A PROJECT REPORT

On
STUDY OF EMPLOYEE JOB SATISFACTION
IN
MICRON HYDRAULIC LTD.

Submitted in Partial Fulfillment of the Requirements of

Bachelor of Business Administration
Of
Guru Gobind Singh Indraprastha University

Submitted by:
Name: Nikita sharma
mam
Enrollment No. 02518003914
MBA 2nd year

Submitted to:
Mrs. Sanober

DECLARATION

I NIKITA SHARMA hereby declare that the project entitled STUDY OF

EMPLOYEE JOB SATISFACTION IN MICRON HYDRAULIC LTD
submitted in partial fulfillment of the requirement for award of the degree of
MBA at DELHI TECHNICAL CAMPUS affiliated to Guru Gobind Singh
Indraprastha university, Dwarka is an authentic work and has not been
submitted to any other university/institute for award of degree/diploma.

NIKITA SHARMA
02518003914
MBA (Delhi Technical Campus)
Greater Noida

CERTIFICATE

This is to certify that project Study of employee Job Satisfaction

in Micron Hydraulic Ltd. is a bonafied work done by Ms. Nikita
Sharma under my supervision towards partial fulfillment of the
Management program me course (MBA) (2014-2016) of DELHI
TECHNICAL CAMPUS, Affiliated to GURU GOBIND SINGH
INDRAPRASTHA UNIVERSITY, approved by AICTE under my guidance and
direction.

Place- Greater Noida

(SANOBER

MAM)
Date-

Project

Guide

ACKNOWLEDGEMENT
In pursuing and completion of my MBA and other commitments, I
undertook the task of completing my project Study of employee
Job Satisfaction in Micron Hydraulic Ltd.. To this I would like thank
and convey my gratitude to my guide Mrs. Snober Mam. I am
fortunate in having sought and secured valuable guidance and
support from the initial to the final level enable me to develop and
understanding of the subject. He has made available his support
in a number of ways like motivation, encourage, Invaluable ideas,
development of self thought process etc.
I owe my deepest gratitude to my all near and dear friends who
helped me in obtaining information and who shared their views on
my topic.

(NIKITA SHARMA)

INDEX
PARTICULARS
S.NO.

PAGE
NO.

1.

CHAPTER-1
1.1

Executive Summary

1.2

Objectives

1.3

Introduction

2.

CHAPTER-2
2.1

3.

Review of Literature

CHAPTER-3
3.1

Research Methodology

3.2

Finding

4.

CHAPTER-4
4.1

5.

Conclusion and Recommendations

CHAPTER-5

5.1

References

EXECUTIVE SUMMARY
Micron Hydraulic Ltd. is situated in Ghaziabad, Uttar Pradesh, India. Our product
range includes Injection Moldings and Automotive Parts. MHL is located in
Ghaziabad, India and has about 21,110 square feet of facility equipped with
advanced analysis diagnostic tools, power high-pot testing equipment, digital
storage scope, power back-up and a cadre of highly-experienced management and
design engineers.
MHL having two manufacturing plants in India located at Ghaziabad & Bangalore
which are synonymous with excellence and expertise in the Injection Moldings
industry.
Job satisfaction describes how content an individual is with his or her job. It is a
relatively recent term since in previous centuries the jobs available to a particular
person were often predetermined by the occupation of that person's parent. Job
satisfaction is in regard to one's feelings or state-of-mind regarding the nature of
their work. Job satisfaction can be influenced by a variety of factors, eg, the quality
of one's relationship with their supervisor, the quality of the physical environment
in which they work, degree of fulfillment in their work, etc.
The purpose of the project is to study the employee job satisfaction at micron
hydraulic ltd. The organizational climate was observed and also to find the reason
for low satisfaction level.

INTRODUCTION

In human resource terms, employee satisfaction means employees are

contented with their work and position. To be contented, they likely
enjoy much of their work, they feel management is fair and cares about
them, and they are comfortable in their work environment - both with
other staffers, and with the resources they have available to complete
their jobs.
It ties in closely with employee turnover, since unhappy staffers are
more likely to seek positions elsewhere. It is expensive to replace
employees, so many HR departments have a goal of keeping employee
satisfaction at a high level so turnover stays low.
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods include job rotation,
job enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attitude which is
frequently measured by Organizations.

How Is It Measured?

Employee satisfaction can be measured 2 ways:

1. Indirectly, by watching trends in employee turnover; and
2. directly, by asking employees about their level of
satisfaction via surveys, interviews, and focus groups.
In indirect measurement, management watches the trends
in employees leaving the organization, and assumes that
satisfaction levels are adequate when turnover levels are at
or below industry norms. They may also drill down to watch
9

for specific departments or functions with higher-thanaverage or higher-than-usual turnover, and implement direct
measurement actions in those areas to determine causes
for the increase in separations.
Direct measurement methods involve asking employees
about their level of satisfaction. For example, an anonymous
survey could be mailed or emailed to all employees asking
for their level of satisfaction with different aspects of their
jobs. Interviews and focus groups might also be conducted,
in which staffers are questioned in person.
Surveys and interviews may be conducted by company
personnel or outside consultants may be brought in so that
employees feel freer to share their opinions, knowing that
information will remain anonymous when presented to
management.
Questions asked might include:

Are they satisfied with their specific jobs and their

tasks?
Do they feel that they have the support and resources
they need to do their best work?
Is management providing appropriate direction?
Do they think compensation, benefits, and work
conditions are adequate?

10

Are they considering leaving the company?

Once the results are in, information will be analyzed, and

various breakdowns (such as by department or by type of
question) may be reviewed to see if there are specific areas
that need to be addressed. This information would then be
presented to senior management, along with any specific
recommendations for change based on the results.

Company Impact?
The specific impact of job satisfaction can be hard to
quantify, but a higher level of employee satisfaction would
be expected to result in:

Fewer employees voluntarily leaving the company for

new positions.
Experienced employees staying with the company
longer, which helps control hiring and training costs and
avoids dips in productivity while training new staff.
An easier time filling open positions, since the company
will have a reputation of being a good place to work and
more people will be interested in working there.
11

One potential downside of satisfied employees is that lesscompetent staffers will stay as well, rather than leave the
organization.

Relationships and practical implications

One important discovery is that job satisfaction is correlated with life satisfaction.
This correlation is reciprocal, meaning people who are satisfied with life tend to be
satisfied with their job and people who are satisfied with their job tend to be
satisfied with life.
There is evidence that job satisfaction is negatively correlated with absenteeism.
That is, people who are dissatisfied with their job tend to miss more work.
Although there is not a strong correlation, people tend to not miss work very much
regardless of their degree of satisfaction. However, people will readily deem
extraneous situations to be justifiable reasons to miss work. For example, a

12

dissatisfied worker may not miss work on a warm, sunny day but will be more
likely to miss on a cold, snowy day.
Along the same lines as absenteeism, job satisfaction also is negatively correlated
with turnover. People are much more likely to quit their job when they are
dissatisfied, and people are even more likely to have intentions of quitting when
they are dissatisfied.
Questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale
of job satisfaction, one of the first scales used widely, measured overall job
satisfaction with just one item which participants respond to by choosing a face.
The group could be an ethnic or kinship group, a social institution or Organization,
a social class or social stratum, a nation, a population, or a gender etc.
This definition contrasts with the relationship between people and inanimate
objects.

Understanding social relations

There are at least three problems in understanding social relations.
many social relations are not directly observable by an individual, and can
only be inferred with the aid of abstractions. This raises the question of how
we know they exist, and how they exist.

reflexivity: in the case of social science, the scientist is in a very obvious

way himself or herself part of the social world being studied (this occurs
also in natural sciences;

Maslow's hierarchy of needs

13

Maslow's Hierarchy of Needs is a theory in psychology that Abraham Maslow

proposed in his 1943 paper A Theory of Human Motivation, which he subsequently
extended to include his observations of man's innate curiosity. His theory contends
that as humans meet 'basic needs', they seek to satisfy successively 'higher needs'
that occupy a set hierarchy. Maslow studied exemplary people such as Albert
Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than
mentally ill or neurotic people, writing that "the study of crippled, stunted,
immature, and unhealthy specimens can yield only a cripple psychology and a
cripple philosophy. Malsow also studied 1 percent of the heathiest college student
population in order to obtain empirical research."

This diagram shows Maslow's hierarchy of needs, represented as a pyramid with

the more primitive needs at the bottom.
Maslow's hierarchy of needs is often depicted as a pyramid consisting of five
levels: the four lower levels are grouped together as deficiency needs associated
with physiological needs, while the top level is termed growth needs associated
14

with psychological needs. While deficiency needs must be met, growth needs are
the need for personal growth. The basic concept is that the higher needs in this
hierarchy only come into focus once all the needs that are lower down in the
pyramid are mainly or entirely satisfied. Once an individual has moved past a
level, those needs will no longer be prioritized. However, if a lower set of needs is
continually unmet for an extended period of time, the individual will temporarily
re-prioritize those needs - dropping down to that level until those lower needs are
reasonably satisfied again. Innate growth forces constantly create upward
movement in the hierarchy unless basic needs remain unmet indefinitely.
Physiological needs
The physiological needs of the organism, those enabling homeostasis, take first
precedence. These consist mainly of:
the need to breathe
the need to drink water
the need to sleep

the need to regulate homeostasis

the need to eat

the need to dispose of bodily wastes

the need for sexual activity

If some needs are not fulfilled, a human's physiological needs take the highest
priority. Physiological needs can control thoughts and behaviors, and can cause
people to feel sickness, pain, and discomfort. Safety needs
When physiological needs are met, the need for safety will emerge. When one
stage is fulfilled you naturally move to the next. Safety and security rank above all
other desires when pertaining to physiological needs. These include:

15

Physical security safety from violence, delinquency, aggressions

Security of employment

Security of revenues and resources

Moral and physiological security

Family security

Security of health

Love/Belonging/Social needs
After physiological and safety needs are fulfilled, the third layer of human needs is
social. The pyschological aspect of Maslow's hierarchy. This involves emotionallybased relationships in general, such as:

Friendship

Sexual intimacy

having a supportive and communicative family

Humans generally need to feel belonging and acceptance, whether it comes from a
large social group (clubs, office culture, religious groups, professional
organizations, sports teams, gangs) or small social connections (family members,
intimate partners, mentors, close colleagues, confidants). They need to love and be
loved (sexually and non-sexually) by others. In the absence of these elements,
many people become susceptible to loneliness, social anxiety, and depression. This
need for belonging can often overcome the physiological and security needs,
depending on the strength of the peer pressure. e.g. an anorexic ignores the need to
eat and the security of health for a feeling of belonging.
Esteem needs

16

According to Maslow, all humans have a need to be respected, to have self-respect,

and to respect others. People need to engage themselves in order to gain
recognition and have an activity or activities that give the person a sense of
contribution, to feel accepted and self-value, be it in a profession or hobby.
Imbalances at this level can result in low self-esteem, inferiority complexes, an
inflated sense of self-importance or snobbishness. There are two levels to Esteem
needs. The lower of the levels relates to elements like fame, respect, and glory. The
higher level is contingent to concepts like confidence, competence, and
achievement. The lower level is generally considered poor. It is dependent upon
other people, or someone who needs to be reassured because of lower esteem.
People with low esteem need respect from others. They may seek fame or glory,
which again are dependent on others. However confidence, competence and
achievement only need one person and everyone else is inconsequential to one's
own success.
Cognitive needs
Maslow believed that humans have the need to increase their intelligence and
thereby chase knowledge. Cognitive needs is the expression of the natural human
need to learn, explore, discover, create, and perhaps even dissect in order to get a
better understanding of the world around them
Aesthetic needs
Based on Maslow's beliefs, it is stated in the hierarchy that humans need beautiful
imagery or something new and aesthetically pleasing in order to continue up
towards Self-Actualization. Humans need to refresh themselves in the presence and
beauty of nature while carefully absorbing and observing their surroundings to
extract the beauty that the world has to offer.

17

Growth needs
Though the deficiency needs may be seen as "basic", and can be met and
neutralized (i.e. they stop being motivators in one's life), self-actualization and
transcendence are "being" or "growth needs" (also termed "B-needs"), i.e. they are
enduring motivations or drivers of behaviour.
Self-actualization
Self-actualization is the instinctual need of humans to make the most of their
abilities and to strive to be the best they can.
Self Actualization is the intrinsic growth of what is already in the
organism, or more accurately, of what the organism is.[2]
Maslow writes the following of self-actualizing people:

They embrace the facts and realities of the world (including themselves)
rather than denying or avoiding them.

They are spontaneous in their ideas and actions.

They are creative.

They are interested in solving problems; this often includes the problems of
others. Solving these problems is often a key focus in their lives.

They feel a closeness to other people, and generally appreciate life.

They have a system of morality that is fully internalized and independent of

external authority.

They have discernment and are able to view all things in an objective
manner. Prejudices are absent.

In short, self-actualization is reaching one's fullest potential

Satisfaction: Strategies to make work more gratifying

18

Stress mounts when work is no longer satisfying. Here's a look at the underlying
causes and ways you can boost your job satisfaction.
You've dreamed about an ideal job in which you're motivated, inspired, respected
and well paid. But in reality, you've had to settle for something that falls a bit short
of your ideal. Maybe it started as your dream job and for a time you loved it. But
now you find it harder and harder to get through the day.
Lack of job satisfaction can be a significant source of stress. Reasons why you may
not be completely satisfied with your job include:

Conflict between co-workers

Conflict with your supervisor

Not being appropriately paid for what you do

Not having the necessary equipment or resources to succeed

Lack of opportunities for promotion

Having little or no say in decisions that affect you

Fear of losing your job through downsizing or outsourcing

Sometimes it's the job itself that causes dissatisfaction. For example, the work may
be boring, or ill suited to your interests, education and skills.
Take some time to think about what motivates and inspires you. You may even
want to work with a career counselor to complete a formal assessment of you
interests, skills and passions. Then explore some strategies to increase your job
satisfaction.

Strategies to improve your job satisfaction

19

Depending on the underlying cause of your dissatisfaction, there may be several

ways to increase your job satisfaction.

Improve your job skills. Imagining yourself in your dream job, you might
see yourself as an excellent project manager a confident communicator and
a highly organized person. Why not work on these skills in your present job?

Develop your own project. Take on a project that can motivate you and
give you a sense of control. Start small, such as organizing a work-related
celebration, before moving on to larger goals. Working on something you care
about can boost your confidence.

Mentor a co-worker. Once you've mastered a job, you may find it

becoming routine. Helping a new co-worker or an intern advance his or her
skills can often restore the challenge and the satisfaction you desire.

Use positive thinking to reframe your thoughts about your job. Changing your
attitude about work won't necessarily happen overnight. But if you're alert to ways
your view of work brings you down, you can improve your job satisfaction. Try
these techniques:

Stop negative thoughts. Pay attention to the messages you give yourself.
When you catch yourself thinking your job is terrible, stop the thought in its
tracks.

Put things in perspective. Remember, everyone encounters good days and

bad days on the job.

Learn from your mistakes. Failure is one of the greatest learning tools,
but many people let failure defeat them. When you make a mistake at work,
learn from it and try again.

20

Be grateful. Gratitude can help you focus on what's positive about your

job. Ask yourself, "What am I grateful for at work today?" If it's only that
you're having lunch with a trusted co-worker, that's OK. But find at least one
thing you're grateful for and savor it.
Whether your work is a job, a career or a calling, you can take steps to restore
meaning to your job. Make the best of difficult work situations by being positive.
Doing so will help you manage your stress and experience the rewards of your
profession.
Stress, depression and the holidays: 12 tips for coping
Stress and depression can ruin your holidays and affect your health. Being realistic,
planning ahead and seeking support can help ward off stress and depression.
For some people, the holidays bring unwelcome guests stress and depression.
And it's no wonder. In an effort to pull off a perfect Hallmark holiday, you might
find yourself facing a dizzying array of demands work, parties, shopping,
baking, cleaning, caring for elderly parents or kids on school break, and scores of
other chores. So much for peace and joy, right?
Actually, with some practical tips, you can minimize the stress and depression that
often accompany the holidays. You may even end up enjoying the holidays more
than you thought you would.
When stress is at its peak, it's hard to stop and regroup. Take steps to help prevent
normal holiday depression from progressing into chronic depression. Try these
tips:

21

Acknowledge your feelings. If a loved one has recently died or you aren't
near your loved ones, realize that it's normal to feel sadness or grief. It's OK
now and then to take time just to cry or express your feelings. You can't force
yourself to be happy just because it's the holiday season.

Seek support. If you feel isolated or down, seek out family members and
friends, or community, religious or social services. They can offer support and
companionship. Consider volunteering at a community or religious function.
Getting involved and helping others can lift your spirits and broaden your
social circle. Also, enlist support for organizing holiday gatherings, as well as
meal preparation and cleanup. You don't have to go it alone. Don't be a
martyr.

Be realistic. As families change and grow, traditions often change as well.

Hold on to those you can and want to. But understand in some cases that may
no longer be possible. Perhaps your entire extended family can't gather
together at your house. Instead, find new ways to celebrate together from afar,
such as sharing pictures, e-mails or videotapes.

Set differences aside. Try to accept family members and friends as they
are, even if they don't live up to all your expectations. Set aside grievances
until a more appropriate time for discussion. With stress and activity levels
high, the holidays might not be conducive to making quality time for
relationships. And be understanding if others get upset or distressed when
something goes awry. Chances are, they're feeling the effects of holiday
stress, too.

Stick to a budget. Before you go shopping, decide how much money you
can afford to spend on gifts and other items. Then be sure to stick to your
budget. If you don't, you could feel anxious and tense for months afterward as

22

you struggle to pay the bills. Don't try to buy happiness with an avalanche of
gifts. Donate to a charity in someone's name, give homemade gifts or start a
family gift exchange.

Plan ahead. Set aside specific days for shopping, baking, visiting friends
and other activities. Plan your menus and then make one big food-shopping
trip. That'll help prevent a last-minute scramble to buy forgotten ingredients
and you'll have time to make another pie, if the first one's a flop. Allow
extra time for travel so that delays won't worsen your stress.

Learn to say no. Believe it or not, people will understand if you can't do
certain projects or activities. If you say yes only to what you really want to
do, you'll avoid feeling resentful and overwhelmed. If it's really not possible
to say no when your boss asks you to work overtime, try to remove something
else from your agenda to make up for the lost time.

Don't abandon healthy habits. Don't let the holidays become a dietary
free-for-all. Some indulgence is OK, but overindulgence only adds to your
stress and guilt. Have a healthy snack before holiday parties so that you don't
go overboard on sweets, cheese or drinks. Continue to get plenty of sleep and
schedule time for physical activity.

Take a breather. Make some time for yourself. Spending just 15 minutes
alone, without distractions, may refresh you enough to handle everything you
need to do. Steal away to a quiet place, even if it's the bathroom, for a few
moments of solitude. Take a walk at night and stargaze. Listen to soothing
music. Find something that clears your mind, slows your breathing and
restores your calm.

Rethink resolutions. Resolutions can set you up for failure if they're

unrealistic. Don't resolve to change your whole life to make up for past
excess. Instead, try to return to basic, healthy lifestyle routines. Set smaller,
23

more specific goals with a reasonable time frame. Choose only those
resolutions that help you feel valuable and provide more than only fleeting
moments of happiness.

Forget about perfection. Holiday TV specials are filled with happy

endings. But in real life, people don't usually resolve problems within an hour
or two. Something always comes up. You may get stuck late at the office and
miss your daughter's school play, your sister may dredge up an old argument,
you may forget to put nuts in the cake, and your mother may criticize how
you and your partner are raising the kids. All in the same day. Expect and
accept imperfections.

Seek professional help if you need it. Despite your best efforts, you may
find yourself feeling persistently sad or anxious, plagued by physical
complaints, unable to sleep, irritable and hopeless, and unable to face routine
chores. If these feelings last for several weeks, talk to your doctor or a mental
health professional. You may have depression. .

Positive thinking: A skill for stress relief

Stress management requires a positive perspective knowing how to turn
pessimism into optimism.
Is your glass half-empty or half-full? How you answer this age-old question may
reflect your outlook on life and whether you're optimistic or pessimistic.
In fact, studies show that these personality traits optimism and pessimism can
affect how well you live and even how long you live.
Need an attitude adjustment? Find out how to reduce your stress by halting
negative thoughts and practicing positive self-talk.
24

Be positive: Live longer, live healthier

Self-talk is the endless stream of thoughts that run through your head every day.
These automatic thoughts can be positive or negative. If the thoughts that run
through your head are mostly negative, your outlook on life is likely pessimistic. If
your thoughts are mostly positive, you're likely an optimist.
The health benefits optimism may provide are:

Decreased stress

Greater resistance to catching the common cold

A sense of well-being and improved health

Reduced risk of coronary artery disease

Breathing easier if you have chronic obstructive lung disease, such as

emphysema

Improved coping ability for women with high-risk pregnancies

Living longer

Better coping skills

Negative self-talk

Positive spin

I've never done it before.

It's an opportunity to learn something

new.

It's too complicated.

Let's look at it from a different angle.

I don't have the resources.

Necessity is the mother of invention.

There's not enough time.

Let's re-evaluate some priorities.

There's no way it will work.

I can try to make it work.

25

I don't have the expertise.

I'll find people who can help me.

It's good enough.

There's always room for improvement.

It's too radical a change.

Let's take a chance.

No one bothers to communicate with me. I'll see if I can open the channels of
communication.
I'm not going to get any better at this.

I'll give it one more try.

I'm never going to learn how to manage

my stress.

I'm going to try to learn how to manage

my stress.

Practice makes perfect

If you tend to have a negative outlook, don't expect to become an optimist
overnight. But eventually your self-talk will automatically contain less selfcriticism and more self-acceptance.
Practicing positive self-talk will improve your outlook. When your state of mind is
generally optimistic, you're able to handle everyday stress in a realistic and
constructive way. That ability may contribute to the widely observed health
benefits of being an optimist.

Proceed with patience and persistence

26

Don't expect your supervisor to grant a nonessential resource request overnight.

But just because you don't get what you need immediately doesn't mean your
supervisor won't put it in next year's budget.
And don't take it personally if your request is denied. It's not about you. More than
likely it's about the budget. Ask tactfully why the request was denied, if you can.
This information will be helpful if you try again. Also ask if your supervisor has
any thoughts about other possible solutions.
Finally, don't give up. If the need persists, you may want to make the request again.
In the meantime, continue to nurture a strong working relationship with your
supervisor. Let your manager know what you need, but be patient and positive.
Business strategies and priorities change, as do management personnel.
Job Satisfaction: Putting Theory Into Practice
Employee satisfaction and retention have always been important issues for
physicians. After all, high levels of absenteeism and staff turnover can affect your
bottom line, as temps, recruitment and retraining take their toll. But few practices
(in fact, few organizations) have made job satisfaction a top priority, perhaps
because they have failed to understand the significant opportunity that lies in
front of them. Satisfied employees tend to be more productive, creative and
committed to their employers, and recent studies have shown a direct correlation
between staff satisfaction and patient satisfaction. 1 Family physicians who can
create work environments that attract, motivate and retain hard-working
individuals will be better positioned to succeed in a competitive health care
environment that demands quality and cost-efficiency. What's more, physicians
may even discover that by creating a positive workplace for their employees,
they've increased their own job satisfaction as well.
27

Herzberg's theory
In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in
motivation theory, interviewed a group of employees to find out what made them
satisfied and dissatisfied on the job. He asked the employees essentially two sets
of questions:
1. Think of a time when you felt especially good about your job. Why did
you feel that way?
2. Think of a time when you felt especially bad about your job. Why did you
feel that way?
From these interviews Hertzberg went on to develop his theory that there are two
dimensions to job satisfaction: motivation and "hygiene" (see "Two dimensions
of employee satisfaction"). Hygiene issues, according to Hertzberg, cannot
motivate employees but can minimize dissatisfaction, if handled properly. In
other words, they can only dissatisfy if they are absent or mishandled. Hygiene
topics include company policies, supervision, salary, interpersonal relations and
working conditions. They are issues related to the employee's environment.
Motivators, on the other hand, create satisfaction by fulfilling individuals' needs
for meaning and personal growth. They are issues such as achievement,
recognition, the work itself, responsibility and advancement. Once the hygiene
areas are addressed, said Hertzberg, the motivators will promote job satisfaction
and encourage production.
Applying the theory
To apply Hertzbergs theory to real-world practice, let's begin with the hygiene
issues. Although hygiene issues are not the source of satisfaction, these issues
28

must be dealt with first to create an environment in which employee satisfaction

and motivation are even possible.
Company and administrative policies. An organization's policies can be a great
source of frustration for employees if the policies are unclear or unnecessary or if
not everyone is required to follow them. Although employees will never feel a
great sense of motivation or satisfaction due to your policies, you can decrease
dissatisfaction in this area by making sure your policies are fair and apply equally
to all. Also, make printed copies of your policies-and-procedures manual easily
accessible to all members of your staff. If you do not have a written manual,
create one, soliciting staff input along the way. If you already have a manual,
consider updating it (again, with staff input). You might also compare your
policies to those of similar practices and ask yourself whether particular policies
are unreasonably strict or whether some penalties are too harsh.
Supervision. To decrease dissatisfaction in this area, you must begin by making
wise decisions when you appoint someone to the role of supervisor. Be aware
that good employees do not always make good supervisors. The role of
supervisor is extremely difficult. It requires leadership skills and the ability to
treat all employees fairly. You should teach your supervisors to use positive
feedback whenever possible and should establish a set means of employee
evaluation and feedback so that no one feels singled out.
Salary. The old adage "you get what you pay for" tends to be true when it comes
to staff members. Salary is not a motivator for employees, but they do want to be
paid fairly. If individuals believe they are not compensated well, they will be
unhappy working for you. Consult salary surveys or even your local help-wanted
29

ads to see whether the salaries and benefits you're offering are comparable to
those of other offices in your area. In addition, make sure you have clear policies
related to salaries, raises and bonuses.
Interpersonal relations. Remember that part of the satisfaction of being
employed is the social contact it brings, so allow employees a reasonable amount
of time for socialization (e.g., over lunch, during breaks, between patients). This
will help them develop a sense of camaraderie and teamwork. At the same time,
you should crack down on rudeness, inappropriate behavior and offensive
comments. If an individual continues to be disruptive, take charge of the
situation, perhaps by dismissing him or her from the practice.
Working conditions. The environment in which people work has a tremendous
effect on their level of pride for themselves and for the work they are doing. Do
everything you can to keep your equipment and facilities up to date. Even a nice
chair can make a world of difference to an individual's psyche. Also, if possible,
avoid overcrowding and allow each employee his or her own personal space,
whether it be a desk, a locker, or even just a drawer. If you've placed your
employees in close quarters with little or no personal space, don't be surprised
that there is tension among them.
Before you move on to the motivators, remember that you cannot neglect the
hygiene factors discussed above. To do so would be asking for trouble in more
than one way. First, your employees would be generally unhappy, and this would
be apparent to your patients. Second, your hardworking employees, who can find
jobs elsewhere, would leave, while your mediocre employees would stay and
compromise your practice's success. So deal with hygiene issues first, then move
on to the motivators:
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Work itself. Perhaps most important to employee motivation is helping

individuals believe that the work they are doing is important and that their tasks
are meaningful. Emphasize that their contributions to the practice result in
positive outcomes and good health care for your patients. Share stories of success
about how an employee's actions made a real difference in the life of a patient, or
in making a process better. Make a big deal out of meaningful tasks that may
have become ordinary, such as new-baby visits. Of course employees may not
find all their tasks interesting or rewarding, but you should show the employee
how those tasks are essential to the overall processes that make the practice
succeed. You may find certain tasks that are truly unnecessary and can be
eliminated or streamlined, resulting in greater efficiency and satisfaction.
Achievement. One premise inherent in Herzberg's theory is that most individuals
sincerely want to do a good job. To help them, make sure you've placed them in
positions that use their talents and are not set up for failure. Set clear, achievable
goals and standards for each position, and make sure employees know what those
goals and standards are. Individuals should also receive regular, timely feedback
on how they are doing and should feel they are being adequately challenged in
their jobs. Be careful, however, not to overload individuals with challenges that
are too difficult or impossible, as that can be paralyzing.
Recognition. Individuals at all levels of the organization want to be recognized
for their achievements on the job. Their successes don't have to be monumental
before they deserve recognition, but your praise should be sincere. If you notice
employees doing something well, take the time to acknowledge their good work
immediately. Publicly thank them for handling a situation particularly well. Write
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them a kind note of praise. Or give them a bonus, if appropriate. You may even
want to establish a formal recognition program, such as "employee of the month."
Responsibility. Employees will be more motivated to do their jobs well if they
have ownership of their work. This requires giving employees enough freedom
and power to carry out their tasks so that they feel they "own" the result. As
individuals mature in their jobs, provide opportunities for added responsibility.
Be careful, however, that you do not simply add more work. Instead, find ways to
add challenging and meaningful work, perhaps giving the employee greater
freedom and authority as well.

RATIONALE BEHIND STUDY

The present age is the age of competition. Every field is becoming highly
competitive day by day. For the growth of any creativity, skill and knowledge is
very important and for that matter. Institution always plays an imperative role. On
account of financial liberalization policy and economic reforms, the institutions
have to shoulder high responsibilities. This can be achieved only through proper
and trained staff. Training helps in acquiring knowledge by the staff working in the
institution.
The organization has to be more responsive to the changing socio economic
environment. Organizational capabilities need improvements through continuous
improvements through continuous improvement of through continuous updating of
technology, training and development of manpower, create a climate that can
promote a culture of excellence and job commitment of individuals to the
organizational plays an important role in achieving the organizational goals and
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objectives. Job satisfaction level in any organization plays an important role in

achieving the organizational goals and objectives in the present day of stiff
challenge from competitive market, it is ongoing process which requires proper
identification of organizational satisfaction level and also the ways of increasing
the job commitment among the individual. Besides the technological and financial
recourses the Human Recourses is the biggest source of success in any
organization.

Objectives of Study
The study was carried out at Micron Hydraulic Ltd. (MHL), Ghaziabad.
The main objects of the study are:
To study the reason for breaking job satisfaction among employees of M/s
MHL and suggest remedial means.
To analyze level job satisfaction and organizational climate in MHL.

33

34

Micron Hydraulic Ltd. is situated in Ghaziabad, Uttar Pradesh, India. Our product
range includes Injection Moulding and Automotive Parts. MHL is located in
Ghaziabad, India and has about 21,110 square feet of facility equipped with
advanced analysis diagnostic tools, power high-pot testing equipment, digital
storage scope, power back-up and a cadre of highly-experienced management and
design engineers.

MHL having two manufacturing plants in India located at Ghaziabad & Banglore
which are synonymous with excellence and expertise in the Injection Moulding
industry. With approximately 1,000 employees, we have an unrelenting focus on
quality, delivery, value, and technology in everything we make and do.
We ensures that our employees, representatives, contractors, consultants and
suppliers worldwide comply with the highest standards of business conduct and
protect the company's strong reputation for ethical conduct.
MHL and its products & processes have acquired a number of International quality
certifications, like ISO 9001, ISO 14001ISO TS16949, National Award for

35

outstanding Entrepreneurship & Excellence in exports conferred by president of

India, thus complying with stringent quality norms at even the most testing
markets, worldwide.
Today, MHL and its various brands, have earned the distinction of being the
preferred choice of Injection Moulding & Automotive products for discerning
individuals and industrial consumers both in India and abroad, and is all set to keep
powering the world with its state-of-the-art innovations.
Recognized as a GLOBAL industry leader, Micron Hydraulic Ltd. has set the
standard for low-cost, best quality, tools and plastic products.
MHL Products maintains the highest quality standards from tooling to the product
you desire. Let us show you how we have adapted our business practice to exceed
your

expectations.

Our industry experience in the automotive market positioned us over ten years ago
to target new markets and to successfully diversify. We have implemented our
systems to successfully grow as a supplier for : aerospace, audio components,
consumer products, electronic, marine components, medical devices, and robotic
parts. We excel at both our quality and delivery rating while meeting the
competitive demands of the global market place.
Plastic Injection Molding
Molding injection expert
Tool transfer expert
Plastic injection molding from 55-400 ton press range
In-house tool maintenance, engineering changes
36

 RJG certified master molder on staff

Systematic molding process
E-Dart process monitoring
ISO 9001
ISO 13485

37

COMPANY ORGANISATION

Board of Directors

Chairman & Managing Director

Quality Management
Corporate Strategy

Marketing

D
E
V
E
L
O
P
M
E
N
T

S
A
L
E
S

R&D

D
E
V
E
L
O
P

L
A
B
O
R
A
T

M
E
N
T

O
R
Y

Planning

C
E
N
T
R
A

P
R
O
D
U
C

P
L
A
N
N
I

L T N
I G
O
N

Production

P
L
A
N
T

P
L
A
N
T

II

QA

P
U
R
C
H
A
S

General

F
I
N
A
N
C
E

H
R
D

E
D
P

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39

REVIEW OF LITERATURE
JOB SATISFACTION AS A DEPENDENT VARIABLE
Job satisfaction as a dependent variable means what works related variables
determine job satisfaction? Job satisfaction is derived from and is caused by many
interrelated factors, which from basic 3 categories:
1) Personal Factors
2) Factors inherent the job
3) Factors controllable by management.
PERSONAL FACTORS
Gender: Most investigation on the subject has found that women are better
satisfied with their jobs than are men. This is so despite the act that women
are generally discriminate against in job competition and pay. Quite possibly
the reason is that womens ambition and financial needs are less.
Number of dependent: Results of many studies indicate that the more
dependent one has, the less satisfaction he has with the job. Perhaps the
stress of greater financial need brings about greater dissatisfaction with ones
job.

40

 Age: From the consensus of studies, age little relationship to job satisfaction
for all employees but it is important in some job situation. In some groups
job satisfaction is lower, and in some others there is no difference.
Time of job: Several investigation have indicated that job satisfaction is
relatively high at the start, drops slowly to the fifth or eight year, and then
rises again with more time on the job the highest morale is reached after the
twentieth years.
Intelligence: Relation of intelligence to job satisfaction depends on the level
and range of intelligence and the challenge of the job.
Education: There is great deal of conflict evidence on the relationship
between education and job satisfaction so on generalization can be made.
Organizational police in advancement in relation to education are important.
Personality exclusive of intelligence: Personality has been suggested as a
major cause of job dissatisfaction. In a study it was found that person who
were rated
High in interpersonal desirability by their fellow employees were the most
satisfied with their job.
FACTORS IN HERENT IN THE JOB
These factors are important for management to plan and administer job more
advantageously for its workers:
Type of work: Employees tend to prefer job that give them opportunities to
use their skills and abilities and of a variety of tasks, feedback on how well
they are doing. These characteristics make-work mentally challenging. Jobs
that have too little challenge create boredom, but too much challenge creates
41

frustration and feelings of failure. Under condition of moderate challenge,

most employees will experience pleasure and satisfaction.
Skills required: skills in relation to jobs have a bearing on several other
factors such as kind of work, occupational status, responsibility etc. When
skills exist to a considerable degree, it tends to become the first source of
satisfaction.
Geography it is general observation that workers in larger cities are less
satisfied with their jobs than are those in similar cities and town.
Size of plan: In small plants individual known each other better and are
therefore more cooperative. The favorable attitude in small plants are based
specifically in optimism about advancement opportunity for making
suggestion, treatment of employees and respect for the ability of
management.

42

FACTORS CONTROABLE BY MANAGEMENT

Job security: Industrial workers say that what they want most is steady
work. Employment relation in the last decade has undergone a fundamental
change. Fell time permanent employment has been declining and other form
of insecure work agreements like contracts, temporary and labors has been
increasing. It is suspected that the loss of jobs is more pronounced among
blue-collar workers that in white collar workers.
Pay: The importance of pay as a factor in job satisfaction has been greatly
overemphasized by management. Many companies feel that a pay raise is a:
Cure all which will make everyone in the plant happy pay ranks well
below security, type of work and opportunity for advancement the
importance of pay will probably change with labors market, with economic
condition and with employees belief the job situation.
Fringe benefits: Management as something employees want has
emphasized benefits but the result of most of the studies show benefits in a
rather low position of importance.
Opportunity for advancement: Studies show that opportunity for
advancement consistently ranks above average in importance. This factor is
more important to sales, and skilled personnel, and least important to
unskilled. Older workers were less interested in advancement that younger
ones, perhaps because a man does most of his advancing in his earlier.
Individuals ho perceive that promotion decisions are made in a fair and just
manner, therefore are likely to expetience satisfaction from their jobs.
HOW EMPLOYEES CAN EXPRESS DISSATISFACTION

43

Dissatisfaction can be expressed in a number of ways. or example than quit

employees can complain, be insubordinate, steal organizational property, or shirk a
part of their work responsibilities. here are four responses that differs one another
along with two dimensions:
1) Constructiveness/Destructiveness
2) Activity/passivity
Exit: Dissatisfaction expressed through behavior directed towards leaving
the organization which includes looking for a new position as well as
resigning.
Voice: Dissatisfaction expressd through active and constructed attempts to
improve condition that includes suggesting improvement, discussing
problems with with superiors and some from of union activity.
Loyality: Dissatisfaction expressed by passively but optimistically waiting
for condition to improve includes speaking up for the organization in the
face of external criticism and trusting the organization and its management
to do the right thing.
Neglect: Dissatisfaction expressed through a lowing condition to worsen
includes chronic absenteeism or lateness, educe effort and increase error
rate.
Exit and neglect behaviour encompass the performance variables productivity,
absenteeism and turn over constructive behaviors that allow individuals to tolerate
unpleasant situation or to revive a satisfactory condition, which helps to understand
situation such as those sometime found among, unionized workers where low job
satisfaction is coupled with low turnover. Union members often express

44

dissatisfaction through the grievance procedure or through formal contract

negotiations. These voice mechanism allow the union members to continue in their
jobs while convincing themselves that are acting to improve situation.
IMPORTANCE OF HIGH JOB SATISFACTION
Managers should be concerned with the level of job satisfaction in their
organization for at least three reasons:
Dissatisfaction employees skip work more often and more likely to
resign.
Satisfied employees have better health and live longer.
Satisfaction on the job carries over the employees life outside the job.
Satisfied employees have lower rates of both turnover and absenteeism
specifically, satisfaction is strongly and consistently negatively related to an
employees decision to leave the organization.
Several employees have shown that employees who are dissatisfied with their jobs
are prone to health setbacks ranging from headaches to heart disease. Some
research even indicates that job satisfaction is better predictor of length of life than
in physical condition.
Job satisfaction has its improvement for society as a whole. When employees
happy with their jobs, it improves their live off the job. These people will hold a
more positive attitude towards life in general and make for society of more
psychologically healthy people. In contrast, the dissatisfied employee carries that
negative attitude at home.
For management, a satisfied work force translates into higher productivity due to
fewer disruption caused by absenteeism or good employees quitting, as well as into

45

lower medical and life insurance costs. Satisfaction on job carries over to the
employees off the job hours.
Workers Participation Indecision Making / Planning In MHL
A comprehensive scheme for employees participation in management has also
been promoted at MHL. The basis of this scheme is to devise a system whereby
mutual trust and confidence are created between the employees and the
management, which would promote active involvement of the employees with the
work process. It would also motivate them to give their best and to achieve greater
job satisfaction resulting in the fulfillment of the larger objectives of the firm.
SUGGESTION SCHEME at MHL
Suggestions and the various activities related to them right from their selection,
approval, acceptance or rejection, implementation, awarding either by issuing cash
or certificate or both are very important functions of HR personnel. It is one of the
most tedious and time-consuming procedures that are undertaken by the HR
department.
ACTIVITIES INVOLVED:
Work is done at various levels and the required seriousness is maintained
throughout the process of evaluation, registering and awarding.
The entire process is lengthy and sometimes it takes months to clear the
pending suggestions and awarding them with cash and certificates.

46

 The delay at the department level is due to the studying of the feasibility of
each suggestion since a lot of technicalities are involved in its
implementation.
Only after proper approval and evaluation from the concerned authority of
the respective department is complete, the forms are sent to the HR
department to be awarded accordingly.
At the HR level suggestions are received after being cleared from various
departments.
The most time consuming job is the feeding of the suggestion details like the
suggestion number, suggestor name, subject and the award that has to be
given.
The records are then matched with those received from various departments.
OBJECTIVES:
Growth: To involve employees

for

bringing about continuous

improvements in all aspects of growth of individual and organization

Innovation: To bring out the creative potential of employees leading to
achievement of the goals of the organization.
Work Culture: To create a distinct work culture which promote
continuous improvements and:
A sense of belonging to the organization and building solidarity
among the workers.
Purpose oriented thinking by all, at all times.
Quality and cost consciousness
Optimum utilization of human resources and skills.
Employees involvement at work.
Reducing wastage and rework.
47

 Recognition: To recognize and reward employees for their contribution.

Co-operation: To serve as a platform for mutual understanding, cooperation and confidence building.
Efficiency: Increase productivity and efficiency of the company.
Motivation: Motivating the employees to give their best.
The scheme generally covers all types of suggestion on any one or more of the
following facts of working of the corporation.:
MATERIAL HANDLING
1- Optimum use of material, fuel, power etc.
2- Substitution of imported materials with our impairing efficiency.
3- Better utilization of waste material or scrap.
4- Reducing material procurement time.
USE OF MACHINE AND EQUIPMENT
1- Improvement in design and / or quality of product.
2- Improvement in methods of maintenance and reducing wear and tear.
3- Mechanizing the hand operations.
4- Combining different processes
SIMPLIFICATION OF OPERATION
1- Eliminating of operation.
2- Combining different operation.
3- Reducing fatigue.
BENEFITS OF THE SCHEME:

48

 INVOLVEMENT: Each day as employees find solutions to problems

encountered on the job, they write up and present their ideas for
improvement.
SENSE OF RESPONSIBILITY: Employees are constantly aware of there
responsibility towards the organization.
RELATIONSHIP BUILDING: The company builds a healthy relationship
by acknowledging and rewarding its employees.
SAVING COST: Employees actually working on machines know best its
functioning and what could reduce the cost associated with the
manufacturing process.
SAFETY AND IMPROVED SERVICES: Suggestions provide valuable
inputs to make the job easier, safer, and more efficient, reduce errors, reduce
costs, and improve services.
ENCOURAGEMENT TO EMPLOYEES: Benefits of the Suggestion
Scheme are not limited to improved efficiency and reduced costs. There are
substantial personal benefits for employees
HEALTHY WORK ENVIRONMENT: A suggestion scheme actively
supported by employees revitalizes the work place.
COMMUNICATION & COMMITMENT IMPROVES: Both vertical
and horizontal communication improves and the employees are also
committed to the organizations cause.
INCREASED

UNDERSTANDING:

Suggestions

increase

the

understanding about their jobs as they observe problems very carefully and
seek its solutions.
MORALE: The number of successful suggestions is generally considered
an indicator of morale of the workforce.

49

 HEALTHY COMPETITION: Propels each employee to give the best

possible suggestion and the maximum number of suggestions .

50

RESEARCH METHODOLOGY
The study was conducted to know the employees job satisfaction level at micron
hydraulic ltd. The opinions of the employees are qualitative in nature. Descriptive
research was used for the study. Secondary data were used for the study.
Secondary data was collected to know the number and other details of employees
working in the organization.

Descriptive Research
As the research is related to check the satisfaction level of employees and to find
the areas where improvements can be done, exploratory research has been used.
For secondary data, companys handbook, website & newspaper were consulted.

Qualitative Research
Qualitative Research has been used because the information needed for the study is
of such nature that it cannot be quantified without compromising with the quality
of the information. Employee job satisfaction analysis at Micron Hydraulic LTD
cannot be studied without gathering qualitative data.

ADVANTAGES
1. It is economical. It saves efforts and expenses.

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2. It helps to make primary data collection more specific since with the help of
secondary data, we are able to make out what are the gaps and deficiencies
and what additional information needs to be collected.
3. It helps to improve the understanding of the problem.

DISADVANTAGES
1. It is something that seldom fits in the framework of the marketing research
factors.
2. Accuracy of secondary data is not known.
3. Data may be outdated.

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FINDINGS
More employees are satisfied with the benefits and incentives provided to
them in comparison with men.
Men and women equally agree that the salary provided to them is
comparable to their industry.
Majority of employees agree that proper opportunities are available in the
industry.
Majority of employees feel that they have contributed in accomplishing in
companys goal as compared to men.
Most of employees their team member contribute equally for each others
goal.
Most if the employees feel that their performance assessments is done fairly
Considerable
Around 64% officers feel that they are provided full independence in taking
decisions.

53

 Almost all employees agree that they have maintained a good team spirit
amongst them.
All the employees working in MHL feel full job security.
More percentage of men employees feel that the job assigned to them is
according to their qualification and caliber than women employees.
Almost all employees feel that they have maintained a good team spirit amongst
themselves.
More percentage of employees feel that the job assigned to them is according to
their qualification and caliber than women employees.

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55

RECOMMENDATION

In the process of interaction with employees chosen for the study, I have
observed few shortcomings/grievance expressed by them.
Considering the above and from the analysis of the study I would like to
explain following recommendations:
A proper job should be assigned to the employees according to their
qualification and caliber with right job to right person attitude
The job should make the best use of employees abilities.
The organization should introduce the Programs like carrier counseling and
skill assessment to identify development opportunities.
An individuals performance should be immediately and rewarded
accordingly by his superior.
work for which they are held accountable.
The employees should be provided challenging jobs to get motivated.
The employees should be overburden with the wok.
Each and every employee should be provided adequate duties &
responsibilities to his growth as well to the organization.
The company should give emphasis on conveying regular information to the
employees through organizational channels.
Employees satisfaction should be gauged at least once a year.

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57

BIBLIOGRAPHY
Aswathappa. K, Human Resource and Personnel Management, Tata
McGraw-HillPublishing Co. Ltd. New Delhi. , Chapter-4, Training
and development , Page 66, Section 4.4.
www.e-hrmguide.com
www.google.com
Kothari C.R., Research Methodology, New Age International (p) Ltd.,
New Delhi, second edition.
www.google.com

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