Mehta Engineers Limited is family managed, professionally run company,

which started its operations in 1979 with vision of becoming a supplier of

quality auto parts for the Original Equipment Manufacturers.
Mehta Engineers Limited is public limited company. Most of its shares are
closely held with 95% of the shareholding with the family.
In 1984, with the coming of major Japanese motorcycle sprockets
companies in India, there was a strong need of good quality parts suppliers.
The company became an automatic choice for these companies due to its
commitment to quality and on time delivery. Since then the company is
supplying to these two wheeler majors.
Our Strength lies in highly skilled and motivated manpower, which is the
backbone of the company. Our manpower is a combination of experienced
managers, young and dedicated engineers and skilled blue collared
employees, who work as team to pursue companys vision and goals. The
company have a record of excellent coordinal industrial relation in their
company since inception.
The company started exports in 2002 after passing stringent quality
standards of its esteemed customers. Today, the company export to leading
automotive companies in Europe.

Vision and Mission of the Company:

Focus on stated and implied customer needs.

Become partners and not suppliers.
Keep abreast with new technology.
Continual human skill up gradation through regular trainings.
Improvement in quality and productivity through Kaizen.
Enhance company value through profitable growth.

Management Team:
1

The company is headed by Mr. Satendra Mohan Mehta who is the CMD of
the company. He has a rich experience of more than 45 years and is driving
the company with his knowledge and skills.
He is ably supported by Mr. Atul Mehta who is the Joint Managing Director
of the company. With a degree in Production Engineering and Business
Management, Mr. Atul Mehta looks after the daily operations of the
company ensuring smooth flow of processes.
The marketing aspect of the company is being looked after by Mr. Amit
Mehta who is a postgraduate in business management. He is also involved in
continual up gradation of technology and infrastructure of the company.
Besides the above directors, The company has a dedicated and highly
efficient team of managers who make the systems and ensure they are
followed which in turn ensure that the customer expectations are not only
met but exceeded.
The company look forward to serve and establish a long term association
with you, the company stand....

Products

Categories

Sheet Metal
Fabricated
Components

Sheet Metal
Fabricated
Components

Machined
Forgings

Machined Product

Towing Hooks
SHEET METAL FABRICATED COMPONENTS

Quality System
The company is an ISO/TS 16949 certified company. We have been
regularly getting orders from our customer on the strength of its quality
products. Consistent quality and continual improvements help us in
customer satisfaction. We believe that only way to grow and succeed is to
make and supply consistently good quality products.
During Component Development
The company follow all the guidelines of PPAP, FMEA, MSA and customer
specified requirements during the development of components and their
tools.
Regular record of quality are maintained which form basis for further
improvement and trainings to be given by Quality Assurance Team
Operators and inspectors are regularly trained on the importance of quality
and on How to ensure consistent quality at all times. All the production
tooling and checking fixtures are fully checked before actual use. The tools
and gauges are regularly calibrated to ensure consistency.
Production Development

The company has been following TQM techniques to ensure 100% defect
free material at customer end.

Quality Control is done at three stages:

>> Receiving Quality Control
>> In-Process Quality Control
>> Pre-delivery Quality Control
The finished products then pass through Pre-Delivery inspection department,
which ensure that no non-conforming components is passed on the customer.
We have latest equipment to check the quality of the products and for
calibration of measuring and test equipment. The facilities include a Profile
Projectors, Vickers Hardness Testers, Rockwell Hardness Testers, Cupping
test machine, Coating thickness checking machine, salt spray chambers and
other regular calibration lab equipment.
The company has also access to facilities like metallurgical tests, crack tests
etc.

Quality Policy

Mehta Engineers Limited is an Iso 9001 certified

company certified by TUV, Suddeutsehiand of
Germany.
We at Mehta Engineers Limited are commited to manufacture and supply
automative components to achieve customer satisfaction.
We strive to continually improve the quality of our products, processes and
quality management system.
This can be achieved through
>> Introducing new technology / equipment
>> Improving / enhancing knowledge of our employees
>> Reducing customer complaints
>> Reducing internal rejections & rework
>> Improving operational performance
Today the company is actively working towards achieving ISO/TS
16949:2002 certification.

Quality objective have been established at different levels and functions and
these are monitored regularly to ensure continual improvements.
Research and Development
In todays world, every customer demands faster product development. It
means that the transition time from drawing to actual sample has to be
reduced.
New product development is a very strong area of the company. The
company has got highly skilled manpower in new component development
department. This coupled with the state of art machines in development area
reduces the lead time for development of new components.
Design Development

We can make drawings from the models given by the customers and can develop accurate
tooling for production at very fast pace.

The company has complete facilities of CAD CAM. The design facilities
include 2D and 3D modeling with facilities of solid modeling, reverse
engineering and machining programming. The machines in development

area are CNC Machining Centers, CNC Wire Cut, Milling, Plano Miller,
Shapers, Lathes, and grinders among other tool room machines.
In todays every customer demands faster product development. It means
that the transition time from drawing to actual sample has to be reduced.
We

at

Mehta Engineers follow

policy of Do it right

the first time, every time. This is achieved by continuous research and
development activities to reduce the product development time and ensuring
that the product is developed correctly in the very first attempt.
Our strength in tool designing help us in making correct sample and tools in
the very fast time and thus reducing the time for redesigning and
development. All the tools, jig, fixtures, checking gauges are designed and
made in-house which ensure timely development and best quality.
Infrastructure
The three unit of Mehta Engineers Limited are built in an area of 22,500 sq.
meters. One of the biggest advantages that the company enjoys is the wide
variety of products from company. Apart from production, the company has
latest infrastructure for development, inspection and testing, surface coating
and other related infrastructure.

Press Shop

Press Shops having a variety of Hydraulic, Pneumatic and Mechanical

presses with a capacity ranging from 20 Tons to 400 Tons. The operations in
the press shop include shearing, blanking, stamping, piercing, bending,
forming, drawing, deep drawing, coining, flaring, embossing and many other
related operations.
Welding Shop

Welding Shop infrastructure includes MEG Welding, Spot Welding,

Projection Welding and brazing machines. Apart from highly skilled
manpower, the company has got a Special Purpose Machine and Welding
ROBOT leading to automation in Welding. Welding has now become a
specialization at the company with high quality Welding and Welded
components. Welding shop infrastructure includes MEG Welding, Spot
Welding, Projection Welding and brazing machines. Apart from highly
skilled manpower, the company has got a host of Special Purpose Machines
and Welding Robot leading to automation in Welding. Welding has now
9

become a specialization at the company with high quality Welding and

Welded components.
Machine Shop

The Machining Shops at the company have a host of precision machines

required for the high quality components produced. The machines include
CNC, automatic, semi automatic and manual machine.
The machining facilities include Gear Hobbing, Shaving, Milling,
Broaching, Slitting, Suppline Rolling, Serration Rolling, Thread Rolling,
Tapping, Turning, Copy Turning, Centreless Grinding, Cylindrical Grinding
and other regular machines
Production Facilities
The Company has a dedicated and highly skilled team of suppliers for
Surface, Coating and Heat Treatment.
The surface finishing facilities available to the company include fully
computerized Tri Nickel Plating, Powder Coating, Electro Coating and Zinc
Plating.
The heat treatment and related facilities include Gas carbonizing, Salt bath,
Oil quenching, Water quenching, Nit riding, Sand blasting and Shot blasting.
10

Work Force
The workforce of the company is its biggest asset. This efficient and
dedicated workforce has been the main reason behind the growth of the
company. This workforce over the years has been open to changes and
improvements to face and overcome the ever-growing competition in the
market.
The company puts lot of stress on training of the sand worker by both
outside expert and in-house faculty. The training topic range from latest
techniques of production, on the job training, quality circles, TPM and 5s to
good human behavior. All aspects of production and quality are covered.
Each operator goes through induction training and training related to job is
given both on-the-job and off-the-job. No worker is allowed to work in the
factory without getting proper induction and job training. The employees of
the company always welcome newer methods to improve productivity and
quality.
The employees of the company regularly participate in the suggestion
scheme of the company Aapke Sujhav which helps in improvements in
process and housekeeping.

11

Benefits
To give our customer maximum benefits, we give the following:
>> Ethical and fair dealing
>> Wide range of product
>> Fast component development
>> 3D designing capabilities
>> Good technical manpower
Ethical and Fair dealing
The biggest benefit our customer gets is ethical and fair dealing of the
company. The company believes that ethics come foremost and are the basis
of a strong supplier-customer relationship.
Wide range of product
The company has a wide range of products and capability to make many
more with the vast range if infrastructure and dedicated suppliers. Different
types of product can be sourced from one company hence saving precious
time of the customers in dealing with separate suppliers.
Fast Component development
Due to a strong development Tool Room, the company is able to reduce the
lead time required for development of component and production tooling.
The company has got complete in-house facilities for the development of
production tooling and required monitoring instruments.

12

3D Designing Capabilities
We have got the latest software for 2D and 3D designing with complete
capabilities of reverse engineering, solid modeling, interactive surface
designing and machining. Thus leaving no scope for human error during
development.
Good Technical Manpower
The company boasts of having a strong technical people in both staff and
workforce which help in making good quality products as they understand
the importance of quality. Any requirement of customers are hence easily
understood and implemented.

13

JOB SATISFACTION
The structure comprises of all Head of Departments of different functions in
Mehta Engineers Limited. It consists of nine Band 2 and Band3 officials at
the top level, each reporting to the CEO. The main function is to coordinate
the activities of different functions in the organization. All the departmental
heads are accountable and answerable to the efficiency and effectiveness of
their concerned departments.
Job satisfaction is a term used to describe how contended an individual is
with ones job. It is relatively recent term, since in the previous centuries, the
job available to a particular person was often predetermined by their parents
occupation. There are variety of factors that can influence a persons level of
job satisfaction. These factors include the of pay and benefits , the perceived
fairness of the promotion system within a company the question of working
condition, leadership and the social relationship.
Human beings are important assets of an Organization. As human beings,
members of work oriented organization have thoughts and feelings which
strongly influence their behaviour on job. These thoughts and feelings are
part of their mental state and provided the inputs used by them to make
decision about their action and reacting of their jobs. It is necessary that we
understand more about their conscious states. For efficient and progressive
functioning of any organization job satisfaction is of great significance.
As people spend sizeable proportion of their live in working place or
environment and would want that proportion of their lives to be pleasant,
agreeable and fulfilling. As working in any organization, his job is more than
just obvious activities of shuffling paper, or waiting for customers etc.
14

Job requires interaction with co-workers and supervisors, following

organizational rules and policies, performance standards, living with
working conditions that are giving less than ideal life.
So, if people feel bad about their work apt to feel bad about many things
including leisure activities and even about life itself. That is why you cannot
deny that job satisfaction is important for an individual in his profession
progress so that individual can attain optimum development of his
potentialities if he is satisfied with his job.
MEANING AND CONCEPT OF JOB SATISFACTION:
Job satisfaction is a general pleasurable or positive emotional state of an
individual which result from his appraisal of various dimensions of his job.
As a matter of fact, by working of job, most men qualify many of their need.
So in this regard want is a potent source of need, gratification of all types
such as physical, security, social and ego need etc.
Job satisfaction can be described as a process in which the employees feel
themselves contended or satisfied with their work which they do informally
organized sectors to accomplish the objective so the organization. It is a end
feeling of a person after performing a task. The feeling would be positive or
negative depending upon whether the need is satisfied or not. If a persons
job fulfills his dominant needs and is consistent with his expectation and
values, the job will be satisfying. Job satisfaction also relates to working
conditions like good infrastructure and working conditions, proper working
hours, lighting, ventilation, drinking water and urinal facilities, healthy
relationship with seniors, subordinates and peer group and also with salary
packages. All this facilities motivate the employees to do better work for his
15

organization. As if employee is satisfied it develops right type of attitude,

high morale and enthusiasm for work..
Job satisfaction in industrial psychology is frequently used for individual
attitude towards the specific aspects of the total work situation. Job
satisfaction is based on five major factors which are as follows:
1. The nature of work in relation to his abilities, interest and preparation.
2. The way in which individual reacts to the unpleasant situation.
3. The facility to which he adjusted him to other persons.
4. Security.
5. Loyalty.
So, the Job satisfaction refers to persons feeling of satisfaction on the job,
which motivate the employee to work with great zeal and confidence which
will be helpful for him to attain the set goal of organization.

16

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT:

Department Mission: The overall objective or purpose of the human
resources department within the Organization and its relationship to the
Organizations overall mission.
Department Organization: The departments internal relationships;
relationships with other functions, departments, and employees of the
Organization; and the structuring of resources within the department.
Department Employees: The selection, training, motivation, development,
and retention of a qualified human resources team.
Labor Relations: The human resources role in the relationship between the
Organization and any bargaining unit of an employee-organized labor group,
including labor-organizing campaigns.
Diversity and Equal Employment Opportunity: Developing and
implementing workforce programs to maximize employment of productive
people with different characteristics, qualifications, and talents while
recognizing the legal requirements and social responsibilities of equal
treatment for all employees and the actions necessary to ensure those
requirements are met.
Safety and Environment: The training, communication, and leadership
required to provide a safe working environment; to provide an appropriate
level of employee involvement and responsibility for implementing safe
practices, using safety equipment, and complying with Organization safety

17

rules and practices; and to ensure that federal, state, and local safety and
environmental requirements are met.
Security: Maintaining and protecting the Organizations employees, assets,
and human resources documents, information, and facilities.
Equipment and Facilities: Providing the necessary equipment and facilities
to fulfill the human resources mission and provide optimum service to the
Organization.
Documentation and Information Systems: Preparing, storing, and
maintaining employee records and information, including computerized
human resources information systems, and meeting federal, state, and local
requirements.

FACTORS IN JOB SATISFACTION:

Job satisfaction is a complex and multidimensional phenomenon. The nature
and extent of factors contributing to it are not yet fully known but good deal
of research studies in various countries with different cultures have certainly
advanced our understanding of factors. The following factors have been
generally agreed to have direct bearing on the level of satisfaction of
employees:
1. Organizational factors
2. Personal factors

18

Organizational factors
1.

Occupational Level:- Studies revealed higher the occupational level,

higher the level of job satisfaction because higher level jobs carry
greater prestige and self control.

2.

Job-Content:- If there is variation in job content and job is less

repetitive with which the task must be performed, the greater the
satisfaction of the individual is involved.

3.

Job- Security:- Job security is a crucial factor in the face of wide

spread unemployment and uncertainties in the employment market.

4.

Type and Nature of work:- If employee finds type and nature of

work according to his attitude and capability he feels satisfied,
otherwise dissatisfied.

5.

Pay and Promotional Opportunities:- These variables are of great

importance and are positively related to job satisfaction.

6.

Considerate Leadership:- It results in higher job satisfaction as

compared to inconsiderate leadership, because people like to be
treated with consideration.

7.

Interaction in work group:- Interaction could be satisfying when

other persons attitude is similar to ones own. It results in being
occupied by other and facilitates the achievement of goals.

19

PERSONAL FACTORS
1.

Age:-The relationship between age and satisfaction could be positive

upto pre- retirement years, then there is sharp decrease in satisfaction.
An individual aspires for more prestigious jobs in later years of his
life.

2.

Length of Service:- It may be argued that beginners starts with a

favourable attitude towards their job and employees. As the months
pass, the job becomes routine and co- workers familiar and hence their
enthusiasm weakness resulting in problems of adjustment of training.

3.

Education / Intelligence:- Too much education I intelligence i.e.

more than the job requires will lead to dissatisfaction.

4.

Considerate Leadership:- It results in higher job satisfaction as

compared to inconsiderate leadership, because people like to be
treated with consideration.

5.

Interaction in work group:- Interaction could be satisfying when

other persons attitude is similar to one own. It results in being
occupied by other and facilitates the achievement of goals.

SIGNIFICANCE OF JOB SATISFACTION:

Employee satisfaction and retention have always been important issues for
organizations. After all, high level of absenteeism and staff turnover affect
your bottom line as temps, recruitment and retraining take their toll but few
practices have made job satisfaction a top priority, perhaps because they
have failed to understand the significant opportunity that lies in front of
20

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 customer satisfaction.
Organisation who can create work, environments that attract, motivate and
retain had working individuals will be better positioned to succeed in a
competitive environment that demands and cost efficiency. What is more,
Chief Executives of organizations may even discover that by creating a
positive workplace for their employers, they have increased their own job
satisfaction as well.
Since job satisfaction is a multinational phenomenon which lives with
employees and influence whole organization. The spirit of job satisfaction
has great impact on the job performance of an employee. If an employee has
the, sense of satisfaction it is evident in the form of his morale output and
productivity, but on the contrary if a person is devoid of job satisfaction then
he can no longer have high morale and high performance. When a person is
at work place, he cannot be forced to do the work like a machine. He is
human being who has his dignity, self respect, values, sentiments,
aspirations apart from the economic status.
So if the employees of an organization has spirit of job satisfaction it
ultimately fetches prosperity and success to the organization by achieving
desired goals and objects of the organization. But if this is not so, it leads to
frustration and is very much harmful to the existence of the organization.

21

Job satisfaction also relates to the working conditions. If there is proper

arrangement of infrastructure, drinking water, ventilation, temperature,
lighting, toilet and attractive surrounding, it will increase the job satisfaction
among employees.
From the above description, it is obvious that job satisfaction is essential for
growth, productivity and development of organization. It is only the job
satisfaction that develops right type of attitude, high morale and enthusiasm
for work. To achieve organizational and individual goals in an economic and
efficient manner there must be a spirit of job satisfaction among the
employees. It will be appropriate to sum up the importance of job
satisfaction of job satisfaction in the words of ROBERT KFIAN, Job
satisfaction does seem to reduce absenteeism, turnover and perhaps accident
rates.
EFFECT OF JOB SATISFACTION:
Managers interest in job satisfaction tends to centre on its effects on
employee performance. Researchers have recognized this interest, so we find
a larger number of studies that have been designed to assess the impact ofjob
satisfaction.
Physical and mental health:
The degree of job satisfaction affects on individuals physical and mental
health. Since job satisfaction is type of mental feeling, its favourablenss or
unfavourableness affects the individuals psychologically which ultimately
affects his physical health. For example Lawler has pointed out that drug
abuse,

alcoholism

and

mental

and

22

physical

health

result

from

psychologically harmful jobs. Further, since a jobs is an important part of

life, job satisfaction influence general life satisfaction.
The result is that there is spill over effect which occur in both directions
between job and life satisfaction.

Job Satisfaction and Employee Turnover:

Turnover of employee is the rate at which leave the organization within a
given period of time. High employee turnover is of considerable concern for
employees because it disrupts normal operations, causes morale problems
for those who stick on and increase the cost involved in selecting and
training replacement. The employer does whatever possible to minimize
turnover, making the employees feel satisfied on their jobs, being one such.
In the major reviews of the relationship between satisfaction and turnover
has been demonstrated low levels of jobs satisfaction are the most likely to
quit their jobs and that organizational units with the lowest average
satisfaction levels tend to have the highest turnover rates. However, is not
the only cause of employee turnover, the other cause being opportunity
elsewhere. For exchange, in the present context the rate of turnover of
computer software professionals is very high in India. However, these
professional leave their organizations that simply because they are not
satisfied but because of opportunities offered from other services particularly
from foreign companies located abroad.

23

However, the withdrawal behaviour of employees is modified by certain

factors. Loyality organization is one such. Some employees can imagine
themselves working elsewhere, however dissatisfied they are in their present
jobs. Availability of other places of employment also influences turnover. If
greener pastures are available, an employee does not mind going in search of
them notwithstanding the present level of job satisfaction he enjoys.
Satisfaction and Absences:
Correlation of satisfaction to absenteeism is also proved conclusively.
Workers who are dissatisfied are more likely to make mental health
days i.e. days off not due to illness or personal business. Simply stated,
absenteeism is high when satisfaction is low. As in turnover, absenteeism is
subject to modification by certain factors. The degree to which people feel
that their jobs are important has a moderating influence on their absence.
Employees who feel that their work is important tend to clock in regular
attendance. Besides it is important to remember while high job will not
necessary result in low absenteeism, low satisfaction is likely to bring about
high absenteeism.
Satisfaction and Safety:
Poor safety practices are a negative consequence of low satisfaction level.
When people are discouraged about their job, company and supervisors, they
are more liable to experience accidents. An underlying reason for such
accidents that discouragement may take ones attention away from the task
at hand. Inattention leads directly to accidents.

24

Satisfaction and Job stress:

Job stress is the bodys response to any job related factor that threatens to
disturb the persons equilibrium. In the process of experience stress, the
employees inner state change. Prolonged stress can cause the employee
ailments such as heart disease, ulcer, blurred, vision, lower back pain,
dermatitis and muscle aches.
Chronic job- dissatisfaction is a powerful source of job stress. The employee
may see no satisfactory short-term solution to escaping this type of stress.
An employee trapped in a dissatisfying job may withdraw by such means as
high absenteeism and tardiness or the employee may quit.
Employees under prolonged stress stemming from job- dissatisfaction often
consume too much alcohol, tobacco and drugs. These employees are costly
to the management in terms and time lost due to frequent absences and
increased payment towards medical reimbursements.
THEORIES OF JOB SATISFACTION:
Theories exist concerning the different dynamics of job satisfaction and its
general impact upon employees behaviour. Mecormic and Hegen (1984)
gave six general orientations of theories of job satisfaction, all of which
describe the process by which job satisfaction is determined for individual.
1. Comparison process theory.
2. Maslows need Hierarchy theory.
3. Herzberg s two factors theory.
4. Vrooms instrumentality theory.
5. Equity theory.
6. Social reference group theory.

25

1.

Comparison theory:
In case of comparison process theory, the attitude towards job of
different employees is compared with each other and best of them
could be chosen.

2.

Maslows need hierarchy theory:

In case of Maslow s need hierarchy theory it is believed that a person
is satisfied if he gets what he wants and more he wants something, the
more satisfied be gets it and more dissatisfied be is when he does not
get it.
According to this concept of need hierarchy the satisfaction of
physiological needs results in the safety need becoming more potent
and these are fulfilled need, for belonging becomes uppermost.
Ultimately, need for esteem and self actualization come into play.

3.

Herzberg Motivation Hygiene theory:

This theory is based upon two types of factors

1.

Hygiene factors

2.

Motivational

1.

Hygiene factors:- Hygiene factors are maintenance factors which are

necessary to maintain at a reasonable level of satisfaction in
employees. These cause dissatisfaction if such conditions are absent
but increase in their presence beyond a level does not motivate the
employees in a strong way. There are ten such factors like company
policy, supervision, relationship with supervisors, peers, subordinates,
salary, job security, working conditions etc.
26

2.

Motivational factors:- Motivational factors operate primarily to build

strong motivation and high job satisfaction, but their absence rarely
proves dissatisfying. There are six factors which actually motivate
employees like achievement, recognition, advancement, work itself,
growth and responsibility.

4.

Vrooms theory:- Vrooms instrumentality theory prepared by

Tolman argued that individuals purpose in behaving must be
analysed. According to Vroom people will be motivated to do things
to achieve some goals to the extent that certain actions on their part
will help them to achieve the goal.
Vroom was the first individual to specifically relate this theory to
motivation in the work environment which further leads to job
satisfaction.

5.

Equity theory:- Under this theory, it is believed that a persons job

satisfaction depends upon its perceived equity as determined by his
input output balance in comparison with the input output balance of
others. Every individual compares his rewards with those of reference
group. If he feels rewards are equitable in comparison with other
during similar work, he feels satisfied. It is thus a function of the
degree of which job characteristics meets the desires of the refrence
group. Equity theory takes into account not only the needs of an
individual but also the opinion of the reference group to which the
individual looks for guidance.

27

6.

Social Reference Theory:

Social reference group theory is same as need fulfillment theory
except that it takes into account not the desired needs and desired
needs and interest of the individual, but rather the point of view and
opinion of the group to whom individual looks for guidance. Such
groups are called reference groups for the individual in that they
define the way in which he should look at the world and evaluate
various phenomenon in the environment. It would be predicted,
according to the theory if job meets the interest desired and
requirements of a persons reference groups, he will like it and if it
does not he will not like it.

JOB INVOLVEMENT
Job involvement (Employee engagement, or Work engagement, is a concept
that is generally viewed as managing discretionary effort, that is, when
employees have choices, they will act in a way that furthers their
organizations interests. An engaged employee is a person who is fully
involved in, and enthusiastic about, his or her work.
In his book, Getting Engaged: The New Workplace Loyalty, author Tim
Rutledge explains that truly engaged employees are attracted to, and inspired
by, their work (I want to do this), committed (1 am dedicated to the
success of what I doing), and fascinated (I love what I am doing).
Kahn was the first scholar to define personal engagement as the
...harnessing of organization members selves to their work roles: in
engagement, people employ and express themselves physically, cognitively,
emotionally and mentally during role performances Based on this definition

28

a questionnaire was developed that assesses three dimensions: cognitive,

emotional and physical engagement.
An alternative academic considers work engagement as a psychological state
of fulfillment and the positive antithesis of burnout. It is defined as a
positive, fulfilling, work-related state of mind that is characterized by vigor,
dedication, and absorption. Whereby vigor is characterized by high levels
of energy and mental resilience while working, the willingness to invest
effort in ones work, and persistence even in the face of difficulties;
dedication by being strongly involved in ones work, and experiencing a
sense of significance, enthusiasm, inspiration, pride, and challenge; and
absorption by being fully concentrated and happily engrossed in ones work,
whereby time passes quickly and one has difficulties with detaching oneself
from work. These three aspects are assessed by the Utrecht Work
Engagement Scale (UWES), which is currently available in 20 languages
and can be used freely for non-commercial purposes. In addition a short
form and a student version are available. The reliability and validity of the
UWES is documented is various studies.

29

RESEARCH FINDINGS
Work engagement as measured by the UWES is positively related with, but
can nevertheless be differentiated from, similar constructs such as job
involvement and organizational commitment, in-role and extra-role
behavior; personal initiative, Type A, and workaholism. Moreover, engaged
workers are characterized by low levels of burnout, as well as by low levels
of neuroticism and high levels of extraversion. Also they enjoy good mental
and physical health.
Work engagement is found to be positively associated with job resources
such as social support from co-workers and from ones superior,
performance feedback, coaching, job control, task variety, opportunities for
learning and development, and training facilities. In short: engaged workers
work in challenging jobs.
Engagement is related to better performance. For instance, engaged contact
workers from hotels and restaurants produce better service quality as
perceived by their customers; the more engaged university students feel the
higher their next years Grade Point Average; the higher the level of
engagement of flight attendants, the better their in- and extra-role
performance on the flight; and the more engaged restaurant workers, the
higher the financial turnover of the shift.

30

STUDIES
Engaged employees care about the future of the company and are willing to
invest the discretionary effort. Engaged employees feel a strong emotional
bond to the organization that employs them.

EMOTIONAL ATTACHMENT
It was found that only 29% of employees are actively engaged in their jobs.
These employees work with passion and feel a profound connection to their
company. People that are actively engaged help move the organization
forward. 84% of highly engaged employees believe they can positively
impact quality of their organizations products, compared with only 31% of
the disengaged. 72% of highly engaged employees believe they can
positively affect customer service, versus 27% of the disengaged. 68% of
highly engaged employees believe they can positively impact costs in their
job or unit, compared with just 19% of the disengaged Engaged employees
feel a strong emotional bond to the organization that employs them. This is
associated with people demonstrating a willingness to recommend the
organization to others and commit time and effort to help the organization
succeed. It suggests that people are motivated by intrinsic factors (e.g.
personal growth, working to a common purpose, being part of a larger
process) rather than simply focusing on extrinsic factors (e.g., pay/reward).

31

INVOLVEMENT
When I studied Mehta Engineers Ltd. group mills, 17 apparel manufacturers.
My purpose was to compare traditional production systems with flexible
high performance production systems involving teams, training, and
incentive pay systems. In Mehta Engineers Ltd., the plants utilizing highinvolvement practices showed superior performance. In addition, workers in
the high-involvement plants showed more positive attitudes, including trust,
organizational commitment and intrinsic enjoyment of the work. The
concept has gained popularity our study has demonstrated links with
productivity. It is often linked to the notion of employee voice and
empowerment.

COMMITMENT
It has been routinely found that employee engagement scores account for as
much as half of the variance in customer satisfaction scores. This translates
into millions of dollars for companies if they can improve their scores.
Studies have statistically demonstrated that engaged employees are more
productive, more profitable, more customer-focused, safer, and less likely to
leave their employer.
Employees with the highest level of commitment perform 20% better and
are 87% less likely to leave the organization, which indicates that
engagement is linked to organizational performance. It was found that
engaged employees were five times less likely than non-engaged employees
to have a safety incident and seven times less likely to have a lost-time
safety incident. In fact, the average cost, of a safety incident for an engaged
32

employee

was

less,

compared

with

for

non-engaged

employee.

Consequently, through strengthening employee engagement, the company

saved in safety costs. In addition, savings were found in sales performance
teams through engagement. Low-engagement teams were seen falling
behind engaged teams, with a difference in performance-related costs of
low- versus high-engagement teams.

LIFE INSURANCE COVER

Two studies of employees who had life insurance cover, we examined the
impact of employee perceptions that they had the power to make decisions,
sufficient knowledge and information to do the job effectively, and rewards
for high performance. Both studies included large samples of employees. In
both studies, high-involvement management practices were positively
associated with employee morale, employee retention, and firm financial
performance. We found that high-commitment organizations (one with loyal
and dedicated employees) out-performed those with low commitment.

PRODUCTIVITY
While during our study in the Mehta Engineers Ltd. group we found that
offices with engaged employees were up to 43% more productive.
The most striking finding is the almost 52% gaps in operating incomes
between highly engaged employees and employees who have low
engagement scores in company. High-engagement companies improved
19.2% while low- engagement companies declined 32.7% in operating
income during the study period. It was found that account executives in the
33

wholesale division who were actively disengaged produced 28% less

revenue than their colleagues who were engaged. Furthermore, those not
engaged generated 23% less revenue than their engaged counterparts.
Engaged employees also outperformed the not engaged and actively
disengaged employees in other divisions. It comes as no surprise, then, that
engaged employees have been statistically linked with innovation events and
better problem solving.

GENERATING ENGAGEMENT
Recent research has focused on developing a better understanding of how
variables such as quality of work relationships and values of the organization
interact and their link to important work outcomes. 84% of highly engaged
employees believe they can positively impact the quality of their
organizations products, compared with only 31 percent of the disengaged.
From the perspective of the employee, outcomes range from strong
commitment to the isolation of oneself from the organization. And during
our study seen that only 29% of employees are actively engaged in their
jobs. Those engaged employees work with passion and feel a strong
connection to their company. About 2/3 of the business units scoring above
the median on employee engagement also scored above the median on
performance. Moreover, 54% of employees are not engaged meaning that
they go through each workday putting time but no passion into their work.
Only about 1/3 below the median on employee engagement scored above the
median on performance.

34

Access to a reliable model enables organizations to conduct validation

studies to establish the relationship of employee engagement to
productivity/performance and other measures linked to effectiveness. It is an
important principle of industrial and organizational psychology (i.e. the
application of psychological theories, research methods, and intervention
strategies involving workplace issues) that validation studies should be
anchored in reliable scales (i.e. organized and related groups of items) and
not simply focus on individual elements in isolation. To understand how
high levels of employee engagement affect organizational performance/
productivity it is important to have an a priori model that demonstrates how
the scales interact. There is also overlap between this concept and those
relating to well-being at work and the psychological contract.
As employee productivity is clearly connected with employee engagement,
creating an environment that encourages employee engagement is
considered to be essential in the effective management of human capital.

35

INFLUENCES

Employer engagement - A companys commitment to improving the

partnership between employees and.. .employer. Employers can stay
engaged with their employees by actively seeking to understand and
act on behalf of the expectations and preferences of their employees.

Employee perceptions of job importance - According to a 2006

study by Gerard Seijts and Dan Crim, ...an employees attitude toward
the job importance] and the company had the greatest impact on
loyalty and customer service then all other employee factors
combined.

Employee clarity of job expectations - If expectations are not clear

and basic materials and equipment not provided, negative emotions
such as boredom or resentment may result, and the employee may
then become focused on surviving more than thinking about how he
can help the organization succeed.

Career

advancement/improvement

opportunities

Plant

supervisors and managers indicated that many plant improvements

were being made outside the suggestion system, where employees
initiated changes in order to reap the bonuses generated by the
subsequent cost savings.

Regular feedback and dialogue with superiors - Feedback is the

key to giving employees a sense of where theyre going, but many
organizations are remarkably bad at giving it. What I really wanted
to hear was Thanks. You did a good job. But all my boss did was
hand me a check.
36

Quality of working relationships with peers, superiors, and

subordinates - ...if employees relationship with their managers is
fractured, then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct reflection of
how employees feel about their relationship with the boss.

Perceptions of the ethos and values of the organization - Inspiration

and values is the most important of the six drivers in our Engaged
Performance model. Inspirational leadership is the ultimate perk. In its
absence, [it] is unlikely to engage employees.

Effective Internal Employee Communications - which convey a

clear description of whats going on. If you accept that employees
want to be involved in what they are doing then this trend is clear
(from small businesses to large global organizations). The effect of
poor internal communications is seen as its most destructive in global
organisations which suffer from employee annexation - where the
head office in one country is buoyant (since they are closest to the
action, know what is going on, and are heavily engaged) but its
annexes (who are furthest away from the action and know little about
what is happening) are dis engaged. In the worst case, employee
annexation can be very destructive when the head office attributes the
annexs low engagement to its poor performance... when its poor
performance is really due to its poor communications.

Reward to engage - Look at employee benefits and acknowledge the

role of incentives. An incentive to reward good work is a tried and
test way of boosting staff morale and enhancing engagement. There
are a range of tactics you can employ to ensure your incentive scheme
37

hits the mark with your workforce such as: Setting realistic targets,
selecting the right rewards for your incentive programme,
communicating the scheme effectively and frequently, have lots of
winners and reward all achievers, encouraging sustained effort,
present awards publicly and evaluate the incentive scheme regularly.

POTENTIAL RED FLAGS

Inappropriate use of Benchmark Data - some of the more well established
Employee Engagement survey companies will state that the most important
part of post survey follow up is related to comparison of internal survey data
to numerous external benchmarks. This seems to have rubbed off onto
internal sponsors who demand very specific benchmarks, being unaware that
they are diluting the accuracy of their analysis. Steve Bicknell, research
analyst in over 30 Employee Engagement global projects concluded that the
standard comparisons by industry sector are flawed. Is it right to compare a
Bentley employee to one from Vauxhall (GM) because they are in the same
automotive sector? He concluded that more information can be obtained by
looking at the kind of organization that employees were a part of (and its
employee proposition), its stage in development, internal communication, its
brand, motivation and culture.

Job satisfaction in Mehta Engineering Ltd.

Job Content:

38

In Mehta engineers Job content refers to the intrinsic value of the job which
depends on the requirement of skills for performing it, and the degree of
responsibility and growth it offers. A higher content of these factors provides
higher satisfaction. For example, a routine and repetitive lesser satisfaction;
the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.

Working Conditions:
Working conditions, particularly physical work environment, like conditions
of workplace and associated facilities for performing the job determine job
satisfaction. Mehta engineers providing their employees the best working
condition so, that they can satisfy their employees. These work in two ways.
First, these provide means job performance. Second, provision of these
conditions affects the individuals perception about the organization. If these
factors are favorable, individuals experience higher level of job satisfaction.

Equitable Rewards:
Mehta engineers Ltd. gives rewards to their employees to satisfy them. like
the company give them bonus, pension, extra holidays, medical insurance,
opportunities etc. This is that type of linkage that is provided between job
performance and rewards determines the degree of job satisfaction. If the
reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction
adversely.

Opportunity:
39

Mehta engineers gives many opportunities to their employees for their

promotion in the company. It is true that individuals seek satisfaction in their
jobs in the context of job nature and work environment by they also attach
importance to opportunities for promotion that these job offer. If the present
job offers opportunity of promotion is lacking, it reduces satisfaction.

Work Group:
The work group in Mehta engineers ltd is very cohesive and co-operative.
The all employees work together. Individuals work in group either created
formally of they develop on their own to seek emotional satisfaction at the
workplace. To the extent such groups are cohesive; the degree of satisfaction
is high. If the group is not cohesive, job satisfaction is low. In a cohesive
group, people derive satisfaction out of their interpersonal interaction and
workplace becomes satisfying leading to job satisfaction had not completed
their school education showed higher satisfaction level. However, educated
workers felt less satisfied in their job.

Meetings:
In Mehta engineers the employer personally meets to the employee and
discuss all the problems related to work. So, that he can never face any
problem in future.

40

ANNUAL PERFORMANCE BONUS POLICY

Background
Mehta Engineers Ltd., in line with its compensation philosophy of paying
for performance, pays Annual Performance Bonus to its employees which is
directly linked to the performance of individual employee, his/her respective
Business Unit and the overall Business at large.
2.

Objective

The objectives of this policy are to:

Provide for applicability and eligibility criteria for payment under
Annual Performance Bonus Scheme (APB).
Provide clarity on when APB becomes payable.
Provide linkage of Annual Performance Bonus with individual,
Business Unit and Business Performance.
Provide clarity on payment of APB under various circumstances.
3.

Applicability:

The, policy is applicable to all permanent employees of Mehta Engineers

Ltd. (The Company), who have variable pay (Annual Performance Bonus)
as a proportion of their total compensation (TCTC). For the purpose of this
policy, the following people are deemed to be employees:
- Those who are on the employment rolls of The Company

41

4.

Eligibility
APB will be annually paid to all employees who are on the rolls of the
company or serving notice period as on March 31 of the Financial
Year for which the APB is payable.
Any employee separating before March 31 of the said year will not be
entitled to payment of APB.
APB will be paid only on the basis of achievement ratings. APB will
be paid to employees with the achievement ratings of Al, A2, & A3*.
Any individual with performance rating of A4 will not be eligible for
APB payout, irrespective of the unit and the business performance.
APB payout would also not be applicable to employees who are
covered under Sales Incentive Plan of AES Corporate. They would be
governed by framework defined under that plan.

5.

Linkage of APB with individual, unit and business performance

Annual performance Bonus comprises of 3 elements:

i.

Individual Performance

ii.

Unit Performance

iii.

Business Performance

The Total APB Payout is a weighted total of business, unit and individual
performance payouts depending on the band of the individual, as per the
following table:

42

Parameter
Individual

UC Cadre Band 3
40%
40%

Band 2
50%

Band 1
60%

Band F
70%

performanc
e
Unit

40%

40%

50%

40%

30%

20%

20%

Nil

Nil

Nil

performanc
e
Business
performanc
e
6.

Taxability APB payout is fully taxable and the applicable tax rules
will apply.

43

1.

To study Job Satisfaction and involvement level among the

employees.

2.

To study various factors influencing satisfaction level among

Employees.

3.

To describe the relationship between Job Satisfaction and involvement

and other Variables such as personality, class and age.

4.

To know the general profile of respondents.

44

DEFINITION
Research means scientific investigation on specific topic. In fact research is
an art of scientific investigation and also a search for knowledge. Research
consists defines problem, formulating hypothesis, collecting, organizing and
evaluating data suggesting solutions. The advance learners dictionary of
current English lays down the meaning of research as A careful
Investigation or Inquiry especially through search for new facts in any
branch of knowledge

RESEARCH DESIGN
Research design is very important part of the research methodology. To gain
familiarity with the phenomenon or to achieve new insights into the study so
we go for exploratory research design.

SIZE OF SAMPLE
The overall sample involved in the study consisted of 30 individuals.
Keeping in view the limited resources of time, a limited sample of 30
employees from local area of city of Ludhiana was picked up.

COLLECTION OF DATA
Data collection is one of the important tasks of market research project
which is based on primary data. While collecting data utmost care must be
exercised because data constitute the foundation on which the super
structure of market research is built. Data may be obtained either from the
primary resources or secondary resources.
47
45

Primary Data
In primary data collection, we will collect the data using methods such as
interviews and questionnaires. The key point here is that the data collected is
unique to research.
There are many methods of collecting primary data and the main methods
include:

Questionnaires
Interviews
focus group interviews
observation
case-studies
portfolios

The primary data, which is generated by the above methods, may be

qualitative in nature (usually in the form of words) or quantitative.
For my research purpose I will collect data by the mean of:
questionnaires
case-studies

Secondary Data Collection

All methods of data collection can supply quantitative data (numbers,
statistics or financial) or qualitative data (usually words or text).
Quantitative data may often be presented in tabular or graphical form. Data
that has already been collected by someone else for a different purpose to us
is called secondary data.

Sources of Secondary Data

46

books
companys records
journals
Websites

47

Analysis of Job Satisfaction and involvement among employees

1.

You pay scale:

Table 1
Value Table

Value Frequency
0
37
63

<50,000
50,000-1,50,000
Above 1,50,000
Figure 1

You pay scale:

37%

<50,000
50,000-1,50,000
Above 1,50,000

63%

Analysis study shows that from 30 respondents 37% have the income
between 50,000 to 1,50,000 and 63% have above 1,50,000 and nobody has
less than 50,000.
2.

For how long you are in present job?

Table 2
48

Value table
Less than 1 year
1-3 years
3-5 years
Above 5 years

Value frequency
18
47
30
5

Figure 2

Time period for the present job?

5%

18%

Less than 1 year

1-3 years

30%

3-5 years
47%

Above 5 years

Analysis study shows that from 30 respondents 47%are in between 103

years and 30% are in between 3-5 years and 18% are less than 1 year and
only 5% are above 5 years.

3.

For how long period you are working on your present

designation?
Table 3

Value table
Less than 1 year

Value frequency
48
49

1-3 years
3-5 years
Above 5 years

27
15
10

Figure 3

For how long period you are working in the present designation?
10%

Less than 1 year

15%
48%

1-3 years
3-5 years
Above 5 years

27%

Analysis shows that from 30 respondents 27% are in between 1-3 years,
15% are in between 3-5 years, 48% are less than 1 year and 10% are above 5
years.

4.

You job involves:Table 4

Value Table
Public relation
No public relation
Both

Value frequency
35
5
60
50

Figure 4

Your job involves

35%
60%

Public relation
No public relation
Both

5%

Analysis shows that from 30 respondents 35% people have public relation
and 5% people have no public relation and 60% people have both public and
non public relation.

5.

How do you find your seniors?

Table 5

Value table
Always supportive
Always non-supportive
Some time supportive
Some time non-supportive

Value frequency
52
0
40
8
Figure 5
51

How do you find your seniors?

Always supportive

8%
40%

Always non-supportive
52%

Some time supportive

Some time nonsupportive

Analysis shows that from 30 respondents 52% find their seniors always
supportive, no body find their seniors non-supportive, 40% find some time
supportive, 8% find some time non-supportive.

6.

Do you get adequate payment for your work?

Table 6

Value table
Yes
No

Value frequency
85
15

52

Do you get adequate payment for your work?

15%
Yes
No
85%

Analysis shows that from 30 respondents 85% are satisfied for the payment
given to them and 15% are not satisfied for the payment given to them.

7.

How will you rate your adequate payment for your work?
Table 7

Value table
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Value frequency
40
30
20
10
0

53

Figure 7

How will you rate your adequate payment for your work?

Highly satisfied

10%
20%

40%

Satisfied
Neutral
Dissatisfied
Highly dissatisfied

30%

Analysis shows that from 30 respondents 40% are highly satisfied, 30 are
satisfied, 20% are neutral, 10% are dissatisfied and nobody is highly
dissatisfied.
8.

If given an opportunity, you would like to:Table 8

Value table
Stick to your present job
Shift to another job in same field
Shift to another job in other field

Value frequency
25
60
15

Figure 8

54

If given an opportunity, you like to:

15%

Stick to your present

job

25%

Shift to another job in

same field
Shift to another job in
other field

60%

Analysis shows that from 30 respondents 25% will avail in the present job,
60% will shift to another job in same field and 15% will another job in the
other field.

55

9.

If given an opportunity, will you leave this job?

Table 9

Value table
Yes
No

Value frequency
68
32
Figure 9

If given an opportunity, will you leave this job?

32%
Yes
No
68%

Analysis shows that from 30 respondents 68% will leave their job if given
an opportunity and 32% will not.

56

10.

Are you satisfied with the medical facility?

Table 10

Value table
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

Value frequency
60
20
10
10
0
Figure 10

Are you satisfied with the medical facility?

10%

Highly satisfied

10%

Satisfied
Neutral

20%

60%

Dissatisfied
Highly Dissatisfied

Analysis shows that from 30 respondents 60% are highly satisfied, 20% are
satisfied, 10% are neutral, 10% are dissatisfied and no body is highly
dissatisfied.

11.

Are you satisfied with the working hours?

Table 11
57

Value table
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Value frequency
50
30
20
0
0
Figure 11

Are you satisfied with the working hours?

Highly satisfied
20%

Satisfied
50%

30%

Neutral
Dissatisfied
Highly dissatisfied

Analysis shows that from 30 respondents 50% are highly satisfied, 30% are
satisfied, 20% are neutral, nobody is dissatisfied and dissatisfied.

58

12.

Is salary given to you in the leave period?

Table 12

Value table
Yes
No

Value frequency
100
0
Figure 12

Is salary given to you in the leave period?

Yes
No
100%

Analysis shows that from 30 respondents all the 100% respondents are
satisfied with the salary given to them in the leave period and no body is
dissatisfied.

59

13.

Was training given to you before you job started?

Table 13

Value table
Yes
No

Value frequency
100
0
Figure 13

Was training given to you before you job started?

Yes
No
100%

Analysis shows that from 30 respondents all the 100% respondents are
satisfied with the training given to them before their job started and nobody
is dissatisfied.

60

14.

Are you satisfied with the rest intervals?

Table 14

Value table
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

Value frequency
60
30
10
0
0
Figure 14

Are you satisfied with the rest intervals?

Highly satisfied

10%
30%

Satisfied
Neutral
60%

Dissatisfied
Highly dissatisfied

Analysis shows that from 30 respondents 60% are highly satisfied with the
rest intervals, 30% are satisfied, 10% are neutral and no body is dissatisfied
and highly dissatisfied.

15.

Do you get other payment for the over time?

61

Table 15
Value table
Yes
No

Value frequency
0
100
Figure 15

Do you get other payment for the overtime?

Yes
No
100%

Analysis shows that from 30 respondents all the 100 %says that they get no
payment for the over time.

On the basis of study, major findings of the research are as follows:

1.

Employee mostly in 20-30 age group get promotion through better

Performance in shorter period.
62

2.

Employees are mostly highly educated. Since highly educated persons

have very high expectations from their jobs.

3.

Most of the employees fall in less than 1 year and 1-3 years of service.

4.

Percentage of employees who want to leave firm is less.

5.

Relationship with seniors and peer group is satisfactory.

6.

Employees have better coordination with subordinates.

7.

Participation in decision making, suggestion schemes and grievance

Handling procedure is more.

8.

Good working hours, good infrastructure ranges from neutrality to

Satisfactory.

9.

Good working conditions are more satisfied.

10.

Lunch periods and rest periods are less satisfied.

11.

Medical facilities and accommodation facilities are good.

12.

Incentives and remuneration is satisfactory.

13.

The problem of overload work is faced by employees.

14.

The problem of noise pollution is neutral.

15.

The problem of limited holidays is neutral.

63

Some unavoidable limitations that cropped up are as follows:

I.

Time constrains.

2.

The study was limited to Ludhiana city only.

3.

The sample size was restricted to 30 only.

4.

Sample was chosen according to convenience and such sample might

not be representative of the universe.

64

1.

One benefit of Job Satisfaction and involvement surveys is that give

management indication of general levels of satisfaction in a company.
Survey also indicate specific areas of satisfaction or dissatisfaction an
particular groups of employees. In other words, a survey tells how
employees feel about their jobs, what parts of their jobs these feelings
feel about their jobs, what part of their jobs these feelings are focused
on, which departments are particularly affected and whose feelings are
involved for example supervisors, employees or staff specialists). The
survey is a powerful diagnostic instrument for assessing employee
problem.

2.

Improved communication is another benefit of the surveys.

Communication flow in all directions as people plan the survey, talk
and discuss its results. Particularly beneficial to the company is, the
upward communication when employees are encouraged to comment
about what they really have in their minds.

3.

An unexpected benefit from a job satisfaction survey is improved

attitudes. For some employees, the survey is a safety valve, an
emotional release a chance to get things off their chest. For others, the
survey is a tangible expression of managements interest in employee
welfare, which give employees a reason to feel better towards
management.

4.

This Job Satisfaction and involvement survey can help discover the
cause of indirect productivity problems, such as absenteeism, turnover
and poor quality of work. In an organization is disturbed by a high
rate of absenteeism or turnover, it might appropriately turn to Job
65

Satisfaction and involvement surveys to diagnose the cause. The cause

could be low pay, lack of proper surveys, there could be random
guessing on the part of management. A Job Satisfaction and
involvement survey helps management both to get a better handle on
why employees are lagging and to plan better solutions to problems.
5.

Another benefit to satisfaction surveys is that they help management

assess training needs. Usually, employees are given an opportunity to
report how they feel this supervisor performs certain parts of this job,
such as delegating work and giving adequate job instructions. Since
employees experience these supervisory acts, their perceptions may
provide useful data about the training of their supervisors.

6.

A Job Satisfaction and involvement survey is an indicator of the

effectiveness of organizational rewards system. As was discussed
earlier, there is a positive relationship between performance and
satisfaction. This relationship will be strong when rewards are
distributed equitably contingent upon performance. Now, job
satisfaction surveys can provide some clues as to the effectiveness of
the organizational rewards system. The help managers judge whether
the best performance are receiving the most rewards and the most
satisfaction from their jobs. The best performers are likely to quit if
they are not suitable rewarded.

7.

One of the best uses of Job Satisfaction and involvement surveys is in

the evaluation of the impact of organizational changes on employee
attitudes. For example, the management wants to know whether the
job redesign programme recently implemented in the organization has
resulted in increased satisfaction to the employees. By comparing pre

66

 change data and post change data, it is easy to determine what

impact the redesigned work has on employee attitudes.

67

CONCLUSION
Job Satisfaction and involvement is the combination for psychological,
physiological and Environmental circumstances that cause a person fully
satisfied with his job. It is the process in which the employees feel
themselves contended or Satisfied with their work which they do in formally
organized sectors to accomplish the objectives of the organization. Job
satisfaction is a pleasurable or positive emotional state resulting from the
appraisal of one job or job experiences.
Job involvement is the degree to which a person identifies with a particular
organization and its goals, and wishes to maintain membership in the
organization.
Job satisfaction is that in which employees and employers are satisfied their
job by giving them proper facilities in the organization like reward system,
Supportive working condition, supportive colleagues, equitable rewards,
pentions, personality- job fit etc.
Job satisfaction is one significant issue in employee which if it tends to
become job dissatisfaction will diminish the quality of care and employee
shortage as well. A higher level of job satisfaction will increase motivation
of the employees m their daily work On the other hand, job dissatisfaction
will decrease motivation to perform a high quality of care.

68

Based on the literature review, it has found that many factors contribute to
the employees job satisfaction. It also found that extrinsic factors such as
company

policy

and

administration,

autonomy,

relationship

with

supervisors, work condition, salary, relationship with peers and personal life
have more research evidence that showed the contribution to the job
satisfaction than the intrinsic factor.
Human resource management unit in a organization and also employee
employers take an important role in order to increase the staff employees
Job s Organization policy should support positively to the employees job.
Constructive relationships among interdisciplinary team should be
maintained and be developed, and improvement in employee workplace
condition will give a significant effect on employees job satisfaction.

69

BIBLIOGRAPHY
Sites:
1. www.mehtaengineersd.com
2. www.hrindia.com
Books:
1. C.B. Gupta-HRDM
2. C.B. Mamoria - HRM
3. T.N. Chabbra Working with IIR
4. Rosy Joshi HIRDM

70

QUESTIONNAIRE
Name:

___________________________________

Age group: ( ) 20-30

( ) 30-40

( ) 40-50

( ) 50-60

Designation:
1.

Your pay scale

a) <50,000
b) 50,000-1,50,000
c) Above 1,50,000

2.

For how long you are in present job?

a) 3-5 year
b) Above 5 year
c) 1 year
d) 1-3 year

3.

For how long period you are working in the present designation?
a) Less than 1 year
b) 1-3 year
c) 1-5 year
d) Above 5 year

4.

You job involve

a) Public relation
b) No public relation
c) Both

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5.

How do you find your senior?

a) Always supportive
b) Always non supportive
c) Sometimes supportive
d) Sometime non supportive

6.

Do you get a adequate payments for your work?

a) Yes
b) No

7.

How will you rate your adequate payment for your work?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

8.

If you given an opportunity, you like to

a) avail in the present job
b) shift to another job in same field
c) shift to another job in other field

9.

If given an opportunity, will you leave this job?

a) Yes
b) No

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10.

Are you satisfied with the medical facility?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

11.

Are you satisfied with the working hours?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

12.

Is salary given to you in the leave period?

a) Yes
b) No

13.

Was training given to you before you job started?

a) Yes
b) No

14.

Are you satisfied with the rest intervals?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

15.

Do you other payment for the over time?

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a) Yes
b) No

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