MISSION AND VISSION

VISION STATEMENT

Satisfied and workforce.

Motivated

MISSION STATEMENT
\

Organized welfare activities for the employees

Cordial human relations Prompt and onetime information to the employees zero production loss due to non availability of manpower Elimination of non value added services

Quick redressal of employee grievances Administrative support to employees Compliance to Statutory Requirement While on the one hand they rededicate to the commitment to quality inherent in their heritage, on the other hand they continuously navigate the

turbulence and uncertainty that the future may bring.

DECLARATION

I hereby declare that the project report entitled job satisfaction at shriram pistons &rings Ltd is an authentic work done by me

The project was undertaken as a part of the course curriculum of master of business administration (HR) to BUNDELKHAND INSTITUTE OF ENGINEERING & TECHNOLOGY,JHANSI.this has not been submitted to any other examination body earlier.

VANDANA VASISTHA ROLL NO :1004370055

SUMMER TRAINING
PROJECT REPORT ON JOB SATISFACTION IN
Shriram Pistons & Rings Ltd. Ghaziabad.
G

Submitted to VANDANA VASISTHA MBA-3RD SEMESTER ROLL NO.1004370055

BIET,JHANSI

PREFACE

The job satisfaction of every employee is based on large measurable quality of resources. In Shriram Pistons and Rings Ltd. recognize facts is that HR play a part on job satisfaction and that the good image which Shriram Pistons and Rings Ltd. enjoy in entirely due to the sustained efforts of its employees to achieve excellence of work. This is emptying demonstrated by main fold increase in productivity due to the healthy relationship and mutual understanding between management and employees. Shriram Pistons and Rings Ltd. understand that Training & Development is two-way channel and its the part of the company, which plays very important role.

ACKNOWLEDGEMENT

My abundant and most sincere appreciation goes to Mr. K.K. Sharma (AGM-Industrial Relations) without whose permission; it would have not been possible for me to perform my assigned task successfully and in such a passionate manner. Further, I would like to give my special thanks my Company guide Mr. Dinesh Sharma (Assistant Manager Human Resources) who helped me to make this project and understand various concepts in a better way.I would like to express my gratefulness towards Priyal singhavi (Faculty Guide) for extending his helping hand to solve my problems and giving valuable suggestions during internship period. . It is the result of the meticulous efforts out in by many minds that contribute to the final report formation hence I would like to thank Mr.Vipin for his suggestions and comments. . VANDANA VASISTHA

TABLE OF CONTENT

CONTENT
1.INTRODUCTION 2.COMPANY PROFILE Vision and mission

PAGE NO.

Collaborations

Customers Exports Infrastructure Achievements Quality Total productive maintainance

1

COMPANY PROFILE
1

INTRODUCTION
Lala Shri Ram (1884-1963) Founder Shriram Group

Shriram Pistons and Rings Ltd is one of the best integrated and most sophisticated manufactures of Pistons, Pins, Engine Valves and Rings.

It is a part of Shriram Group of Shri Lala Shriram The group is engaged in the manufacturer of Textile, computer, cars, sugar, light, commercial vehicles, coolers, geysers, refrigerators, industrial gases, diesel engine, piston, piston rings, fuel injections and engine valves etc.

From a modest beginning in 1972 as a small factory in Ghaziabad (near Delhi) to a center of engineering excellence, with over 3,600 skilled employees and an annual turnover of Rupees 5.34 Billion (approximately US $ 133 Million), the history of SPRL is a story of grit and determination. It is a story of marching ahead despite the odds, against all adversity. A story of accepting and meeting challenges. A story of continuous improvements, year on year.

COMPANY PROFILE

Shriram Pistons and Rings Ltd is one of the best integrated and most sophisticated manufactures of Pistons, Pins, Engine Valves and Rings. It is a part of Shriram Group of Shri Lala Shriram
1

 For, more things are achieved by those who dare to dream than those who stop to question; with this philosophy the company has taken a leaps and bounds in the automotive ancillary field. It began as a company in Ghaziabad in the year 1972 and up to now it has evolved into a centre of excellence, employing 4780 employees and having a turnover of 675 crore in the year 2007-2008.

SPRL is concerned about the quality of its products and services through its customer satisfaction policy, Quality management and continuous improvement under the brand name USHA $ SPR in accordance with the set quality objectives.

The products are sold under brand name and (names that are synonymous with quality and reliability). These are being supplied to several Original equipment manufacturer (OEMS) including M/s. Ashok

Leyland, Tata Cummins, Mahindra & Mahindra, Maruti Udyog Ltd, Eicher Tractors, Bajaj Auto Honda Cars, DTL Swaraj Engines, Kintetic Engg., Kirloskar Oil Engines etc. The company (SPR) is also a exclusive suppliers of the three Honda joint ventures in India such as M/s. Hero Honda, Kinetic Honda and Shriram Honda.
These automobile components are:
Pistons Pistons rings Pistons pins Engine valves

Piston Pin

Piston & Piston Rings

Piston Pins

PRODUCT MANUFACTURED AT PRESENT:

Diesel engines

 Piston pins for automobile engines Piston rings for automobile engines Pistons for automobile engines Valves & related parts for automobile engines

The product, the largest range in the Indian after-market, is marketed through a nationwide network of over 5,000 distributors, dealers and engine overhauling workshops.

LOCATION:
SPR manufacturing unit is located at Meerut road Ghaziabad (25 km from Delhi). The plant has been recognized as one of the most modem and sophisticated plant in north India in the Field of automobile.

PRODUCTION CAPACITY:
The production capacity of plant is as under: PISTONS PIN RINGS ENGINE VALVES 11.1 million per year 09 million per year 54 million per year 17 million per year

COLLABORATIONS
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In its manufacturing system and processes, Shriram Pistons and Rings Ltd. (SPR) combines the best practices along with inputs from its collaborator's highly advanced manufacturing techniques. With this technology transfer, the company and the country have benefited immensely.

Pistons

: M/s. Kolbenschmidt, Germany

Rings

: M/s. Riken Corporation, Japan

Engine

: M/s. Fuji Oozx, Japan.

Technical Support

: M/s. Honda Fourdary, Japan

CUSTOMERS
The company is also an exclusively supplier of the three Honda joint

ventures listed below: 1. M/s Hero Honda. 2. Kinetic Honda.

3.

Shriram Honda.

Multinational giants like Cummins, Honda, Suzuki and Yamaha with their Indian collaborators TATA, SHRIRAM, HERO, and MARUTI, prefer USHA/ SPR products for their vehicles and gensets. As do Ashok Leyland, Mahindra, HMT, Eicher, Kirloskar, Bajaj, LML, Kinetic, Sundaram Clayton and International Tractors, among others.

Honda Motors

Honda Power Products

Hero Honda

HIGHLIGHT
Tata Motors

Kinetic

Yamaha

S OF SPRL FACTORY:

Mahindra

Maruti

Tata

1. AREA Total area covered by the factory is 60,668

Square Meters.

Ford

Ashok Leyland

Eicher

Bajaj Auto

General Motors

HMT Tractors

Kirloskar Oil Engines

New Holland Tractors

Swaraj Tractors

2. DIVISION The

factory is divided into 4 units for Pistons, Rings, Pins and Engine Valves. 3. CLASSIFICATION OF PREMISES:

PTE : Production Technology and Engineering CAA : Commercial Administration and Accounts. R&D : Research and Development

4. FACILITY:
SPR has a large ultra - modern plant that virtually drives the technological developments in the field of pistons, valves, rings and pins. Canteen is also located in the premises. SPR also provide coupons facility to employees.

TOTAL STRENGTH OR MANPOWER

Worker strength: Permanent workers Temporary workers Total 1695 265 5230

Total strength of the company is 2500 no. consisting of Officers, Staff, and Workers.

EXPORTS

Export provides an opportunity to upgrade to international levels, achieve cost competitiveness and learn to survive in the face of cutthroat competition. Shriram Pistons and Rings Ltd. (SPR)'s products are exported to over 40 countries across the world. Their achievements include growth in exports by 400% in the last five years, and maintaining an Export House Status for the last four years. Over 10% of the production is exported to sophisticated markets such as Europe, UK, Egypt, USA, Latin America etc. Shriram Pistons and Rings Ltd. (SPR) have won an ACMA (Automotive Component Manufacturers Association of India) Award for 2000-2001 for Excellence in exports. Undisputedly, the number one exporter for Pistons and Rings from India, Shriram Pistons and Rings Ltd. (SPR) is determined to double its exports in the next two years. SPR is the largest exporter of pistons from India and has been recognized as an EXPORT HOUSE by the Govt. of India

INFRASTRUCTURE

Shriram Pistons and Rings Ltd. (SPR) have made sustained investments

in infrastructure over the years. A world class manufacturing facility has been created at Ghaziabad with an ultra-modern factory setup in a large beautifully landscaped lawns and gardens. SPRL also focus on 5s system which is the new concept of TQM.

Japanese Term

English Equivalent

Meaning in Japanese Context

Seiri Seiton Seiso Seiketsu Shitsuke

Tidiness Orderliness Cleanliness Standardization Discipline

Throw away all rubbish and unrelated materials in the workplace Set everything in proper place for quick retrieval and storage Clean the workplace; everyone should be a janitor Standardize the way of maintaining cleanliness Practice 'Five S' daily - make it a way of life; this also means 'commitment'

At Shriram Pistons and Rings Ltd. (SPR), there is strong emphasis on optimal working conditions, optimal material flow, integrated manufacturing processes and strategic quality control measures. Shriram Pistons and Rings Ltd. (SPR) functions in close co-operation with the local community. It is also a large employer of the local populace, thus fulfilling an important social role.
SPR has been investing 30% of its retained earnings in modernization every year.

ACHIEVMENTS
Shriram Pistons and Rings Ltd. (SPR), consider success not as a destination but an eternal and ongoing journey. Recognitions won for quality are important milestones on this exciting path and accolades won are significant landmarks.

SPR is the first and only pistons, rings & engine valves manufacturers in India to win
the TPM Excellence award from JIPM, Japan.

Achievements include growth in exports by 400% in the last five years, and maintaining an Export House Status for the last four years.

Shriram Pistons and Rings Ltd. (SPR) has won an ACMA (Automotive Component
Manufacturers Association of India) Award for 2000-2001 for Excellence in exports.

The number one exporter for Pistons and Rings from India, Shriram Pistons and
Rings Ltd. (SPR) is determined to double its exports in the next two years.

Over the years, winning awards has become a habit for them. And this winning spree
will go on and on.

QUALITY

At SPR quality is an integral part that is reflected in companys Quality Policy: TOTAL CUSOMER SATISFACTION THROUGH QUALITY MANAGEMENT AND CONTINUOUS IMPROVEMENT

SPR believes in manufacturing quality rather than inspecting or finding defects in finish product. To implement this philosophy the management gives full attention to following sectors: R&D Cell: Every Piston Ring is designed with latest techniques like Auto-

CAD and Pro/E ensuring quality in design and cost reduction before production.
Shriram Pistons and Rings Ltd. (SPR)'s Research and Development activity provides a

technological leadership to the development of products and the spirit of innovation. The Research and Development has been specifically set up to invent new technologies that in turn create new products and new business opportunities.

Shriram Pistons and Rings Ltd. (SPR)'s developing a tradition of always addressing the needs of customers. The products are constantly benchmarked against very high international standards and are closely allied to customer's demand.

Laboratory: A well-equipped laboratory ensures proper quality

requirements in raw material & bought out items like chemical composition, microstructure & hardness.

Equipment & quality inspection instruments: State of art

machines and

advanced inspection instruments ensures highest accuracy.

Quality Control: Latest quality tools like TPM, TQM are adopted to

control the quality on each and every step of product making.

Customer satisfaction requires that the products of company are

1

technically and professionally complete, delivered on schedule and serviced in a manner that meets or exceeds expectations of the customers. To this end, the company has identified its quality objectives very clearly.

QUALITY OBJECTIVES
(a) Organization, which is sensitive and interactive to the needs of customer. To

adhere to customer delivery schedules through adequate planning and monitoring.

(b) Continuous upgrading of quality and process to meet changing needs of

customers. At SPR, quality is part of the mindset of every team

member.
(c) Optimization of return on investment by

Continuous Improvement Technology Development Organizational and personnel development Cost reduction efforts Effective use of all resources Harmonious and safe working conditions
(d) Work to international norms of Quality and Management.

The Company has successfully practiced the best work ethics and technology along with the TPM & Kaizen approach and harmony through teamwork.

ACHIEVMENTS IN TERM OF QUALITY

1

SPR received the ISO- 9001 certificate from RWTUV, Germany in 1994. Technology from the collaborators was supplemented with in-house efforts and by implementing world-class practices.

The company received QS-9000 certificate from TUV, Germany in the year 1999. The company was awarded ISO-14001 certificate from DNV, Netherlands in the year 2001. SPR has received the Best Vendor Awards from Maruti Suzuki, Best Supplier Performance Awards from Tata Cummins Ltd. And has self certified status with most of the OEMs.

TPM initiative has started in SPR since year 2000. SPR has received OHSAS in year 2003. SPR has received TS 16949 in year 2003. In 2004, SPR received the Award for TPM Excellence in the First category

TOTAL PRODUCTIVE MAINTAINENCE

The goal of TPM is to create a production environment free from mechanical breakdowns and technical disturbances by involving everybody in maintenance duties without heavily relying on mechanics or engineers. Modernization and the ongoing automation in different industries have noticeably amplified the gap between operators and their machines.
1

Today, TPM builds on the classical Japanese concepts of autonomous maintenance with process mapping for cross-functional duties. Coupled with the right tools and training, TPM equips the operators the necessary skills to address mechanical or equipment-related issues. Calling the engineers and mechanics is no longer necessary since operators are already prepared and confident in dealing with the problems. Autonomous maintenance by operators, therefore, is most important in TPM. TPM is one of the most effective ways to create a lean organization with reduced cycle time and improved operational efficiency.
PRODUCTIVITY = Production Cost (Simultaneously)

The indicator Overall Equipment Efficiency (OEE) determines your production efficiency based on a given production plan. TPM makes it easier for you to improve your OEE ratio by providing a formula to quantify these losses, and by giving priority to the most important ones. TPM provides models and tools to achieve both short and long-term developments.

8 PILLARS OF TPM: 1- Autonomous Maintenance,

2- Kobetsu- Kaizen, 3- Planned Maintenance, 4- Quality Maintenance, 5- Development Maintenance,

6- Education training,

7- Safety and health environment, 8- TPM in offices.

KAIZEN APPROACH
Kaizen is defined as making continuous improvementslow, incremental but constant. It is but surprising that the same Japanese words (kaizen)
denote the action to correct in Chinese .

Making sensible decisions and native sound judgment, incidentally, are the ingredients of survivaland Kaizen becomes a handy management kit that best works in times of crisis. Kaizen and Continuous improvement are simple tools and techniques to apply, but it is the deeper understanding of why you are doing it and how you manage it that take time to learn and understand. The methodology used to monitor, control and measure is known as

the P.D.C.A. cycle of improvement.

P = Plan thoroughly leaving nothing to chance.

D = Do the activity exactly as planned.

C = Check and confirm that the activity has delivered the desired results.

A = Act swiftly to resolve any outstanding issues, or standardise

the new method.

ENVIRONMENT POLICY OF SPR

Continuous improvement in environmental performance through prevention, monitoring and control of pollution and improving environmental benchmarks for sustainable growth of company operations. THE ENVIRONMENTAL OBJECTIVES OF SPR:

Conservation of input resources particularly energy, coolant, oils and water.

Adoption of good operating practices with the participation of all employees through use of environmental friendly technologies/ processes.

Reduction, reuse and re-cycling of solid and liquid wastes.

Environmentally safe disposal of unavoidable wastes.

Increase environmental awareness among employees, suppliers, contractors and other business associates.

Comply with all applicable environmental laws and regulations.

THE ENVIRONMENTAL INITIATIVES AT SPR:

Drive towards conservation and optimization of resources. Planting trees and actively supporting green belts.

INDUSTRIAL RIVALS OF SPRL

Key Features Engine Parts is the second largest product segment of the automotive components industry with a 24% production share. The segment is classified in terms of core engine, fuel delivery and other components.

Engine assembly is a high precision job, requiring adherence to high level of quality norms. The demand shares of the replacement and export markets for the Engine Parts segment vary significantly across products. It is as high as 60% for some products and as low as 10% for some others. The demand from OEMs varies from 40% to 90%. The share of the replacement market may decline in the short to medium term for some engine parts because of technological considerations.

Technological changes are expected to drive the design and development of new products in this segment.

Traditionally, the Engine Parts segment manages the highest operating margins in the components industry, because of higher sales realisations. However, with the slowdown in the automotive industry in recent years, there has been a relative decline in margins for the Engine Parts segment.

Major Players

There are four major players in the pistons sub-segment: Goetze, Shriram Pistons & Rings, India Pistons, and Samkrg Pistons. Almost all players in the pistons sub-segment have technological tie-ups with global majors.

The piston rings sub-segment is dominated by Goetze, Shriram Pistons & Rings, Perfect Circle Victor and India Pistons.

Rane Engine Valves, KAR Mobiles, and Shriram Pistons & Rings dominate the engine valves sub-segment. Technical collaboration

exists for major players.

Ucal Fuel Systems, Spaco Carburettors & Escorts Auto Components are the prominent players in carburettors, a part of the petrol-based fuel injection systems sub-segment.

In diesel-based fuel injection systems, Mico, Delphi TVS Diesel System and Tata Cummins are the prominent players.

Outlook

The Engine Parts segment is a technology and capital-intensive one, and is likely to be dominated by the existing major players in the short to medium term. Moreover, since engine technology is expected to move towards superior design (for optimal fuel consumption and lesser emission), access to such newer technologies is likely to be limited to players in the organised sector. This apart, some of the newer technological changes currently being witnessed in this segment are introduction of turbochargers and common rail systems. Further, the trend of outsourcing a considerable part of the engine from one vendor may gain importance in this segment in the short to medium term.
ELECTRICAL PARTS

The electrical system in an automotive consists mainly of starting, ignition and charging systems. According to the classification by ACMA, the primary sub-segments in the Electric Parts segment are: starter motors, generators, distributors, spark plugs, ignition coils, flywheel magnetos and voltage regulators, and electric ignition systems (EIS).

Key Features

Electrical Parts is the fifth largest product segment of the automotive components industry with an 8% production share.

The demand share of the replacement and export markets is low for the segment at around 25%, while that of the OEM segment is around 75%.

The operating margins of electrical parts manufacturers, which are lower than the industry average, have improved in recent years following a decline in material costs. The material costs have declined as players have increasingly localised their operations, thus bringing down their reliance on imports.

Major Players
-

Lucas TVS, Denso, Motor Industries Co. (MICO), Delco Remy Electricals and India Nippon Electricals are the major players in the Electrical Parts segment.

Major players in this segment have technical arrangements with global majors.

Tomorrow takes shape at Shriram Pistons and Rings Ltd. (SPR) today. While on one hand they re-dedicate themselves to the commitment to quality inherent in their heritage, on the other hand they continuously navigate the turbulence and uncertainty that the future may bring. The thrust into the future is multi-pronged. Efforts towards unprecedented

growth, greater profitability, innovation heightened responsibility to the environment and the community.
Hence, in the months ahead

Their products will always be at the cutting edge. Their performance will be doubled. Exports will double in the next 2 years.

SETUP
The Shriram Pistons and Rings Ltd. (SPR) setup comprises of: Head Office (HO) - New Delhi Regional Sales Offices (RSO) - New Delhi, Bangalore, Kolkata, Jalandhar, Pune. Company Warehouses 15 Main Distributors 23 Town Distributors - 500 (approx) Co-Warehouses 16 Authorized Dealers - 5000 (approx) SHRIRAM PISTONS & RINGS LTD. ADDRESS Industrial area, Meerut road, Ghaziabad 201003, Uttar Pradesh, India Phone no. Fax 91-120-2724861-64 91-120-2750057

SHRIRAM PISTONS & RINGS LTD. HEAD OFFICE Address 23, Kasturba Gandhi Marg, New Delhi, India- 110001 Phone no. Fax E- Mail 011- 23315941 011- 23311203 Spr.del@spr.co.in

ORGANIZATIONAL STRUCTURE

MANAGING DIRECTOR & VICE CHAIRMAN: Mr. Deepak C Shriram

SYNOPSIS
TITLE: An overview of Job satisfaction of workmen at Shriram
Pistons & Rings Ltd.

INTRODUCTION
What is Job satisfaction?
Job satisfaction is the favorableness or unfavorable ness with which employees view for their work. It results when there is a fit between Job requirements, wants and expectations of employees. It expresses the extent of match between the employees expectation of the Job and the reward that the Job provides.

Job satisfaction at Shriram Pistons & Rings Limited

Job satisfaction at Shriram Pistons & Rings Limited is positively related to the degree to which ones personal needs are fulfilled. A more realistic approach to job satisfaction at Shriram Pistons & Rings Limited is to look at the individuals needs in the work situation and to examine also the needs of the firm and the demands which it has to make of its employees because of pressure exerted by the environment in which it operates.

RESEARCH METHODOLOGY
Research design
The nature of this report is Descriptive and Exploratory. During the study, both primary and secondary data has been used.
Primary Data

: Questionnaire based survey journals, magazines and newspapers.

Secondary Data: Internet,

Sample
40 employees at Shriram Pistons & Rings Limited employed in Ghaziabad unit.

Tools & Techniques used

Interview method was adopted to collect the information from management and non-management employees. This was done with the help of questionnaires being given out to them for their completion.

Statistical Analyses
The analysis and interpretation of data was based on only simple percentage and average method.

Signature:

INTRODUCTION
Job satisfaction is a nebulous concept and difficult to give an acceptable definition. Vroom has defined it as the positive orientation of an

individual towards the work role, which he is presently occupying. This can be easily paraphrased, as an individual likes more aspects of his work than he dislikes. In other words it refers to the employees general attitude toward his job. To being with, it is appropriate to mention different approaches to job satisfaction. Researches on job satisfaction can be divided into a number of different schools of thought. There is what ca n the called the psychological needs schools exemplified by psychologists like Maslow, Herzberg, Likert and others. They see motivation as the central factor in job satisfaction and concentrate their attention on stimuli, which lead to job satisfaction. The needs of individuals for achievements, recognitions, responsibility, status and advancement are the stimuli. Second school devotes its attention to leadership as a factor in job satisfaction. Psychologists like Blake, Monton and Fielder see the behavior of supervisors as an important influence an employee attitude. According to them leadership style affects job satisfaction. A third school, represented by the Manchester Business School of Lupton, Gowler and Legge, approach see reward as an important factor, which influence the attitudes of employees. A fourth school of thought sees that management ideology and values influence job satisfaction to a great extent. Writers like Crozier and Gouldner categories varieties of management behavior as punishment centred and mock bureaucracy. Punishment centred bureaucracy is the type of management behavior which responds to deviation from rules and regulations. Mock bureaucracy is said to exist when an organization

has rules and procedures but neither management nor the workers identify it with these or accept them as legitimate. In consequence they are generally ignored. Although a discussion of values as such does not appear often on job satisfaction literature, it is clear that the kind of legislation formulated by the management and employees perceptions of the legitimacy of this must have an influence on job satisfaction. Fifthly, there are behavioral scientists who say that the factors described above are extrinsic to the tasks an employee is required to carry out and therefore a less important factor in Job satisfaction then the work itself and the way it is structured. This group concentrates on the content of work and on the job design factors. Europe they are represented by Cooper at Liverpool, Harbst Thorsund and Gulowsen in Norway and Tavislock Institute of London.

Some contribution thinking on the subject, including Herzberg school seems to suggest that it is only necessary to identify the needs of the employee. The organization for which he works must then ensured that these needs are met if it wishes to secure the advantages of the labour force performing at a high level of job satisfaction. Thus job satisfaction is positively related to the degree to which ones personal needs are fulfilled. A more realistic approach to job satisfaction may be to look at the individuals needs in the work situation and to examine also the needs of the firm and the demands which it has to make of its employees because of pressure exerted by the environment in which it operates. This means that job satisfaction should be

considered with reference to what the organization requires of its employees and what the employees seek from the firm

OBJECTIVES
To have an idea about the factors effecting Job satisfaction and the factors relating to the Job satisfaction. To assess the importance of effective Job satisfaction. To discuss various methods to improve Job satisfaction. To analyze various problems inhibiting effective Job satisfaction. To appraise the need of Job satisfaction by conducting general interviews and survey through statistical tools and techniques. To analyze and comment upon the major strengths and weaknesses of the system of Job satisfaction in

To discuss the Shriram Pistons & Rings Ltd.practices for employees Job Satisfaction system.

How it is beneficial for the company. What is the satisfaction level of employees for the job

SCOPE OF JOB SATISFACTION IN SHRIRAM PISTONS AND RINGS LIMITED

It is an established fact that the job satisfaction usually leads to quantitative and qualitative improvement in performance. Every individual has special abilities aptitudes, inherited capacities, interest and aspirations. Those job which provide the worker a chance to fulfill his interest and aptitudes, give him satisfaction and pleasure. Job satisfaction not only increases efficiency, it also provides intrinsic motivation of work. More over, Job satisfaction is also conductive to the all- round development of the organization because directly and indirectly it influences attitude, morale, absenteeism, and production level. Balchin has remarked, An effort should be made to give the average worker a job which is not merely a means of earning living but which has in all the ingredients of life itself. Hence, empirical research on job satisfaction in the field, with the aim to determine the contributory factors of job satisfaction and the measures to be taken to improve it should be conducted on a large scale.

JOB SATISFACTION ACCORDING TO JOB CATEGORY

In any organization, jobs are arranged in a hierarchy. This system of stratification divides people in an organization broadly into three groups: 1. Managers 2. Supervisors or Foreman; and 3. Workers Managers occupying the top position; supervisors, the middle; and the workers the lowest. Financial remuneration in an organization follows system of differential payment for different occupational levels. Those at higher levels of the occupational hierarchy are usually paid more than those at the middle and lower levels. Besides this, managerial jobs require a high degree of intelligence, higher education and training (sometimes of a specialized nature) initiative, drive and ability to command and co-ordinate activities of hundreds of workers in such a manner that the targets set are achieved. More often, a managerial job is not only paid more, but the perquisites attached to it may actually mean that the salary has been doubled or even more. It is thus the hypothesized that: 1) The higher the occupational level, the greater would be the satisfaction of physical needs. Not only jobs differ in terms of financial rewards in industry, but also in terms of security, which they provide to an individual. Some jobs are more secure, than others.

The feeling of security seems to increase as one goes up in the organizational hierarchy. 2) Man is a social being. He wished to satisfy many of hit social needs both at work and outside. The chances of social need satisfaction seem to decrease as one goes down in the organizational hierarchy. 3) The higher the occupational level the greater will be the social need satisfaction. Besides the satisfaction of physical, security and social needs, one seeks the satisfaction of ego needs, both at work and outside it. Once again satisfaction of ego needs usually goes on decreasing with the decline in the occupational level of the individual. A managerial job has a higher status, than a supervisory job, and a supervisor is ranked higher than a worker. From the above discussion following may be pointed out: a) The higher the occupational level the greater would be the satisfaction of the ego needs. b) The extent of total need satisfaction would go on decreasing with the decline in occupational level. It is further suggested that there is a close relationship between need satisfaction and job satisfaction. Thus, the greater the need satisfaction,

the more positive will be the attitude of the workers towards their jobs, and the result will be better and more production.

TOTAL SATISFACTION AND JOB SATISFACTION

It is therefore necessary to find out the relationship between the satisfaction of human needs and job satisfaction of human need and job satisfaction. The NEED THEORY as stated by Maslow, has had a fair degree of acceptance in the literature on human motivation. According to this theory human behavior is caused by an individuals need patterns and is directed towards the satisfaction of these needs. Needs when activated, which motivated him to take such action as will lead to reduction or elimination of the tension created. For the purpose of the present study, four of the human needs, which have been considered rather universal in the literature on propounded theory, have been taken into consideration. It is generally agreed needs by and large, for there physical and psychic satisfaction. In the present study the basic contention has been that an individual is an organized whole and his behavior can only be understood in its totally. He makes constant efforts to satisfy these needs both at work and outside it. The satisfaction or non-satisfaction of these needs, it appears lead to the development of certain attitudes that are carried over from life of work, and it is not possible to separate his economic self from the rest of the personality. The classification of human needs into the above four

categories is for the purpose of discussion. In an individual these needs appear to be inseparable.

Dr. Menninger states as follow: The psychiatrist believes that the mind and the body are inseparable the holistic concept. The former tendency to regard the mind and the body as separate has been discarded. Now we study the physical, the chemical, the psychological and the social factor of every individual who comes to us for help. The satisfaction of these needs seem to be the end, for which various means may be adopted by individuals. An individual, job also stratifies many of physical, social, security and egoistic needs, or it may become a means of satisfying these needs in and outside the work. A composite index was used to measure the total need satisfaction of the individual. This index was the sum total of an individuals score on four separate indexes of need satisfaction. These separate indexes of need satisfaction were:

1. An index of psychical needs stratification. 2. An index of security needs satisfaction. 3. An index of social need satisfaction. 4. An index of ego needs satisfaction. Taken together they constituted the total need satisfaction of the individual.

The extent to which these needs can be satisfaction differ form individual to individual. By and large, it would be logical to state that those at higher occupational level would be able to satisfy these needs to greater extent than those at lower levels. It has already been discussed that satisfaction of each of these needs to a greater extent goes on decreasing with the decline in occupational level. Thus, it may be stated that total need satisfaction will go on decreasing with the decline in occupational level of the individual as well. As stated earlier, an individual seeks the gratification of his needs. Although for the purpose of analysis these need have been categorized into physical, security, social and ego needs but they are not separated into water-tight compartments and seems to be interrelated and interdependent. Thus an individual is likely to be concerned with are totally of satisfaction of these needs. It has already been showed that total need satisfaction goes on decreasing with the decline in occupational level. Thus, it may not be illogical to suggest that, not only total need satisfaction would go on but job satisfaction will also go on decreasing simultaneously.

To conclude, it may be stated that the present chapter concerned with measuring the total need satisfaction of the workers and establishing its association with job satisfaction. The study confirms that total need satisfaction goes on decreasing with the decline in occupational level. It also confirms that not only total need

satisfaction goes on decreasing with the decline in occupational level, but job satisfaction also goes on decreasing simultaneously. This is true even when occupational level is kept constant. In a slightly the number of needs that are satisfied, the greater is the job satisfaction.

MOTIVATION AND JOB SATISFACTION

The prosperity, if not survival of the business organization today largely depend on the performance of its employees. Thus, blending the individual goals with organizational objectives for achieving their commitment to the organization assumes vital importance. Not withstanding improved monetary compensation, better working conditions, job security and comprehensive conditions for employment, it has been observed that fairly a large majority of employees are not only unwillingly to direct their energies for the attainment of the direct their energies for the attainment of the organizational goals but also dont enjoy their work assignments. Lack of involvement on their part results in low levels of productivity and job performance. Experience over the years has show that the provisions of such facilities does not itself create high tempo of work or the degree of identification with the organization which the management expects and also for job satisfaction. In this context, job motivation has, in recent years, emerged as an important area of concern. The reason for motivation of personnel is the desire to secure optimum performance from the employees. Performance (P) is a function of

individuals ability (A), knowledge (K) and motivation (M). This can be depicted as: P= M (A+K) The mere presence of ability and knowledge cannot guarantee that the individual will put forth his best effort. There is another factor, namely motivation (M) that ensures the expected performance of the employees. Motivation comprises of two factors namely (a) incentives (I) i.e. the forces which motivate the employee to put forth his best efforts, and (b) Disincentives (DI) i.e. the forces which motivation is M= 1-Di when combined the above two presentations can be depicted as below: P = (I-DI) (A+K) This shows that higher (I-DI) should result in better performance of the employees with (A+K) factors remain constant. Hence, job performance is dependent not only on an employees skill and ability but also on motivation which transforms ability to do into will to do. Thus motivation is a productivity factor in industry. The word motivation has been derived from motive initiated activity and is an inner force with directs behavior towards goals. Behind every activity of a human being there is a motive.

MOTIVATION DEFINED
Webster defines motivation as to provide with a motive; to impel, incite, and motive as that within the individual rather than without, which incites him to action; any idea, need emotion, or organic state that prompts to an action. Incite is defined as that which incites, or tends to incite, to determination or action. Incite is defined as to arouse to action, spur or urge on. Therefore to activate the employee or move him into action, it is advisable to ascertain the motive involved. As the motive is within the individual, it is first necessary to study his needs, emotions etc. After this an investigation must be made of the factors likely to incite him (i.e. incentive) and also, those, which have the opposite effect (i.e. disincentive). Austin defines disincentive as that which impedes or tends to impede determination or action. According E.L.F. Brech motivation is a general inspiration, all process which gets the members of the team to pull their weight effectively to give their loyalty to the group to carry out, properly to play an effective part in the job that the groups has undertaken. Motivation may be defined as to how a manager works to induce his ordinates to act in a desired manner by satisfying there needs and desire. Motivation can be either positive or negative. Positive motivation induces people to work in a healthy way and to improve their performance while negative motivation forces people to work under pressure of

punishment, reprimand or fear of loss. The results of positive motivation are always better and permanent in nature.

THE BENEFITS OF MOTIVATION In brief the benefits of motivation are as follows: 1) It increases employee productivity. 2) It creates a favorable image of the company. 3) It provides means of satisfying the needs of employees. 4) It helps in boosting group morale. 5) It encourages discipline among the employees. It is, therefore necessary for the mangers to understand their subordinates and the factors, which make them, tick. This is possible only if an analysis is made of the needs craving satisfaction in the minds of their subordinates. Motivation is mainly psychological. It refers those factors, operating within an individual, which induces him to act or not to act in a certain way. It may be defined as propensity, or the level of desire of an individual to behave in a certain manner at, a certain time and in a certain situation. Being motivated means to behave in a particular way. Motivation in an organization is the willingness of the employee to work for organizational goals. The more positively an employee is motivated towards the organization, the more effective is his performance, his motivation, to a large extent, is determined by his perception. When his employees perceive incentive schemes differently all employees are not equally motivated to work efficiently.
1

It is also misleading to talk about motivation without specifying the goal of motivation. For effective motivation employees needs should be identified and also the extent to which these needs are important to them, without this motivational efforts of the management are not likely to give results. An individuals needs are determined by certain psychological

imbalances within him, his past experience, social expectations and the interaction of two or more of these forces. Social motives should be recognized for understanding human behavior. Some kind of behavior may be caused by various social motives, or different types of behavior may be caused by the some motives. For example, the motive for doing overtime work may be to earn extra money for some, while for others it may be to get relief from family tensions and worries. Similarly some people accept extra work once to earn extra money to meet their present needs but refuse the same second time. In the same way motives vary in intensity also from people to people and also for same person at different times. AIMS OF MOTIVATION The aims of motivation may be: A) To develop smooth human relations in the organization. B) To satisfy the economic, social and psychological needs of the employees. C) To boost morale of the employees. D) To create a feeling of job satisfaction amongst employees as a result of which the employees are motivated to do more work.
1

E) To increase productivity and job performance. F) To seek maximum cooperation of employees and establish harmonious relations between labour and management. G) To get maximum exploitation of human recourses. H) To achieve the goals of the organization.

THEORIES OF MOTIVATION It is relevant to understand the different theories advanced in connection with motivation. The important theories are: 1) The Interaction Theory. 2) The Participation Theory. 3) The Pattern Concept and 4) The Achievement Expectoration Theory. 1) The Interactive Theory In this theory, emphasis is placed on the organization as a social system consisting of three variables namely (a) activities (b) interactions and (c) sentiments. Activities can be noted and described, interaction can be measured and their results noted. As against this, sentiments are part of what is called individual self-interest. According to him, if motives are examined it would generally be noticed that they are neither individual nor selfish but they are the product of group life and serve the gains of the whole group, not just the individual.

2) The Participation Theory Some physiological advance the participative leadership style for securing maximum motivation. Here participation is used to motivate person towards predetermined goals. Douglas Mc Gregor presented two opposite sets of assumptions X and Y which represent the anchor points in a scale, implicit in most approaches to supervision and utilized to motivate people between the two extremes, several assumptions based on the combinations of the two extremes can be made. Theory X is based on assumptions and beliefs which are based on the study of many people at work, and the nature and structure of many organizations and their style of supervision. These assumptions imply that the supervision has a low opinion of the workers and still has expectation from them. Such workers beliefs reduce the supervisor efforts to increase satisfaction in work, which in turn confirms a workers view that work is a necessary evil. Theory Y puts forward the opposite assumptions which provide a totally different picture of human nature. Therefore, theory Y implies that on the job satisfaction is necessary to motivate employees. 3) The Pattern Concept Likert, on the basis of his studies of the pattern of management practices of highly successful companies have invoked a pattern,

which

he believes can establish a system of maximum

effectiveness. His findings indicate that managers and supervisor, whose pattern of leadership yield consistently favorable attitude, more often think of employees as human being rather than just person to get work done. He emphasizes that workers should be treated as human being rather than as Cogs in a machine. Whilst this is commendable, he fails to appreciate that given F.W. Taylor evinced considerable awareness of individuals importance and the limitation of money as a motivator. 4) The Achievement Theory David Mc Clelland stresses the need to achieve which exists in human beings. According to him, if a person is given a thorough understanding of the theoretical concept relating to achievement motivation and his own scores, such an individual would subsequently perform more effectively in competitive achievement situations. Thus, there are several theories of motivation, which indicate that the area is still not very explicit. The best approach would be to analyze the needs of human being to develop a theory of motivation.

IMPLICATION OF HUMAN NEEDS

Needs can be defined as a condition requesting supply or relief, the lack of any thing requisite, desired or useful. A motivation situation has two aspect i.e. (1) subjective and (2) objectives. Subjective aspect is a need, a drive or a desire and the objective side is the incentive or goal. If the process of obtaining the incentive satisfies the need, the situation is considered as motivating. Hence, it is necessary to understand the role played by needs of human beings, if one desired to secure maximum motivation. Human needs have to be inferred from human behavior. There are different theories but Maslows need hierarchy theory is most popular.

MASLOWS NEED HIERARCHY THEORY

Mallows theory encompasses all human needs and classifies them into five categories. His approach is direct, simple and practical. The five needs clusters are Physiological needs, Safety needs, Love needs, Esteem needs and Self Actualization needs. 1. PHYSIOLOGICAL NEEDS Are being to life and include need for food, shelter, air and companionship with others. They are relatively independent to each other and in some cases can be identified with a specific location in the

body. Theses needs are cyclic. In other words, they are satisfied for a short period only and they reappear again for example, a person feels hungry three times a day and drinks water several times, depending on the weather. That is, these needs are involved in maintaining the body fit. 2. SAFETY NEEDS Also called Security Needs, find expression in such desires as economic security and protection from physical dangers. These needs become inactive once they are satisfied. An individual who is safe, feels endangered no longer, and hence makes no attempt to ensure further security. In an industrial environment, safety needs are of primary importance to employees, because they are dependent on others for safety i.e. supervisors. 3. BELONGINGNESS AND LOVE NEEDS Man is a social animal. All individuals want to associate with others to gain acceptance and friendship. People do not work for money alone but also for companionship. Cohesive informal groups indicate that employees have found an outlet for their social needs. A simple index of the satisfaction of social needs in organized settings is the frequency with which employees spend their free time together, and away from work situations, e.g. games and outings. However, association with others is also based on like-mindedness. Thus, people become friendly only with those who are like-minded. 4. ESTEEM NEEDS

Refer to a desire for high evaluation by others for self-respect and selfesteem. These include those needs, which indicate self-confidence achievement, competence, knowledge and independence, competitiveness and a desire for the approval of ones performance by peers. Efficient managers satisfy these needs to create a feeling of worth among employees so that the employees may feel motivated to put in their best and organizational goals may be achieved.

5. SELF ACTUALIZATION NEEDS Refer to self-fulfillment. KURT GTOLDSTEIN and means, to become actualized in what one is potentially good at, coined the term selfactualization. A person may achieve self-actualization in being the ideal fitter, supervisor, teacher or an eminent artist. Hence self-actualization refers to realization of ones own potentialities and continued selfdevelopment i.e. what one can be he must be some of the important points of the needs hierarchy theory are: 1. As the name suggests, these needs are arranged in a lowest

to highest hierocracy. Unless the lower-order needs are first, though partially, satisfied, the satisfaction of higher order needs will not be possible. Thus psychological needs have will not be possible. Thus psychological have to be satisfied before we can

think of security. Security one moves up to the social needs i.e. belongingness and love needs. Then esteem and self-actualization 2. As suggested above, a satisfied need is no motivator of

behavior. Once a need is fully satisfied, it does not remain a potential motivator. Only unsatisfied or partially satisfied needs motivate behavior. Thus a hungry person when fully fed stops looking for food till this hunger remanifests itself. 3. Since the theory assumes, that human beings are normal

exceptions to the general ranking of the need hierarchy will exist. A highly motivated artist may forgo his need for food and shelter to complete a painting, which might satisfy his ego or selfactualization needs. 4. A behavior may be motivated by several needs at a given

time, though one of the five needs will predominate in causing this behavior. One needs my lead different kinds of behavior in different situations. Deprivation of a need may lead to aggression, assertion, compliance, shrewdness, etc. hence it may be difficult to segregate needs from behavior. 5. Finally Maslow points out that though satisfaction of higher efficiency. Organizations should motivate their

order needs can be postponed, their satisfaction leads to greater biological employees to attain these higher needs. This is in consonance with the human desire to get closer to higher order needs.

Although Maslow first propounded his theory in 1943, researchers have attempted only recently to determine its relevance as a model for studying work motivation. In the west, the major work had been done by porter using a 15-item questionnaire to measure the relative satisfaction of the first sets of needs pointed out by Maslow. The items were checked on three seven points scales referring to importance to respondent. Need fulfillment was defined as the difference between expected and existing needs. The higher the difference, the lower was the need fulfillment. Porters conclusions were: 1. Vertical location of management position is in important variable in determining the extent to which psychological needs are fulfilled. 2. Esteem, security and auto my needs were significantly more satisfaction in middle then in bottom management. 3. Higher-order needs were relatively least satisfied in both bottom and middle management. 4. Self-actualization and security were perceived as being important areas of need satisfaction. Saiyadain recently carried out a study of Indian samples. He collected data from randomly selected samples of four adjacent levels from the same organization and administered Porters questionnaire and a job satisfaction questionnaire to them. The result showed increased satisfaction with higher levels, particularly for the esteem, autonomy satisfaction of belongingness needs was higher than at higher levels.

HERZBERG ET ALS MOTIVATION HYGIENE THEORY

This theory suggests a non-linear relationship between mans

performance and environment. It tests the concept that man has two sets of needs the need to avoid pain and the needs to grow psychologically. It proposes that job satisfaction and job dissatisfaction are two independent and distinct experiences, and that one is not the adverse of the other. The theory implies that both the outer needs. The analysis revealed that when positive feelings were described as achievement recognition, responsibility work achievement, and growth predominated. Herzberg called them motivators and noticed that they when negative feelings content factors, supervision, company policy and administration, working conditions, relationship with superiors, peers and subordinates, status, job security and personal life dominates, the narration. These were called Hygiene factors and were found to be job context variables. Thus the results suggested that hygiene variables lead to job dissatisfaction because of the need to avoid unpleasantness. Motivations lead to job satisfaction because of the need for growth and self-actualization.

Traditional View

Satisfaction

Dissatisfaction

Herzbergs View

(Motivation

Satisfaction

No Satisfaction

Satisfaction

Dis Satisfaction

Contrasting Views of Satisfaction Dissatisfaction

(a) (b)

Employe Employe (e) Employees Experience of

e Needs es Outcome Expectations (c) Employe (a) Job Behaviour

(f) Feedback

THE BASIC MOTIVATION CYCLE

LEADERSHIP STYLES AND JOB SATISFACTION

Job satisfaction and consequent productivity is also a function of leadership styles. Leadership styles have their effect on motivation, which in turn influences the performance of the subordinates. It is therefore an important function of manpower management, to ensure that an adequate leadership style is adopted, so that the subordinates are motivated to give their best to the organization and organizational goals are achieved. LEADERSHIP DEFINED The relation between a superior and subordinate triggers a persons will-to-do and transforms lukewarm desires for achievement into burning passions for successful achievements. (George R. Terry Principles of Management). This is in essence the result of good leadership. According to David C. Mc Clelland, a strong drive for achievement is an important attribute for motivation and the quality which characterize outstanding leaders. Taunenbaum defined leadership as the interpersonal influence, exercised in situations and directed, through the communication process, towards the attainment of goals. According to Terry the relationship in which one person, or the leader, influences others to work together willfully on related tasks to attain that to which the leader desirers. Thus leadership is a process of purposive behavior. It must be realized that in management the term leadership does not refer to excelling. It is concurred with guiding others or the activities of followers towards predetermined objectives or goals. Therefore, the leaders act must be

goal oriented. He must use his influence to achieve some desired goals or goals through his followers.

LEADERSHIP STYLES AND ASSUMPTIONS The leadership style is a result of leaders own philosophy personally, experience and value system. It also depends upon the types of his followers and the organizational atmosphere or climate prevailing in the company.

POSITIVE V. NEGATIVE LEADERSHIP

Leadership styles can be positive or negative, depending on the leaders approach influencing these subordinates. Where the leader uses fear and force in directing his subordinates towards the organizational goals, the approach I described as negative. Such a leader relies heavily on control and uses his authority to fine, reprimand, discharge or to ridicule his subordinates. The result is that subordinates are not motivated. They continuously remain tension and only that much which saves them from punishment. There is no job satisfaction for them and they leave whenever they get a better place to work. On the other hand the positive approach is based upon praise, reward and incentives. The relation between the leader and subordinates is friendly. This approach induces subordinates to work for the achievements of goals prescribed by their leader. This approach requires analysis of human needs for maximum motivation. It requires a study of a individual to find out his needs and wants and then provide a
1

work situation which enables the followers to satisfy such needs whilst simultaneously working toward the accomplishment of organizational goals. It is based on the need to integrate needs and goals those of the organization with those of the employees. This approach leads to job satisfaction and increased productivity. For convenience of discussion leadership style can be classified as (a) Autocratic or Authoritarian (b) paternalistic (c) Laissez Faire or free-rein (d) job oriented as against employee centered supervision and (e) Democratic and participative. In practice, a leader adopts a combination of style, as these classifications are arbitrary. At attempt has, therefore, been made to measure the extent of physical, security, social and ego need satisfaction (as well as the total need satisfaction of the individuals) both at work and outside it.

MOTIVATION AND INCENTIVESFINANCIAL

In the previous chapter it has been made clear that the role of motivation in job satisfaction and performance of workers is significant. Motivation can be positive or negative. A positively motivated employee is sincere and devoted to his job. He remains achieved. Incentives motivate workers to a great extent. It is therefore Shriram Pistons & Rings Ltd. use both incentives financial & non financial in cash. Invectives for job

satisfaction can be financial or non financial. Present chapter is devoted to the role played by financial incentives in job performance. In the light of the need hierarchy concept, in case of persons operation at the lower level, where physiological needs are not yet fully satisfied, money can be very powerful motivator of human conduct. However, as one rises higher in the management hierarchy, money may still be important in view of rising prices and inflation in the country, but its importance diminishes and other non-financial incentives became more powerful. There is no escaping the fact that it is necessary to have and adequate compensation programme, which will attract and retain key people of superior caliber in the organization. Such a program would also stimulate such person to improve their performance.

COMPENSATION PROGRAMME IN SHRIRAM PISTONS AND RINGS LIMITED

An effective compensation programme would have a base pay an incentive element such as commission on sale achieved, besides fringe benefits. The basic pay must be equitable when compared with salaries prevailing outside and within the organization for similar jobs. The importance of base pay lies in that it determines many other payments such as the bonus payable and certain fringe benefits. The base pay represents the long term value of the position, whilst bonus and commission type benefits are the short term values. The incentive aspect of pay can be used to secure the desired conduct from the employees. For example, to sales man, different rates of commissions can be given on different types of products. A higher rate should be given for selling a product, which is more difficult to sell, but which provides the company with a higher margin of profits. Thus an adequate compensation structure can be devised to motivate the employees in the desired direction by integrating the employees goal with those of the company. Fringe benefits like provident fund, free medical facility, leave travel concession, leave encashment, gratuity etc. do not generally motivate employees. This is because, after some time, these are taken, as granted and employees begin to consider these as a part of their salary. Also these have no relationship with their job performance and productivity. All the most fringe benefits can generate loyalty of the employees towards the organization. REWARD SYSTEMS

The idea of rewards is deeply rooted in every culture and society. Organizations incur huge amounts in financing the reward system. Often more than 50 percent of the total operating cost. In many service industries and public sector organization, reward costs can go as high as 80 percent. The investment of such enormous resources makes sense only when reward systems are designed and managed to specifically support the organizations mission and strategies. For all practical purpose, this macro level perspective means that the reward system should enable the organization to achieve the following objectives. 1. 2. 3. To attach individuals with the knowledge, ability and talents demanded by specific organization task. To retain valued and productive employees in the organization. To promote specific job behaviors conducive to higher level and job promoting.

4. 5. 6.

To promote attitude conducive to loyalty and commitment to the organization, higher job involvement, and job satisfaction. To stimulate employee growth that enables the employees to accept more challenging jobs. To comply with the requirements that may be imposed by the laws of the land (Kanungo and Mendonca. 1992 pp 11-121.)

MOTIVATION AND INCENTIVES-NON FINANCIAL

Money is an important motivator of human behavior, but in terms of the need hierarchy it satisfies only physiological need of the human being. This brings into focus the importance of non-financial incentives or psychic wages, aimed at satisfying the other needs in the hierarchy i.e. safety needs, belongingness and love needs, esteem needs and self actualization needs. The psychological need for safety and security can be satisfied by the psychological climate or environment of the workplace. Some organizations are noted for their policies of hiring and firing at will, whereas in other organizations even an inefficient employee may retire at the age of superannuating. In the former workers need o security and safety is not satisfied while in the later there is no motivation for work, though the job of the employee is safe and secure. What is needed is that a balance should be struck so that sufficient sense of security is created without encouraging complacency. The need for belongingness and love in the work situation can be met by providing appropriate interactions. In this connection workers participation in management scheme can play in important role. As one moves up the employees hierarchy or the management hierarchy, the need higher up in the Maslows need hierarchy come into operation. For example, a high level executive has his esteem needs which can often be satisfied by giving him an air-conditioned cabin, motor car and other benefits of this nature which increases his prestige and satisfies his ego.

The employee must be made to feel that he has achieved something through his contribution; such a feeling of achievement can motivate him, for extra efforts. However, achievement should be followed by recognition also. Human beings want others to know of their accomplishments. Therefore, the person who has achieved something should be praised in public and given recognition for good work. The needs for self-actualization in present in almost every human being and should be stimulated by providing him opportunities for growth and promotion. The only limitation would be that his activities must be directed towards the achievement of appropriate organizational goals. Some of the non-financial incentives, in brief are as follows: 1. Providing responsibility through job enlargement. 2. Providing involvement or participation. 3. Creating a sense of achievement. 4. Providing recognition for accomplishment. 5. Offering inducement of promotion and growth as a result of effective performance.

1)

PROMOTION POLICY AS MOTIVATION Adequate policy regarding promotion generate job satisfaction and motivate employees for better work. Promotion refers to

assignment to an employee of a position of grater responsibility and increased authority. It normally involves ascending in the management hierarchy and increase in pay and status of the employee. It can be used to satisfy the employees needs for selfactualization and thereby to motivate him. In addition, promotion using employees skill for more production. Promotion is also a source for recruitment for higher appointments and also provides a motivational environment. It also offers careers to efficient employees within the organization. Promotion policy should be open and know to each employee. When employees know that every one of them can rise higher, provided they work efficiently and give better results, they will be motivated for better and more work. 2) QUALITY CIRCLES The concept of quality circle (QC) is the outcome of the Japanese concern for satisfaction quality control. QC is primarily based on the recognition of the value of employees as human beings. Hence managers have to treat them with dignity and train them to accept responsibility and contribution to their job. Thus motivated, they would be capable of making their valuable suggestions through the use of their initiative, suggestions through the use of their initiative, experience and intelligence without just putting in physical efforts. QC is defined as a small group of 5-10 workers voluntarily performing quality control activities within the workshop to each they belong. QC is a voluntary group effort. This group which consists of a

cross-section of employees then a cost finds way and means to improve quality of their product. 3) WORK REDESIGN Work redesign is basically the change in the nature of the job of the employees as a motivational technique. The managers have a number of alternatives to bring about change. However, by the large, job rotation enlargement are extensively used. Job rotation is a systematic movement of people from one job to another. It provides them the broad-based understanding of various functional activities of the organization and helps them develop the perspective to relate their own job. It however entails some prior training before the person is rotated. Job rotation has been found to be a good motivational device but can become expensive if it needs the dislocation of employees and meeting the costs of this dislocation. Job enlargement, on the other hand, would necessitate giving more tasks to be performed by employee on a given day. It is the horizontal extension of the job more of same things. However, such an exercise entails the complete redefining the job of the employees and would often require extra payment to the change in the job description. 4) FLEXIBLE WORK HOURS Organization frequently use modified work schedules to increase employee motivation. The flexible work hours can take many forms. It can mean a change in traditional 8-5, Monday through Friday, work schedule (flex time). It can also mean doing work at

home. Many variations are available. One alternate is the compressed work week. Instead of working 8 hours/days, one can work for 10 hours/day for 4days. Another popular method is the flexible work schedule. Hence, all the employees are required to work for certain core hours, the rest of the hours can be flexible, as long as eight hours of work/day has been done. Thus, the employees can come one hour late and can stay one hour after work. Yet another system is working at home. Giving, the easy availability of computer technology and networking, employees stay home and still do a full days work. This is particularly more suitable for working mothers.

5)

DEMOCRATIZATION OF WORK If worker have to be provided sense of participation, importance, pride, freedom and self self-expression, it is necessary that they are involved in the decision making process, particularly those decisions that affect them the most. Democratization entitles sharing in an appropriate way, the decision-making powers with the lower levels in the organization, so as to generate a feeling of involvement with the job and the organization. It is also called participative management or codetermination. Many organizations

that have experienced this idea have found that it leads to high satisfaction and productivity, provided that there is trust between the participation levels, liberal sharing of information and a positive top management attitude.

6)

SCIENTIFIC MANAGEMENT APPROACH In the 1900s, Frederick Winslow Taylor proposed scientific management principles designed to maximize production efficiency. He sought to replace the seat-of-the-plants approach determining each element of a workers job with a scientific approach. The centerpiece management was the elimination of time and motion waste. This was done by carefully studying jobs to determine the most efficient way in which they could be completed. Jobs were partitioned into small and simple segments, and the workers were given specific instructions on how each segment was to be done. The results of Taylors efforts in economic terms were nothing short of spectacular. He was consistently able to achieve productivity improvements in the range of 200 percent or more. Many workers, however, did not like the jobs designed according to the dictates of scientific management. They found the repetitive work depersonalized, boring and unchallenging. Because their job often represented small cogs in a big wheel employees increasingly complained that their work was meaningless. To

offset the boredom of their highly repetitive jobs, workers would do things that were not always in the best interest of the organization. They came to work late, they took three or four days weekends, and they quit to find more interesting work. Probably one of the most publicized reactions to overspecialized jobs was the action by automobile assembly-line workers in the early 1970s at the Lords town, Ohio, Chevrolet plant. Workers were found to be welding empty soda pop bottles inside doors, purposely gauging the paint on cars as they went by, and engaging in other dysfunctional behaviors.

The Lords town workers, it was said, were frustrated and looking for ways to overcome the dull, repetitive and unchallenging tasks they were assigned. Welding a bottle inside a door or putting a deep scratch into cars paint without getting caught provided a diversionary outlet. The Lords town events occurred in the early 1970s, but the recognition that a good thing work simplification could be carried too far began to get attention in the late 1940s and early 1950s. As a result of insights from psychologists, sociologists, and other social scientists, attention began to shift to the human needs of people. The job themselves had been engineered to be efficiently performed by the robot like workers. But people are not robots. They have needs and feelings. No matter how well engineered a job is, if the design fails to consider the human element, the economics of specialization.

It should be more than offset by the diseconomies of employee dissatisfaction. And on many jobs, this is exactly what was happing. So attention becomes increasingly focused on job approaches that would make work less routine interesting and more meaningful.

Problem

Problem

Solutions

Reviewed

Problem

Problem Problem
Management

Problem

Circle Team Members

Problem

Management an Circle Team Member

HOW A TYPICAL QUALITY CIRCLE OPERATES

RESEARCH METHODOLOGY
The present study on job satisfaction is an outcome of the various methods and procedures followed while collecting and analyzing the data. The following is a brief discussion on such issues: Reference period: The present study covers the job satisfaction techniques followed during the year 2005 in Shriram Pistons & Rings Ltd. This implies that the employees performance for the 2004-05 has been considered for review. Selection of location: The present study was conducting in Shriram Pistons & Rings Ltd. This was done with a view to gain an insight in to the satisfaction techniques being followed in the service industry.

Sampling procedure & design: The total strength of Shriram Pistons & Rings Ltd. is 1800 employees. This includes manager, including General Manager. Only those employees were considered for the purpose of study that had completed one year of service as on 31-3-2005. The Shriram Pistons & Rings Ltd. count of such employee was only 1300. I have selected Random selection techniques for the sample size of 40.This was done for both the management and non-management employees of the organization. Help was taken from the Personal Executive and Manager. Tools and techniques used: Interview method was adopted to collect the information from management and nonmanagement employees. This was done with the help of questionnaires being given out to them for their completion. Collection of data: Data for the competition of this study was collected both from primary and secondary sources. Primary data was collected from the respondent through questionnaire based survey while the internet, magazines, books and journals were used for the collection of secondary data. Analysis of data: The data was collected with help of schedules that was later fed into the master tabulation sheets. The data then was subjected to specific classification

and was further tabulated for the purpose and interpretation. The analysis and interpretation of data was based on only simple percentage and average method.

Figure 1

Figure 2

Figure 3

Figure 4

Figure 5

Figure 6

Figure 7

Figure 8

Figure 9

Figure 10

Figure 11

Figure 12

Figure 13

Figure 14

Figure 15

RESULTS
1. The finding of the study reveals that the occupational level of the individual is significantly associated with need satisfaction. The higher the occupational status the greater is the need satisfaction. 2. There is a high and positive correlation between the total need satisfaction of the individual and the satisfaction he derives from his job. Satisfaction from job has impact on his productivity. 3. An important finding is that job satisfaction varies with the level of jobs one holds. The higher the occupational level, the grater is the job satisfaction.

INTERPRETATION
These results or survey that 80% employees are satisfied with their job but 15% of the sample had negative attitude or job dissatisfaction. This early finding is quite similar to the performance of evidence that has since been reported. These figures are quite different from the commonsense view in which workers are considered as robots doom to dissatisfaction in their work because the working hour of the organization is not very good. So the employees are dissatisfaction. The view that is clearly taken is that the majority of the gain fully employed tend to have job satisfaction are at best natural. Only a small percentage of job satisfaction is there. This survey indicated that is considerably more job satisfaction than dissatisfaction then the entire person who are gainfully employed is included in the survey.

CONCLUSION
The present study is concerned mainly with the role of satisfaction which an individual drives from job in increasing his productivity. The question as to why man work is considered rather irrelevant as man has been working in every society through out the ages. Whatever may be the reason for working, men have continued to work. The urge to work seems, to be deep rooted in most men, and work is viewed much more, than a means of seeking economic gratifications. In can be said that work forms an essential part of human activity. Work occupies so much of mans life span, that the satisfaction or dissatisfaction from it can affect the individual considerably in all walks of life. Besides this, a mans job satisfied so many of his needs, which it becomes extremely important to enquire about the factors that are associated with satisfaction or dissatisfaction with the job. The impact of work on men cannot be denied. It operates as a great stabilizing, integrating and ego satisfying, central influence in the pattern of each person life. If a job fails to satisfy these needs of an individual, it is problematic whether man can find adequate substitutes to provide a sense of significance and achievement, purpose and justification for his life. The role that work plays in the life of many may easily be seen when one is unemployed. Not merely because it means loss of money, but also because of loss of status in the society and he finds it difficult to save his face.

As an individuals work means so much to him and since its impact on the individual is considerable, social scientists, the world over started focusing their attention on the problem of satisfaction or dissatisfaction with work. Different workers in the field have dealt with the problem of satisfaction or dissatisfaction with work in different manner. The earliest researches on job satisfaction were primarily production oriented rather than employee oriented. The idea was to isolate those factors on the job, which were generally considered desirable by the employees. This approach to the study of work and the accompanying satisfaction or dissatisfaction with it was termed as the incentive approach with it literature on vocational motivation. The incentive approach was considered insufficient to explain the phenomenon of job satisfaction. Similarly, the human relations approach to the study of job satisfaction was also considered inadequate to explain the phenomenon. The two-factor theory, proposed by Herzberg to explain the

phenomenon of job satisfaction has received considerable attention in the literature on vocational motivation recently. His motivation and maintenance factors approach to the study of job satisfaction is a novel one. However, research findings explanation of job satisfaction rather than confirm it.

Certain psychologists proposed a rather useful approach to the study of job satisfaction. They advocated that there is very little difference between general adjustment and occupational adjustment. Some thinkers suggest employee cantered approach to job satisfaction. The argument is that it created a feeling of confidence among the employees and motivates them to do their best for the organization. In view of such contradictory evidence, it was decided to utilize a comprehensive approach to explain the phenomenon of job satisfaction; the present study has utilized the concept of human needs as the basic analytical tool. The theory of human needs states that man has several needs to satisfy. Some of these needs have been called primary and others as secondary needs. It states that whenever any of these (or all of these) needs are activated, they create a sort of dissonance in the individual, who is thus motivated to task such action as may be necessary to reduce this tension. Analyzing the job situation in the context of the need theory, it is apparent that when an individual comes to work, he brings with him certain needs. He is constantly seeking the gratification of his needs on the job situation. He expects to satisfy these needs on the jobs and in return work to achieve organizational goals. In this process of seeking adjustment with the various physical, social and psychological aspects of the work environment, if the individual feels he is able to satisfy those needs which are of significant importance to him, he is likely to be positively oriented towards his job.

The phenomenon of satisfaction with work, however, can only be understood in its totally. An individual in an organized whole and his behavior has to be understood in its totality. Not only does he seek satisfaction of his needs on the job, but outside it as well. It is necessary to satisfy his needs, both, at work situation and outside it. The satisfaction or dissatisfaction of these needs leads to the development of certain attitudes of life and work.

Socio-Cultural and Environmental Variables

Employee Motivation to Perform

Employee Performance Behavior

Productivity or performance outcome for

Employee Motivation To Perform

Organization Support System

FRAMEWORK OF JOB SATISFACTION

ASSUMPTIONS AND LIMITATIONS UNDERTAKEN STUDY

ASSUMPTIONS

Due to lack of sufficient knowledge, I had to make a number of assumptions for the sake of a useful & reasonably accurate project in the field of Job satisfaction. While I believe that al such assumption were justice and have put in all possible efforts to reduce assumptions to a minimum by procuring the facts all techniques from wherever they were available some assumptions and limitations remain to keep every thing honest. I would like to list them here: The permanent employees have been considering for this study. Only the employees who have completed their one-year completed year of service have been considered for this study.

LIMITATONS
In few cases, the respondent had refused to give the information. Confidentiality of certain information at the unit level also major limitation of this study. Contacting managers of the organization was time consuming exercise

 The study covers only the permanent employees of the organization who have completed their on e year service hence the study is just based on a limited number of people. Since the Shriram Pistons & Rings Ltd. was newly established hence the permanently count of employees was too less and thus the sample size of was also small.

SUGGESATIONS AND RECOMMENDATIONS

The following recommendations and suggestions are made on the bases of study conducted in Shriram Pistons & Rings Ltd. Ghaziabad: The study shows that the employees want feedback as to how they are doing. The job satisfaction system hence should be capable enough to give them that feedback. General interviews and survey should not be conducted without knowing what is it needed Measures of job satisfaction should always be conducted on the bases of sufficient and relevant in formations. The employees should always be aware of the standard and the job content expected out of them.

 Job satisfaction tools should be selected carefully after taking in to consideration the requirement of the study. The manager should try silence, use open ended questions to understand the feelings of the sub ordinates. Financial reward and promotional opportunities should be provided. Ethics for working conditions and working hours should be practical. To avoid boredom and motivate to workers cultural programs and vocational tours should be organized.

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QUESTIONNAIRE
Q.No 1. Question Options Dimensions Tick Workers satisfaction in monetary Highly Satisfied level Satisfied Below Satisfied 2. Social Security Can not say Very Satisfied Average 3. Working Condition Not Satisfied Highly Satisfied Average 4. Selection Process Not Satisfied Satisfied Not Satisfied 5. Motivation Level in Employee Cannot Say Monitory Non-Monitory Reward 6. Attitude & Behaviors Cannot say of Very Good Good Average 7. Medical Employee help provide to Cannot say the Highly Satisfied Satisfied No Satisfied Cannot say Highly Satisfied 8. Training facility Satisfied No Satisfied

Management

Cannot say 9. Recruit policy of the Company to Very True Employee True Average 10. Not Satisfied Different Cultural Activities in the Very True Organizations by True management through employees Average satisfactory level 11. Loan/Advance given Management in case of need Cannot say by Very True True Average 12. Role of Company in Cannot say Social Very True True Average 13. Cannot say Facility given by company for the Highly Satisfied education of their Children Satisfied No Satisfied 14. Cannot say Safety measurement taken by the Highly Satisfied Company for employees Satisfied No Satisfied 15. Employees satisfy from their job Cannot say Highly Satisfied Satisfied No Satisfied Cannot say taken

Welfare activities

(NAME OF THE WORKER) Designation: