.R. Bansal Managing Director

Mr. Y. S. Lodha President

Marketing

New Delhi

Mr. Sandeep Chawla Sr. Vice President (Marketing)

Mr. Roby Sood General Manager (Marketing)

Mumbai

Mr. R. Sridharan Sr.Vice President (Marketing)Mr. Devesh R. Dakwale General Manager (Sales)

Rewa

52


53/97

Mr. R.K. Shahi General Manager(sales)

Mr. Ashish Mishra General Manager (Sales & Logistics)

Kolkata

Mr. Dipankar Chaterjee Manager(Marketing)

Technical (Rewa)

Mr. Raghu Nair Sr. Vice President (Works)

Mr. J.K. Mahajan Asstt. Vice President(Prod.&QA)

Mr. Sanjeev Dubey Asstt. Vice President (Devp. & Maintt.)

Mr. B.S. Sisodia General Manager (Production)

Mr. Shekhar Banerjee Dy.General Manager (QA & ProductDevp.)

Mr. Maneesh Nayak Dy.General Manager (Design & Devp.)

53


54/97

Core strength

Birla Ericsson Optical Limited (BEOL), has been a major player inthe telecom industry and proven core strengths like

Pioneer in the field of OFC & Copper Cables since 1992. Experienced, Skilled Engineers and work force. Diversified Product Range. Excellent Financial Strength. IS/ISO-9001:2000 and IS/ISO-14001:2004 certification. Collaboration with Ericsson Network Technologies AB of

Sweden, the world leader in Telecommunication Industries

State of the art Plant & Machinery. Fully computerized & Air-conditioned manufacturing facilities

Approval with TSEC, Indian Railways (RDSO), Engineers India Ltd.,Director General of Quality Assurance (Ministry of Defence), DGS&D,Dun & Bradstreet.

Certification detail

Birla Ericsson Optical Ltd. Rewa is committed to achieve customer satisfaction by meeting the customer's requirements as well as theapplicable product related statutory and regulatory requirements andhas also been awarded quality certifications from reputed agencies.

54
http://www.birlacables.com/images/ISOnew.pdfhttp://www.birlacables.com/images/CERTAULAB.jpghttp://www.birlacables.com/http://www.birlacables.com/images/ISOnew.pdf


55/97

COMPETITORS OF COMPANY

STERLITE INDUSTRIES

Telecommunication has become the buzzword today the entry of private sectors into the basic services sector compiled with the governmentsincreased allocation of resources and access to leasing/deferred credit isexpected to further accelerate the telecommunication drive in the country.

The department of telecommunication (Dot) has decided to replace alltrunk lines with optical fiber cables and in tune with this the company hasalso commissioned to optical fiber cable plant.

UNIFLEX CABLES

UNIFLEX cables limited are an existing profit making companymanufacturing a variety of power cables, which are sold mainly togovernment org.

The company is diversifying in to manufacturing telesales opticalfibers cables (OFC) with a capacity to produce 4,000 cable Km. and in to

jelly filled telephone cables (JFTC) with a capacity to produce 12.5 lackscrores Km. per annum.

Some others company of telecom sector is as Follows:

I. Vindhya Telelinks Ltd.II. Paramount communication Ltd.

III. M.P. Telelinks Ltd.

IV. Finolex telecom Ltd.

55


56/97

PRODUCT PROFILE

PRODUCT OF B.E.O.L.-

The main product of company is: -

fiber cables.Optical Jelly filled cables (PIJFTC)Fiber Ribbon Cable (FRC).

1) OPTICAL FIBRE CABLES: -

Birla Ericsson Optical Limited Manufactures all type of optical fiber cables for use in communication type of optical fiber cables for use incommunication data transmission, Internet, E-commerce and multimedia.The company is fully equipped to manufacture all types of Duct/Armoredoptical fibro cables including ribbon type optical, custom made to shit theindividual requirement of any customer conforming to any national or

international specification.

COMCENTRIC LOOSE TUBE CABLE: -

PRIMARY coated fibers are protected in loose tube of PBTP/Polyamide filled with a special thyrotrophic gel in order to preventwater penetration. The loose tube containing fibers are standard around thecontrol strength member of fiber-reinforced plastic for better pullingstrength.

A later of polyethylene sheath acts as a cushion for the cable core,the outer jacket is made of polyamide to offer a more resistance tomechanical and environmental efforts.

CENTRAL LOOSE TUBE CABLE: -

56


57/97

Primary coated fiber are protected in loose tube PBTP/Polyamidefilled with a special thyrotrophic gel in order to prevent water penetration. To

provide cushioning, a circular layer of polyethylene is executed around

the loose tube containing fibers. The strength members are embeddedthis layer of polythene to provide the required pulling strength.

2) JELLY FILLED CABLES: -

Birla Ericsson Optical limited manufactures polythene insulated (bothsolid and from skin) Jelly filled underground telephone cables for use in localdistribution network and for Junctions between exchanges; these cables forma vital link for telecommunication distribution system. These can be used for large capacity exchanges used by department of telecommunication, MTNL,

on Major cities and also for small exchanges used in ruler areas and for localnetworks in industries. These are also use by railways defense departmentsand various others specials users.

Cable is available in conductor size 0.4, 0.5, .63 and .9 mm diameter with cables sizes varying from 10 pair to 2400 pairs.

These cables are generally conforming to Indian P & T departmentspecification. These can also be custom made suitable to individualrequirement of any customer or to other national or international

specifications.

3) OPTICAL FIBRE RIBBON: -

After decreasing sales of Optical Fiber Cable Company diversify his product in to fiber ribbon cable.

57


58/97

PLANT TOUR OF B.E.O.L.

58
http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/http://www.birlacables.com/


59/97

QUALITY FEATURES-Quality Features are assured through systematically structured qualityplanning and its execution covering every stage of operation startingfrom Purchase and up to Packing and Dispatch. People at work areadequately trained and given elbow space to implement qualityinfusion and quality check at every stage

All the latest equipments and gadgets, required to observe, test,evaluate and check every feature of Optical Fibre are imported fromworld's best manufacturer and installed at our Test Centers.

Proof Testing : Fibre is tested to stand certain specified strain level toconform strength, using an advance proof testing machine.In addition to above, other test facilities for various other tests areEnvironmental Chambers, Ovens, Hydrogen Ageing Equipment,System for Static Fatigue and Dynamic Fatigue Tests etc.We also take services from Outside Quality Agencies like IICT, CABS,

CACT, RITES, ETDC, IIT, ERDA, Lloyds, Sameer, CSIO etc

59


60/97

CERTIFICATE OF APPROVALS

QUALITY MANAGEMENT SYSTEMto IS/ISO:9001-2000

ENVIRONMENT MANAGEMENT

SYSTEM to IS/ISO:14001-2004

Registration/Approval with

BSNL Engineers India Ltd.

Indian Railways (RDSO)Director General of QualityAssurance (Ministry of Defence)

DGS & D Dun & Bradstreet

2

60


61/97

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource

department can use the facts and figures of the study but also the marketing

and sales department can take benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat

they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting

their efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

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

So the personnel department can use the information to make efforts to avoid

such complaints.

61


62/97

Sample Size :-

Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.

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

which was then subjects to:-

A pilot survey was conducted before finalizing the questionnaire.

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

After completion of survey the data was analysed and conclusion was

drawn.

At the end all information was compiled to complete the project

report.

62


63/97

DATA ANALYSISAND

INTERPRETATION

63


64/97

I have been passed up at least once for a promotion in the past few years.

0% 20%

30%

50%

0%

Strongly Agree Agree

Neither Agree nor Disagree Disagree

Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,

20% of employees are agree on the point, 30% are neither agree nor

disagree,50% are disagree and rest 0% of employees are strongly disagree.

64


65/97

65


66/97

I spend parts of my day daydreamingabout a better job.

60%15%

15%10% 0%


Neither Agree nor Disagree DisagreeStrongly Disagree




66


67/97

I find much of my job repetitive andboring.

75%

10%10% 5% 0%



Strongly Disagree

This graph shows that 75% of employees are strongly agree about the point , 10% of

employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and

rest 0% of employees are strongly disagree.

67


68/97

I am mentally and/or physicallyexhausted at the end of a day at work.

85%

10% 5% 0%0%



Strongly Disagree


employees are agree on the point, 5% are neither agree nor disagree,0% are disagree andrest 0% of employees are strongly disagree.

68


69/97

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

50%

30%

20% 0%0%

Strongly Agree AgreeNeither Agree nor Disagree Disagree

Strongly Disagree




69


70/97

I have an increasingly bad attitudetoward my job, boss, and employer

0%0% 20%

60%

20%


Strongly Disagree




70


71/97

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

10%

30%60%

0%0%



Strongly Disagree


employees are agree on the point, 60% are neither agree nor disagree,0% are

disagree and rest 0% of employees are strongly disagree.

71


72/97

I am not being used to my fullcapabilities.

0%

40%

20%

40%

0%



Strongly Disagree




72


73/97

I have received no better than "fair"evaluations recently.

40%

35%

25% 0%0%



Strongly Disagree




73


74/97

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

0%0% 10%

55%

35%



Strongly Disagree




74


75/97

I often feel overworked andoverwhelmed.

45%

20%

35%

0%0%



Strongly Disagree

This graph shows that 45% of employees are strongly agree about the point,



75


76/97

I am frequently stressed out at work.

0% 20%

15%

15%

50%



Strongly Disagree




76


77/97

I live for weekends and days awayfrom the job.

0%0% 10%

30%60%



Strongly Disagree




77


78/97

I find myself negatively comparing mysituation to my peers.

0% 15%

25%

40%

20%



Strongly Disagree




78


79/97

I feel my bad days at work outweigh the goodones.

25%

30%

45%

0%0%



Strongly Disagree




79


80/97


81/97

I have been told that I am becoming a morecynical person.

10%

25%

30%

35%0%

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree




81


82/97

I feel as though my employer has brokenpromises about my future with the organization.

0% 10%

25%

25%

40%


Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point, 10% of

employees are agree on the point, 25% are neither agree nor disagree,25% are disagree

and rest 40% of employees are strongly disagree.

82


83/97

I have lost sight of my career goals andaspirations.

15%

25%

45%

15% 0%



Strongly Disagree




83


84/97

I no longer feel valued for my work.

25%

25%20%

20%

10%



Strongly Disagree




84


85/97

Findings

o Employees are not completely satisfied with their job although

their salary is good enough.

o Employes are not getting value to their work.

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

o Most of the employees think that the organization havent fulfill

their promises,what they do in beginning especially regarding

Promotion.

o There is negatively comparison between peers especially

regarding targets.

o They often feel overworked.

85


86/97

SUGGESTIONAND

RECOMMENDATION

86


87/97

To increase the job satisfaction level of the employees the company should

concentrate mainly on the incentive and reward structure rather than themotivational session.

Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserves it.

87


88/97

LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my

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

The prime difficulties which I face in collection of information are discussed

below:-

1. Short time period: The time period for carrying out the research was

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

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen

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

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were

having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is

quite a small area to judge job satisfaction level.

88


89/97

BIBLIOGRAPHY

Books: -

Hitt, Miller, Colella Organizational Behavior A Strategic Approach,

Wiley Students Edition.

Luthans Fred Organizational Behavior, McGraw Hill 7 th Edition.

Newstrom John W., Davis Keith, Organizational Behavior HumanResource At Work, 9 th Edition, Tata McGraw Hill Edition.

Pestonjee D. M. Motivation and Job Satisfaction, 1 st Edition.

Macmillan India Limited.

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

International

Publication, second edition.

Websites : -

www.hrcouncil.com

www.workforce.com

www.google.com

89
http://www.hrcouncil.com/http://www.workforce.com/http://www.google.com/http://www.hrcouncil.com/http://www.workforce.com/http://www.google.com/


90/97

ANNEXURE90


91/97

QuestionnaireS for JOB

SATISFACTION NAME: .DESIGNATION: .COMPANY: .

1. I have been passed up at least once for a promotion in the past few years.

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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



Disagree

Strongly Disagree

91


92/97

4. I am mentally and/or physically exhausted at the end of a day at work.

Strongly Agree

Agree Neither Agree nor Disagree

Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer .



Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

92


93/97

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

Strongly Agree

Agree


Disagree

Strongly Disagree

9. I have received no better than "fair" evaluations recently.

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

11. I often feel overworked and overwhelmed.

Strongly Agree

Agree


Disagree

93


94/97

Strongly Disagree

12. I am frequently stressed out at work.

Strongly Agree

Agree


Disagree

Strongly Disagree

13. I live for weekends and days away from the job.

Strongly Agree

Agree


Disagree

Strongly Disagree

14. I find myself negatively comparing my situation to my peers.

Strongly Agree

Agree


Disagree

Strongly Disagree

15. I feel my bad days at work outweigh the good ones.

Strongly Agree

Agree

94


95/97


Disagree

Strongly Disagree

16. I

rupesh dwivedi final_2

Documents