1

INTRODUCTION

Human efforts are the results of manifestation of expectation and needs, “The needs
are internal felt wants of individuals. They are also referred to as derives or desires”. They
are important as for as job satisfaction in workmen is concerned. They motivate human
beings for accomplishment of a task or achieving the objectives. WEBSTER’S New
Collegiate Dictionary defines the term motivate as “to provide with a motive, impel, incite”,
and motive as “that with in individual rather then without, which insists them to action, any
idea need, emotion, or organic state that prompts to our action”.

Human beings are always subject to these derives desires. The instincts or urges like
hunger, need for shelter etc., which are naturally embedded in human beings are action as
motivating factors. Nature itself drives them for their survival. In this process, men puts his
efforts which is also a treasure given by nature and this leads him to look forward to other
needs, which he feels necessary for a comfortable life.

Thus human resources and more specifically the workmen are the greatest assets of
the nation and its institutions more than anything else. In most organizations, the problems of
getting competent and suitable persons, retaining continuously grow and contribute their best
to the organization, are now viewed as the most critical problems faced by the managements.
With the changes in the social climate, value and norms, changes are also seen in the
employees, who joining the organization today. Their expectations are different, they have
different values and norms, and they are certainly more competent and more informed than
employees were in the past.

To look after the various functions, set for the organization adequate resources in men
and materials have to be arranged by individuals who serve as Managers or Supervisors
within organization. Such people have to make things happen to aid in the achievement of
the organizational objectives, to coordinate the resources of the organization – 4 important
M’s viz., MONEY, MATERIAL (Raw or Semi-manufactured), MACHINERY (or fixed
assets and plants) and MEN (or human resources). It is an effective combination and
dovetailing of these factors that the success or failure of the organization depends. The
resources by themselves will not help the organization to accomplish the objective, unless

2
there is an effective Co-ordination and utilization of these human and non-human resources.
Without human efforts, organizations cannot accomplish their objectives.

India is moving towards great changes by shedding her outmoded policies to build
strong economic foundation in the very near future. She is also determined to be one of the
potential competitors in the highly competitive and high technical global market. Our new
industrial policy has given a great impetus for increased production and productivity. It also
paves the way for the training and development of our working force in the latest technology.
So that unemployment among the workman is reduced due to the demands of changing
technology. Our country is going to be an important industrial and marketing base in South –
East Asia since developed countries like Japan, USA, etc., are eager to utilize the vast
consumerism and potentially talented work force of our country. It is obvious that almost all
are convinced of the present polices, that government have enunciated in the recent past to fill
them gap between the polices of the outmoded past and the fast changing economical and
technical scenario, to fit our country in the futuristic environment of the fast approaching 21st
century. Our country has placed immense confidence in its human resources, especially the
workman force who form the pivot for the development of our economy and industry.
Once he establishes himself and is confident of his daily bread etc., he becomes
mentally free to an extent. He develops his own conviction about life, Society, work, based
on his past experiences and generally set himself objectives. Then the incentives and external
factors play a vital role as possible as satisfier of his felt needs. This state of affair in human
beings is a continuous and unending process. Needs and incentives are main motivators in
human beings, in shaping their social and work life.
Human needs have to be inferred from human behavior. There are differing theories.
However, one classification widely accepted does Maslow, a Psychologist who developed a
theory of motivations. He classifies human needs into five categories, which is also called
Maslow’s need hierarchy their relative potency as human motivators, some modifications of
Maslow’s original categories have been made by McGregor.

THE PHYSIOLOGICAL NEEDS:

The Physiological needs are taken as the starting point, and are concerned to be the
most proponent of all. To the person in a state of virtual starvation or water deprivation,
matters other than food or water are of little concern.

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THE SAFETY NEEDS:

Once the physiological needs are relatively well met, there energies a new set of
needs which are categorized generally as safety needs. These are generally concerned with
protection against danger, threat and deprivation. Protection against physical dangers are of
less consequence now than was the case in the past. On the other hand, in an industrial
society the safety needs may take on considerable importance in the context of the dependent
relationship of employees to employees. As pointed out by McGregor, the safety needs may
serve as motivators in such circumstances as arbitrary Management actions, behaviour which
arouses uncertainty with respect to continued employment and unpredictable administration
policy

SOCIAL NEEDS:

Once the physiological and safety needs are reasonably well fulfilled, the social needs
become important motivators of behaviour need belonging for association, for love for
acceptance by his fellow men for giving and receiving friendship.

THE EGO NEEDS:

Next in the hierarchy one is the ego needs. Mc. Gregor distinguishes it into two
kinds, as follows: (INDIA) those needs that relate to one ’sself esteem needs for self
confidence for achievement. for competence,, for knowledge and (ii) those needs relate to
one’s reputation – needs for status, for recognition, for appreciation, for the deserved respect
of one’s fellows. In contrast with the lower needs, the ego needs are rarely fully satisfied.
These needs, however, usually do not become dominant until the lower needs have been
reasonably fulfilled.

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SELF FULFILLMENT NEEDS:

Highest in the postulated to tempo of needs is that of self fulfillment of realizing one’s
own potentialities, for continual self development.

However, Maslow suggests that the various levels are inter dependent and
overlapping, each higher level need emerging before the lower level needs has been
completely satisfied. In addition, he points out that individual may jumble the ‘order’ and
importance around.

There are many experts and authors on Management Science like Fredrick Hezberg
and McGregor who have given a critical analysis on motivation. However, Maslow was the
pioneer in contributing to a systematic scheme of need hierarchy, and so his theory of needs
hierarchy has been dealt with elaborately than that of the other authors and Management
scientists.

As motivation is more concerned with workmen, the purpose of motivation is to

create conditions in which people are willing to work with zeal, initiative, interest and
enthusiasm, with a consistently high personal and group morale with a sense of
responsibility, loyalty and discipline and with pride and confidence in the most cohesive
manner so that the goals of an organization are achieved effectively.

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2.1 TVS MOTOR COMPANY PROFILE

6
 "Inspiration In Motion"

TVS Motor is the third largest two-wheeler manufacturer in India and ranks among the
top ten globally. It is the first company in the world to be honoured with The Deming
Prize for Total Quality Management. The company was the first in India to launch 2-
seater 50cc moped and 100cc Indo-Japanese motorcycles. At present TVS Apache, TVS
Victor, TVS Scooty, TVS Centra and TVS Fiero are the popular bikes in Indian
market.

Quick Facts
Founder T V Sundaram Iyengar
Country India
Year of
August 1980 (TVS Group in 1911)
Establishment
Industry Manufacturing of two-wheelers and auto
components
Business Group TVS Group
Listings & its codes NSE
TVS - Suzuki Ltd: TVSSUZUKI
TVS Motor Company Limited: TVSMOTOR
TVS Motor Company Limited: TVS-SUZUKI
BSE
TVS Motor Company Ltd.: 532343
Head Office TVS Motor Company
Jayalakshmi Estates V Floor
8, Haddows Road, Chennai - 600006

Factory Post Box No. 4

Harita, Hosur - 635 109
Post Box No.1
Byathahalli Village, Kadakola Post
Mysore - 571 311
Website www.tvsmotor.in

Milestones

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1980  India's first 2 seater 50cc Moped TVS 50, launched in
Aug.
1984  First Indian Company to introduce 100cc Indo-Japanese
motorcycles in Sept.
1994  Launched first indigenous Scooterette (sub-100 cc
variomatic scooters), TVS Scooty in June.
1996  Introduced first catalytic converter enabled motorcycle,
the 110cc Shogun in Dec.
1997  Launched India's first 5-speed motorcycle, the Shaolin in
Oct.
2000  Launched TVS Fiero, India's first 150 cc, 4 stroke
motorcycle in April.
2001  Launched TVS Victor, 4-stroke 110 cc motorcycle, in
August, India's first fully indigenously designed and
manufactured motorcycle.
2004  Launched TVS Centra in January, a world-class 4-
stroke 100 cc motorcycle with the revolutionary VT-i
Engines for best-in-class mileage.
 Launched TVS Star in Sept, a 100 cc motorcycle which is
ideal for rough terrain.

Company Flashback
TVS Motor Company Limited is the flagship company of TVS Group, the USD 2.2
billion group. The Group is the third largest two-wheeler manufacturer in India and
globally among the top ten, with an annual turnover of over USD 650 million.

Currently, the group has more than 30 companies and employs over 40,000 people
worldwide. With steady growth, expansion and diversification, it commands a strong
presence in the manufacturing of two-wheelers, auto components and computer
peripherals. They also have vibrant businesses in the distribution of heavy commercial
vehicles (HCV) passenger cars, finance and insurance.

1980 is the red letter year for TVS when India's first two-seater moped rolled out. It
ushered in an era of affordable personal transportation.

Globally, TVS Motor Company is the first two-wheeler manufacturer to be honoured

with the hallmark of Japanese Quality - The Deming Prize for Total Quality
Management.

Auto Companies
» Amtek Auto
» Apollo Tyre
» Ashok Leyland

8
» Bajaj Auto
» Daewoo Motors
» Eicher Motors
» Escorts Limited
» Fiat India
» Ford India
» General Motors
» Hero Honda
» Hero Motors
» Hindustan Motors
» Hyundai
» Honda Motors
» Kinetic Engineering
» Mahindra & Mahindra
» Maruti Udyog Ltd.
» MRF Ltd.
» Punjab Tractors
» Royal Enfield
» Skoda Auto India
» Suzuki
» Swaraj Mazda
» Tata Motors
» Toyota Kirloskar Motor
» TVS
» Volvo
» Yamaha Motors India

TVS Motor Company, the third largest two wheeler manufacturer in India is a part of USD
4.00 Billion TVS Group and is engaged in the business of two wheelers, automobile
component manufacturing and retailing of various brands in India. The company
manufacturers an entire range of two-wheelers including motorcycles, scooters and mopeds,
offering a complete portfolio from the entry level right up to the premium segment. The
company also has product offerings for the three-wheeler industry.

The product portfolio of the company's motorcycle segment comprises of the TVS Star, TVS
Flame and TVS Apache series, while scooters include the latest addition, TVS Scooty Streak,
TVS Scooty Pep series and TVS Scooty TeenZ Eelctric. Mopeds, namely the XL Super
series, complete the segment , the company this having a product offering in each segment of
the motorcycle industry. TVS Motor Company has also entered the three-wheeler market
with the TVS King, India's first two stroke 200 cc autorickshaw that will come with an
electric start, launched in Petrol, LPG and CNG versions. TVS Motor Company has
manufacturing plants that conform to world-class quality standards at Hosur (near
Bangalore), Mysore & Himachal Pradesh. As part of its global operations, TVS Motor
Company has setup a manufacturing facility in Indonesia, which caters specifically to
Indonesian and other ASEAN markets.

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TVS Motor Company has international presence in more than 50 countries in Asian, African
and Latin American Continents and will enter more international markets during the course
of the year. In India, the company functions through a strong sales and service network
consisting over 490 authorised main dealerships, over 1800 authorised service centers and
other certified service points.

The company is committed to achieving total customer satisfaction through excellence in

Total Quality Management (TQM) and continuously strives to give the customer best value
for money, across all its products. The Deming Award from JUSE, which the company won,
is proof of its commitment to achieve total customer satisfaction through excellence in Total
Quality Management. The company's high quality R&D talent pool, comprising of over 400
engineers, employed in new product development and advanced engineering, is backed by
one of the most modern computer aided labs.

Leading from the front, the CMD, Mr.Venu Srinivasan, has won many laurels for the
company. The JRD Tata Corporate, The Star of Asia award by Business Week, The Jamsheji
TATA Lifetime Quality Achievement Award, Emerging Corporate Giant - Times & Harvard
Business School Association are some of the prestigious awards won by the company.

10
 2.2 HARITA INDUSTRY PROFILE

Harita TVS Technologies Limited provides engineering design services to automotive,

construction, networking, and industrial machinery energy sectors in the United States,
Europe, and India. Its interiors solutions include seating systems, cockpit, instrument panel
and clusters, interior trims, HVAC Systems, restraint system belts, and steering wheels and
airbags solutions. The company’s power train and chassis solutions comprise engines,
transmission, batteries, exhaust systems and manifolds, braking systems, axles and wheels,
fuel systems, and housings, differential, and clutches, as well as pistons, cylinder heads and
blocks, camshaft, connecting rods, and engine mounts. Its body and exteriors solutions
include bumpers, structures, pillars, door systems, exterior lighting systems, glass systems,
and wiper systems. The company’s electronics solutions comprise electronic controllers,
radio/navigation systems, and speakers. It also provides solutions in the areas of construction
and earthmoving equipment, industrial products, farm equipments, and rotary drilling
equipments. In addition, the company offers mechanical design services, such as concept
design, product engineering, predictive engineering, prototype development, manufacturing
engineering services, physical testing and validation, engineering illustrations and
publications, and design support and solutions. Further, it provides technical staffing services.
The company serves manufacturers of passenger cars, motor cycles, and commercial
vehicles. Harita TVS Technologies Limited was founded in 1998 and is based in Bangalore,
India. It has facilities in Bangalore and Chennai, India; Southfield, Michigan; and Frankfurt,
Germany.

Harita Seating Systems Limited (HSSL) is a complete solution provider for seats and seating
systems for both automotive and non-automotive applications. HSSL manufactures, driver
seats for commercial vehicles, buses, tractors, off-road vehicles, cars, multi-utility vehicles,
two wheeler and three wheeler segments; passenger seats for buses, cars, multi-utility
vehicles and three wheeler segments; and seating systems to the railway and auditorium
segment. The company also offers products for automotive industry through polyurethane
composites.
Established in 1986, HSSL commenced its commercial production in 1988. Today HSSL has
established itself as the leader in development & manufacture of innovative seats & seating
systems for the commercial vehicles, buses, tractors & off-road vehicle industry. HSSL
recorded turnover of Rs 194 Cr in 2007-08.
During the year 2008-09, the company acquired Polyflex Group of companies. Through this
acquisition, the company has paved the way for entry as a Tier-2 polyurethane foam supplier
to reputed customers like Hanil Lear in Chennai, Tata Johnson Controls and Lear in Pune and
Chennai, and Toyota Boshoku in Bangalore. The foam pads supply will go into the cars of
Hyundai, Tata Motors, Ford, Mahindra Renault and Toyota Kirloskar.
Harita Seating Systems has five manufacturing locations in India. The headquarter is located
at Hosur (near Bangalore). It has established manufacturing facility at Ranjangaon (near
Pune) to cater to the needs of customers in Western India.Another major unit is at
Nalagarh(Himachal Pradesh) for its business improvement in Northern area.The company has
also got plants in Chennai and Bangalore to cater to the needs of foaming requirements of
customers.

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Products :
Commercial vehicles : Static / mechanical suspended / pneumatic suspended driver seat,
summer seat, co-driver seats & sleeper berths.
Buses: Passenger seats for deluxe, semi-deluxe, standard & school bus segment. Driver & co-
driver seats.
Tractors : Driver & fender seats. Driver seat with special features like operator presence
switch, seat belt, sliding etc meeting global standards.
Off-road vehicles : Pneumatic / mechanical suspended driver seats.
Cars & MUVs : Driver seat, middle seat & rear seats. Driver seats with climate control
system.
Two wheelers & Three wheelers : Seats for motorcycles, scooters, mopeds & autos.
Foam pads & Head rest: Foam pads and head rest for passenger vehicles (tier-2 supplier).
Polyurethane composites: Components using long fiber injection and micro cellular
urethane technology

TVS Motor Company Limited

Post Box No 4,
Harita, Hosur -635109,
Tamilnadu, INDIA
Website: www.tvsmotor.co.in

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13
3.1 OBJECTIVES OF STUDY

3.1 a) PRIMARY OBJECTIVE:

1. To study the job satisfaction of employees in HARITA TVS.

3.1 SECONDARY OBJECTIVES:

1. To study the factors affecting job satisfaction.

2. To study the relationship of the workers and in their workplace.

3. To analyze the level of satisfaction of the employees towards various facilities

provided by the management.

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3.2 SCOPE OF THE STUDY

1. The entire project study is designed to cover the whole organization.

2. The training is useful to attach the company culture pattern with the employees.

3. The kind of training which they prefer has been observed and statically.

4. The study helps to increase the quality of out put. This may involve improvement in
work method or skills.

5. The project work helps I understanding the job satisfaction level of the employee
given by the organization.

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3.3 NEED FOR THE STUDY

1. The need for the study is basically to identify, the impact of employees towards attire
export corporation in their real work situation.
2. Employees job satisfaction is a comprehensive evaluation of the current structure,
systems, styles and skills in the context of the short and long term business plan of the
company. It attempts to find out the future employee needs after assessing the current
employees satisfaction in the arena of salary, work culture, personnel characteristics
and working condition.
3. This study focuses on the job satisfaction of the employees at Harita TVS,Hosur. The
study also concentrates on future improvement of employee job satisfaction at attire
export corporation by gathering suggestions and feedbacks from the employees.

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3.4 LIMITATIONS OF THE STUDY

 Time was a limiting factor for conducting an extensive study on this title.

 The respondents were lethargic in responding to the questionnaire.

 The research leads to explain the purpose the study to each and every workers to
explicit his own view without any bias.

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 3.5 REVIEW OF LITERATURE

JOB SATISFACTION

Definition

According to Locke, Job Satisfaction is defined as “a pleasurable (or) positive

emotional state resulting from the appraisal of one’s job or job experiences”.

There are 3 Major theories of job satisfaction, viz.,

 Herzberg’s Motivation – Hygine theory.

 Need – fulfillment theory.
 Social reference – group theory.

(i) Herzberg’s theory has already been discussed earlier. Under the Need
fulfillment theory it is believed that a person is satisfied if he gets what he
wants and the more he wants something, or the more important it is to him, the
more satisfied he is when he gets if and thy more dissatisfied he is when he
does not get it.

Hulin thus provides strong evidence that such frame of reference for one’s
social groups and general social environment may provide evaluation.
However, it is obvious that this theory gives an incomplete explanation since
while some people may go along with group opinions and group evaluation of
organizational phenomena many people are independent of these pressures.

In summary, the three theories respectively tell us that,

Job satisfaction is a function of, or positively related to the degree to which the
various motivators or satisfiers are present in the job situation.

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 Job satisfaction is a function of or is positively related to the degree to which one’s
personal needs are fulfilled in the job situation and

Job satisfaction is a function of or is positively related to the degree to which the

chavectevisha of the job meet with approval and the desires of the group to which the
individual looks for guidance in evaluating the world and defining social reality.

CORRELATES OF JOB SATISFACTION

According to Abraham A.Korman there are two types of variables, which are found
correlated with the job satisfaction of an individual. These are Organizational variable and

1. Personal variables
2. Organizational variables

OCCUPATIONAL LEVEL

The brighter the level of the job, the greater the satisfaction of the individual this is
because brighter level jobs carry greater prestige and self-control. This relationship between
occupational level and job satisfaction stems from social reference group theory in that our
society values some jobs more than others. Hence people are in non – valued jobs. The
relationship may also stem from the need fulfillment theory. People in higher level jobs find
most of their needs satisfied than when they are in lower level ones.

JOB CONTENT

Greater the variation in job content and the less the repetitiveness with which the tasks
must be performed the greater the satisfaction of the individuals involved. Since job content
in terms of variety and nature of tasks called for is a function of occupational level the
theoretical arguments given above apply here also.

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CONSIDERATE LEADERSHIP

People like to be treated with consideration hence considerate leadership results in

higher job satisfaction than considerate leadership.

PAY AND PROMOTIONAL OPPORTUNITIES

All often things being equal these two variables are positively related to job
satisfaction. An explanation for this finding lies in both theories discussed above.

INTERACTION IN THE WORK GROUP

Here the question is when interaction in the work group a source of job satisfaction is
and when it is not? Interaction is most satisfying when

(i) It results in the cognition that other person’s attitudes are similar to one’s own
since this permits the ready calculability of the other’s behaviour and constitutes a
validation of one’s self

(ii) It results in being accepted by offers and

(iii) It facilitates the achievements of goals.

PERSONAL VARIABLES

For some people it appears most jobs will be dissatisfying irrespective of the
organizational conditions involved whereas for others most jobs will be satisfying. Personal
variables like age, educational level, sex etc., are responsible for this difference.

AGE

Most of the evidence on the relation between age and job satisfaction holding such
factors as occupational level constant seems to indicate that there is generally a positive

20
relationship between the two variables up to the preretirement years and then there is a sharp
decrease in satisfaction. An individual aspires for better and more prestigious jobs in later
years of his life. Finding his channel for advancement blocked his satisfaction decliners.

EDUCATIONAL LEVEL

With occupational level held constant there is a negative relationship between the
educational level and job satisfaction. The higher the education the higher the reference
group, which the individual looks to for guidance to evaluate his job, rewards.

ROLE PERCEPTION

Different individuals hold different perceptions about their role the kind of activities
and behaviors they should engage in to perform their job successfully. Job satisfaction is
determined by this factor also. The more accurate the role perception of an individual the
greater his satisfaction.

SEX

There is as yet no consistent evidence as to whether women more satisfied with their
jobs than men holding such factors as jobs and occupational level constant. One might
predict this to be the case considering the generally lower occupational aspiration of women.

EFFECTS OF JOB SATISFACTION AND DISSATISFACTION

A satisfied employee is more likely to do remain with the organization come to work
regularly contribute to high performance norms contribution to organizational goals and
effectiveness work as a positive force within the organization help build a strong culture have
more commitment to the organization keep his personal interests subordinate to the
organization interests adhere to employee ethics and so on.
A dissatisfied employee is more likely to look after alternative job opportunities
meshwork often contribute to low performance norms detract from organizational goods

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become a negative force within the organization work for building a destructive unionists
have low morale have less belongingness feelings less commitment to work and organization
and so on.

DETERMINATIONS OF JOB SATISFACTION

Psychological aspects of job satisfaction are first considered dispositional stands

situational factors and cognitive.

DISSONANCE INFLUENCE JOB SATISFACTION

Dispositional stands refer to certain tendencies that individuals show towards certain
things. They may like something and dislike something. There may be no apparent reasons
for such likes and dislikes.

The situational factors of Job Satisfactions say that a person’s attitude to job is
influenced not by pre-disposition he has towards the job, but the situations like the peers-
work-environment etc., he is open with no prior dispositions. Attitude got formed from the
work place encounters.

Cognitive dissonance is the mental anxiety a person undergoes when two set of
information or perceptions are contradictory. A new worker while contributing to his work,
also has to participative in union activities. Cognitive dissonance arises have later the
dissonance is resolved by balancing. If no such resolution is possible, satisfaction from job is
affected. He becomes a troubled person and develops a dislike for job.

There are different factors of job satisfaction. They are job itself, rewards, challenge,
variety, workgroup, work status, recognition, opportunity for growth, freedom to take
decisions, company status, management style, fairness of compensation, healthy working
conditions, immediate opportunities to develop human capacity, social integration, work and
total life spaces, social relevance of work life, social integration in work organization, labour
welfare measures, dignity of job, extent of influence in one’s job space, flexibility in

22
enrichment, scope for participation in management, the style of leadership, the extent of
transparency in communication, the market standing of the company, the future of the
company etc., these factors may be classified into job-content and job-content factors.

 To study the level of job satisfaction in a firm or group of firms.

 To study the relative significance of different determinants of job satisfaction.

 To study the effects of job satisfaction and dissatisfaction on individual and

organizational effectiveness.

THE HYPOTHESES OF INTEREST ARE

 The relationship between level of Job Satisfaction and personal factors.

 The relationship between level of Job Satisfaction and organizational factors like
leadership, work environment etc.,

 The relationship between level of Job Satisfaction and organizational effectiveness.

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3.6 RESEARCH METHODOLOGY

INTRODUCTION:

Research methodology means acquired the new knowledge from events; validity

and reliability are closed related concepts. If a list valid it is reliability it is precondition of

validity.

Research plan:

Once a problem is identified and defied it is responsibility of the researcher to chalk

out a comprehensive plan explaining each step required conducting in a successful

manner.

Establish research objectives

Determine type and nature of data

Determine possible sources for

requireds information

Evaluate alternative sources and

select the most desirable

Formulate a research plan in

complete detail

Final review if research plan

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 1. Research design:

The research design followed here is descriptive in nature. Descriptive research

design is concerned with research study with the focus on portrayal of characteristics of

group or individual or situation.

Nature of the study:

The research is descriptive in nature. This is the one that simply describes

something such as demographic characteristics of respondents. Descriptive design used when

the purpose of research is covered under one or more of the following points:

i. To describe the characteristics of certain groups.

ii. To estimate the proportion of people in a specified population who have in

a certain way.

iii. To make specific predictions.

iv. To determine whether certain variables are associated.

Sampling design:

A sampling design is an adequate plan for obtaining a sample from a given

population. It refers to the procedure the researchers would ado0pt I select items for

the sample.

Determining the sampling unit:

Sampling unit was taken from the employee of the organization in HARITA

TVS (P) LIMITED HOSUR.

Sampling size:

T he sample size constitutes 100 respondents in HARITA TVS (P) LIMITED

HOSUR.

25
 Selecting the sample size:

For selecting the simple items convenience sampling was adopted. This convenience

sampling falls under non-probability method of sampling.

Convenience sampling:

The sampling technique followed in the study was convenience sampling.

The sample drawn according to one’s own conversion with any systematic method is

known as convenience sampling.

3. Data collection procedure:

Data collected for the study was obtained from both primary ad secondary sources:

a. Primary data:

The primary source of information related to the project work was collected

through a well structured questionnaire. These data collected owing to its:

i. Versatility in nature.

ii. Recording not only factual data terms of demographically, but also
attitudes and opinions.

iii. Completion of the study I the specified time.

iv. Ensuring adequate coverage of the population.

26
 b. secondary data:

The secondary sources of information were collected from journals, articles, books,

magazines, company manuals, pamphlets and websites.

c. Research instrument:

Data was collected using questionnaire which was constructed, after

consulting the executive of HARITA TVS (P) LIMITED HOSUR.

2) Type of questionnaire used:

The questionnaire constructed for his research study was a structured non- dis guised

one. It involved a prescribed sequence of specific questions constructed in such a manner

that the objectives were clear to the respondent.

3) Questionnaire format:

The question I the questionnaire was worked exactly as it was to be asked ad they

were arranged in an established sequence. Spaces were provided to record the responses.

Different types of questions like open-ended questions, multiple choice questions and

dichotomous patterns were included this study.

4. Tools and techniques:

This study has used simple percentage and across tabulation for analysis the various

data collected.

The researcher has to use some methods for presenting the findings. They are

shown below:

27
ORGANISATION CHART

Executive Director

General Manager

Marketing Manager Branch Manager

Sales Executive

Office Manager Works Manager Parts Manager

Staff

28
29
OBJECTIVE: 1

To study the factors affecting Job Satisfaction

Job Satisfaction is the major factor that brings a peaceful working condition in the
factory. According to Factories Act 1948, regarding to the training programme benefits and
other important factors to increase the level of Job Satisfaction among the employees.

30
Table No. 1.1

OPINION ABOUT JOB SATISFACTION

Attributes Respondents Percentage

Highly satisfied 33 33

Satisfied 60 60

Dissatisfied 7 7

No comments -- --

Total 100 100

Source: Computed from primary data

Inference
The above table showing that 60% of employees says that satisfied opinion about job
satisfaction, 33% of employees highly satisfied, only 7% are against the above statement

31
Graph: 1.1
OPINION ABOUT JOB SATISFACTION
Percentage

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Table No. 1.2

LEVEL OF JOB SATISFACTION RELATED TO FACTORS OF JOB

SATISFACTION

Satisfied with your Good

job / factors for job Salary Motivation Freedom working Total
satisfied condition

Highly satisfied 4 7 2 22 35

Satisfied 9 11 3 39 62

Not satisfied 1 1 0 1 3

Total 14 19 5 62 100

Source: Computed from primary data

Inference
The above table showing that 62% of employees says that satisfied opinion about
salary, motivation, freedom and good working condition, 35% of employees highly satisfied,
only 3% are against the above statement.

33
Graph: 1.2
LEVEL OF JOB SATISFACTION RELATED TO FACTORS OF JOB
SATISFACTION

34
Table No. 1.3

FEEL WITH YOUR JOB

Attributes Respondents Percentage

Regular attendance 27 27
Good Employee - Employer
50 50
relationship
Production of quality work 19 19

Environment 4 4

Total 100 100

Source: Computed from primary data

Inference

The above table showing that 20% of the respondent says good relationship. Makes
to feel their job satisfied, 30% says regular attendance and 24% says production of quality
work while 26% says environment.

35
Graph: 1.3

FEEL WITH YOUR JOB

Percentage

36
Table No. 1.4

RANKING FACTORS OF JOB SATISFACTION

1. Very essential 2. Essential 3. Not much essential

Respondents
Attributes 1 2 3 Total
No % No % No % No %
Employee – Employer
65 65 30 30 5 5 100 100
Relationships
Labor Welfare Condition 72 72 28 28 0 0 100 100

Working Condition 68 68 32 32 0 0 100 100

Monetary Benefits 56 56 35 35 9 9 100 100

Health & Safety 82 82 18 18 0 0 100 100

Source: Computed from primary data

Inference

The table denotes that a majority of 82% of the respondents feel that health & safety
is the main factor of job satisfaction, followed by 72% agreed for labor welfare condition are
factor of job satisfaction, 68% & 65% of the respondent felt that working condition &
employee-employer relationship as a factor of job satisfaction.

37
Graph: 1.4

RANKING FACTORS OF JOB SATISFACTION

Percentage

38
Table No. 1.5

RELATIONSHIP BETWEEN PROMOTION & YEARS OF EXPERIENCE

Years of experience /
Workshop Training Any
Organisation help for Total
& seminars programs schemes
promotion
Below 5 years 2 4 1 7

6 – 10 16 9 5 30

11 – 15 12 13 10 35

16 – 20 7 11 4 22

Above 20 years 2 3 1 6

Total 39 40 21 100

Source: Computed from primary data

Inference

The table denotes that a majority of 35%of respondents have experience between
11to15 years have attended more training program and workshop and seminar and other
programs. And respondents having between experiences 6to10 are 30% and 16to20 are 20%
and there are very few above 20

39
Graph: 1.5

PROMOTION & YEARS OF EXPERIENCE

40
OBJECTIVE: 2

To analyze the relationship of the workers in their workplace

Attitude of the superiors towards the workers may be friendly or harshly. This plays a
vital role in building organizational relationship. A proper guidance from the supervisor and
the positive attitude of the employees will provide opportunity for the advancement of the
employees.

41
Table No. 2.1

FACTORS INDICATING THE GOOD & POOR EMPLOYEE – EMPLOYER

RELATIONSHIP

Good Employee – Employer

Strongly No
relationship / Poor Agree Disagree Total
agree comments
Employee – Employer

Involvement 2 10 15 3 30

Regular attendance 7 7 0 6 20

Participation in decision
12 30 7 1 50
making

Total 21 47 22 10 100

Source: Computed from primary data

Inference

The above table shows that 21% of the respondents says feel that highly satisfied,
47% of involvement regular attendance and participation in decision making, while 20% &
10% of employees are against above the statement.

42
Graph: 2.1

FACTORS INDICATING THE GOOD & POOR EMPLOYEE – EMPLOYER

RELATIONSHIP

43
Table No. 2.2

SATISFACTORY LEVEL OF RELATIONSHIP OF WORKERS IN THE

WORKPLACE

Factors Respondents Percentage

Highly satisfied 28 28

Satisfied 55 55

Dissatisfied 15 15

Highly dissatisfied 2 2

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 28% of the respondents says feel that highly satisfied,
55% of employees relationship satisfied the working place in organization, while 15% & 2%
of employees are against above the statement.

44
Graph: 2.2

SATISFACTORY LEVEL OF RELATIONSHIP OF WORKERS IN THE

WORKPLACE

Respondents

60
Percentage

50
40
30
20
10
0
Highly satisf ied Satisf ied Dissatisf ied Highly
dissatisf ied

45
Table No. 2.3

TRADE UNION AS A PART FOR EMPLOYEE – EMPLOYER RELATIONSHIP

Factors Respondents Percentage

Yes 95 95

No 5 5

Total 100 100

Source: Computed from primary data

Inference

The above table showing that 95% of the employees says that the trade union is a
necessity for employees - employer relationship, while only 4% are against the above
statement.

46
Graph: 2.3

TRADE UNION AS A PART FOR EMPLOYEE – EMPLOYER RELATIONSHIP

Respondents

100

80
Percentage

60

40

20

0
Yes No

47
OBJECTIVE: 3

To analyze the level of satisfaction of the employee towards various facilities provided
by the management.

Regarding the retirement benefits and the best and long service awards to encourage
the employee’s skills and knowledge. Safety and Welfare measures are important factors to
be concerned. Medical facilities and canteen facility also play a vital role in analyzing the
level of Job Satisfaction of the employees.

48
Table No. 3.1

SIGNIFICANCE FEEL ABOUT BEST AND LONG SERVICES AWARD

Feel about best and long

Respondents Percentage
services award
Strongly agree 45 45

Agree 48 48

Disagree 7 7

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 45% of respondents says that strongly agree with the long
service award, by followed that are 48% respondents, 7% of respondents are not satisfied the
.Long service award.

49
Graph: 3.1

SIGNIFICANCE FEEL ABOUT BEST AND LONG SERVICES AWARD

50
Table No. 3.2

WELFARE FACILITIES

Factors Respondents Percentage

Very Good 46 46

Good 50 50

Not Good 4 4

Not so Good -- --

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 46% respondents say that welfare facilities are very good,
50% of respondent says good. While only 4% of respondents are not accepted.

51
Graph: 3.2

WELFARE FACILITIES
Percentage

52
Table No. 3.3

SUFFICIENT FOR MEDICINES & TREATMENT TO THE EMPLOYEES

Factors Respondents Percentage

Very sufficient 34 34

Sufficient 50 50

Not Sufficient 16 16

Not at all -- --

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 50% of respondents says that medicines & treatment
providing the organization, 34% of the employees very sufficient, while only 16% of the
employees not sufficient.

53
Graph: 3.3

SUFFICIENT FOR MEDICINES & TREATMENT TO THE EMPLOYEES

Percentage

54
Table No. 3.4

SAFETY MEASURES

Factors Respondents Percentage

High satisfied 45 45

Satisfied 41 41

Dissatisfied 9 9

Highly dissatisfied 5 5

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 45% of respondents says that highly satisfied with the
safety measures, by followed that are 41% respondents, 9% & 5% of respondents are not
satisfied the safety measures.

55
Graph: 3.4

SAFETY MEASURES
Percentage

56
Table No. 3.5

RETIREMENT BENEFITS

Factors Respondents

High satisfied 26

Satisfied 60

Dissatisfied 10

Highly dissatisfied 4

Total 100

Source: Computed from primary data

Inference

The above table shows that 26% of respondents says that highly satisfied with the
retirement benefits by followed that are 60% respondents, 10% & 4% of respondents are not
satisfied theretirement benefits.

57
Graph: 3.5

RETIREMENT BENEFITS

58
Table No. 3.6

CANTEEN FACILITIES

Factors Respondents Percentage

High satisfied 50 50

Satisfied 30 30

Dissatisfied 12 12

Highly dissatisfied 8 8

Total 100 100

Source: Computed from primary data

Inference

The above table shows that 50% of respondents says that highly satisfied with the
canteen facilities by followed that are 30% respondents, 12% & 8% of respondents are not
satisfied the canteen facilities.

59
Graph: 3.6

CANTEEN FACILITIES
Percentage

60
FINDINGS

 There is significant relationship between job satisfaction and factors of job satisfaction.

 There is significant feel that best and long services award are encouraging the employees.

61
 There is exist significant relationship between the good and poor employee – employer
relationship.

 There is significant satisfaction with the retirement benefits.

 Ranking factors of job satisfaction a majority of 82% health & safety, 72% of welfare
conditions, 68% & 65% of respondents working condition & employee – employer
relationship.

 There is exists no significant the relationship between organization help for promotion
and the years of experience.
 95% of the employees says that the trade union is a necessity for employee – employer
relationship, while only 4% are against the statement.

 Nearly 50% of the respondents says good relationship makes to feel their job satisfied,
27% says regular attendance and 19% of respondents says production of quality work
while 4% says environment.

 The 50% of respondents says that medicines & treatment providing the organization, 34%
of employees very sufficient. While only 16% of the employees not sufficient.

 46% of respondents says that welfare facilities are very good, 50% of respondents says
good, while only 4% of respondents are not accepted.

 More than 45% of respondents says that highly satisfied with the safety measures by
followed that are 41% of respondents, 9% & 5% of respondents are not satisfied the
safety measures.

 28% of respondents says feel that highly satisfied, 55% of employees satisfied the
sufficient working place in organization, while 15% & 2% of employees are against the
statements.

 The two variable training programme benefits and age are independent to each other.

62
 Nearly 50% of respondents says that highly satisfied with the canteen facilities by
followed that are 30% respondents, 12% & 8% of respondents are not satisfied the
canteen facilities.

 62% of employees says that satisfied with opinion about Job Satisfaction, 35% of
employees highly satisfied, only 3% are against the above statement.

MAJOR IMPLICATIONS OF STUDY

 A health relationship should be encouraged the employee – employer relationship. And

the employer – superior relationship should be improved.

 The frontlines are not at all satisfied with the dispensary facility. Efforts must be made to
provide quality services and drugs.

 Opportunity must be given to the employees to participate in taking decision.

 Rather then increasing the salary, the management can improve other fringe benefits as a
motivational factor.

 Company should given more importance to safety measures.

 Performance appraisal of the employee – employer relationship should be recorded for

yearly by the personnel.

63
64
CONCLUSION

It is obvious from the data obtained from the respondents that the workers of this
factory have high level of job satisfaction. They believe that their prospects are depending
upon the survival and better prospects of the factory. They have greater sense of

65
belongingness; there identity to the organization is remarkable and even if they replay in
negative that reflects their feeling and attachment towards the organization only. If this is
properly utilized in a systematic way, the promotion of this industry will go to the highest
level.

Further, investigator has pointed out various matters that are responsible for the
existing high level of job satisfaction and matters, which are advantageous to the
management to improve the organization and also matter which affect the job satisfaction,
may also be studied. Suitable suggestions are also made wherever necessary in the study.

It is clear from the study that this establishment has got a good working force, which
is an asset to the organization.

66
1. Name:
2. Age:
a) Less than 25 b) 25-35
c) 36-45 d) above 45
3. Sex:
a) Male b) Female

67
 4. Marital status
a) Married b) unmarried
5. Educational qualification
a) Graduate b) post graduate
c) Diploma d) ITI e) others
6. Department
a) Administrative b) service (skilled)
7. What is your income (in RS)
a) Less than 2000 b) 2000-4000
c) 4000-6000 d) above 6000

Scale:

1) Salary
1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

2) Benefits
1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

3) Frequency and amount of bonuses

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

4) Connection between pay and performance

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

5) Security and administration of pension plans

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

68
6) Workload
1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

7) Flexibility of hours
1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

8) Physical working environment

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

9) Opportunity for advancement

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

10) Job security

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

11) Ability to influence decision that affect you

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

12) Ability to influence day-to-day company success

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

13) Opportunity to use new technologies

1) Very Satisfied 2) Somewhat satisfied 3) Neutral

69
4) Somewhat dissatisfied 5) Very dissatisfied

14) Opportunity to work on interesting and seminars

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

15) Access to company-sponsored training and seminars

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

16) Communication with your supervisor

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

17) Recognition received from your supervisor

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

18) Your understanding of the business mission

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

19) Your overall satisfaction with your company

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

20) Overall satisfaction with your job

1) Very Satisfied 2) Somewhat satisfied 3) Neutral
4) Somewhat dissatisfied 5) Very dissatisfied

21) Give your opinion regarding job satisfaction?

70
71
BOOKS

1. JOSEPH TIFFIN AND EARNEST CORMIKE. J. Nc (1971), INDUSTRIAL

PSYCOLOGY, NEW DELHI: PRINTICE – HALL OF INDIA PVT LTD.,

72
 2. MAMORIA. C.B (1990), PERSONNEL MANAGEMENT, BOMBAY:
HIMALAYA PUBLISHING HOUSE.

3. SUIHA. J.C. AND V.N. NUGAL (1948), BUSINESS MANAGEMENT

(THEORY & PRACTISE) VOL II, NEW DELHI: CHAND & CO.,
PUBLISHERS.

4. HARRELL THOMAS. W (1964), INDUSTRIAL PSYCOLOGY, NEW DELHI:

OXFORD & IBM PUBLISHING CO., PVT. LTD.,

WEBSITES

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