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MISSION AND VISSION

VISION STATEMENT

Satisfied and Motivated workforce.

MISSION STATEMENT

\Organized welfare activities for the employees

Cordial human relations

Prompt and onetime information to the employees

zero production loss due to non availability of manpower

Elimination of non value added services

Quick redressal of employee grievances Administrative support to employees Compliance to Statutory Requirement

While on the one hand they rededicate to the commitment to quality inherent in their heritage, on the other hand they continuously navigate the turbulence and uncertainty that the future may bring.

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DECLARATION

I hereby declare that the project report entitled “job satisfaction at shriram pistons &rings Ltd” is an authentic work done by me

The project was undertaken as a part of the course curriculum of master of business administration (HR) to BUNDELKHAND INSTITUTE OF ENGINEERING & TECHNOLOGY,JHANSI.this has not been submitted to any other examination body earlier.

VANDANA VASISTHA

ROLL NO :1004370055

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Submitted to

VANDANA VASISTHA

MBA-3RD SEMESTER

ROLL NO.1004370055

BIET,JHANSI

SUMMER TRAINING

PROJECT REPORT

ON

JOB SATISFACTION

IN

Shriram Pistons & Rings Ltd.

Ghaziabad.

SUMMER TRAINING

PROJECT REPORT

ON

JOB SATISFACTION

IN

Shriram Pistons & Rings Ltd.

Ghaziabad.

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PREFACE

The job satisfaction of every employee is based on large

measurable quality of resources. In Shriram Pistons and

Rings Ltd. recognize facts is that HR play a part on job

satisfaction and that the good image which Shriram Pistons

and Rings Ltd. enjoy in entirely due to the sustained efforts

of its employees to achieve excellence of work. This is

emptying demonstrated by main fold increase in productivity

due to the healthy relationship and mutual understanding

between management and employees.

Shriram Pistons and Rings Ltd. understand that

Training & Development is two-way channel and

it’s the part of the company, which plays very

important role.

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ACKNOWLEDGEMENT

My abundant and most sincere appreciation goes to Mr. K.K. Sharma (AGM-Industrial

Relations) without whose permission; it would have not been possible for me to perform my

assigned task successfully and in such a passionate manner.

Further, I would like to give my special thanks my Company guide Mr. Dinesh

Sharma (Assistant Manager – Human Resources) who helped me to make this project and

understand various concepts in a better way.I would like to express my gratefulness

towards Priyal singhavi (Faculty Guide) for extending his helping hand to solve my

problems and giving valuable suggestions during internship period.

. It is the result of the meticulous efforts out in by many minds that contribute to the

final report formation hence I would like to thank Mr.Vipin for his suggestions and

comments.

.

VANDANA VASISTHA

TABLE OF CONTENT

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CONTENT PAGE NO.

1.INTRODUCTION

2.COMPANY PROFILE

Vision and mission

Collaborations

Customers

Exports

Infrastructure

Achievements

Quality

Total productive maintainance

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.          

COMPANY PROFILE

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INTRODUCTION Lala Shri Ram (1884-1963)           Founder Shriram Group

Shriram Pistons and Rings Ltd is one of the best integrated

and most sophisticated manufactures of Pistons, Pins, Engine

Valves and Rings.

It is a part of Shriram Group of Shri Lala Shriram The group

is engaged in the manufacturer of Textile, computer, cars,

sugar, light, commercial vehicles, coolers, geysers,

refrigerators, industrial gases, diesel engine, piston, piston

rings, fuel injections and engine valves etc.

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From a modest beginning in 1972 as a small factory in Ghaziabad (near Delhi) to a center of engineering excellence, with over 3,600 skilled employees and an annual turnover of Rupees 5.34 Billion (approximately US $ 133 Million), the history of SPRL is a story of grit and determination.

It is a story of marching ahead despite the odds, against all adversity. A story of accepting and meeting challenges. A story of continuous improvements, year on year.

COMPANY PROFILE

Shriram Pistons and Rings Ltd is one of the best

integrated and most sophisticated manufactures

of Pistons, Pins, Engine Valves and Rings. It is a

part of Shriram Group of Shri Lala Shriram

For, more things are achieved by those who dare

to dream than those who stop to question; with

this philosophy the company has taken a leaps

and bounds in the automotive ancillary field.

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It began as a company in Ghaziabad in the year

1972 and up to now it has evolved into a centre of

excellence, employing 4780 employees and having

a turnover of 675 crore in the year 2007-2008.

SPRL is concerned about the quality of its

products and services through its customer

satisfaction policy, Quality management and

continuous improvement under the brand name

USHA $ SPR in accordance with the set quality

objectives.

The products are sold under brand name “

and (names that are synonymous with

quality and reliability). These are being supplied

to several “Original equipment manufacturer

(OEMS) including M/s. Ashok Leyland, Tata

Cummins, Mahindra & Mahindra, Maruti Udyog

Ltd, Eicher Tractors, Bajaj Auto Honda Cars,

DTL Swaraj Engines, Kintetic Engg., Kirloskar

Oil Engines etc.

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The company (SPR) is also a exclusive suppliers

of the three Honda joint ventures in India such as

M/s. Hero Honda, Kinetic Honda and Shriram

Honda.

These automobile components are:

Pistons

Pistons rings

Pistons pins

Engine valves

Piston Pin Piston & Piston Rings Piston Pins

PRODUCT MANUFACTURED AT PRESENT:

• Diesel engines

• Piston pins for automobile engines

• Piston rings for automobile engines

• Pistons for automobile engines

• Valves & related parts for automobile engines

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The product, the largest range in the Indian after-market, is marketed through a

nationwide network of over 5,000 distributors, dealers and engine overhauling

workshops.

LOCATION:

SPR manufacturing unit

is located at Meerut

road Ghaziabad (25 km

from Delhi). The plant has been recognized as one of the most modem and sophisticated plant

in north India in the Field of automobile.

PRODUCTION CAPACITY:

The production capacity of plant is as under:

PISTONS 11.1 million per year

PIN 09 million per year

RINGS 54 million per year

ENGINE VALVES 17 million per year

COLLABORATIONS

In its manufacturing system and processes, Shriram Pistons and Rings

Ltd. (SPR) combines the best practices along with inputs from its

collaborator's highly advanced manufacturing techniques. With this technology

transfer, the company and the country have benefited immensely.

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Pistons : M/s. Kolbenschmidt, Germany

Rings : M/s. Riken Corporation, Japan

Engine : M/s. Fuji Oozx, Japan.

Technical Support : M/s. Honda Fourdary, Japan

CUSTOMERS

The company is also an exclusively supplier of the three Honda joint

ventures listed below:

1. M/s Hero Honda.

2. Kinetic Honda.

3. Shriram Honda.

Multinational giants like Cummins, Honda, Suzuki and Yamaha with their Indian

collaborators – TATA, SHRIRAM, HERO, and MARUTI, prefer USHA/ SPR products for

their vehicles and gensets. As do Ashok Leyland, Mahindra, HMT, Eicher, Kirloskar,

Bajaj, LML, Kinetic, Sundaram Clayton and International Tractors, among others.

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HIGHLIGHTS OF SPRL FACTORY:

1. AREA

Total area covered by the factory is 60,668 Square Meters.

2. DIVISION

The factory is divided into 4 units for Pistons, Rings, Pins and

Engine Valves.

Honda MotorsHonda Power

Products Hero Honda

Kinetic Yamaha Tata Motors

Mahindra Maruti Tata

Ford Ashok Leyland Eicher

Bajaj Auto General Motors HMT Tractors

Kirloskar Oil

Engines

New Holland

Tractors

Swaraj

Tractors

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3. CLASSIFICATION OF PREMISES:

PTE : Production Technology and Engineering

CAA : Commercial Administration and Accounts.

R&D : Research and Development

4. FACILITY:

SPR has a large ultra - modern plant that virtually drives the technological developments

in the field of pistons, valves, rings and pins.

Canteen is also located in the premises. SPR also provide coupons facility to employees.

TOTAL STRENGTH OR MANPOWER

Worker strength:

Permanent workers 1695

Temporary workers 265

Total 5230

Total strength of the company is 2500 no. consisting of Officers, Staff,

and Workers.

EXPORTS

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“Export provides an opportunity to upgrade to international levels,

achieve cost competitiveness and learn to survive in the face of cutthroat

competition”.

Shriram Pistons and Rings Ltd. (SPR)'s products are exported to over 40

countries across the world. Their achievements include growth in

exports by 400% in the last five years, and maintaining an Export

House Status for the last four years. Over 10% of the production is

exported to sophisticated markets such as Europe, UK, Egypt, USA,

Latin America etc.

Shriram Pistons and Rings Ltd. (SPR) have won an ACMA (Automotive

Component Manufacturers Association of India) Award for 2000-2001

for “Excellence in exports”. Undisputedly, the number one exporter for

Pistons and Rings from India, Shriram Pistons and Rings Ltd. (SPR) is

determined to double its exports in the next two years.

SPR is the largest exporter of pistons from India and has been

recognized as an “EXPORT HOUSE” by the Govt. of India

INFRASTRUCTURE

Shriram Pistons and Rings Ltd. (SPR) have made sustained investments

in infrastructure over the years. A world class manufacturing facility

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has been created at Ghaziabad with an ultra-modern factory setup in a

large beautifully landscaped lawns and gardens.

SPRL also focus on 5s system which is the new concept of TQM.

Japanese Term English Equivalent Meaning in Japanese Context

Seiri TidinessThrow away all rubbish and unrelated materials in the workplace

Seiton OrderlinessSet everything in proper place for quick retrieval and storage

Seiso Cleanliness Clean the workplace; everyone should be a janitor

Seiketsu StandardizationStandardize the way of maintaining cleanliness

Shitsuke DisciplinePractice 'Five S' daily - make it a way of life; this also means 'commitment'

                      

At Shriram Pistons and Rings Ltd. (SPR), there is strong emphasis on

optimal working conditions, optimal material flow, integrated

manufacturing processes and strategic quality control measures.

Shriram Pistons and Rings Ltd. (SPR) functions in close co-operation

with the local community. It is also a large employer of the local

populace, thus fulfilling an important social role.

“SPR has been investing 30% of its retained earnings in modernization every year.”

ACHIEVMENTS

Shriram Pistons and Rings Ltd. (SPR), consider success not as a destination but an eternal

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and ongoing journey. Recognitions won for quality are important milestones on this exciting

path and accolades won are significant landmarks.

SPR is the first and only pistons, rings & engine valves manufacturers in India to win

the TPM Excellence award from JIPM, Japan.

Achievements include growth in exports by 400% in the last five years, and

maintaining an Export House Status for the last four years. 

Shriram Pistons and Rings Ltd. (SPR) has won an ACMA (Automotive

Component Manufacturers Association of India) Award for 2000-2001 for

“Excellence in exports”.

The number one exporter for Pistons and Rings from India, Shriram Pistons and

Rings Ltd. (SPR) is determined to double its exports in the next two years.

Over the years, winning awards has become a habit for them. And this winning spree

will go on and on.

QUALITY

At SPR quality is an integral part that is reflected in company’s Quality Policy:

“TOTAL CUSOMER SATISFACTION THROUGH QUALITY MANAGEMENT

AND CONTINUOUS IMPROVEMENT”

SPR believes in manufacturing quality rather than inspecting or finding defects in finish

product. To implement this philosophy the management gives full attention to following

sectors:

R&D Cell: Every Piston Ring is designed with latest techniques like Auto-

CAD and Pro/E ensuring quality in design and cost reduction before

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production.

Shriram Pistons and Rings Ltd. (SPR)'s Research and Development activity provides a

technological leadership to the development of products and the spirit of innovation.

The Research and Development has been specifically set up to invent new technologies that

in turn create new products and new business opportunities.

Shriram Pistons and Rings Ltd. (SPR)'s developing a tradition of always addressing the

needs of customers. The products are constantly benchmarked against very high

international standards and are closely allied to customer's demand.

Laboratory: A well-equipped laboratory ensures proper quality

requirements in raw material & bought out items like chemical

composition, microstructure & hardness.

Equipment & quality inspection instruments : State of art machines and

advanced inspection instruments ensures highest accuracy.

Quality Control : Latest quality tools like TPM, TQM are adopted to

control the quality on each and every step of product making.

Customer satisfaction requires that the products of company are

technically and professionally complete, delivered on schedule and

serviced in a manner that meets or exceeds expectations of the

customers. To this end, the company has identified its quality objectives

very clearly.

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QUALITY OBJECTIVES

(a) Organization, which is sensitive and interactive to the needs of customer. To

adhere to customer delivery schedules through adequate planning

and monitoring.

(b) Continuous upgrading of quality and process to meet changing needs of

customers. At SPR, quality is part of the mindset of every team

member.

(c) Optimization of return on investment by

Continuous Improvement

Technology Development

Organizational and personnel development

Cost reduction efforts

Effective use of all resources

Harmonious and safe working conditions

(d) Work to international norms of Quality and Management.

The Company has successfully practiced the best work ethics and

technology along with the TPM & Kaizen approach and harmony through

teamwork.

ACHIEVMENTS IN TERM OF QUALITY

SPR received the ISO- 9001 certificate from RWTUV, Germany in 1994.

Technology from the collaborators was supplemented with in-house efforts and by

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implementing world-class practices.

The company received QS-9000 certificate from TUV, Germany in the year

1999.

The company was awarded ISO-14001 certificate from DNV, Netherlands in the

year 2001.

SPR has received the Best Vendor Awards from Maruti Suzuki, Best Supplier

Performance Awards from Tata Cummins Ltd. And has self certified status

with most of the OEMs.

TPM initiative has started in SPR since year 2000.

SPR has received OHSAS in year 2003.

SPR has received TS 16949 in year 2003.

In 2004, SPR received the Award for TPM Excellence in the First category

TOTAL PRODUCTIVE MAINTAINENCE

The goal of TPM is to create a production environment free from

mechanical breakdowns and technical disturbances by involving

everybody in maintenance duties without heavily relying on mechanics

or engineers.

Modernization and the ongoing automation in different industries have

noticeably amplified the gap between operators and their machines.

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Today, TPM builds on the classical Japanese concepts of autonomous

maintenance with process mapping for cross-functional duties.

Coupled with the right tools and training, TPM equips the operators the

necessary skills to address mechanical or equipment-related issues.

Calling the engineers and mechanics is no longer necessary since

operators are already prepared and confident in dealing with the

problems.

Autonomous maintenance by operators, therefore, is most important in

TPM.

TPM is one of the most effective ways to create a lean organization with

reduced cycle time and improved operational efficiency.

PRODUCTIVITY = Production (Simultaneously)

Cost

The indicator Overall Equipment Efficiency (OEE) determines your

production efficiency based on a given production plan. TPM makes it

easier for you to improve your OEE ratio by providing a formula to

quantify these losses, and by giving priority to the most important ones.

TPM provides models and tools to achieve both short and long-term

developments.

8 PILLARS OF TPM:

1- Autonomous Maintenance,

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2- Kobetsu- Kaizen,

3- Planned Maintenance,

4- Quality Maintenance,

5- Development Maintenance,

6- Education training,

7- Safety and health environment,

8- TPM in offices.

KAIZEN APPROACH

Kaizen is defined as making “continuous improvement”—slow, incremental

but constant. It is but surprising that the same Japanese words (kaizen)

denote “the action to correct” in Chinese.

Making sensible decisions and native sound judgment, incidentally, are

the ingredients of survival—and Kaizen becomes a handy management

kit that best works in times of crisis.

Kaizen and Continuous improvement are simple tools and techniques

to apply, but it is the deeper understanding of why you are doing it and

how you manage it that take time to learn and understand.

The methodology used to monitor, control and measure is known as

the P.D.C.A. cycle of improvement.

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s

P = Plan thoroughly leaving nothing to chance.

D = Do the activity exactly as planned.

C = Check and confirm that the activity has delivered the desired results.

A = Act swiftly to resolve any outstanding issues, or standardise the new method.

ENVIRONMENT POLICY OF SPR

“Continuous improvement in environmental performance through prevention, monitoring and

control of pollution and improving environmental benchmarks for sustainable growth of

company operations.”

THE ENVIRONMENTAL OBJECTIVES OF SPR:

Conservation of input resources particularly energy, coolant, oils and water.

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Adoption of good operating practices with the participation of all employees through use of environmental friendly technologies/ processes.

Reduction, reuse and re-cycling of solid and liquid wastes.

Environmentally safe disposal of unavoidable wastes.

Increase environmental awareness among employees, suppliers, contractors and other business associates.

Comply with all applicable environmental laws and regulations.

THE ENVIRONMENTAL INITIATIVES AT SPR:

Drive towards conservation and optimization of resources.

Planting trees and actively supporting green belts.

INDUSTRIAL RIVALS OF SPRL

Key Features

-

Engine Parts is the second largest product segment of the automotive components industry with a 24% production share. The segment is classified in terms of core engine, fuel delivery and other components.

   

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- Engine assembly is a high precision job, requiring adherence to high level of quality norms. The demand shares of the replacement and export markets for the Engine Parts segment vary significantly across products. It is as high as 60% for some products and as low as 10% for some others. The demand from OEMs varies from 40% to 90%. The share of the replacement market may decline in the short to medium term for some engine parts because of technological considerations.

   

- Technological changes are expected to drive the design and development of new products in this segment.

   

- Traditionally, the Engine Parts segment manages the highest operating margins in the components industry, because of higher sales realisations. However, with the slowdown in the automotive industry in recent years, there has been a relative decline in margins for the Engine Parts segment.

   

Major Players

   

- There are four major players in the pistons sub-segment: Goetze, Shriram Pistons & Rings, India Pistons, and Samkrg Pistons. Almost all players in the pistons sub-segment have technological tie-ups with global majors.

   

- The piston rings sub-segment is dominated by Goetze, Shriram Pistons & Rings, Perfect Circle Victor and India Pistons.

   

- Rane Engine Valves, KAR Mobiles, and Shriram Pistons & Rings dominate the engine valves sub-segment. Technical collaboration

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exists for major players.

 

- Ucal Fuel Systems, Spaco Carburettors & Escorts Auto Components are the prominent players in carburettors, a part of the petrol-based fuel injection systems sub-segment.

 

- In diesel-based fuel injection systems, Mico, Delphi TVS Diesel System and Tata Cummins are the prominent players.

   

Outlook

   

The Engine Parts segment is a technology and capital-intensive one, and is likely to be dominated by the existing major players in the short to medium term. Moreover, since engine technology is expected to move towards superior design (for optimal fuel consumption and lesser emission), access to such newer technologies is likely to be limited to players in the organised sector. This apart, some of the newer technological changes currently being witnessed in this segment are introduction of turbochargers and common rail systems. Further, the trend of outsourcing a considerable part of the engine from one vendor may gain importance in this segment in the short to medium term.

   

ELECTRICAL PARTS

   

The electrical system in an automotive consists mainly of starting, ignition and charging systems. According to the classification by ACMA, the primary sub-segments in the Electric Parts segment are: starter motors, generators, distributors, spark plugs, ignition coils, flywheel magnetos and voltage regulators, and electric ignition systems (EIS).

   

Key Features

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- Electrical Parts is the fifth largest product segment of the automotive components industry with an 8% production share.

   

- The demand share of the replacement and export markets is low for the segment at around 25%, while that of the OEM segment is around 75%.

   

- The operating margins of electrical parts manufacturers, which are lower than the industry average, have improved in recent years following a decline in material costs. The material costs have declined as players have increasingly localised their operations, thus bringing down their reliance on imports.

   

Major Players

   

- Lucas TVS, Denso, Motor Industries Co. (MICO), Delco Remy Electricals and India Nippon Electricals are the major players in the Electrical Parts segment.

   

- Major players in this segment have technical arrangements with global majors.

Tomorrow takes shape at Shriram Pistons and Rings Ltd. (SPR) today.

While on one hand they re-dedicate themselves to the commitment to

quality inherent in their heritage, on the other hand they continuously

navigate the turbulence and uncertainty that the future may bring. The

1

thrust into the future is multi-pronged. Efforts towards unprecedented

growth, greater profitability, innovation heightened responsibility to the

environment and the community.

Hence, in the months ahead

Their products will always be at the cutting edge.

Their performance will be doubled.

Exports will double in the next 2 years.

SETUP

The Shriram Pistons and Rings Ltd. (SPR) setup comprises of:

Head Office (HO) - New Delhi

Regional Sales Offices (RSO) - New Delhi, Bangalore, Kolkata, Jalandhar, Pune.

Company Warehouses – 15

Main Distributors – 23

Town Distributors - 500 (approx)

Co-Warehouses – 16

Authorized Dealers - 5000 (approx)

SHRIRAM PISTONS & RINGS LTD.

ADDRESSIndustrial area, Meerut road, Ghaziabad 201003,

Uttar Pradesh, India

Phone no. 91-120-2724861-64

Fax 91-120-2750057

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SHRIRAM PISTONS & RINGS LTD. HEAD OFFICE

Address23, Kasturba Gandhi Marg,

New Delhi, India- 110001

Phone no. 011- 23315941

Fax 011- 23311203

E- Mail Spr.del@spr.co.in

ORGANIZATIONAL STRUCTURE

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MANAGING DIRECTOR & VICE – CHAIRMAN: Mr. Deepak C Shriram

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SYNOPSIS

TITLE: An overview of Job satisfaction of workmen at Shriram Pistons & Rings Ltd.

INTRODUCTION

What is Job satisfaction?

Job satisfaction is the favorableness or unfavorable ness with which employees’ view for their work. It results when there is a fit between Job requirements, wants and expectations of employees. It expresses the extent of match between the employees’ expectation of the Job and the reward that the Job provides.

Job satisfaction at Shriram Pistons & Rings Limited

Job satisfaction at Shriram Pistons & Rings Limited is positively related

to the degree to which ones personal needs are fulfilled. A more realistic

approach to job satisfaction at Shriram Pistons & Rings Limited is to look

at the individuals needs in the work situation and to examine also the

needs of the firm and the demands which it has to make of its

employees because of pressure exerted by the environment in which it

operates.

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RESEARCH METHODOLOGY

Research design

The nature of this report is Descriptive and Exploratory. During the study, both primary and secondary data has been used.

Primary Data : Questionnaire based survey

Secondary Data: Internet, journals, magazines and newspapers.

Sample

40 employees at Shriram Pistons & Rings Limited employed in Ghaziabad unit.

Tools & Techniques used

Interview method was adopted to collect the information from management and non-management employees. This was done with the help of questionnaires being given out to them for their completion.

Statistical Analyses

The analysis and interpretation of data was based on only simple percentage and average method.

Signature:

INTRODUCTION

Job satisfaction is a nebulous concept and difficult to give an acceptable

definition. Vroom has defined it as the positive orientation of an

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individual towards the work role, which he is presently occupying. This

can be easily paraphrased, as “an individual likes more aspects of his

work than he dislikes”. In other words it refers to the employee’s general

attitude toward his job.

To being with, it is appropriate to mention different approaches to job

satisfaction. Researches on job satisfaction can be divided into a

number of different schools of thought. There is what ca n the called the

psychological needs schools exemplified by psychologists like Maslow,

Herzberg, Likert and others. They see motivation as the central factor in

job satisfaction and concentrate their attention on stimuli, which lead to

job satisfaction. The needs of individuals for achievements, recognitions,

responsibility, status and advancement are the stimuli.

Second school devotes its attention to leadership as a factor in job

satisfaction. Psychologists like Blake, Monton and Fielder see the

behavior of supervisors as an important influence an employee attitude.

According to them leadership style affects job satisfaction.

A third school, represented by the Manchester Business School of

Lupton, Gowler and Legge, approach see reward as an important factor,

which influence the attitudes of employees.

A fourth school of thought sees that management ideology and values

influence job satisfaction to a great extent. Writers like Crozier and

Gouldner categories varieties of management behavior as ‘punishment

centred’ and mock bureaucracy’. Punishment centred bureaucracy is the

type of management behavior which responds to deviation from rules

and regulations. Mock bureaucracy is said to exist when an organization

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has rules and procedures but neither management nor the workers

identify it with these or accept them as legitimate. In consequence they

are generally ignored. Although a discussion of values as such does not

appear often on job satisfaction literature, it is clear that the kind of

legislation formulated by the management and employees perceptions of

the legitimacy of this must have an influence on job satisfaction.

Fifthly, there are behavioral scientists who say that the factors described

above are extrinsic to the tasks an employee is required to carry out and

therefore a less important factor in Job satisfaction then the work itself

and the way it is structured. This group concentrates on the content of

work and on the job design factors. Europe they are represented by

Cooper at Liverpool, Harbst Thorsund and Gulowsen in Norway and

Tavislock Institute of London.

Some contribution thinking on the subject, including Herzberg school

seems to suggest that it is only necessary to identify the needs of the

employee. The organization for which he works must then ensured that

these needs are met if it wishes to secure the advantages of the labour

force performing at a high level of job satisfaction.

Thus job satisfaction is positively related to the degree to which ones

personal needs are fulfilled. A more realistic approach to job satisfaction

may be to look at the individuals needs in the work situation and to

examine also the needs of the firm and the demands which it has to

make of its employees because of pressure exerted by the environment

in which it operates. This means that job satisfaction should be

1

considered with reference to what the organization requires of its

employees and what the employees seek from the firm

OBJECTIVES

To have an idea about the factors effecting Job satisfaction and

the factors relating to the Job satisfaction.

To assess the importance of effective Job satisfaction.

To discuss various methods to improve Job satisfaction.

To analyze various problems inhibiting effective Job satisfaction.

To appraise the need of Job satisfaction by conducting general

interviews and survey through statistical tools and techniques.

To analyze and comment upon the major strengths and

weaknesses of the system of Job satisfaction in

To discuss the Shriram Pistons & Rings Ltd.practices for

employees’ Job Satisfaction system.

How it is beneficial for the company.

What is the satisfaction level of employees for the job

SCOPE OF JOB SATISFACTION

IN

SHRIRAM PISTONS AND RINGS LIMITED

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It is an established fact that the job satisfaction usually leads to

quantitative and qualitative improvement in performance. Every

individual has special abilities aptitudes, inherited capacities, interest

and aspirations. Those job which provide the worker a chance to fulfill his

interest and aptitudes, give him satisfaction and pleasure.

Job satisfaction not only increases efficiency, it also provides intrinsic

motivation of work. More over, Job satisfaction is also conductive to the

all- round development of the organization because directly and

indirectly it influences attitude, morale, absenteeism, and production

level.

Balchin has remarked, “An effort should be made to give the average

worker a job which is not merely a means of earning living but which has

in all the ingredients of life itself.”

Hence, empirical research on job satisfaction in the field, with the aim to

determine the contributory factors of job satisfaction and the measures

to be taken to improve it should be conducted on a large scale.

JOB SATISFACTION ACCORDING TO JOB

CATEGORY

In any organization, jobs are arranged in a hierarchy. This system of

stratification divides people in an organization broadly into three groups:

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1. Managers

2. Supervisors or Foreman; and

3. Workers

Managers occupying the top position; supervisors, the middle; and the

workers the lowest.

Financial remuneration in an organization follows system of differential

payment for different occupational levels. Those at higher levels of the

occupational hierarchy are usually paid more than those at the middle

and lower levels.

Besides this, managerial jobs require a high degree of intelligence,

higher education and training (sometimes of a specialized nature)

initiative, drive and ability to command and co-ordinate activities of

hundreds of workers in such a manner that the targets set are achieved.

More often, a managerial job is not only paid more, but the perquisites

attached to it may actually mean that the salary has been “doubled or

even more”. It is thus the hypothesized that:

1) The higher the occupational level, the greater would be the

satisfaction of physical needs.

Not only jobs differ in terms of financial rewards in industry, but also in

terms of security, which they provide to an individual. Some jobs are

more secure, than others.

The feeling of security seems to increase as one goes up in the

organizational hierarchy.

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2) Man is a social being. He wished to satisfy many of hit social

needs both at work and outside. The chances of social need

satisfaction seem to decrease as one goes down in the

organizational hierarchy.

3) The higher the occupational level the greater will be the social

need satisfaction.

Besides the satisfaction of physical, security and social needs, one

seeks the satisfaction of ego needs, both at work and outside it. Once

again satisfaction of ego needs usually goes on decreasing with the

decline in the occupational level of the individual. A managerial job

has a higher status, than a supervisory job, and a supervisor is ranked

higher than a worker.

From the above discussion following may be pointed out:

a) The higher the occupational level the greater would be the

satisfaction of the ego needs.

b) The extent of total need satisfaction would go on decreasing with

the decline in occupational level.

It is further suggested that there is a close relationship between need

satisfaction and job satisfaction. Thus, the greater the need satisfaction,

the more positive will be the attitude of the workers towards their jobs,

and the result will be better and more production.

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TOTAL SATISFACTION AND JOB SATISFACTION

It is therefore necessary to find out the relationship between the

satisfaction of human needs and job satisfaction of human need and job

satisfaction. The “NEED THEORY” as stated by Maslow, has had a fair

degree of acceptance in the literature on human motivation. According to

this theory human behavior is caused by an individuals need patterns

and is directed towards the satisfaction of these needs. Needs when

activated, which motivated him to take such action as will lead to

reduction or elimination of the tension created.

For the purpose of the present study, four of the human needs, which

have been considered rather universal in the literature on propounded

theory, have been taken into consideration. It is generally agreed needs

by and large, for there physical and psychic satisfaction. In the present

study the basic contention has been that an individual is an organized

whole and his behavior can only be understood in its totally. He makes

constant efforts to satisfy these needs both at work and outside it. The

satisfaction or non-satisfaction of these needs, it appears lead to the

development of certain attitudes that are carried over from life of work,

and it is not possible to separate his economic self from the rest of the

personality. The classification of human needs into the above four

categories is for the purpose of discussion. In an individual these needs

appear to be inseparable.

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Dr. Menninger states as follow:

“The psychiatrist believes that the mind and the body are inseparable the

holistic concept. The former tendency to regard the mind and the body

as separate has been discarded. Now we study the physical, the

chemical, the psychological and the social factor of every individual who

comes to us for help.”

The satisfaction of these needs seem to be the end, for which various

means may be adopted by individuals. An individual, job also stratifies

many of physical, social, security and egoistic needs, or it may become a

means of satisfying these needs in and outside the work. A composite

index was used to measure the total need satisfaction of the individual.

This index was the sum total of an individual’s score on four separate

indexes of need satisfaction. These separate indexes of need

satisfaction were:

1. An index of psychical needs stratification.

2. An index of security needs satisfaction.

3. An index of social need satisfaction.

4. An index of ego needs satisfaction.

Taken together they constituted the total need satisfaction of the

individual.

The extent to which these needs can be satisfaction differ form individual

to individual. By and large, it would be logical to state that those at

higher occupational level would be able to satisfy these needs to greater

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extent than those at lower levels. It has already been discussed that

satisfaction of each of these needs to a greater extent goes on

decreasing with the decline in occupational level. Thus, it may be stated

that total need satisfaction will go on decreasing with the decline in

occupational level of the individual as well.

As stated earlier, an individual seeks the gratification of his needs.

Although for the purpose of analysis these need have been categorized

into physical, security, social and ego needs but they are not separated

into water-tight compartments and seems to be interrelated and

interdependent. Thus an individual is likely to be concerned with are

totally of satisfaction of these needs. It has already been showed that

total need satisfaction goes on decreasing with the decline in

occupational level.

Thus, it may not be illogical to suggest that, not only total need

satisfaction would go on but job satisfaction will also go on decreasing

simultaneously.

To conclude, it may be stated that the present chapter concerned with

measuring the total need satisfaction of the workers and establishing its

association with job satisfaction.

The study confirms that total need satisfaction goes on decreasing with

the decline in occupational level. It also confirms that not only total need

satisfaction goes on decreasing with the decline in occupational level,

but job satisfaction also goes on decreasing simultaneously. This is true

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even when occupational level is kept constant. In a slightly the number

of needs that are satisfied, the greater is the job satisfaction.

MOTIVATION AND JOB SATISFACTION

The prosperity, if not survival of the business organization today largely

depend on the performance of its employees. Thus, blending the

individual goals with organizational objectives for achieving their

commitment to the organization assumes vital importance. Not

withstanding improved monetary compensation, better working

conditions, job security and comprehensive conditions for employment, it

has been observed that fairly a large majority of employees are not only

unwillingly to direct their energies for the attainment of the direct their

energies for the attainment of the organizational goals but also don’t

enjoy their work assignments. Lack of involvement on their part results in

low levels of productivity and job performance. Experience over the

years has show that the provisions of such facilities does not itself create

high tempo of work or the degree of identification with the organization

which the management expects and also for job satisfaction. In this

context, job motivation has, in recent years, emerged as an important

area of concern.

The reason for motivation of personnel is the desire to secure optimum

performance from the employees. Performance (P) is a function of

individual’s ability (A), knowledge (K) and motivation (M). This can be

depicted as:

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P= M (A+K)

The mere presence of ability and knowledge cannot guarantee that the

individual will put forth his best effort. There is another factor, namely

motivation (M) that ensures the expected performance of the employees.

Motivation comprises of two factors namely (a) “incentives” (I) i.e. the

forces which motivate the employee to put forth his “best” efforts, and (b)

“Disincentives” (DI) i.e. the forces which motivation is M= 1-Di when

combined the above two presentations can be depicted as below:

P = (I-DI) (A+K)

This shows that higher (I-DI) should result in better performance of the

employees with (A+K) factors remain constant. Hence, job performance

is dependent not only on an employee’s skill and ability but also on

motivation which transforms ability to do into “will to do”.

Thus motivation is a productivity factor in industry. The word motivation

has been derived from ‘motive’ initiated activity and is an inner force with

directs behavior towards goals. Behind every activity of a human being

there is a motive.

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MOTIVATION DEFINED

Webster defines motivation as “to provide with a motive; to impel, incite”,

and motive as “that within the individual rather than without, which incites

him to action; any idea, need emotion, or organic state that prompts to

an action”. Incite is defined as “that which incites, or tends to incite, to

determination or action”. Incite is defined as “to arouse to action, spur or

urge on. Therefore to activate the employee or move him into action, it is

advisable to ascertain the motive involved. As the motive is within the

individual, it is first necessary to study his “needs, emotions etc.” After

this an investigation must be made of the factors likely to incite him (i.e.

incentive) and also, those, which have the opposite effect (i.e.

disincentive). Austin defines disincentive as “that which impedes or

tends to impede determination or action.”

According E.L.F. Brech “motivation is a general inspiration, all process

which gets the members of the team to pull their weight effectively to

give their loyalty to the group to carry out, properly to play an effective

part in the job that the groups has undertaken”.

Motivation may be defined as to how a manager works to induce his

ordinates to act in a desired manner by satisfying there needs and

desire.

Motivation can be either positive or negative. Positive motivation induces

people to work in a healthy way and to improve their performance while

negative motivation forces people to work under pressure of punishment,

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reprimand or fear of loss. The results of positive motivation are always

better and permanent in nature.

THE BENEFITS OF MOTIVATION

In brief the benefits of motivation are as follows:

1) It increases employee productivity.

2) It creates a favorable image of the company.

3) It provides means of satisfying the needs of employees.

4) It helps in boosting group morale.

5) It encourages discipline among the employees.

It is, therefore necessary for the mangers to understand their

subordinates and the factors, which make them, tick. This is possible

only if an analysis is made of the needs craving satisfaction in the minds

of their subordinates.

Motivation is mainly psychological. It refers those factors, operating

within an individual, which induces him to act or not to act in a certain

way. It may be defined as propensity, or the level of desire of an

individual to behave in a certain manner at, a certain time and in a

certain situation. Being motivated means to behave in a particular way.

Motivation in an organization is the willingness of the employee to work

for organizational goals. The more positively an employee is motivated

towards the organization, the more effective is his performance, his

motivation, to a large extent, is determined by his perception. When his

employees perceive incentive schemes differently all employees are not

equally motivated to work efficiently.

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It is also misleading to talk about motivation without specifying the goal

of motivation. For effective motivation employees’ needs should be

identified and also the extent to which these needs are important to

them, without this motivational efforts of the management are not likely

to give results.

An individual’s needs are determined by certain psychological

imbalances within him, his past experience, social expectations and the

interaction of two or more of these forces. Social motives should be

recognized for understanding human behavior. Some kind of behavior

may be caused by various social motives, or different types of behavior

may be caused by the some motives. For example, the motive for doing

overtime work may be to earn extra money for some, while for others it

may be to get relief from family tensions and worries. Similarly some

people accept extra work once to earn extra money to meet their present

needs but refuse the same second time. In the same way motives vary

in intensity also from people to people and also for same person at

different times.

AIMS OF MOTIVATION

The aims of motivation may be:

A) To develop smooth human relations in the organization.

B) To satisfy the economic, social and psychological needs of the

employees.

C) To boost morale of the employees.

D) To create a feeling of job satisfaction amongst employees as a

result of which the employees are motivated to do more work.

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E) To increase productivity and job performance.

F) To seek maximum cooperation of employees and establish

harmonious relations between labour and management.

G) To get maximum exploitation of human recourses.

H) To achieve the goals of the organization.

THEORIES OF MOTIVATION

It is relevant to understand the different theories advanced in connection

with motivation. The important theories are:

1) The Interaction Theory.

2) The Participation Theory.

3) The Pattern Concept and

4) The Achievement Expectoration Theory.

1) The Interactive Theory

In this theory, emphasis is placed on the organization as a social

system consisting of three variables namely (a) activities (b)

interactions and (c) sentiments.

Activities can be noted and described, interaction can be

measured and their results noted. As against this, sentiments are

“part of what is called individual self-interest”. According to him, if

motives are examined it would generally be noticed that they are

“neither individual nor selfish but they are the product of group life

and serve the gains of the whole group, not just the individual.

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2) The Participation Theory

Some physiological advance the participative leadership style for

securing maximum motivation. Here participation is used to

motivate person towards predetermined goals. Douglas Mc Gregor

presented two opposite sets of assumptions “X and Y” which

represent the anchor points in a scale, implicit in most approaches

to supervision and utilized to motivate people between the two

extremes, several assumptions based on the combinations of the

two extremes can be made.

Theory X is based on assumptions and beliefs which are based on the

study of many people at work, and the nature and structure of many

organizations and their style of supervision. These assumptions imply

that the supervision has a low opinion of the workers and still has

expectation from them. Such workers beliefs reduce the supervisor

efforts to increase satisfaction in work, which in turn confirms a workers

view that work is a necessary evil.

Theory Y puts forward the opposite assumptions which provide a

totally different picture of human nature. Therefore, theory Y

implies that on the job satisfaction is necessary to motivate

employees.

3) The Pattern Concept

Likert, on the basis of his studies of the pattern of management

practices of highly successful companies have invoked a pattern,

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which he believes can establish a system of maximum

effectiveness.

His findings indicate that managers and supervisor, whose pattern

of leadership yield consistently favorable attitude, more often think

of employees” as human being rather than just person to get work

done”. He emphasizes that workers should be treated as “human

being” rather than as “Cogs in a machine”.

Whilst this is commendable, he fails to appreciate that given F.W.

Taylor evinced considerable awareness of individual’s importance

and the limitation of money as a motivator.

4) The Achievement Theory

David Mc Clelland stresses the need to achieve which exists in

human beings. According to him, if a person is given a thorough

understanding of the theoretical concept relating to achievement

motivation and his own scores, such an individual would

subsequently perform more effectively in competitive achievement

situations.

Thus, there are several theories of motivation, which indicate that

the area is still not very explicit. The best approach would be to

analyze the needs of human being to develop a theory of

motivation.

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IMPLICATION OF HUMAN NEEDS

Needs can be defined as “a condition requesting supply or relief, the lack

of any thing requisite, desired or useful”. A motivation situation has two

aspect i.e. (1) subjective and (2) objectives. Subjective aspect is a need,

a drive or a desire and the objective side is the incentive or goal. If the

process of obtaining the incentive satisfies the need, the situation is

considered as motivating. Hence, it is necessary to understand the role

played by “needs” of human beings, if one desired to secure maximum

motivation.

Human needs have to be inferred from human behavior. There are

different theories but Maslow’s need hierarchy theory is most popular.

MASLOW’S NEED HIERARCHY THEORY

Mallow’s theory encompasses all human needs and classifies them into

five categories. His approach is direct, simple and practical. The five

needs clusters are Physiological needs, Safety needs, Love needs,

Esteem needs and Self Actualization needs.

1. PHYSIOLOGICAL NEEDS

Are being to life and include need for food, shelter, air and

companionship with others. They are relatively independent to each

other and in some cases can be identified with a specific location in the

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body. Theses needs are cyclic. In other words, they are satisfied for a

short period only and they reappear again for example, a person feels

hungry three times a day and drinks water several times, depending on

the weather. That is, these needs are involved in maintaining the body

fit.

2. SAFETY NEEDS

Also called Security Needs, find expression in such desires as economic

security and protection from physical dangers. These needs become

inactive once they are satisfied. An individual who is safe, feels

endangered no longer, and hence makes no attempt to ensure further

security. In an industrial environment, safety needs are of primary

importance to employees, because they are dependent on others for

safety i.e. supervisors.

3. BELONGINGNESS AND LOVE NEEDS

Man is a social animal. All individuals want to associate with others to

gain acceptance and friendship. People do not work for money alone but

also for companionship. Cohesive informal groups indicate that

employees have found an outlet for their social needs. A simple index of

the satisfaction of social needs in organized settings is the frequency

with which employees spend their free time together, and away from

work situations, e.g. games and outings. However, association with

others is also based on like-mindedness. Thus, people become friendly

only with those who are like-minded.

4. ESTEEM NEEDS

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Refer to a desire for high evaluation by others for self-respect and self-

esteem. These include those needs, which indicate self-confidence

achievement, competence, knowledge and independence, competitive-

ness and a desire for the approval of one’s performance by peers.

Efficient managers satisfy these needs to create a feeling of worth

among employees so that the employees may feel motivated to put in

their best and organizational goals may be achieved.

5. SELF ACTUALIZATION NEEDS

Refer to self-fulfillment. KURT GTOLDSTEIN and means, to become

actualized in what one is potentially good at, coined the term “self-

actualization”. A person may achieve self-actualization in being the ideal

fitter, supervisor, teacher or an eminent artist. Hence self-actualization

refers to realization of one’s own potentialities and continued self-

development i.e. “what one can be he must be” some of the important

points of the needs hierarchy theory are:

1. As the name suggests, these needs are arranged in a lowest

to highest hierocracy. Unless the lower-order needs are first,

though partially, satisfied, the satisfaction of higher order needs

will not be possible. Thus psychological needs have will not be

possible. Thus psychological have to be satisfied before we can

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think of security. Security one moves up to the social needs i.e.

belongingness and love needs. Then esteem and self-actualization

2. As suggested above, a satisfied need is no motivator of

behavior. Once a need is fully satisfied, it does not remain a

potential motivator. Only unsatisfied or partially satisfied needs

motivate behavior. Thus a hungry person when fully fed stops

looking for food till this hunger remanifests itself.

3. Since the theory assumes, that human beings are “normal”

exceptions to the general ranking of the need hierarchy will exist. A

highly motivated artist may forgo his need for food and shelter to

complete a painting, which might satisfy his ego or self-

actualization needs.

4. A behavior may be motivated by several needs at a given

time, though one of the five needs will predominate in causing this

behavior. One needs my lead different kinds of behavior in

different situations. Deprivation of a need may lead to aggression,

assertion, compliance, shrewdness, etc. hence it may be difficult to

segregate needs from behavior.

5. Finally Maslow points out that though satisfaction of higher

order needs can be postponed, their satisfaction leads to greater

biological efficiency. Organizations should motivate their

employees to attain these higher needs. This is in consonance

with the human desire to get closer to higher order needs.

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Although Maslow first propounded his theory in 1943, researchers have

attempted only recently to determine its relevance as a model for

studying work motivation. In the west, the major work had been done by

porter using a 15-item questionnaire to measure the relative satisfaction

of the first sets of needs pointed out by Maslow. The items were checked

on three seven points scales referring to importance to respondent.

Need – fulfillment was defined as the difference between expected and

existing needs. The higher the difference, the lower was the need

fulfillment. Porter’s conclusions were:

1. Vertical location of management position is in important variable in

determining the extent to which psychological needs are fulfilled.

2. Esteem, security and auto my needs were significantly more

satisfaction in middle then in bottom management.

3. Higher-order needs were relatively least satisfied in both bottom

and middle management.

4. Self-actualization and security were perceived as being important

areas of need satisfaction.

Saiyadain recently carried out a study of Indian samples. He collected

data from randomly selected samples of four adjacent levels from the

same organization and administered Porter’s questionnaire and a job

satisfaction questionnaire to them. The result showed increased

satisfaction with higher levels, particularly for the esteem, autonomy

satisfaction of belongingness needs was higher than at higher levels.

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HERZBERG ET AL’S MOTIVATION HYGIENE THEORY

This theory suggests a non-linear relationship between man’s

performance and environment. It tests the concept that man has two

sets of needs the need to avoid pain and the needs to grow

psychologically. It proposes that job satisfaction and job dissatisfaction

are two independent and distinct experiences, and that one is not the

adverse of the other. The theory implies that both the outer needs.

The analysis revealed that when positive feelings were described as

achievement recognition, responsibility work achievement, and growth

predominated. Herzberg called them motivators and noticed that they

when negative feelings content factors, supervision, company policy and

administration, working conditions, relationship with superiors, peers and

subordinates, status, job security and personal life dominates, the

narration. These were called Hygiene factors and were found to be job

context variables. Thus the results suggested that hygiene variables lead

to job dissatisfaction because of the need to avoid unpleasantness.

Motivations lead to job satisfaction because of the need for growth and

self-actualization.

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Traditional View

Satisfaction Dissatisfaction

Satisfaction No Satisfaction

Satisfaction Dis Satisfaction

Herzberg’s View

(Motivation

Contrasting Views of Satisfaction –Dissatisfaction

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(a) Employee Needs

(b) Employees

Outcome

Expectations

(c) Employees Self-

efficacy

(a) Job Behaviour(e) Employees

Experience of

(f) Feedback

THE BASIC MOTIVATION CYCLE

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LEADERSHIP STYLES AND JOB SATISFACTION

Job satisfaction and consequent productivity is also a function of

leadership styles. Leadership styles have their effect on motivation,

which in turn influences the performance of the subordinates. It is

therefore an important function of manpower management, to ensure

that an adequate leadership style is adopted, so that the subordinates

are motivated to give their best to the organization and organizational

goals are achieved.

LEADERSHIP DEFINED

The relation between a superior and subordinate “triggers a person’s

will-to-do and transforms lukewarm desires for achievement into burning

passions for successful achievements”. (George R. Terry Principles of

Management). This is in essence the result of good leadership.

According to David C. Mc Clelland, “a strong drive for achievement is an

important attribute for motivation and the quality which characterize

outstanding leaders”. Taunenbaum defined leadership as “the

interpersonal influence, exercised in situations and directed, through the

communication process, towards the attainment of goals”. According to

Terry “the relationship in which one person, or the leader, influences

others to work together willfully on related tasks to attain that to which

the leader desirers”.

Thus leadership is a process of purposive behavior. It must be realized

that in management the term leadership does not refer to excelling. It is

concurred with guiding others or the activities of followers towards

predetermined objectives or goals. Therefore, the leaders’ act must be

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goal oriented. He must use his influence to achieve some desired goals

or goals through his followers.

LEADERSHIP STYLES AND ASSUMPTIONS

The leadership style is a result of leaders own philosophy personally,

experience and value system. It also depends upon the types of his

followers and the organizational atmosphere or climate prevailing in the

company.

POSITIVE V. NEGATIVE LEADERSHIP

Leadership styles can be positive or negative, depending on the leader’s

approach influencing these subordinates. Where the leader uses fear

and force in directing his subordinates towards the organizational goals,

the approach I described as negative. Such a leader relies heavily on

control and uses his authority to fine, reprimand, discharge or to ridicule

his subordinates. The result is that subordinates are not motivated. They

continuously remain tension and only that much which saves them from

punishment. There is no job satisfaction for them and they leave

whenever they get a better place to work.

On the other hand the positive approach is based upon praise, reward

and incentives. The relation between the leader and subordinates is

friendly. This approach induces subordinates to work for the

achievements of goals prescribed by their leader. This approach

requires analysis of human needs for maximum motivation. It requires a

study of a individual to find out his needs and wants and then provide a

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work situation which enables the followers to satisfy such needs whilst

simultaneously working toward the accomplishment of organizational

goals. It is based on the need to integrate needs and goals those of the

organization with those of the employees. This approach leads to job

satisfaction and increased productivity.

For convenience of discussion leadership style can be classified as (a)

Autocratic or Authoritarian (b) paternalistic (c) Laissez Faire or free-rein

(d) job oriented as against employee centered supervision and (e)

Democratic and participative. In practice, a leader adopts a combination

of style, as these classifications are arbitrary.

At attempt has, therefore, been made to measure the extent of physical,

security, social and ego need satisfaction (as well as the total need

satisfaction of the individuals) both at work and outside it.

MOTIVATION AND INCENTIVES-

FINANCIAL

In the previous chapter it has been made clear that the role of motivation

in job satisfaction and performance of workers is significant. Motivation

can be positive or negative. A positively motivated employee is sincere

and devoted to his job. He remains achieved. Incentives motivate

workers to a great extent. It is therefore Shriram Pistons & Rings Ltd.

use both incentives financial & non financial in cash. Invectives for job

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satisfaction can be financial or non financial. Present chapter is devoted

to the role played by financial incentives in job performance.

In the light of the need hierarchy concept, in case of persons operation

at the lower level, where physiological needs are not yet fully satisfied,

money can be very powerful motivator of human conduct. However, as

one rises higher in the management hierarchy, money may still be

important in view of rising prices and inflation in the country, but its

importance diminishes and other non-financial incentives became more

powerful.

There is no escaping the fact that it is necessary to have and adequate

compensation programme, which will attract and retain key people of

superior caliber in the organization. Such a program would also stimulate

such person to improve their performance.

COMPENSATION PROGRAMME

IN

SHRIRAM PISTONS AND RINGS LIMITED

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An effective compensation programme would have a base pay an

incentive element such as commission on sale achieved, besides fringe

benefits. The basic pay must be equitable when compared with salaries

prevailing outside and within the organization for similar jobs. The

importance of base pay lies in that it determines many other payments

such as the bonus payable and certain fringe benefits. The base pay

represents the long term value of the position, whilst bonus and

commission type benefits are the short term values. The incentive

aspect of pay can be used to secure the desired conduct from the

employees.

For example, to sales man, different rates of commissions can be given

on different types of products. A higher rate should be given for selling a

product, which is more difficult to sell, but which provides the company

with a higher margin of profits. Thus an adequate compensation

structure can be devised to motivate the employees in the desired

direction by integrating the employee’s goal with those of the company.

Fringe benefits like provident fund, free medical facility, leave travel

concession, leave encashment, gratuity etc. do not generally motivate

employees. This is because, after some time, these are taken, as

granted and employees begin to consider these as a part of their

salary. Also these have no relationship with their job performance and

productivity. All the most fringe benefits can generate loyalty of the

employee’s towards the organization.

REWARD SYSTEMS

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The idea of rewards is deeply rooted in every culture and society.

Organizations incur huge amounts in financing the reward system. Often

more than 50 percent of the total operating cost. In many service

industries and public sector organization, reward costs can go as high as

80 percent. The investment of such enormous resources makes sense

only when reward systems are designed and managed to specifically

support the organization’s mission and strategies. For all practical

purpose, this macro level perspective means that the reward system

should enable the organization to achieve the following objectives.

1. To attach individuals with the knowledge, ability and talents

demanded by specific organization task.

2. To retain valued and productive employees in the organization.

3. To promote specific job behaviors conducive to higher level and

job promoting.

4. To promote attitude conducive to loyalty and commitment to the

organization, higher job involvement, and job satisfaction.

5. To stimulate employee growth that enables the employees to

accept more challenging jobs.

6. To comply with the requirements that may be imposed by the

laws of the land (Kanungo and Mendonca. 1992 pp 11-121.)

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MOTIVATION AND INCENTIVES-NON

FINANCIAL

Money is an important motivator of human behavior, but in terms of the

need hierarchy it satisfies only ‘physiological’ need of the human being.

This brings into focus the importance of non-financial incentives or

psychic wages, aimed at satisfying the other needs in the hierarchy i.e.

safety needs, belongingness and love needs, esteem needs and self

actualization needs. The psychological need for “safety and security” can

be satisfied by the psychological climate or environment of the

workplace. Some organizations are noted for their policies of hiring and

firing at will, whereas in other organizations even an inefficient employee

may retire at the age of superannuating. In the former worker’s need o

security and safety is not satisfied while in the later there is no motivation

for work, though the job of the employee is safe and secure. What is

needed is that a balance should be struck so that sufficient sense of

security is created without encouraging complacency. The need for

“belongingness and love” in the work situation can be met by providing

appropriate interactions. In this connection “workers participation in

management” scheme can play in important role.

As one moves up the employees’ hierarchy or the management

hierarchy, the need higher up in the Maslow’s need hierarchy come into

operation. For example, a high level executive has his “esteem” needs

which can often be satisfied by giving him an air-conditioned cabin,

motor car and other benefits of this nature which increases his prestige

and satisfies his ego.

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The employee must be made to feel that he has achieved something

through his contribution; such a feeling of achievement can motivate

him, for extra efforts. However, achievement should be followed by

recognition also. Human beings want others to know of their

accomplishments. Therefore, the person who has achieved something

should be praised in public and given recognition for good work.

The needs for self-actualization in present in almost every human being

and should be stimulated by providing him opportunities for growth and

promotion. The only limitation would be that his activities must be

directed towards the achievement of appropriate organizational goals.

Some of the non-financial incentives, in brief are as follows:

1. Providing responsibility through job enlargement.

2. Providing involvement or participation.

3. Creating a sense of achievement.

4. Providing recognition for accomplishment.

5. Offering inducement of promotion and growth as a result of

effective performance.

1) PROMOTION POLICY AS MOTIVATION

Adequate policy regarding promotion generate job satisfaction and

motivate employees for better work. Promotion refers to

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assignment to an employee of a position of grater responsibility

and increased authority. It normally involves ascending in the

management hierarchy and increase in pay and status of the

employee. It can be used to satisfy the employees’ needs for self-

actualization and thereby to motivate him. In addition, promotion

using employee’s skill for more production. Promotion is also a

source for recruitment for higher appointments and also provides a

motivational environment. It also offers careers to efficient

employees within the organization.

Promotion policy should be open and know to each employee.

When employees know that every one of them can rise higher,

provided they work efficiently and give better results, they will be

motivated for better and more work.

2) QUALITY CIRCLES

The concept of quality circle (QC) is the outcome of the Japanese

concern for satisfaction quality control. QC is primarily based on

the recognition of the value of employees as human beings. Hence

managers have to treat them with dignity and train them to accept

responsibility and contribution to their job. Thus motivated, they

would be capable of making their valuable suggestions through the

use of their initiative, suggestions through the use of their initiative,

experience and intelligence without just putting in physical efforts.

QC is defined as a small group of 5-10 workers voluntarily

performing quality control activities within the workshop to each

they belong. QC is a voluntary group effort. This group which

consists of a

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cross-section of employees then a cost finds way and means to

improve quality of their product.

3) WORK REDESIGN

Work redesign is basically the change in the nature of the job of

the employees as a motivational technique. The managers have a

number of alternatives to bring about change. However, by the

large, job rotation enlargement are extensively used. Job rotation

is a systematic movement of people from one job to another. It

provides them the broad-based understanding of various functional

activities of the organization and helps them develop the

perspective to relate their own job. It however entails some prior

training before the person is rotated. Job rotation has been found

to be a good motivational device but can become expensive if it

needs the dislocation of employees and meeting the costs of this

dislocation. Job enlargement, on the other hand, would necessitate

giving more tasks to be performed by employee on a given day. It

is the horizontal extension of the job more of same things.

However, such an exercise entails the complete redefining the job

of the employees and would often require extra payment to the

change in the job description.

4) FLEXIBLE WORK HOURS

Organization frequently use modified work schedules to increase

employee motivation. The flexible work hours can take many

forms. It can mean a change in traditional 8-5, Monday through

Friday, work schedule (flex time). It can also mean doing work at

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home. Many variations are available. One alternate is the

compressed work week. Instead of working 8 hours/days, one can

work for 10 hours/day for 4days. Another popular method is the

flexible work schedule. Hence, all the employees are required to

work for certain core hours, the rest of the hours can be flexible, as

long as eight hours of work/day has been done. Thus, the

employees can come one hour late and can stay one hour after

work. Yet another system is working at home. Giving, the easy

availability of computer technology and networking, employees

stay home and still do a full day’s work. This is particularly more

suitable for working mothers.

5) DEMOCRATIZATION OF WORK

If worker have to be provided sense of participation, importance,

pride, freedom and self self-expression, it is necessary that they

are involved in the decision making process, particularly those

decisions that affect them the most. Democratization entitles

sharing in an appropriate way, the decision-making powers with

the lower levels in the organization, so as to generate a feeling of

involvement with the job and the organization. It is also called

participative management or codetermination. Many organizations

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that have experienced this idea have found that it leads to high

satisfaction and productivity, provided that there is trust between

the participation levels, liberal sharing of information and a positive

top management attitude.

6) SCIENTIFIC MANAGEMENT APPROACH

In the 1900s, Frederick Winslow Taylor proposed scientific

management principles designed to maximize production

efficiency. He sought to replace the seat-of-the-plants approach

determining each element of a worker’s job with a scientific

approach. The centerpiece management was the elimination of

time and motion waste. This was done by carefully studying

jobs to determine the most efficient way in which they could be

completed. Jobs were partitioned into small and simple segments,

and the workers were given specific instructions on how each

segment was to be done.

The results of Taylor’s efforts in economic terms were nothing

short of spectacular. He was consistently able to achieve

productivity improvements in the range of 200 percent or more.

Many workers, however, did not like the jobs designed according

to the dictates of scientific management. They found the repetitive

work depersonalized, boring and unchallenging. Because their job

often represented small “cogs” in a big “wheel” employees

increasingly complained that their work was meaningless. To offset

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the boredom of their highly repetitive jobs, workers would do things

that were not always in the best interest of the organization. They

came to work late, they took three or four days weekends, and

they quit to find more interesting work.

Probably one of the most publicized reactions to overspecialized

jobs was the action by automobile assembly-line workers in the

early 1970s at the Lords town, Ohio, Chevrolet plant. Workers

were found to be welding empty soda pop bottles inside doors,

purposely gauging the paint on cars as they went by, and

engaging in other dysfunctional behaviors.

The Lords town workers, it was said, were frustrated and looking

for ways to overcome the dull, repetitive and unchallenging tasks

they were assigned. Welding a bottle inside a door or putting a

deep scratch into car’s paint without getting caught provided a

diversionary outlet.

The Lords town events occurred in the early 1970s, but the

recognition that a good thing work simplification could be carried

too far began to get attention in the late 1940s and early 1950s. As

a result of insights from psychologists, sociologists, and other

social scientists, attention began to shift to the human needs of

people. The job themselves had been engineered to be efficiently

performed by the robot like workers. But people are not robots.

They have needs and feelings. No matter how well engineered a

job is, if the design fails to consider the human element, the

economics of specialization.

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It should be more than offset by the diseconomies of employee

dissatisfaction. And on many jobs, this is exactly what was

happing. So attention becomes increasingly focused on job

approaches that would make work less routine interesting and

more meaningful.

Problem

Solutions

Reviewed

Problem

Problem

Problem

Problem Management

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RESEARCH METHODOLOGY

The present study on job satisfaction is an outcome of the various

methods and procedures followed while collecting and analyzing

the data. The following is a brief discussion on such issues:

Reference period : The present study covers the job

satisfaction techniques followed during the year 2005 in

Shriram Pistons & Rings Ltd. This implies that the

employee’s performance for the 2004-05 has been

considered for review.

Selection of location : The present study was conducting in

Shriram Pistons & Rings Ltd. This was done with a view to

gain an insight in to the satisfaction techniques being

followed in the service industry.

Problem

Problem

Circle Team Members

Management an Circle Team Member

HOW A TYPICAL QUALITY CIRCLE OPERATES

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Sampling procedure & design : The total strength of Shriram

Pistons & Rings Ltd. is 1800 employees. This includes

manager, including General Manager. Only those employees

were considered for the purpose of study that had completed

one year of service as on 31-3-2005. The Shriram Pistons &

Rings Ltd. count of such employee was only 1300. I have

selected Random selection techniques for the sample size of

40.This was

done for both the management and non-management

employees of the organization. Help was taken from the

Personal Executive and Manager.

Tools and techniques used : Interview method was adopted

to collect the information from management and non-

management employees. This was done with the help of

questionnaires being given out to them for their completion.

Collection of data : Data for the competition of this study was

collected both from primary and secondary sources. Primary

data was collected from the respondent through

questionnaire based survey while the internet, magazines,

books and journals were used for the collection of secondary

data.

Analysis of data : The data was collected with help of

schedules that was later fed into the master tabulation

sheets. The data then was subjected to specific classification

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and was further tabulated for the purpose and interpretation.

The analysis and interpretation of data was based on only

simple percentage and average method.

Figure 1

Figure 2

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Figure 3

Figure 4

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Figure 5

Figure 6

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Figure 7

Figure 8

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Figure 9

Figure 10

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Figure 11

Figure 12

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Figure 13

Figure 14

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Figure 15

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RESULTS

1. The finding of the study reveals that the occupational level of the

individual is significantly associated with need satisfaction. The

higher the occupational status the greater is the need satisfaction.

2. There is a high and positive correlation between the total need

satisfaction of the individual and the satisfaction he derives from

his job. Satisfaction from job has impact on his productivity.

3. An important finding is that job satisfaction varies with the level of

jobs one holds. The higher the occupational level, the grater is the

job satisfaction.

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INTERPRETATION

These results or survey that 80% employees are satisfied with their job

but 15% of the sample had negative attitude or job dissatisfaction. This

early finding is quite similar to the performance of evidence that has

since been reported.

These figures are quite different from the “commonsense” view in which

workers are considered as robots doom to dissatisfaction in their work

because the working hour of the organization is not very good. So the

employees are dissatisfaction.

The view that is clearly taken is that the majority of the gain fully

employed tend to have job satisfaction are at best natural. Only a small

percentage of job satisfaction is there. This survey indicated that is

considerably more job satisfaction than dissatisfaction then the entire

person who are gainfully employed is included in the survey.

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CONCLUSION

The present study is concerned mainly with the role of satisfaction which

an individual drives from job in increasing his productivity. The question

as to why man work is considered rather irrelevant as man has been

working in every society through out the ages. Whatever may be the

reason for working, men have continued to work. The urge to work

seems, to be deep rooted in most men, and work is viewed much more,

than a means of seeking economic gratifications.

In can be said that work forms an essential part of human activity. Work

occupies so much of man’s life span, that the satisfaction or

dissatisfaction from it can affect the individual considerably in all walks of

life. Besides this, a man’s job satisfied so many of his needs, which it

becomes extremely important to enquire about the factors that are

associated with satisfaction or dissatisfaction with the job. The impact of

work on men cannot be denied. It operates as a great stabilizing,

integrating and ego satisfying, central influence in the pattern of each

person life. If a job fails to satisfy these needs of an individual, it is

problematic whether man can find adequate substitutes to provide a

sense of significance and achievement, purpose and justification for his

life.

The role that work plays in the life of many may easily be seen when one

is unemployed. Not merely because it means loss of money, but

also because of loss of status in the society and he finds it difficult to

save his face.

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As an individual’s work means so much to him and since its impact on

the individual is considerable, social scientists, the world over started

focusing their attention on the problem of satisfaction or dissatisfaction

with work.

Different workers in the field have dealt with the problem of satisfaction

or dissatisfaction with work in different manner. The earliest researches

on job satisfaction were primarily production oriented rather than

employee oriented. The idea was to isolate those factors on the job,

which were generally considered desirable by the employees. This

approach to the study of work and the accompanying satisfaction or

dissatisfaction with it was termed as the incentive approach with it

literature on vocational motivation.

The incentive approach was considered insufficient to explain the

phenomenon of job satisfaction.

Similarly, the human relations approach to the study of job satisfaction

was also considered inadequate to explain the phenomenon.

The two-factor theory, proposed by Herzberg to explain the phenomenon

of job satisfaction has received considerable attention

in the literature on vocational motivation recently. His motivation and

maintenance factors approach to the study of job satisfaction is a novel

one. However, research findings explanation of job satisfaction rather

than confirm it.

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Certain psychologists proposed a rather useful approach to the study of

job satisfaction. They advocated that there is very little difference

between general adjustment and occupational adjustment. Some

thinkers suggest employee cantered approach to job satisfaction. The

argument is that it created a feeling of confidence among the employees

and motivates them to do their best for the organization.

In view of such contradictory evidence, it was decided to utilize a

comprehensive approach to explain the phenomenon of job satisfaction;

the present study has utilized the concept of human needs as the basic

analytical tool. The theory of human needs states that man has several

needs to satisfy.

Some of these needs have been called primary and others as secondary

needs. It states that whenever any of these (or all of these) needs are

activated, they create a sort of dissonance in the individual, who is thus

motivated to task such action as may be necessary to reduce this

tension.

Analyzing the job situation in the context of the need theory, it is

apparent that when an individual comes to work, he brings with him

certain needs. He is constantly seeking the gratification of his needs

on the job situation. He expects to satisfy these needs on the jobs and in

return work to achieve organizational goals. In this process of seeking

adjustment with the various physical, social and psychological aspects of

the work environment, if the individual feels he is able to satisfy those

needs which are of significant importance to him, he is likely to be

positively oriented towards his job.

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The phenomenon of satisfaction with work, however, can only be

understood in its totally. An individual in an organized whole and his

behavior has to be understood in its totality. Not only does he seek

satisfaction of his needs on the job, but outside it as well. It is necessary

to satisfy his needs, both, at work situation and outside it. The

satisfaction or dissatisfaction of these needs leads to the development of

certain attitudes of life and work.

Socio-Cultural and

Environmental

Variables

Employee

Motivation to

Perform

Employee

Performance

Behavior

Productivity or

performance outcome

for Organization

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FRAMEWORK OF JOB SATISFACTION

ASSUMPTIONS AND LIMITATIONS

UNDERTAKEN STUDY

ASSUMPTIONS

Organization Support System

Employee

Motivation To

Perform

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Due to lack of sufficient knowledge, I had to make a number of

assumptions for the sake of a useful & reasonably accurate project in the

field of Job satisfaction. While I believe that al such assumption were

justice and have put in all possible efforts to reduce assumptions to a

minimum by procuring the facts all techniques from wherever they were

available some assumptions and limitations remain to keep every thing

honest. I would like to list them here:

The permanent employees have been considering for this study.

Only the employees who have completed their one-year completed

year of service have been considered for this study.

LIMITATONS

In few cases, the respondent had refused to give the information.

Confidentiality of certain information at the unit level also major

limitation of this study.

Contacting managers of the organization was time consuming

exercise

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The study covers only the permanent employees of the

organization who have completed their on e year service hence

the study is just based on a limited number of people.

Since the Shriram Pistons & Rings Ltd. was newly established

hence the permanently count of employees was too less and thus

the sample size of was also small.

SUGGESATIONS

AND

RECOMMENDATIONS

The following recommendations and suggestions are made on the

bases of study conducted in Shriram Pistons & Rings Ltd.

Ghaziabad:

The study shows that the employees want feedback as to how

they are doing. The job satisfaction system hence should be

capable enough to give them that feedback.

General interviews and survey should not be conducted without

knowing what is it needed

Measures of job satisfaction should always be conducted on the

bases of sufficient and relevant in formations.

The employees should always be aware of the standard and the

job content expected out of them.

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Job satisfaction tools should be selected carefully after taking in

to consideration the requirement of the study.

The manager should try silence, use open ended questions to

understand the feelings of the sub ordinates.

Financial reward and promotional opportunities should be

provided.

Ethics for working conditions and working hours should be

practical.

To avoid boredom and motivate to workers cultural programs

and vocational tours should be organized.

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BIBLIOGRAPHY

1.- Calhoon Harper Richard P, Managing Personnel ,New York.

2.Bhatia S.K. , Principles and Techniques of personnel Management

New Delhi, Deep & Deep Publication,

3.Shahdra Naveen, Personnel Management and Industries Relations

in India – Delhi, R.S. Daver Vikas Publishing House .

4.Flippo Edwai B, Principles of Personnel Management, Mc Graw Hill

Bogalusa Ltd.

5.Argyris, Chris (1964),Integrating the individual in the organization,

New York: John Wiley,.

6.Bernard, Chester I (1956,)Functions of the Executive, Cambridge

and Mass: Harvard University Press,.

7.Brown, J.A.C.(1962), Social psychology of Industry, Hamondsworth,

and Middleses: Penguin Books, Inc.,.

8.Brown, J.S. (1961), the Motivation of Behaviour, New York: Mc

Graw Hill,.

9.Carnarius, Stanely, E. (1962), Motivating Managers, Opinion

Research Corporation.

10. Chakraborty, Paul, (1965) “Job Satisfaction”, Industrial

Relations,. (May-June), 17, No. 3, PP. 131-135.

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QUESTIONNAIRE

Q.No Question Options Dimensions

Tick

1. Worker’s satisfaction in monetary

level

Highly Satisfied

Satisfied

Below Satisfied

Can not say

2. Social Security Very Satisfied

Average

Not Satisfied

3. Working Condition Highly Satisfied

Average

Not Satisfied

4. Selection Process Satisfied

Not Satisfied

Cannot Say

5. Motivation Level in Employee Monitory

Non-Monitory

Reward

Cannot say

6. Attitude & Behaviors of

Management

Very Good

Good

Average

Cannot say

7. Medical help provide to the

Employee

Highly Satisfied

Satisfied

No Satisfied

Cannot say

8. Training facility

Highly Satisfied

Satisfied

No Satisfied

Cannot say

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9. Recruit policy of the Company to

Employee

Very True

True

Average

Not Satisfied

10. Different Cultural Activities in the

Organizations taken by

management through employees

satisfactory level

Very True

True

Average

Cannot say

11. Loan/Advance given by

Management in case of need

Very True

True

Average

Cannot say

12. Role of Company in Social

Welfare activities

Very True

True

Average

Cannot say

13. Facility given by company for the

education of their Children

Highly Satisfied

Satisfied

No Satisfied

Cannot say

14. Safety measurement taken by the

Company for employees

Highly Satisfied

Satisfied

No Satisfied

Cannot say

15. Employees satisfy from their job Highly Satisfied

Satisfied

No Satisfied

Cannot say

(NAME OF THE WORKER)

Designation:

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