Professional Documents
Culture Documents
SUBMITTED BY
DIVISION
VIKAS SENGAR
:
COMPANY GUIDE
HUMAN RESOURCE
:
2008-2009.
A
PROJECT REPORT ON
JOB SATISFACTION
FOR
PVT. LTD.
Submitted to
BIRLA ERICSSON OPTICAL LIMITED
Submitted by
VIKAS SENGAR
VNS INSTITUTE OF MANAGEMENT, BHOPAL (M.P.)
DECLARATION
2
I, the under signed VIKAS SENGAR hereby declare that the Project Work entitled
JOB SATISFACTION FOR BIRLA ERICSSON OPTICAL LIMITED undertaken
during the Period For 6 weeks is the result of my Own efforts and the same has not been
previously submitted to any Examination of the BARKATULLAH UNIVERSITY,
BHOPAL (M.P.) or any other University.
VIKAS SENGAR
MBA
PREFACE
VIKAS SENGAR
MBA
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh, Department Head of
MBA (VNS Institute Of Management) Bhopal (M.P.) giving me opportunity to work
with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr. Narsingh Murti,
(Personal and Administration Manager), Mr. I.M. Sheikh (DGM), Mr. R.K.
Lakhera (Personnel Officer), Mr. Vinay Nigam (Asst. Personnel Manager) and Mr.
Kamleshwar Pd. Dwivedi (Computer & Data Operator) of Birla Ericsson Optical
Ltd. At Rewa (M.P.) for giving me an opportunity to work under his guidance .My
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extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute Of
Management, Bhopal) for his guidance during the course of my project for his
suggestions which has lead to a successful completion of my Summer Internship
Program. Last but not the least I would also like to acknowledge contributions of various
official websites and books named in the references for helping me with the data
collection and analysis which have provided me with the relevant information for me to
successfully complete my Project Report.
VIKAS SENGAR
MBA
TAB L E O F C ON T E N T
Sr. No.
1
2
3
4
5
6
7
8
9
10
11
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Content
EXECUTIVE SUMMARY
INTRODUCTION OF HRM
JOB SATISFACTION
OBJECTIVES OF STUDY
RESEARCH METHODOLOGY
COMPANY PROFILE
SCOPE OF JOB SATISFACTION
DATA ANALYSIS AND INTERPRETATION
SUGGESTION AND RECOMMENDATION
LIMITATION OF STUDY
BIBLIOGRAPHY
ANNEXURES
Page No.
7-8
9-14
15-40
41-42
43-46
47-60
61-62
63-84
86-87
88-88
89-89
90-97
EXECUTIVE SUMMARY
Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of ones relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state
of mind.
Definition
Edwin Flippo defies HRM as planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.
In the medieval times there were examples of kings like Allaudin Khilji who
regulated the market and charged fixed prices and provided fixed salaries to their people.
This was done to fight inflation and provide a decent standard of living
During the pre independence period of 1920 the trade union emerged. Many authors who
have given the history of HRM say that HRM started because of trade union and the First
World War.
The Royal commission in 1931 recommended the appointment of a labour welfare officer
to look into the grievances of workers. The factory act of 1942 made it compulsory to
appoint a labour welfare officer if the factory had 500 or more than 500 workers.
The international institute of personnel management and national institute of
labour management were set up to look into problems faced by workers to provide
solutions to them. The Second World War created awareness regarding workers rights and
1940s to 1960s saw the introduction of new technology to help workers.
The 1960s extended the scope of human resource beyond welfare. Now it was a
combination of welfare, industrial relation, administration together it was called
personnel management.
With the second 5 year plan, heavy industries started and professional
management became important. In the 70s the focus was on efficiency of labour wile in
the 80s the focus was on new technology, making it necessary for new rules and
regulations. In the 90s the emphasis was on human values and development of people
and with liberalization and changing type of working people became more and more
important there by leading to HRM which is an advancement of personnel management.
The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows
1. Human resources planning :Human resource planning or HRP refers to a process by which the
company to identify the number of jobs vacant, whether the company has excess
staff or shortage of staff and to deal with this excess or shortage.
2. Job analysis design :Another important area of HRM is job analysis. Job analysis gives a
detailed explanation about each and every job in the company. Based on this job
analysis the company prepares advertisements.
3. Recruitment and selection :Based on information collected from job analysis the company prepares
advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the advertisement is
published, interviews are conducted and the right employee is selected thus
recruitment and selection are yet another important area of HRM.
4. Orientation and induction :Once the employees have been selected an induction or orientation
program is conducted. This is another important area of HRM. The employees are
informed about the background of the company, explain about the organizational
culture and values and work ethics and introduce to the other employees.
5. Training and development :Every employee goes under training program which helps him to put up a
better performance on the job. Training program is also conducted for existing
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staff that have a lot of experience. This is called refresher training. Training and
development is one area were the company spends a huge amount.
6. Performance appraisal :Once the employee has put in around 1 year of service, performance
appraisal is conducted that is the HR department checks the performance of the
employee. Based on these appraisal future promotions, incentives, increments in
salary are decided.
7. Compensation planning and remuneration :There are various rules regarding compensation and other benefits. It is the
job of the HR department to look into remuneration and compensation planning.
8. Motivation, welfare, health and safety :Motivation becomes important to sustain the number of employees in the
company. It is the job of the HR department to look into the different methods of
motivation. Apart from this certain health and safety regulations have to be
followed for the benefits of the employees. This is also handled by the HR
department.
9. Industrial relations :Another important area of HRM is maintaining co-ordinal relations with
the union members. This will help the organization to prevent strikes lockouts and
ensure smooth working in the company.
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Personnel management which is know as human resource management has adapted itself
to the changing work environment, however these changes are still taking place and will
continue in the future therefore the challenges before the HR manager are
1. Retention of the employees :One of the most important challenge the HR manager faces is retention of
labour force. Many companies have a very high rate of labour turnover therefore
HR manager are required to take some action to reduce the turnover
2. Multicultural work force :With the number of multi cultural companies are increasing operations in
different nations. The work force consists of people from different cultures.
Dealing with each of the needs which are different the challenge before the HR
manager is integration of multicultural labour work force.
3. Women in the work force :The number of women who have joined the work force has drastically
increased over a few years. Women employees face totally different problems.
They also have responsibility towards the family. The organization needs to
consider this aspect also. The challenge before the HR manager lies in creating
gender sensitivity and in providing a good working environment to the women
employees.
4. Handicapped employees :This section of the population normally faces a lot of problems on the job,
very few organization have jobs and facilities specially designed for handicapped
workers. Therefore the challenge before the HR manager lies in creating
atmosphere suitable for such employees and encouraging them to work better.
5. Retrenchment for employees :In many places companies have reduced the work force due to changing
economic situations, labourers or workers who are displaced
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face sever problems. It also leads to a negative atmosphere and attitude among the
employees. There is fear and increasing resentment against the management. The
challenge before the HR manager lies in implementing the retrenchment policy
without hurting the sentiments of the workers, without antagonizing the labour
union and by creating positive attitude in the existing employees.
6. Change in demand of government :Most of the time government rules keep changing. While a lot of freedom
is given to companies some strict rules and regulations have also been passed. The
government has also undertaken the disinvestment in certain companies due to
which there is fear among the employees regarding their job. The challenge before
the HR manager lies in convincing employees that their interest will not be
sacrificed.
7. Initiating the process of change :Changing the method of working, changing the attitude of people and
changing the perception and values of organization have become necessary today.
Although the company may want to change it is actually very difficult to make the
workers accept the change. The challenge before the HR manager is to make
people accept change.
Significance/importance/need of HRM
HRM becomes significant for business organization due to the following reasons.
1. Objective :HRM helps a company to achieve its objective from time to time by
creating a positive attitude among workers. Reducing wastage and making
maximum use of resources etc.
2. Facilitates professional growth :Due to proper HR policies employees are trained well and this makes them
ready for future promotions. Their talent can be utilized
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not only in the company in which they are currently working but also in
other companies which the employees may join in the future.
3. Better relations between union and management :Healthy HRM practices can help the organization to maintain co-ordinal
relationship with the unions. Union members start realizing that the company is
also interested in the workers and will not go against them therefore chances of
going on strike are greatly reduced.
4. Helps an individual to work in a team/group :Effective HR practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work
improves.
5. Identifies person for the future :Since employees are constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential employees who can
be promoted in the future for the top level jobs. Thus one of the advantages of
HRM is preparing people for the future.
6. Allocating the jobs to the right person :If proper recruitment and selection methods are followed, the company
will be able to select the right people for the right job. When this happens the
number of people leaving the job will reduce as the will be satisfied with their job
leading to decrease in labour turnover.
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15
Job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the
job, towards the related factors and towards the life in general.
Glimmer
Job satisfaction is defined as any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, I am satisfied with my
job.
Job satisfaction is defined, as employees judgment of how well his job on a whole is
satisfying his various needs
Mr. Smith
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding
group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
workers productivity.
These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later
found that this increase resulted, not from the new conditions, but from the knowledge of
being observed.
This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work task.
This book contributed to a change in industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines
and hourly wages.
The initial use of scientific management by industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding job satisfaction.
18
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life physiological needs, safety needs, social needs, self-esteem needs,
and self-actualization. This model served as a good basis from which early researchers
could develop job satisfaction theories.
organizational,
citizenship,
Absenteeism, Turnover.
Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life
tends to be satisfied with their jobs and the people who are satisfied their jobs
tends to satisfied with their life.
This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, A happy worker is a
productive worker.
It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.
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Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying or
delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the bottom line.
WORKERS ROLE IN JOB SATISFACTION
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If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well being on the job. The following suggestions can help a
worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.
This often leads to more challenging work and greater responsibilities, with attendant
increases in pay and other recognition.
Develop excellent communication skills. Employers value and rewards excellent
reading,
listening,
writing
and
speaking
skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased responsibilities and
rewards.
Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to ones existence, thus
playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
The relative status in the social and economic group with which he identifies
himself
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Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various job factors of job satisfaction. These are briefly defined one by one as
follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for
the work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of
the work. Hours are included this factor because it is primarily a function of
organization, affecting the individuals comfort and convenience in much the same
way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for
work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
7. Company & management
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1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism
will definitely increase and it also affects on productivity of organization.
J
o
b
s
a
t
i
s
f
a
c
t
i
n
High
low
A
low
High
In the above diagram line AB shows inverse relationship between job satisfaction and
rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a
versa.
2.HIGH TURNOVER
24
25
If the employees are allowed some flexibility in choosing the type of benefits they prefer
within a total package, called a flexible benefit plan, there is a significant increase in
both benefit satisfaction and overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This
is because of promotion take number of different forms.
Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire workers happy, good
performance would automatically fallow. There are two propositions concerning the
satisfaction performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the cause of performance.
This proposition says that efforts in a job leads to rewards, which results in a certain
level of satisfaction .in another proposition, both satisfaction and performance are
considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over in
terms of lower hiring and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeism. When job satisfaction is high there would
be low absenteeism, but when job satisfaction is low, it is more likely to lead a high
absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
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2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
There are various methods and theories of measuring job satisfaction level of employees
in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given below:
A MODEL OF FACET SATISFACTION
Perceived personal
job inputs
Fig.no. 1 Curve
showing
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Perceived
amount that
should be
received (a)
Level
Difficulty
Time span
Amount of
responsibility
Perceived job
characteristics
Perceived
outcome of
Perceived
referent others
amount
Actual
received
outcome
(b)
received
Fig.no.2 Model of determinant of facet of job satisfaction
a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable
to understand what determines a persons satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a persons perception of
what rewards he recieves. His perception influenced by his perception of what his
referent others recieves.
AFFECT THEORY
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesnt value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
DISPOSITIONAL THEORY
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A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine ones disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on his self) and general selfefficacy (the belief in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as opposed to
outside forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction. These motivating factors are
considered to be intrinsic to the job, or the work carried out.Motivating factors include
aspects of the working environment such as pay, company policies, supervisory practices,
and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological
artifactFurthermore, the theory does not
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CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they were
particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their
contents and identifying those related aspects responsible for the positive and negative
attitudes.
PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes.
The main advantage in this method is that additional information or clarifications can
be obtained promptly.
ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their
jobs. This method provides employees more opportunity to express their in-depth
feeling.
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In his study on American employees, hoppock identified six factors that contributed
to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with
the employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind about
the work itself and about the life in general .the individuals health, age, level of
aspiration. Social status and political & social activities can all contribute to the Job
satisfaction. A persons attitude toward his or her job may be positive or negative.
JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing
of the work so as to relate the contents of the job to the capacity, actual and potential, of
workers. Job enlargement is oblivious forerunner of the concept and philosophy of job
design. Stephan offers three basic assumptions behind the concept of job enlargement.
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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 if workers are permitted to change their pace that would give
them a sense of accomplishment.
35
OBJECTIVES OF STUDY
36
To find that they are satisfied with their job profile or not.
To find that employees are working with their full capabilities or not.
Research Methodology
37
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and
recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.
According to Clifford Woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts or symbols for
the purpose of generalizing to extend, correct or verify knowledge, whether that
knowledge aids in construction of theory or in the practice of an art
In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.
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To study the level of job satisfaction among the employees of SEVA Automotive
Pvt. Ltd. if any.
To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
39
The primary data are those, which are collected afresh and for the first time and
thus happen to be original in character. The primary data were collected through welldesigned and structured questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the research was
collected through various newspapers, and Internet etc.
4.6 RELEVANCE AND LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the
employees of B.E.O.L., Rewa (m.p.). Limitation for the study, the study was restricted to
B.E.O.L., Rewa only.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
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The scope of the study is very vital. Not only the Human Resource department can use
the facts and figures of the study but also the marketing and sales department can take
benefits from the findings of the study.
The sales department can have fairly good idea about their employees,tat they are
satisfied or not.
The marketing department can use the figures indicating that they are putting their efforts
to plan their marketing strategies to achieve their targets or not.
Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.
41
The questionnaire was filled in the office and vital information was collected which was
then subjects to: A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analysed and conclusion was drawn.
At the end all information was compiled to complete the project report.
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43
This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree
and rest 0% of employees are strongly disagree.
44
45
This graph shows that 60% of employees are strongly agree about the point , 15% of
employees are agree on the point, 15% are neither agree nor disagree,10% are disagree
and rest 0% of employees are strongly disagree.
46
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
47
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
48
This graph shows that 50% of employees are strongly agree about the point , 30% of
employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
49
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 20% are neither agree nor disagree,60% are disagree
and rest 20% of employees are strongly disagree.
50
51
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
52
This graph shows that 0% of employees are strongly agree about the point , 40% of
employees are agree on the point, 20% are neither agree nor disagree,40% are disagree
and rest 0% of employees are strongly disagree.
53
This graph shows that 40% of employees are strongly agree about the point , 35% of
employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
54
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 10% are neither agree nor disagree,55% are disagree
and rest 35% of employees are strongly disagree.
55
This graph shows that 45% of employees are strongly agree about the point, 20% of
employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
56
This graph shows that 0% of employees are strongly agree about the point, 20% of
employees are agree on the point, 15% are neither agree nor disagree,15% are disagree
and rest 50% of employees are strongly disagree.
57
This graph shows that 0% of employees are strongly agree about the point, 0% of
employees are agree on the point, 10% are neither agree nor disagree,30% are disagree
and rest 60% of employees are strongly disagree.
58
This graph shows that 0% of employees are strongly agree about the point, 15% of
employees are agree on the point, 25% are neither agree nor disagree,40% are disagree
and rest 20% of employees are strongly disagree.
59
This graph shows that 25% of employees are strongly agree about the point, 30% of
employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
60
This graph shows that 15% of employees are strongly agree about the point, 35% of
employees are agree on the point, 30% are neither agree nor disagree,20% are disagree
and rest 0% of employees are strongly disagree.
61
This graph shows that 10% of employees are strongly agree about the point, 25% of
employees are agree on the point, 30% are neither agree nor disagree,35% are disagree
and rest 0% of employees are strongly disagree.
62
This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.
63
This graph shows that 15% of employees are strongly agree about the point, 25% of
employees are agree on the point, 45% are neither agree nor disagree,15% are disagree
and rest 0% of employees are strongly disagree.
64
This graph shows that 25% of employees are strongly agree about the point, 25% of
employees are agree on the point, 20% are neither agree nor disagree,20% are disagree
and rest 10% of employees are strongly disagree.
65
Findings
o Employees are not completely satisfied with their job although their salary
is good enough.
o Employes are not getting value to their work.
o Most of employees think that they are nt on their actual path.
o Most of the employees think that the organization havent fulfill their
promises,what they do in beginning especially regarding Promotion.
o There is negatively comparison between peers especially regarding targets.
o They often feel overworked.
66
SUGGESTION
AND RECOMMENDATION
To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the
motivational session.
67
LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.
68
2. Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen which is a
small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many consumers
were unwilling to fill the questionnaire. Respondents were having a feeling of
wastage of time for them.
5. Small area for research: The area for study was Kaithal, which is quite a small
area to judge job satisfaction level.
69
BIBLIOGRAPHY
Books:
Websites: www.hrcouncil.com
www.workforce.com
www.google.com
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ANNEXURE
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
72
5. I feel that my job has little impact on the success of the company.
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
73
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
74
Disagree
Strongly Disagree
13. I live for weekends and days away from the job.
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
75
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
Strongly Agree
Agree
Disagree
Strongly Disagree
Strongly Agree
Agree
Disagree
Strongly Disagree
76
Strongly Agree
Agree
Disagree
Strongly Disagree
77
78