Job Satisfaction

Job satisIaction: A Case study oI SEVA Automotive Private Limited, Nagpur
DBAR, S.S.G.M.C.E, Shegaon. www.vustudents.ning.om 1

www.vustudents.ning.com
CONTENTS

CHAPTER
NO.
TITLE OF CHAPTER PAGE NO.

Contents
List oI Tables
List oI Graphs
List oI Figures

1
Introduction
2
1ob Satisfaction
2.1 DeIinitions
2.2 History
2.3 Importance
2.4 Importance to worker and organization Factors
2.5 Workers role in job satisIaction reasons
2.6 Factors
2.7 Reasons oI low job satisIaction
2.8 EIIects OI Low Job SatisIaction
2.9 InIluences

3
Models of job satisfaction
3.1Model oI Iacet oI job satisIaction
3.2 AIIect theory(Edwin A. Locke 1976)
3.3 Dispositional Theory( Timothy A. Judge 1988)
3.4 Two-Factor Theory (Motivator-Hygiene Theory)
3.5 Job Characteristics Model (Hackman & Oldham)
3.6 Modern method oI measuring job satisIaction
3.7 Rating scale
3.8 Personal interviews
3.9 action tendencies


3.10 Job enlargement
3.11 Job rotation
3.12 Change oI pace
3.13 Scheduled rest periods

Research methodology
4.1 Introduction
4.2 DraIting OI Questionnaire
4.3 Sampling
4.4 Research objectives
4.5 Data Collection
4.6 Relevance And Limitation OI Study
4.7 Chapterisation

5
Organizational profile
5.1 Background & History
5.2 Bright Features
5.3 Customer`s PreIerence
5.4 Maruti Suzuki Today
5.5 Wide Range OI Cars
5.6 Maruti Suzuki & Motor Sports

6
Data presentation, Analysis and Interpretation
7
Conclusions And Suggestions

Appendices
Appendices A
Questionnaire
Bibliography


LIST OF TABLES

6.11 Responses regarding whether the respondents are satisIied
with the opportunities oI promotions

with the payment oI salary on time

with the quality oI Iormal training and induction program

with the quality oI in-house training

TABLE
NO.
TITLE OF TABLE PAGE
NO.
6.1

Responses regarding whether the respondents are satisIied
with the workplace

with the inIrastructure oI organization

with the canteen Iacility provided by organization.

with the implementation oI rules and responsibilities.

with the Ireedom given at work.

with the team spirit in organization

with convenient working hours

with Job security

with the targets achievable.

with the targets achievable


6.15

with the period oI training

with the proper and proactive HR division Responses
regarding whether the respondents are satisIied with the
perIormance appraisal system

with the perIormance appraisal system


with the celebration oI employees birthday

with Iorum Ior Iace to Iace communication

with encouragement to employees suggestions

with positive acceptance oI employees suggestions

with management keeps promises.


LIST OF GRAPHS

with the opportunities oI promotions

6.12 4.12. Responses regarding whether the respondents are
satisIied with the payment oI salary on time

with the quality oI Iormal training and induction program

with the quality oI in-house training

GRAPHS
NO.
TITLE OF GRAPH PAGE
NO.
6.1

with the workplace

with the inIrastructure oI organization

with the canteen Iacility provided by organization.

with the implementation oI rules and responsibilities.

with the Ireedom given at work.

with the team spirit in organization

with convenient working hours

with Job security

with the targets achievable.

with the targets achievable

6.15 4.15. Responses regarding whether the respondents are
satisIied with the period oI training

with the proper and proactive HR division Responses
regarding whether the respondents are satisIied with the
perIormance appraisal system



with the celebration oI employees birthday

with Iorum Ior Iace to Iace communication

with encouragement to employees suggestions

with positive acceptance oI employees suggestions

with management keeps promises.


LIST OF FIGURES

FIGURE
NO.
NAME OF FIGURES PAGE
NO.
1 Curve showing relationship between job satisIaction and
rate oI turn over and absenteeism

2 Model oI determinant oI Iacet oI job satisIaction


CHAPTER NO.1

INTRODUCTION


INTRODUCTION

Job satisIaction in regards to one`s Ieeling or state oI mind regarding nature oI their work.
Job can be inIluenced by variety oI Iactors like quality oI one`s relationship with their
supervisor, quality oI physical environment in which they work, degree oI IulIillment in
their work, etc.

Positive attitude towards job are equivalent to job satisIaction where as negative attitude
towards job has been deIined variously Irom time to time. In short job satisIaction is a
person`s attitude towards job.

Job satisIaction is an attitude which results Irom balancing & summation oI many
speciIic likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon one`s success or Iailure in the achievement oI personal objective and
upon perceived combination oI the job and combination towards these ends.

According to pestonejee, Job satisIaction can be taken as a summation oI employee`s
Ieelings in Iour important areas. These are:

1. Job-nature oI work (dull, dangerous, interesting), hours oI work, Iellow workers,
opportunities on the job Ior promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and Iavoritism.
3. Social relations- Iriends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Job satisIaction is an important indicator oI how employees Ieel about their job and a
predictor oI work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisIaction beneIits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisIaction is also linked with a healthier work Iorce and has been
Iound to be a good indicator oI longevity.

Job satisIaction is not synonyms with organizational morale, which the possessions oI
Ieeling have being accepted by and belonging to a group oI employees through adherence
to common goals and conIidence in desirability oI these goals.
Morale is the by-product oI the group, while job satisIaction is more an individual state
oI mind.


CHAPTER NO. 2

1OB SATISFACTION

2.1 DEFINITIONS OF 1OB SATISFACTION

DiIIerent authors give various deIinitions oI job satisIaction. Some oI them are taken
Irom the book oI D.M. Pestonjee 'Motivation and Job SatisIaction which are given
below:
Job satisIaction is deIined as a pleasurable, emotional, state resulting Irom appraisal oI
one`s job. An eIIective reaction to one`s job.
Weiss
Job satisIaction is general attitude, which is the result oI many speciIic attitudes in three
areas namely:
SpeciIic job Iactors
Individual characteristics
Group relationship outside the job
Blum and Naylor

Job satisIaction is deIined, as it is result oI various attitudes the person hold towards the
job, towards the related Iactors and towards the liIe in general.
Glimmer

Job satisIaction is deIined as 'any contribution, psychological, physical, and
environmental circumstances that cause a person truthIully say, I am satisIied with my
job.

Job satisIaction is deIined, as employee`s judgment oI how well his job on a whole is
satisIying his various needs Mr. Smith

Job satisIaction is deIined as a pleasurable or positive state oI mind resulting Irom
appraisal oI one`s job or job experiences.
Locke


2.2 HISTORY OF 1OB SATISFACTION

The term job satisIaction was brought to lime light by hoppock (1935). He revived 35
studies on job satisIaction conducted prior to 1933 and observes that Job satisIaction is
combination oI psychological, physiological and environmental circumstances. That
causes a person to say. 'I m satisIied with my job. Such a description indicate the
variety oI variables that inIluence the satisIaction oI the individual but tell us nothing
about the nature oI Job satisIaction.

Job satisIaction has been most aptly deIined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisIaction as
dependent upon job content, identiIication with the co., Iinancial & job status & priding
group cohesiveness

One oI the biggest preludes to the study oI job satisIaction was the Hawthorne study.
These studies (1924-1933), primarily credited to Elton Mayo oI the Harvard Business
School, sought to Iind the eIIects oI various conditions (most notably illumination) on
workers` productivity.

These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne EIIect). It was later Iound that this increase
resulted, not Irom the new conditions, but Irom the knowledge oI being observed.
This Iinding provided strong evidence that people work Ior purposes other than pay,
which paved the way Ior researchers to investigate other Iactors in job satisIaction.

ScientiIic management (aka Taylorism) also had a signiIicant impact on the study oI job
satisIaction. Frederick Winslow Taylor`s 1911 book, Principles oI ScientiIic
Management, argued that there was a single best way to perIorm any given work task.
This book contributed to a change in industrial production philosophies, causing a shiIt
Irom skilled labor and piecework towards the more modern approach oI assembly lines
and hourly wages.

The initial use oI scientiIic management by industries greatly increased productivity
because workers were Iorced to work at a Iaster pace. However, workers became
exhausted and dissatisIied, thus leaving researchers with new questions to answer
regarding job satisIaction.

It should also be noted that the work oI W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone Ior Taylor`s work.

Some argue that Maslow`s hierarchy oI needs theory, a motivation theory, laid the
Ioundation Ior job satisIaction theory. This theory explains that people seek to satisIy Iive
speciIic needs in liIe physiological needs, saIety needs, social needs, selI-esteem needs,
and selI-actualization. This model served as a good basis Irom which early researchers
could develop job satisIaction theories.


2.3 IMPORTANCE OF 1OB SATISFACTION

Job satisIaction is an important indicator oI how employees Ieel about their job
and a predictor oI work behavior such as organizational, citizenship,
Absenteeism, Turnover.

Job satisIaction can partially mediate the relationship oI personality variables and
deviant work behavior.

Common research Iinding is that job satisIaction is correlated with liIe style.
This correlation is reciprocal meaning the people who are satisIied with the liIe
tends to be satisIied with their jobs and the people who are satisIied their jobs
tends to satisIied with their liIe.

This is vital piece oI inIormation that is job satisIaction and job perIormance is
directly related to one another. Thus it can be said that, 'A happy worker is a
productive worker.

It gives clear evidence that dissatisIied employees skip work more oIten and more
like to resign and satisIied worker likely to work longer with the organization.


2. IMPORTANCE TO WORKER AND ORGANIZATION

Job satisIaction and occupational success are major Iactors in personal satisIaction, selI-
respect, selI-esteem, and selI-development. To the worker, job satisIaction brings a
pleasurable emotional state that can oIten leads to a positive work attitude. A satisIied
worker is more likely to be creative, Ilexible, innovative, and loyal.
For the organization, job satisIaction oI its workers means a work Iorce that is
motivated and committed to high quality perIormance. Increased productivity- the
quantity and quality oI output per hour worked- seems to be a byproduct oI improved
quality oI working liIe. It is important to note that the literature on the relationship
between job satisIaction and productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg`s (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that more
satisIied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by Iear oI loss oI job, will not give 100
percent oI their eIIort Ior very long. Though Iear is a powerIul motivator, it is also a
temporary one, and also as soon as the threat is liIted perIormance will decline.
Job satisIaction beneIits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisIaction is also linked with a healthier work Iorce and has been
Iound to be a good indicator oI longevity.
Although only little correlation has been Iound between job satisIaction and
productivity, Brown (1996) notes that some employers have Iound that satisIying or
delighting employees is a prerequisite to satisIying or delighting customers, thus
protecting the 'bottom line.


2.5 WORKERS ROLE IN 1OB SATISFACTION

II job satisIaction is a worker beneIit, surely the worker must be able to contribute to his
or her own satisIaction and well being on the job. The Iollowing suggestions can help a
worker Iind personal job satisIaction: Seek opportunities to demonstrate skills and talents.
This oIten leads to more challenging work and greater responsibilities, with attendant
increases in pay and other recognition.
Develop excellent communication skills. Employer`s value and rewards excellent
reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perIorm tasks more
eIIiciently and eIIectively. This will relive boredom and oIten gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and oIten results in recognition as well as in increased responsibilities and
rewards.
Develop teamwork and people skills. A large part oI job success is the ability to work
well with others to get the job done.
Accept the diversity in people. Accept people with their diIIerences and their
imperIections and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the signiIicance oI what one does can lead to
satisIaction with the work itselI. This help to give meaning to one`s existence, thus
playing a vital role in job satisIaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.


2.6 FACTORS OF 1OB SATISFACTION

Hoppock, the earliest investigator in this Iield, in 1935 suggested that there are six major
components oI job satisIaction. These are as under:

The way the individual reacts to unpleasant situations,
The Iacility with which he adjusted himselI with other person
The relative status in the social and economic group with which he identiIies
himselI
The nature oI work in relation to abilities, interest and preparation oI worker
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various job Iactors oI job satisIaction. These are brieIly deIined one by one as
Iollows:

1. Intrinsic aspect of job
It includes all oI the many aspects oI the work, which would tend to be constant Ior
the work regardless oI where the work was perIormed.
2. Supervision
This aspect oI job satisIaction pertains to relationship oI worker with his immediate
superiors. Supervision, as a Iactor, generally inIluences job satisIaction.
3. Working conditions
This includes those physical aspects oI environment which are not necessary a part oI
the work. Hours are included this Iactor because it is primarily a Iunction oI
organization, aIIecting the individuals comIort and convenience in much the same
way as other physical working conditions.
. Wage and salaries
This Iactor includes all aspect oI job involving present monitory remuneration Ior
work done.

5. Opportunities for advancement
It includes all aspect oI job which individual sees as potential sources oI betterment oI
economic position, organizational status or proIessional experience.
6. Security
It is deIined to include that Ieature oI job situation, which leads to assurance Ior
continued employment, either within the same company or within same type oI work
proIession.
7. Company & management
It includes the aspect oI worker`s immediate situation, which is a Iunction oI
organizational administration and policy. It also involves the relationship oI employee
with all company superiors above level oI immediate supervision.
. Social aspect of job
It includes relationship oI worker with the employees specially those employees at
same or nearly same level within the organization.
. Communication
It includes job situation, which involves spreading the inIormation in any direction
within the organization. Terms such as inIormation oI employee`s status, inIormation
on new developments, inIormation on company line oI authority, suggestion system,
etc, are used in literature to represent this Iactor.
10. Benefits
It includes those special phases oI company policy, which attempts to prepare the
worker Ior emergencies, illness, old age, also. Company allowances Ior holidays,
leaves and vacations are included within this Iactor.


2.7 REASONS OF LOW 1OB SATISFACTION

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

1. ConIlict between co-workers.
2. ConIlict between supervisors.
3. Not being opportunity paid Ior what they do.
4. Have little or no say in decision making that aIIect employees.
5. Fear oI loosing their job.


2. EFFECTS OF LOW 1OB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern oI absence Irom duty or obligation.
II there will be low job satisIaction among the employees the rate oI absenteeism
will deIinitely increase and it also aIIects on productivity oI organization.

In the above diagram line AB shows inverse relationship between job satisIaction and
rate oI turn over and rate oI absenteesm.
As th job satisIaction is high the rate oI both turn over and absentiseesm is low and vise a
versa.

High
low
low High
J
o
b

s
a
t
i
s
I
a
c
t
i
n
Rate oI turn over and absences
A
B
Fig.no. 1 Curve showing relationship between job satisIaction and rate oI turn over
and absenteeism.

2.HIGH TURNOVER

In human resource reIers to characteristics oI a given company or industry relative to the
rate at which an employer gains and losses the staII.
II the employer is said to be have a high turnover oI employees oI that company
have shorter tenure than those oI other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack oI job satisIaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.

2. INFLUENCES ON 1OB SATISFACTION

There are no. oI Iactors that inIluence job satisIaction. For example, one recent study
even Iound that iI college students majors coinsided with their job , this relationship will
predicted subsequent job satisIaction. However, the main inIluences can be summerised
along with the dimentions identiIied above.

The work itself
The concept oI work itselI is a major source oI satisIaction. For example, research related
to the job charactoristics approach to job design, shows that Ieedback Irom job itselI and
autonomy are two oI the major job related motivational Iactors. Some oI the most
important ingridents oI a satisIying job uncovered by survey include intersting and
challenging work, work that is not boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a signiIicant, but complex, multidimentional
Iactor in job satisIaction. Money not only helps people attain their basic needs butevel
need satisIaction. Employees oIten see pay as a reIlection oI how managemnet view their
conrtibution to the organization. Fringe beneIits are also important.
II the employees are allowed some Ilexibility in choosing the type oI beneIits they preIer
within a total package, called a Ilexible beneIit plan, there is a signiIicant increase in
both beneIit satisIaction and overall job satisIaction.

Promotions
Promotional opportunities are seem to be have avarying eIIect on job satisIaction. This
is because oI promotion take number oI diIIerent Iorms.

WHAT IS THE IMPACT OF 1OB SATISFACTION?

Many managers subscribe to the belieI that a satisIied worker is necessarily good
worker. In other words, iI management could keep the entire worker`s happy, good
perIormance would automatically Iallow. There are two propositions concerning the
satisIaction perIormance relation ship. The Iirst proposition, which is based on
traditional view, is that satisIaction is the eIIect rather than the cause oI perIormance.
This proposition says that eIIorts in a job leads to rewards, which results in a certain
level oI satisIaction .in another proposition, both satisIaction and perIormance are
considered to be Iunctions oI rewards.
Various research studies indicate that to a certain extent job satisIaction aIIects
employee turn over, and consequently organization can gain Irom lower turn over in
terms oI lower hiring and training costs. Also research has shown an inverse relation
between job satisIaction and absenteeism. When job satisIaction is high there would
be low absenteeism, but when job satisIaction is low, it is more likely to lead a high
absenteeism.

What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
2. MeaningIul task
3. An opportunity to do something worthwhile.
4. Job security Ior himselI and his Iamily
5. Good wages
6. Adequate beneIits
7. Opportunity to advance
8. No arbitrary action- a voice a matters aIIecting him
9. SatisIactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons
and as bosses.

However, the two concepts are interrelated in that job satisIaction can contribute to
morale and morale can contribute to job satisIaction.
It must be remembered that satisIaction and motivation are not synonyms. Motivation is a
drive to perIorm, where as satisIaction reIlects the individual`s attitude towards the
situation. The Iactors that determine whether individual is adequately satisIied with the
job diIIers Irom those that determine whether he or she is motivated. the level oI job
satisIaction is largely determined by the comIits oIIered by the environment and the
situation . Motivation, on the other hand is largely determine by value oI reward and their
dependence on perIormance. The result oI high job satisIaction is increased commitment
to the organization, which may or may not result in better perIormance.
A wide range oI Iactors aIIects an individual`s level oI satisIaction. While organizational
rewards can and do have an impact, job satisIaction is primarily determine by Iactors that
are usually not directly controlled by the organization. a high level oI job satisIaction lead
to organizational commitment, while a low level, or dissatisIaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs, supervisors,
and the Iactors related to the job will probably be loyal and devoted. People will work
harder and derive satisIaction iI they are given the Ireedom to make their own decisions.


CHAPTER NO. 3

MODELS OF 1OB SATISFACTION
MODELS OF 1OB SATISFACTION
There are various methods and theories oI measuring job satisIaction level oI employees
in the orgnization given by diIIerent authers.
List oI all the theorise and methods measuring job satisIaction level is given below:

A MODEL OF FACET SATISFACTION

AIIect theory(Edwin A. Locke 1976)
Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg`s)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change oI pace
Scheduled rest periods

3.1 MODEL OF FACET OF 1OB SATISFACTION

Fig.no.2 Model of determinant of facet of job satisfaction
Edward E.lawler in 1973 propoed a model oI Iacet satisIaction. This model is applicable
to understand what determines a person`s satisIaction with any Iacet oI job.
According to this model actual outcome level plays a key role in a person`s perception oI
what rewards he recieves. His perception inIluenced by his perception oI what his
reIerent others recieves. The higher outcome level oI his reIerent other the lower his
outcome level will appear. This model also Iocus on his perception on reward level.

Skill
Experience
Training
EIIorts
Age
Seniority
Education
Co loyalty
Past
perIormance
Level
DiIIiculty
Time span
Amount oI
responsibility
Perceived
outcome oI
reIerent others
Actual
outcome
received
Perceived personal
job inputs
Perceived inputs
& outcomes oI
reIerent others
Perceived job
characteristics
Perceived
amount that
should be
received (a)
Perceived
amount
received
(b)
ab
satisIaction
a~b
dissatisIaction
ab guilt
Inequity
DiscomIort
3.2 AFFECT THEORY

Edwin A. Locke`s Range oI AIIect Theory (1976) is arguably the most Iamous job
satisIaction model. The main premise oI this theory is that satisIaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given Iacet oI work (e.g. the degree oI
autonomy in a position) moderates how satisIied/dissatisIied one becomes when
expectations are/aren`t met. When a person values a particular Iacet oI a job, his
satisIaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn`t value that
Iacet. To illustrate, iI Employee A values autonomy in the workplace and Employee B is
indiIIerent about autonomy, then Employee A would be more satisIied in a position that
oIIers a high degree oI autonomy and less satisIied in a position with little or no
autonomy compared to Employee B. This theory also states that too much oI a particular
Iacet will produce stronger Ieelings oI dissatisIaction the more a worker values that Iacet.

3.3 DISPOSITIONAL THEORY

Another well-known job satisIaction theory is the Dispositional Theory it is a very
general theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level oI satisIaction, regardless oI one`s job. This approach
became a notable explanation oI job satisIaction in light oI evidence that job satisIaction
tends to be stable over time and across careers and jobs. Research also indicates that
identical twins have similar levels oI job satisIaction.
A signiIicant model that narrowed the scope oI the Dispositional Theory was the Core
SelI-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are Iour Core SelI-evaluations that determine one`s disposition towards job satisIaction:
selI-esteem, general selI-eIIicacy, locus oI control, and neuroticism. This model states
that higher levels oI selI-esteem (the value one places on his selI) and general selI-
eIIicacy (the belieI in one`s own competence) lead to higher work satisIaction. Having an
internal locus oI control (believing one has control over her\his own liIe, as opposed to
outside Iorces having control) leads to higher job satisIaction. Finally, lower levels oI
neuroticism lead to higher job satisIaction

3. TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg`s Two-Iactor theory (also known as Motivator Hygiene Theory)
attempts to explain satisIaction and motivation in the workplace. This theory states that
satisIaction and dissatisIaction are driven by diIIerent Iactors motivation and hygiene
Iactors, respectively. Motivating Iactors are those aspects oI the job that make people
want to perIorm, and provide people with satisIaction. These motivating Iactors are
considered to be intrinsic to the job, or the work carried out.Motivating Iactors include
aspects oI the working environment such as pay, company policies, supervisory practices,
and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original Iormulation oI the model may have been a methodological
artiIactFurthermore, the theory does not consider individual diIIerences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene Iactors.. Finally, the model has been criticised in that it does not
speciIy how motivating/hygiene Iactors are to be measured|

3.5 1OB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
Iramework to study how particular job characteristics impact on job outcomes, including
job satisIaction.
The model states that there are Iive core job characteristics (skill variety, task identity,
task signiIicance, autonomy, and Ieedback) which impact three critical psychological
states (experienced meaningIulness, experienced responsibility Ior outcomes, and
knowledge oI the actual results), in turn inIluencing work outcomes (job satisIaction,
absenteeism, work motivation, etc.).
The Iive core job characteristics can be combined to Iorm a motivating potential score
(MPS) Ior a job, which can be used as an index oI how likely a job is to aIIect an
employee's attitudes and behaviors.
A meta-analysis oI studies that assess the Iramework oI the model provides some support
Ior the validity oI the JCM.

3.6 MODERN METHOD OF MEASURING 1OB SATISFACTION

In this method oI measuring job satisIaction the comparision between various
orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
1. Management has a clear path Ior employee`s advancement
2. Decisions are made keeping in mind the good oI the employees
3. Management is extremely Iair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION
1. I Ieel I can trust what my supervisor tells me
2. My supervisor treats me Iairly and with respect
3. My supervisor handles my work-related issues satisIactorily
4. I get Irequent appreciation oI work done Irom supervisors
5. I get enough support Irom the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisIied with the company`s compensation package
2. I am satisIied with the medical beneIits
3. I am satisIied with the conveyance allowance
4. I am satisIied with the retirement beneIits
5. I am satisIied with the reimbursement oI the expenses as per the eligibility
6. I am satisIied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack proIessionalism (reverse scaled)
2. Rules and procedures are Iollowed uncompromisingly
3. My job responsibilities are well deIined and clear

SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level oI job satisIaction oI our employees.

3.7 RATING SCALE
It is one oI the most common methods oI measuring job satisIaction. The popular
rating scale used to measure Job satisIaction is to include:
Minnesota SatisIaction Questionnaires: It helps to obtain a clear picture oI pertinent
satisIactions and dissatisIactions oI employees.
Job Description Index: it measures Job satisIaction on the dimension identiIied by
Smith, Kendall, Hullin.
Porter Need IdentiIication Questionnaires: It is used only Ior management personnel
and revolves around the problems and challenges Iaced by managers.

3. CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method oI measuring Job
satisIaction. It involves asking employees to described incidents on job when they were
particularly satisIied or dissatisIied. Then the incidents are analyzed in terms oI their
contents and identiIying those related aspects responsible Ior the positive and negative
attitudes.

3.0 PERSONAL INTERVIEWS

This method Iacilitates an in-depth exploration through interviewing oI job attitudes.
The main advantage in this method is that additional inIormation or clariIications can
be obtained promptly.

3.10 ACTION TENDENCIES
By this method, Job satisIaction can be measured by asking questions and gathering
inIormation on how they Ieel like behaving with respect to certain aspects oI their
jobs. This method provides employees more opportunity to express their in-depth
Ieeling.
In his study on American employees, hoppock identiIied six Iactors that contributed
to job satisIaction among them. These are as Iollows:
1. The way individual reacts to unpleasant situations.
2. The Iacilities with which he adjust himselI to other persons.
3. His relative`s status in the social & economic group with which he identiIies
himselI.
4. The nature oI work in relation to the abilities, interest & preparation oI the
workers.
5. Security.
6. Loyalty.
Because human resource manager oIten serve as intermediaries between employees &
management in conIlct.they are concern with Job satisIaction or general job attitudes with
the employees.
Philip apple white has listed the Iive major components oI Job satisIaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory beneIits &
5. Attitude towards supervision
Other components that should be added to this Iive are individual`s state oI mind about
the work itselI and about the liIe in general .the individual`s health, age, level oI
aspiration. Social status and political & social activities can all contribute to the Job
satisIaction. A person`s attitude toward his or her job may be positive or negative.

3.11 1OB ENLARGEMENT
The concept oI job enlargement originated aIter World War II. It is simply the organizing
oI the work so as to relate the contents oI the job to the capacity, actual and potential, oI
workers. Job enlargement is oblivious Iorerunner oI the concept and philosophy oI job
design. Stephan oIIers three basic assumptions behind the concept oI job enlargement.
Output will increase iI
1. Workers abilities are Iully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and diIIerent tasks to
a specialized job. It may widen the number oI task the employee must do that is, add
variety. When additional simple task are added to a job, the process is called horizontal
job enlargement. This also presumably adds interest to the work and reduces monotony
and boredom.
To check harmIul eIIects oI specialization, the engineering Iactors involved in each
individual job must be careIully analyzed. Perhaps, the assembly lines can be shortened
so that there will be more lines and Iewer workers on each line. Moreover, instead oI
assigning one man to each job and then allowed to decide Ior himselI how to organize the
work. Such changes permit more social contacts and greater control over the work
process.

3.12 1OB ROTATION
Job rotation involves periodic assignments oI an employee to completely diIIerent sets oI
job activities. One way to tackle work routine is to use the job rotation. When an activity
is no longer challenging, the employee is rotated to another job, at the same level that has
similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through systematically
moving workers Irom one job to another. This practice provides more varieties and gives
employees a chance to learn additional skills. The company also beneIits since the
workers are qualiIied to perIorm a number oI diIIerent jobs in the event oI an emergency.

3.13 CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further iI workers are permitted to change their pace that would give
them a sense oI accomplishment.

3.1 SCHEDULED REST PERIODS
Extensive research on the impact oI rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical Iatigue
They provide variety and relieve monotony
They are something to look Iorward to- getting a break gives a sense oI achievement.
They provide opportunities Ior social contacts.


CHAPTER NO.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

.1 INTRODUCTION

Research reIers to a search Ior knowledge. It is a systematic method oI collecting and
recording the Iacts in the Iorm oI numerical data relevant to the Iormulated problem and
arriving at certain conclusions over the problem based on collected data.

Thus Iormulation oI the problem is the Iirst and Ioremost step in the research process
Iollowed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem Iormulation starts with deIining the problem or number oI
problems in the Iunctional area. To detect the Iunctional area and locate the exact
problem is most important part oI any research as the whole research is based on the
problem.

According to CliIIord Woody research comprises deIining and redeIining problems,
Iormulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last careIully testing the conclusions
to determine whether they Iit the Iormulating hypothesis.
Research can be deIined as 'the manipulation oI things, concepts or symbols Ior
the purpose oI generalizing to extend, correct or veriIy knowledge, whether that
knowledge aids in construction oI theory or in the practice oI an art
In short, the search Ior knowledge through objective and systematic method oI
Iinding solution to a problem is research.


.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence
it should be careIully constructed. Structured questionnaire consist oI only Iixed
alternative questions. Such type oI questionnaire is inexpensive to analysis and easy to
administer. All questions are closed ended.

.3SAMPLING
It was divided into Iollowing parts:

Sampling universe
All the employees are the sampling universe Ior the research.

Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage oI sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.

. RESEARCH OB1ECTIVES

The research has been undertaken with Iollowing objectives.

To study the level oI job satisIaction among the employees oI SEVA Automotive
Pvt. Ltd. iI any.
To study the methods oI measuring job satisIaction oI SEVA Automotive Pvt.
Ltd.


.5 DATA COLLECTION

The task oI data collection begins aIter the research problem has been deIined and
research design chalked out. While deciding the method oI data collection to be used Ior
the study, the researcher should keep in mind two types oI data viz. Primary and
secondary data.

Primary Data: -
The primary data are those, which are collected aIresh and Ior the Iirst time and
thus happen to be original in character. The primary data were collected through well-
designed and structured questionnaires based on the objectives.

Secondary Data:
The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required oI the research was
collected through various newspapers, and Internet etc.

.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtIul Ior knowing the existing job satisIaction level oI the
employees oI SEVA Automotive private limited, Nagpur.
Limitation Ior the study, the study was restricted to SEVA Automotive private limited,
Nagpur only and other being the time as constraint.

.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational proIile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions

CHAPTER NO. 5

ORGNIZATION PROFILE

ORGNIZATION PROFILE

SEVA AUTOMOTIVE PVT. LTD., NAGPUR


5.1 BACK GROUND AND HISTORY
SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was played a
major role in revolution brought about Maruti, speciIically when Suzuki had launched
'Maruti800 in 1983, which was speciIically designed Ior Indian roads. SEVA Iurther
expanded its horizons by setting up new Iacilities at MIDC Ambad in 1990. SEVA
extended its root in Nanded in the year 1990, Nagpur in the year 1993 and then in Dhule
in early 2004.
SEVA strongly believe in providing a healthy & quality working environment, as
only a satisIied internal work Iorce can provide excellent services to the customer base.
This is one oI the reasons why thousands oI esteem customers returning to SEVA. The
unmatched perIormance and uncompromising attitudes in sales and aIter sales services
leaves customer Iully satisIied every time. The incomparable Iaith revealed by customer
has made SEVA the king in Maruti car sales and services which earned SEVA the best
dealer oI Maruti, among the best 15 in India.
SEVA Nagpur is also the best in city, which provides best oI services and oIIers
to the Iun loving people oI Nagpur. The chivalrous staII at SEVA is courteous and
amiable. SEVA is serving Nagpur 15 years; it is the second name Ior precision and
exclusivity.


5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

TRUE VALUE
Maruti true value, a special scheme launched Ior selling and buying used Maruti
cars, which values the seller`s car at the best price they are looking Ior and gives
multiIaceted beneIits to the sellers. Maruti Suzuki certiIies pre-owned cars and 3 Iree
services are provided. The damaged parts are replaced and the car is Iurnished which
gives as good as new look to the car.

INSURANCE
Another service which can be trusted blindly. Whether it is renewal oI insurance
or issuing Iresh policy, it is at saIe hands only at SEVA MARUTI, as hassle Iree
insurance option are provided, costless repairs to make you more comIortable at rainy
times.

PAINT BOOTH
In case oI accidents, the car damages are by us, which makes the car as beIore.
For the painting, latest computer paint-matching machine is used which gives perIect
shades and results.

FOREVER YOURS
An oIIer oI abiding relation, maintained only at SEVA MARUTI which provides
extended warranty oI additional one or two years. Loans Ior purchase oI extended
warranty policy are provided by SEVA.


5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

O SEVA is best 15
th
car sales and services centre in India.
O It has satisIied work Iorce.
O It provides best customer satisIaction service.
O SEVA is no. one in sales and customer satisIaction, that`s why it got Customer
SatisIaction Award 2005.
O It also awarded by Best Customer Care Award.
O It also got the TRUE VALUE AWARD.
O Its market share is 57.


5. MARUTI SUZUKI TODAY
More than halI the number oI cars sold in India wears a Maruti Suzuki badge. They are a
subsidiary oI Suzuki motors, Japan.

As India's largest passenger car company, account Ior over 50 per cent oI the domestic
car market.

Maruti Suzuki have a sales network oI 562 outlets in 372 towns and cities, and provide
maintenance support to customers at 2538 workshops in over 1200 towns and cities (as
on December 31,2007).

Since inception, it have produced and sold over 6.75 million vehicles, including almost
500,000 units in Europe and other export markets.

Company have been rated Iirst in customer satisIaction Ior eight years in a row in J D
Power's Surveys, and are India's Most Respected Automobile Company (As per survey
conducted by Business world, a reputed Indian Magazine)

Also, in an independent survey conducted by Forbes.Com where they rated top 200
reputed companies on various parameters such as reputation within the customer and
employee Iraternity, we stood 91st. In the automobile section we Iinished 7th.

5.5 WIDE RANGE OF CARS
Maruti Suzuki oIIers 10 models ranging Irom people's car Maruti 800 to stylish
hatchback SwiIt, SX4 sedan and luxury Sports Utility vehicle Grand Vitara

THE MARUTI DNA
Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to
make a people's car Ior middle class India. Over the years, our product range has
widened, ownership has changed hands and the customer has evolved. What remains
unchanged, then and now, is our mission to motorize India.

Our parent company, Suzuki Motor Corporation, has been a global leader in mini and
compact cars Ior three decades. Suzuki's technical superiority lies in its ability to pack
power and perIormance into a compact, lightweight engine that is clean and Iuel-
eIIicient. The same characteristics make our cars extremely relevant to Indian customers
and Indian conditions. Product quality, saIety and cost consciousness are embedded into
our manuIacturing process, which we have inherited Irom its parent company.

Right Irom inception, Maruti brought to India, a very simple yet powerIul Japanese
philosophy 'smaller, Iewer lighter, shorter and neater'

From the Japanese work culture it imbibed simple practices like an open oIIice, a
common uniIorm and common canteen Ior everyone Irom the Managing Director to the
workman, daily morning exercise, and quality circle teams.


From the Japanese work culture Maruti imbibed simple practices like an open oIIice, a
common uniIorm and common canteen Ior everyone Irom the CEO to the workman, daily
morning exercise, and quality circle teams.

CARS FOR A NEW INDIA

As liIestyles change, we have tried to keep pace with the changing liIestyle oI our
customers by bringing models high on 'style and design quotient'. Some oI our recent
oIIerings like SwiIt, Zen Estilo (Spanish Ior Style) and SX4 have become popular choices
because customers Iind them relevant.

BUILDING THROUGH PARTNERSHIPS

Our business relies substantially on our partners. We depend on a national network oI
suppliers, sales outlets and workshops, managed by independent entrepreneurs, to
manuIacture car components and look aIter our customers.

We are the "employer oI choice" Ior automotive engineers and young managers Irom
across the country. Nearly 75,000 people are employed directly by Maruti and our
partners. Within the company, we strive always to keep the culture open and
participative.

Incorporated
February 1981
1oint Venture Agreement
October 1982

Equity Structure
54.2 Suzuki, Japan, balance with Other Financial Institution and Public

5.6 MARUTI SUZUKI & MOTOR SPORTS
Be it a motor sport enthusiast, an amateur or a proIessional, Maruti Suzuki oIIers the

thrill and joy oI motor sport to all oI them.

The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For
Iamilies, there are events like Women's Fun Drive and Treasure Hunt throughout the
year, across cities. The Maruti Suzuki Autocross brings action Ior amateurs and
proIessionals, together.

But what makes the Maruti Suzuki motor sport calendar an attraction in India (and
internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert
Storm and Maruti Suzuki Monsoon Car Rally oI Kerala.

MARUTI SUZUKI RAID-DE-HIMALAYA

Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding motorsport
rally.
It is open to both, car and bike enthusiasts. Maruti Suzuki provides opportunity to
proIessional as well as amateur motor sport lovers to participate in the Maruti Suzuki
Raid Raid-de-Himalaya.

The participants drive through some oI the world's highest motor able roads and passes in
the Himalayas like Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La &
Khardung La, through the inhospitable terrains in the Lahual and Spiti valleys in the
Ladakh region. Most oI the drive is through boulders, snow capped peaks, gushing
streams and at times, temperature below -20 degree Celsius. On an average, a participant
covers a distance oI 300 kms every day in this approximately 2000-kilometre and week-
long motoring event.


Every year, more and more people are coming Ior the Maruti Suzuki Raid-de-Himalaya,
many oI them Irom abroad. In 2007, as many as 145 teams participated in car and bike
categories.

Raid de Himalaya is the only Indian motor sport event listed on the oII-road rallies
calendar oI FIM (Federation International Motorcycles), Geneva, Switzerland. Only 12
international motoring events worldwide are listed in this calendar.

The Maruti Suzuki Raid-de-Himalaya is held around October, just beIore the onset oI
winters in the Himalayan region.

For Maruti Suzuki and our partner, the Himalayan Motor sport Association, organizing
the Maruti Suzuki Raid-de-Himalaya means over six months oI hard work and
preparations. But the spirit oI motoring enthusiasts and Maruti Suzuki's commitment to
promote motor sport in India has kept it going - year aIter year.

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

MARUTI SUZUKI RALLY DESERT STORM

The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the Cross Country
Regulations oI the FIA.

Organized by the Delhi based Northern Motor sport Association, the Rally is inscribed on
the Cross Country Calendar oI the FIA and is sanctioned by the Motor sports Association
oI India and the Federation oI Motor sports Clubs oI India.

The Rally is open Ior participation to all 4 & 2 wheeler vehicles conIorming to the FIM
and the FIA T1 & T2 regulations. The event consists oI several cups and challenges,
some oI which are open to speciIic makes.

The 2007 Rally Desert Storm will be Ilagged oII Irom the National Stadium, New Delhi
on the 15th February 2007 by the Hon. ChieI Guest and Mr. Jagdish Khattar, the
Managing Director oI Maruti Udyog Ltd.

Traversing a distance oI over 2,500 kms over 4 days the rally covers the most scenic and
picturesque parts oI remote Rajasthan. The night halts are at Heritage properties at
Bikaner, Jaisalmer, and Pushkar & Jaipur.

The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party
will Iollow the prize distribution ceremony.

The event is growing in popularity and stature every year and is attracting the best drivers
and teams Irom across India and in 2007 Ior the Iirst time Irom the Asia PaciIic region oI
the Far East and Australia. For 2007, entries in the PRO part oI the event are strictly
limited to 25 out oI which 5 entries are reserved Ior the Armed Forces. The event also
Ieatures a Iun and navigation rally run concurrently with the main event. Entries in this
NAV are open to all makes and models oI 4 wheelers.

The event has always run with the highest saIety standards conIorming with the
international speciIications oI the International Automobile Federation (FIA) and enjoys
a perIect saIety record over the last Iour years. Two liIe-saving ambulances with trauma
specialist medical teams accompany the event.

Over 8 ambulances along the route will Iurther supplement the saIety eIIort. The rally
will be monitored Ior its entire duration by over thirty radio-equipped cars. More than a
hundred volunteers will ensure saIe passages oI the event, most oI them are rally and
motor sport veterans.

MARUTI SUZUKI AUTOCROSS

The Maruti Suzuki Autocross is organized in major cities in the country. This motor
sport event is designed to provide an experience oI rallying in a controlled environment.
Various driving stages during the event help the participant develop a sense oI timing,
judgment and also an ability to evaluate vehicle handling patterns at given speeds. All
these skills are very critical Ior any motor sport enthusiast in case he or she desires to
participate in a proIessional motor sport event.

The Maruti Suzuki Autocross is open to both, proIessional and amateur motor sport
enthusiasts.


CHAPTER NO. 6

DATA ANALYSIS AND
INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

AIter data have been collected, the researcher turns to the task oI analyzing them. The
analysis oI data requires a number oI closely related operations such as establishment oI
categories, the application oI these categories to raw data through tabulation and drawing
statically inIerences.

Tabulation is the part oI technical procedure where in the classiIied data are put in the
Iorm oI tables.

AIter analyzing the data, the researcher should have to explain the Iindings on the basis
oI some theory. It is known as interpretation.

The data has been collected Irom 100 employees oI SEVA Automotive pvt ltd, Nagpur
through questionnaire.
The data thus collected was in the Iorm oI master table.
That made possible counting oI classiIied data easy. From the master table various
summery tables were prepared. They have been presented along with their interpretation
in this manner.


6.1. Responses regarding whether the respondents are satisfied with the workplace
of organization
Table 6.1
Satisfaction level No. Of respondents Percentage

Strongly satisIied 31 31
SatisIied 49 49
Slightly satisIied 12 12
DissatisIied 5 5
Strongly dissatisIied 3 3

Graph 6.1

responses regarding whether respondents are
satisfied with work pIace
0
10
20
30
40
50
60
s
t
o
n
g
ly

s
a
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ly

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a
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d
is
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a
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is
f
ie
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satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 31 employees are strongly satisIied with their work place.
61 employees are satisIied with their workplace. It means over all 92 employees are
satisIied and other 18 are not satisIied with the work place.

6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
Table 6.2

Graph 6.2

response regarding whether respondents are
satisfied with infrastructure
0
10
20
30
40
50
60
s
t
o
n
g
ly

s
a
t
i
s
f
i
e
d
s
a
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ie
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s
li
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h
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ly

s
a
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ie
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i
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s
t
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ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of
respondents

Above table shows that 70 respondents are satisIied with inIrastructure and 30 are
dissatisIied with inIrastructure oI SEVA.
It can be interpreted that 30 are not satisIied with inIrastructure which not more in
number.
SatisIied 20 20
DissatisIied 16 16
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.

Table 6.3

SatisIied 17 17
DissatisIied 9 9
$trongly dissatisfied 3 3

Graph 6.3

responses regarding whether the respondents
are satisfied with canteen faciIity
0
10
20
30
40
50
60
s
t
o
n
g
ly

s
a
t
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s
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s
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t
ly

s
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ie
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a
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f
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s
t
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ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 88 employees are satisIied with the canteen Iacility provided by
the organization. Only 12 employees are not satisIied with canteen Iacility.

6..Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.

Table 6.

SatisIied 23 23
DissatisIied 11 11

Graph 6.

responses regarding whether respondents are
satisfied with impIimentation of ruIes and
responsibiIities
0
10
20
30
40
50
60
s
t
o
n
g
l
y

s
a
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s
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s
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f
i
e
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satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 84 employees are satisIied with implementation oI rules and
responsibilities. And 16 oI respondents are not seems to be satisIied with the
implementing rules and responsibilities.

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

Table 6.5

SatisIied 36 36
DissatisIied 16 16

Graph 6.5

responses regarding respondents are
satisfied with the freedom at work
0
5
10
15
20
25
30
35
40
s
t
o
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ly

s
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is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 80 respondents are happy with the Ireedom at work given by
management but only 20 oI respondents are not satisIied with Ireedom given at wrk
place.


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

Table 6.6

SatisIied 21 21
DissatisIied 16 16

Graph 6.6

responses whether respondents are satisfied
with equaI treatment to aII
0
10
20
30
40
50
60
s
t
o
n
g
ly

s
a
t
i
s
f
i
e
d
s
a
t
i
s
f
ie
d

s
li
g
h
t
ly

s
a
t
i
s
f
ie
d
d
i
s
s
a
t
is
f
i
e
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 80 employees are satisIied with team sprit built in organization
and other employees are not satisIied with team spirit in the organization.

6.7 Responses regarding whether the respondents are satisfied with convenient
working hours

Table 6.7

SatisIied 41 41
DissatisIied 23 23

Graph 6.7

responses whether respondents are satisfied with
convinient working hours
0
5
10
15
20
25
30
35
40
45
s
t
o
n
g
l
y

s
a
t
i
s
f
i
e
d
s
a
t
i
s
f
i
e
d

s
l
i
g
h
t
l
y

s
a
t
i
s
f
i
e
d
d
i
s
s
a
t
i
s
f
i
e
d
s
t
r
o
n
g
l
y

d
i
s
s
a
t
i
s
f
i
e
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 20 employees strongly Ieels that the working hours decided by
organization are most convenient Ior them. Other 52 employees are satisIied with these
working hours. And only 28 employees are not much satisIied with the working hours.

6. Responses regarding whether the respondents are satisfied with 1ob security

Table 6.

SatisIied 18 18
DissatisIied 12 12

Graph 6.

responces whether respondents are satisfied with
job security
0
5
10
15
20
25
30
35
40
45
50
s
t
o
n
g
ly

s
a
t
is
f
ie
d
s
a
t
i
s
f
i
e
d

s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that only 31 employees are satisIied with the job security. And
remaining 69 oI employees are not satisIied with the job security provided by the
organization.


6. Responses regarding whether the respondents are satisfied with the targets
achievable

Table 6.

SatisIied 21 21
DissatisIied 4 4

Graph 6.

with the targets achievabIe
0
10
20
30
40
50
60
70
s
t
o
n
g
ly

s
a
t
i
s
f
i
e
d
s
a
t
i
s
f
ie
d

s
li
g
h
t
ly

s
a
t
i
s
f
ie
d
d
i
s
s
a
t
is
f
i
e
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 96 employees are strongly in Iavor that the targets given are
achievable and only 4 are not Ieels that the targets given are achievable.


6.10 Responses regarding whether the respondents are satisfied with the targets
achievable

Table 6.10

SatisIied 22 22
DissatisIied 20 20

Graph 6.10

responses hether respondents are satisfied with
payments as per their roIes and responsibiIity
0
5
10
15
20
25
30
35
40
45
50
s
t
o
n
g
l
y

s
a
t
i
s
f
i
e
d
s
a
t
i
s
f
i
e
d

s
l
i
g
h
t
l
y

s
a
t
i
s
f
i
e
d
d
i
s
s
a
t
i
s
f
i
e
d
s
t
r
o
n
g
l
y

d
i
s
s
a
t
i
s
f
i
e
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents
v

Above table shows that only 35 employees are satisIied with the payment as per their
roles and responsibility and remaining 65 are not satisIied with the payment according
to their roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions

Table 6.11

SatisIied 14 14
DissatisIied 26 26

Graph 6.11

with opportunities of promotion
0
5
10
15
20
25
30
35
40
45
50
s
t
o
n
g
l
y

s
a
t
i
s
f
i
e
d
s
a
t
i
s
f
i
e
d

s
li
g
h
t
l
y

s
a
t
i
s
f
i
e
d
d
i
s
s
a
t
i
s
f
i
e
d
s
t
r
o
n
g
l
y

d
i
s
s
a
t
i
s
f
i
e
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Only 22 oI the employees are satisIied with the opportunities oI promotions given by
organization. And most oI the employees nearly 78 are not satisIied with opportunities
oI promotions.

6.12. Responses regarding whether the respondents are satisfied with the payment
of salary on time

Table 6.12

SatisIied 16 16
DissatisIied 32 32

Graph 6.12

responses whether the empIoyees are satisfied
with the payment of saIary on time
0
5
10
15
20
25
30
35
40
45
50
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 60 oI employees are satisIied with the payment oI salaries on
time. Only 40 oI the employees are not much satisIied with the payment oI salaries on
time.
6.13. Responses regarding whether the respondents are satisfied with the quality of
formal training and induction program

Table 6.13
SatisIied 36 36
DissatisIied 14 14

Graph 6.13

are satisfied with the quaIity of training and
induction program
0
5
10
15
20
25
30
35
40
45
$
t
r
o
n
g
l
y

s
a
t
i
s
f
i
e
d
$
a
t
is
f
ie
d
$
l
ig
h
t
ly

s
a
t
is
f
ie
d
D
i
s
s
a
t
is
f
ie
d
$
t
r
o
n
g
l
y

d
i
s
s
a
t
i
s
f
i
e
d
satisfaction IeveI
p
e
r
c
a
n
t
a
g
e
No. Of respondents

From the above table it shows that 76 oI the respondents are satisIied with the quality
oI training and induction program and only

6.1. Responses regarding whether the respondents are satisfied with the quality of
in-house training

Table 6.1
SatisIied 19 19
DissatisIied 20 20

Graph 6.1

are satisfied with quaIity of in house training
0
10
20
30
40
50
60
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 86 oI the respondents are satisIied with in house training held
by the management. And only 24 oI respondents are not satisIied with the quality oI in
house training.

6.15. Responses regarding whether the respondents are satisfied with the period of
training

Table 6.15

SatisIied 23 23
DissatisIied 20 20

Graph 6.15

responses regarding whether the respondents are
satisfied with period of training
0
5
10
15
20
25
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 12 are strongly satisIied with the training program 41 oI
respondents are satisIied with the period oI training but 37 oI respondents are not
satisIied with the period oI training.


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

Table 6.16

Satisfaction Level No. Of Respondents Percentage
SatisIied 18 18
DissatisIied 6 6

Graph 6.16

are satisfied with the proper and proactive HR
division
0
10
20
30
40
50
60
70
80
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaion IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 92 oI the respondents are satisIied with the HR division
Only 8 oI the respondents are not satisIied with the proactive and proper HR division,
which is very negligible in number.


6.17 Responses regarding whether the respondents are satisfied with the
performance appraisal system

Table 6.17

$trongly satisfied 62 62
$atisfied 28 28
$lightly satisfied 4 4
Dissatisfied 4 4
$trongly dissatisfied 2 2

Graph 6.17

responses regarding whether the
respondents are satiosfied with the
performance ap[praisaI system
0
10
20
30
40
50
60
70
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 90 respondents are satisIied with the perIormance appraisal
system and only 10 oI the respondents are not much satisIied with the perIormance
appraisal system implemented in organization.

6.1 Responses regarding whether the respondents are satisfied with the
performance appraisal system

Table 6.1

Strongly SatisIied 69 69
SatisIied 19 19
Slightly SatisIied 6 6
DissatisIied 4 4
Strongly DissatisIied 2 2

Graph 6.1

are satisfied with the office events and parties
0
10
20
30
40
50
60
70
80
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that the 69 oI respondents are strongly satisIied with the oIIice
events and parties organized by the organization. 25 oI respondents are satisIied with
these events and only 6 oI respondents are not satisIied with the events organized by
the management

6.1 Responses regarding whether the respondents are satisfied with the celebration
of employees birthday

Table 6.1

SatisIied 16 16
DissatisIied 0 0

Graph 6.1

are satisfied with the empIoyees birthdays
remembered & ceIebrated
0
10
20
30
40
50
60
70
80
90
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that nearly all the respondents are satisIied with the employees
birthday remembered and celebrated in the organization. No one seems to be dissatisIied
with the celebration oI the employee`s birthdays.

6.20 Responses regarding whether the respondents are satisfied with forum for face-
to-face communication

Table 6.20

SatisIied 22 22
DissatisIied 37 37

Graph 6.20

are satisfied with the forum for face to face
communication
0
5
10
15
20
25
30
35
40
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that only 40 oI the respondents are satisIied with the Iorum Ior Iace-
to-Iace communication and remaining all the 60 oI the respondents are not satisIied
with the Iorum Ior Iace-to-Iace communication.

6.21 Responses regarding whether the respondents are satisfied with encouragement
to employees suggestions

Table 6.21

SatisIied 32 32
DissatisIied 25 25

Graph 6.21

responses regarding whether the respondents are
satisfied with the encouragement to empIoyees
suggestions
0
5
10
15
20
25
30
35
s
t
r
o
n
g
ly

s
a
t
i
s
f
ie
d
s
a
is
f
ie
d
s
li
g
h
t
ly

s
a
t
i
s
f
ie
d
d
i
s
s
a
t
is
f
i
e
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that the overall 59 oI the respondents are satisIied with the
encouragement given to the employees suggestions in management decision making and
remaining 41 oI the respondents are not much satisIied with the encouragement given
to the suggestions oI the employees.
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions

Table 6.22

SatisIied 22 22
DissatisIied 45 45

Graph 6.22

are satisfied with the positive acceptance of
empIoyees suggestions
0
5
10
15
20
25
30
35
40
45
50
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that the 26 oI the respondents are satisIied with the positive
acceptance oI the suggestions given by the respondents but most oI the respondents 70
are dissatisIied with this point.

6.23 Responses regarding whether the respondents are satisfied with management
keeps promises

Table 6.23

SatisIied 14 14
DissatisIied 6 6

Graph 6.23

are satisfied with the management keeps
promises
0
10
20
30
40
50
60
70
80
s
t
r
o
n
g
ly

s
a
t
is
f
ie
d
s
a
i
s
f
i
e
d
s
li
g
h
t
l
y

s
a
t
i
s
f
ie
d
d
is
s
a
t
is
f
ie
d
s
t
r
o
n
g
ly

d
is
s
a
t
is
f
ie
d
satisfaction IeveI
p
e
r
c
e
n
t
a
g
e
no. of respondents

Above table shows that 90 oI the respondents are satisIied with the management keeps
promises and only 10 oI the respondents are dissatisIied with the thing that the
management keeps promises.


CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation oI the primary
data regarding the job satisIaction oI the employees oI SEVA Automotive private
limited, Nagpur.

From the analysis and interpretation, it is concluded that most oI the employees
are satisIied with the workplace and only Iew employees are not satisIied with the
workplace, which are negligible in number. And similarly in case oI inIrastructure
most oI the employees are satisIied and very small number oI employees are not
happy with the inIrastructure oI SEVA and the canteen Iacilities. It means the
workplace and inIra structure oI SEVA is good or satisIactory.
It is concluded that near about all the employees are satisIied with implementation
oI rules and responsibilities. And only some oI them are not seems to be satisIied
with the implementing rules and responsibilities. ThereIore it shows that
implementation oI rule and responsibility is done Iairly.
From the study it is clear that the higher percentage oI employees are happy with
the Ireedom at work given by management but only some oI them are not Ieeling
satisIied with the Ireedom given at work place.
According to analysis and interpretation, most oI the employees are satisIied with
the team spirit built in organization and only Iew are not happy with team spirit in
the organization. From this it seems that the team spirit in the organization is
strong.
This study shows that only Iew employees strongly Ieel that the working hours
decided by organization are most convenient Ior them. Other is not in Iavor with
these working hours. So it is clear that the management kept the main
consideration about working conditions and the hours, which satisIies the
employees.
The study shows that very small numbers oI employees are satisIied with the job
security. And remaining most oI the employees are not satisIied with the job

security provided by the organization. Hence Irom this analysis it is cleared that
there is Ieeling oI Iear oI job loss in the employees oI SEVA.
An analysis shows that employees are strongly in Iavor that the targets given are
achievable and only are not Ieels that the targets given are achievable. Hence the
targets set by management are achievable.
From the analysis it is concluded that very small number oI employees are
satisIied with the payment as per their roles and responsibility and remaining all
are not satisIied with the payment according to their roles and responsibilities.
Hence Irom this analysis it can be cleared that payment according to roles and
responsibilities are not much satisIied.
Only little number oI the employees is satisIied with the opportunities oI
promotions given by organization. It shows that the employees do not have any
growth oI opportunities. Analysis shows that the payment oI salary is made
always on time.
From the analysis and interpretation it is clear that very large number oI the
respondents are satisIied with the quality oI training and induction program and in
house training held by the management. And Iew are not satisIied with the quality
oI in house training. But the period oI training is not satisIactory to the
employees.
From the analysis it is clear that HR division is most satisIactory to all employees
only Iew are not satisIied with the HR division in the company.
In case oI perIormance appraisal system and the oIIice events and parties
organized by the organization near about all the employees are satisIied. The
birthdays oI all the employees are remembered and celebrated in the organization.
It is concluded that the employees are not much satisIied with the Iorum Ior Iace-
to-Iace communication. From the analysis it is clear that halI oI the employees are
satisIied and other halI are not satisIied with the encouragement given to the
suggestions oI the employees. But only Iew thinks that there is positive
acceptance oI the suggestions given by the employees. From the analysis it is
clear that management keeps all the promises.

SUGGESTIONS
The suggestions are drawn Irom the analysis and observations. Few suggestions are given
as under:
In case oI working hours decided by the organization are not convenient Ior the
employees oI SEVA Automotive Private Limited, Nagpur. The working hours are
10 hours per day that Irom 8AM to 6PM. These hours should minimize up to 8
hours.
The criteria Ior Job security is not much satisIactory so management have
concentrate on job security oI employees so that they can work without Iear oI job
loss in the organization.
Opportunities oI growth oI employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities Ior according to the perIormance oI employees.
From analysis we concluded that the period oI in house training is very short that
is oI only 3 days, which is not suIIicient to get complete knowledge about the
work. Hence the training period should extend up to 5 days.
As there is an active participation oI employees in decision making but rarely the
suggestions given by them are drawn in action. Hence the conIidence oI
employees gets demotivated.
So to motivate the employees management can take into consideration some
proper suggestions given by the employees. It will help to increase the motivation
and ultimately the Job satisIaction oI the employees oI SEVA Automotive Private
Limited, Nagpur.


BIBLIOGRAPHY

Books: -

Hitt, Miller, Colella 'Organizational Behavior A Strategic Approach, Wiley
Student`s Edition.
Luthans Fred 'Organizational Behavior, McGraw Hill 7
th
Edition.
Newstrom John W., Davis Keith, 'Organizational Behavior Human Resource At
Work, 9
th
Edition, Tata McGraw Hill Edition.
Pestonjee D. M. 'Motivation and Job SatisIaction, 1
st
Edition. Macmillan India
Limited.

Websites: -
www.hrcouncil.com
www.workIorce.com
www.google.com

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Job satisIaction: A Case study oI SEVA Automotive Private Limited, Nagpur

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Job satisIaction: A Case study oI SEVA Automotive Private Limited, Nagpur

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