A STUDY ON IMPACT OF MOONLIGHTING PRACTICES OF

SEG AUTOMATIVE INDIA PVT LTD , BANGALORE

A PROJECT REPORT

Submitted by

P.RAGHUBHARATHI

(Reg No: AC17MBF056)

In partial fulfillment for the award of degree

of

MASTER OF BUSINESS ADMINISTRATION

Under guidance of

Mr . S. JAGADEESAN

DEPARTMENT OF MANAGEMENT STUDIES

ADHIYAMAAN COLLEGE OF ENGINEERING

(An Autonomous Institution , Affiliated to Anna University , Chennai)
Dr. M.G.R Nagar , Hosur – 635109

APRIL – 2019
 CERTIFICATE

This is to certify that main project report entitled “ A STUDY ON IMPACT OF

MOONLIGHTING PRACTICES OF SEG AUTOMATIVE INDIA PVT
LTD, BANGALORE’’ is a bonafide work done by him / her during the academic
year 2018-2019 , under my guidance and supervision in partial fulfillment for the
award of DEGREE OF MASTER OF BUSINESS ADMINISTRATION .

Place : Hosur
Date :

Mr. S.JAGADEESAN Dr. B.N.SIVA KUMAR

Faculty guide Director

Department of Management Studies

Submitted for the Main Project Viva-Voce examination held on __________

------------------- ---------------------
Internal examiner External examiner
 DECLARATION

I hereby declare that this main project report entitled “ A STUDY ON IMPACT
OF MOONLIGHTING PRACTICES OF SEG AUTOMATIVE INDIA PVT
LTD, BANGALORE’’ submitted to Department of Management Studies ,
Adhiyamaan College of Engineering , Hosur in partial fulfillment of the
requirement for the award of the Degree of Master of Business Administration is a
original work done by me during the period of my study at the college under the
supervision and guidance of Mr.S JAGADEESAN professor , department of
Management Studies , Adhiyamaan College of Engineering (Autonomous) , Hosur
.

Place :

Date : P.RAGHUBHARATHI
 ACKNOWLEDGEMENT

I take this opportunity with pride and immense pleasure to thank

Dr.G.RANGANATH, Prinicipal , Adhiyamaan College of Engineering, Hosur
for giving this opportunity to know the real experiences from the project.

I am very much thankful to Dr.B.N.SIVAKUMAR , Director, Department of

Management Studies for his valuable guidance in every step of this project.

I am highly indebted to my project guide Mr.S JAGADEESAN who inspired

me and guided me in every step of the project work.

I am thankful to Mr.NAGABHUSHAN , who gave me this opportunity to do

the project, for supporting me in all aspects and giving me valuable guidance.

I express my sincere thanks to all the respondents who gave their honest
response to my schedule. I also take this opportunity to thank all those creative
minds and helpful hearts for their assistance in making this project work
successfully.

P.RAGHUBHARATHI
 CHAPTER-1

INTRODUCTION

INTRODUCTION ABOUT THE STUDY:

Moonlighting refers to the practice of working a second job outside normal

business hours. Therefore, an employee may work a normal 9 to 5 job as a primary
source of income but work nights at a different job in order to earn extra money.
Employees who work for private businesses may be subject to any policies the
company has in place regarding moonlighting. Certain organizations may not want
employees to work additional jobs while others will not care. Employees for public
organizations may need to check with any agency regulations or federal laws
concerning having two jobs. One example would be the fact that employees of
federal government agencies are prohibited from receiving two sources of income
that both come from federal government.

Numerous members of labor force contribute to the secondary market by

working additional hours either through additional job or through self-
employment. It has been observed that it is a common practice to hold second job
in addition to primary job in both developed and developing countries. It was
found there was a persistent well-established global trend and moonlighting
practices were found in both skilled and unskilled labor.

Over the past decade job satisfaction has generated a lot of interest among
researchers. With the passage of time seeking second job is a raising trend among
employees. The popularity of the concept of moonlighting has steamed from its
relationship with several important employee behaviors particularly job
Satisfaction. The trend of moonlighting is on the rise in private sector and in
public sector organizations. The reasons behind moonlighting are thought to be
financial, intellectual or social. The competitive market employees have become
the only source of sustaining competitive advantage to organizations, therefore
predicting employee satisfaction and commitment is important. Employee job
satisfaction becomes critical when an organization expects to sustain and compete
in the market.
 Workforce of an organization plays a vital role in the achievement of its
objectives and smooth functioning. Moonlighting practice reflects the level of
satisfaction of employees with their organization. The reason of moonlighting can
be explored by analyzing the relationship between the job satisfaction and
moonlighting. If an employee is not motivated enough and not satisfied with work
hours or work conditions on primary job, he will opt to seek additional job with the
first job.

It has been observed that motives of employees who seek second job or
decide to continue the same are related to the level of job satisfaction with the
organization. It is depicted that work related factors are some of the major
determinants of job satisfaction. The research depicts moonlighting as a result of
“financial gluttony”, but this is not the only reason that motivates people to seek
second job in addition to the first permanent job. Job satisfaction is an important
factor which needs to be extensively researched to pin-point reasons for planners
and managers to improve the organizational effectiveness and efficiency.
According to Tatty moonlighting might be caused by labor market conditions
because insecure workers hedge their risk of unemployment due to escalated sense
of uncertain and for others it might be a way of gaining satisfaction by
development of skills or credentials. A study states that employee attitudes,
employee morale, employee motivation, employee efficiency, employee job
satisfaction may be considered essential and fundamental to their occupation. The
added desire of seeking second job in addition to the first permanent job may
directly affect these employee.
OBJECTIVES OF THE STUDY:
Following were the key research objectives of the study

 To identify factors responsible for moonlighting employee.

 To establish the relationship between moonlighting and job satisfaction.
 To understand the awareness of the workers on moonlighting and the
policies governing.
 To know the knowledge of employees regarding moonlighting.
 To know the kind of working activities of employees during weekends and
non-working hours.
 To know the satisfaction level of the workers within their working nature.
 To know the main reasons of employee looking towards moonlighting
and how it helps them to lead their life effectively.

Moonlighting is perceived both as a negative and a positive practice.

Research shows that the trend of moonlighting is on the rise and employee in
Pakistan have also started to moonlight. There is a need for an in-depth study to
explore implications and consequences of this practice on organizations as well
as individuals.

SCOPE OF THE STUDY:

Taking on a part-time job while doing a primary job is hard work, but the
benefits are typically greater than the amount of a pay cheque. Especially for an
engineering employees, it always gives one an upper hand in this world of
competition.

While working as an intern in any firm can be a great learning experience, if

the job or internship is taken in a field related to the interested field of work of
employees, it becomes several times more useful. The way of benefits that are a
part-time job can provide a employee of today’s day and age is endless.
1. Money

Simply put, employees who hold down part-time jobs will have more money
they would have otherwise. Earning an income can boost their confidence and
allow them to have some fun within the limits of their pay cheques. The money
will be there to spend as they wish, and they may appreciate it more because they
worked for it. It can be great to teach the employees how to send their hard earned
money wisely and also give them a definite sense of independence.
2. Budgeting

Employees earning their own money get lessons on spending wisely. They
may be less likely to spend their hard-earned money frivolously and learn to delay
gratification to pay for necessities, such as consumables and rent. At the same
time, they can save for non-essential purchases, such as a car. They can also go
ahead and learn about investments that can be made with the money they earn
through these part-time jobs and get a high return in the future. Knowledge on
investment is essential for any working man or woman in any field, but specifically
for engineers as they have a very vast area of functioning and the income in a
developing country like ours is great as well.
3. Time management

Employees taking up on a second-job on top of their primary job will have

less free time than non-working employees. When working employees have to
measure out their time, they tend to be better planners as they make sure they
complete every task expected of them on deadline. They learn to weigh their
priorities; sometimes skipping fun prepares them for life when excuses and slow
work will be frowned upon. And as the famous phrase goes, “time is money” one
must learn the value of time.
4. Experience

Employees who choose to work in firms related to their primary job, for
example an automobile engineering employee working in a car manufacturing
company like Toyota; gains significant introductory experience in the business and
begins networking with those in that field. Even employees who work in places not
connected to their majors will look more impressive to potential employers.
They’ll have some work experience on their resumes to restart their career through
second jobs, and the fact that they’ve been able to hold a job to their level of
maturity, responsibility and time management. Employers look for employees who
understand the work environment and work well as part of a team. Having a part-
time job shows that it is at least somewhat accustomed to the professional world,
which will make the transition that much easier.
NEED/IMPORTANCE OF THE STUDY:

High savings rate, sound financial planning and efficient asset allocation are
essential for fulfilling your aspirations. A second source of income can further ease
the journey towards your goals.

The supplementary source of income can also act as a cushion against a job
loss or a pay cut and could even turn into your primary source of income if you are
passionate enough about the vocation.

1. Earn extra income

2. Proving their skills in different job profiles .
3. Non- recognition by employers
4. Utilizing spare time
5. To fight boredom
6. To pay off debt
7. Start a business
8. Technology and virtual workforce makes second job easier
9. Improve employee retention

TYPES OF MOONLIGHTING :

1. Blue moonlighting :

With employees performance management respond positively to employees

and give hike in wages and benefits but some get dissatisfied and want to go for
second job for additional income . Such failure in efforts is called blue
moonlighting .

2. Quarter moonlighting :

When employee is not satisfied with his current salary and searches part
time job after his regular job for extra income is known as quarter moonlighting .
3. Half moonlighting :

Many employees spend more than what they earn and are fond of luxurious
life and also save sufficient money for future and spend 50% of their time in part
time jobs . This is called half moonlighting

4. Full moonlighting :

Employees in occupations find free time or their income is negligible

compared to their expectations . They own business and keep on staying with
regular jobs but social status determined by second occupation is known as full
moonlighting .
 CHAPTER-2

PROFILE

COMPANY PROFILE:

Seg Automotive India Private Limited as a technological industry, SEG have

been moving ahead to advance in the product area of starter motors and generators
for more than a century. We work together as a team having more than 8,000
employees across cultural and geographical boundaries around the world.

Seg Automotive India Private Limited is a Private incorporated on 1 january

2018. It is classified as Subsidiary of Foreign Company and is registered under
Registrar of Companies, Bangalore. It is involved in Manufacture of special
purpose machinery.

The starter motor and generator division of the Bosch Group has completed
its transition to an independent company. It will operate under the name SEG
Automotive, effective immediately, including the local division SEG Automotive
India.

The new name is testimony to over a century of history in the development

and production of starter motors and generators as well as a future-oriented focus
on e-mobility. The company will continue its success story under a new owner,
under the leadership of Zhengzhou Coal Mining Machinery Group Co and an
investment group. SEG Automotive India is an integral part of the global growth
and production strategy.

The many years of experience in the company, competence and commitment

contribute significantly to our success. In the future, our locations in India will play
an even more important role in the worldwide SEG Automotive business, and
continue to be an attractive employer in India. We strongly collaborate with our
customers to remain as the preferred partner in the automotive industry.”
 More than a century ago, in March 1914, Bosch presented its first electric
starter motor for vehicles. It replaced the arduous and often hazardous cranking by
hand. The year before had seen the introduction of the ‘Bosch light’. It powered
the first electric lights for cars – and is the origin of the generators still commonly
in use today. The new name is testimony to the importance of this product segment
for the company - the established SG (Starter Motors & Generators) is being
expanded by an E for ‘Components for Electrification". The management team that
has made SG so successful in previous years will continue to ensure SEG
Automotive grows profitably over the long term.

Vision, Mission and Quality policy

Vision:
We drive the change towards excellence to Delight Customers with
Innovative and Efficient Electric Energy Solutions for Greener Mobility.

Vision 2020:
Increase market share by 40% in 4W OEMS and be the most preferred
partner for our customer with agility, innovative technology and best value starter
motors and generators through business excellence. Vision Invented for connected
life.

Mission:
“We have a strong presence in 2W motorcycles and Co-Create value with
our business partners to excel with responsibility towards environment”.
INDUSTRY PROFILE:

For more than a century, we have been shaping progress in our product
sector as technology leader – whether it's starter motors, generators, start/stop
systems or mild hybridization. Innovation, development expertise and the highest
quality standards make us a reliable partner for automotive manufacturers – at 16
locations worldwide.

Our products are not only efficient and durable, but also provide high
functional flexibility and the right answers for global product platforms and more
stringent CO2 requirements.

A reliable partner for the automotive industry: globally and locally, now and
in the future. As a global supplier we combine local application engineering and
on-site production with global expertise and sophisticated processes in purchasing,
production and logistics. Automotive manufacturers benefit from our flexible,
worldwide production network, guaranteeing customer proximity and uniform
quality standards.

Our goal has been the same for over 100 years: to make mobility more
efficient, convenient and more environmentally friendly. This is why we replaced
the crank handle with an electric starter motor, the conventional starter motor with
a start/stop system, and the conventional generator with the boost recuperation
machine.

Thanks to our engineering expertise and quality standards, we continuously

drive forward technological progress in the industry and provide our customers
with solutions for the market requirements of today and tomorrow – both for
combustion engines and electrification.

PRODUCTS:

Our product portfolio is efficient, flexible and sustainable. Thanks to our

broad product portfolio, we fulfill the globally diverse requirements of our
customers – for passenger cars as well as for various application areas in
commercial vehicles. The focus of our development is not only durability,
reliability and flexibility, but also fuel efficiency and CO2 savings. Based on our
platform design and in combination with specific additional options, nearly all
automotive OEMs use our customized solutions. Our product range includes entry-
level products as well as premium solutions that are tailored to specific
performance requirements.

Overview of our product groups:

Starter motors:

Reliable startup and start/stop - our starter functions for passenger cars and
commercial vehicles meet even the toughest customer requirements.

Generators:

The number of electric consumers in vehicles is steadily increasing due to

assistance systems and connectivity. We ensure stability of on-board electrical
systems thanks to suitable generators for every power requirement.
Components for hybridization/electrification: We offer our customers efficient
entry-level products with regard to hybridization on a 48-volt basis, which enable
vehicles to be electrified in a cost-effective manner
 Three product groups, one goal: Your satisfaction – worldwide
Our core expertise lies in developing powerful electrical machines, producing them
on an industrial scale and selling them to the major car producers around the globe.
And that's having started large-scale production of passenger car starter motors and
generators more than a hundred years ago.

Again and again, we have initiated and driven key technological

developments for over a century – no matter whether inventing the combined
starter motor/generator, using diodes in generators to increase efficiency or the
start/stop starter motor.

Today, we offer an extremely broad and flexible range of starter motors and
generators for passenger cars and commercial vehicles and are the fore runners of
mild hybridization based on the 48 volt electrical system.

SEG Automotive, then, is your point of contact when it comes to increasing

the efficiency of your power train. We use tailored solutions to realize, in particular
CO2 saving potentials for internal combustion engines in order to optimize your
fleet consumption in a cost-effective manner.

Moreover, flexible product features improve driver comfort and make our
products even more durable, especially in the commercial vehicle sector.
As a market leader for commercial vehicle applications, we offer products that
meet the toughest requirements. Long periods of use, dust, mud, water, hot and
cold temperatures – we have the right solution.

This also requires a close and trustful co-operation with the OEM. We
combine global customer teams and quality standards with on-site application
development and local partners. From the performance specification to the start-of-
production and post-series support: We are at your service!

FORMATION POLICY OF MOONLIGHTING :

 40% require notification if employees have outside jobs .

 24% require approval for outside employment .
 35% don’t have a moonlighting policy .
 1% prohibit outside employment .
 CHAPTER-3

REVIEW OF LITERATURE

Job satisfaction is the phenomena of human behavior which reflects the

attitude of an individual to its workplace. It is been described job satisfaction as the
pleasurable or positive emotional state resulting from the appraisal of one’s job or
job experience. In a nutshell, it may be stated that it is an emotional state related to
positive or negative appraisal of job experience.

Employee behavior for different professions and workplaces differ, as

situation and work environment is different. Job satisfaction can best be
understood as the way employees feel about their jobs and different aspects of their
job. Specter identified a shift that has taken place in the last decade and job
satisfaction is considered as an attitudinal variable. As a psychological construct it
was defined having two components; a cognitive component that is the perception
that one’s needs or requirements are being fulfilled and an affective component
that is the feeling that accompanies the cognition.

Job satisfaction can be influenced by a variety of factors including ones

feelings or state of mind regarding the nature of their work. He further says that
quality of one’s relationship with their superior, the quality of physical
environment in which they work and degree of fulfillment of their work are some
of the factors that influence job satisfaction. But the responses vary in different
environment and situations show irregular pattern in regular workplace situation.

In the classical sociological study of school employee have discussed

this issue in detail and asserted that there are three types of rewards that meet job
related needs which professionals expect in their careers; “extrinsic, ancillary and
psychic or intrinsic”. Extrinsic rewards in his findings, deal with money income,
prestige and power over others and generally are objective since every employee
experiences them. Job satisfaction was interpreted by as an external or internal
value and in their view, a person’s general assessment of how satisfied is on the
job is made according to an absolute frame of reference, while a person’s
assessment of level of satisfaction with individual job facets is based on a relative
standard that is specific to the work context and that involves comparison with the
situation of other employees. The prestige, power and the financial reward are
extrinsic, similarly the quality of work may be seen as intrinsic reward.
Psychic rewards are seen as subjective appraisal made in day to day routine
of employees work, it is considered formative and is an ongoing process. It was
described job satisfaction as reflection of an attitude and state of mind determined
by the extent to which the individual perceives one’s job related needs
being met.

The work environments are composed of social and psychological factors,

they may be reflected in tangible physical structures. Factors which are expected to
influence employees’ attitudinal mindset in the work environment consist of job
characteristics and role stressors. It was further added that job autonomy, role
conflict, and work overload play important role in defining the level of job
satisfaction. Many researchers have observed different behavior in employees who
moonlight, through the progression of their career. It was observed that the more
challenged an employee is he would have a feeling of advance learning and
professional growth.

It is observed that job variety and job autonomy lead to higher levels of job
satisfaction. Therefore when organizations plan and provide periodic development
training sessions and job rotation or guide employees through different job
opportunities it leads to increased job satisfaction. Moreover there is greater focus
on income generation and autonomy which is under threat and academicians have
less control over their work. When academicians feel that teaching is rewarded at
their departments, they feel more satisfied with their instructional autonomy.
Job satisfaction increases, where environment of autonomy exists and it leads to
enhanced motivation. The reason behind this practice seems that academicians find
space for professional freedom on their jobs, where they can apply their specialized
knowledge in appropriate atmosphere without any fear or
stress. It is finally concluded that providing academics with open environment of
autonomy, where equity in rewards and workload is ensured, job
expectations are mutually negotiated job satisfaction has increasing trend. Support
by co-workers and Head of the Department are positive predictors of job
satisfaction. Impact of Moonlighting Practices on Job Satisfaction of the employee
106work place where positive support from supervisors is provided, employees are
more likely to accept and foresee their jobs and employing agencies in a more
favorable way. On the contrary in work atmosphere with harsh and non-
cooperative supervision, employees will blame the organization
 CHAPTER-4
RESEARCH METHODOLOGY:

This research was conducted to have deep insight into the relationship and
impact of moonlighting on job satisfaction of employee. The study remained both
qualitative and quantitative, so descriptive methodology was used to make study
convenient for conducting research. To measure job satisfaction the questionnaire
developed was used for the research to be done.

The adapted questionnaire was pilot tested, refined and finalized as final
research tool. Statistical data analysis was done in two phases, first relationship
between variables was obtained by applying Pearson Product Correlation. To study
the impact of moonlighting on job linear regression analysis was applied.
Moonlighting and its four antecedents being addition in income, blocked
promotion, skill diversity and job autonomy were independent variables.
Moreover, the dependent variables were job satisfaction and its components; rate
of pay, promotion, personal objectives, job autonomy, work load and management
tools.

TYPE OF RESEARCH:

The research is descriptive type. Descriptive research provides the

researchers with a general understanding of the problem and seeks conclusive data
to answer question necessary to determine a particular cause of action.

SAMPLE UNIT:

The study was conducted at SEG Automotive India Private Limited,

comprising of totally 363 employees. 12 Managers and employees from various
departments working in the automotive industry

SAMPLE SIZE:

The data is prepared based on the gathered information. The sample size of
12 managers was taken, for the survey to assess the measures taken by the
company to control moonlighting, to the impact of moonlighting on employees and
employers. and the sample size of 6 each from various departments is taken to
understand the differences in perception regarding moonlighting.
SAMPLING METHOD:

Sampling method used was probability method of sampling i.e. Stratified

sampling to do the comparative study for understanding the perception of
moonlighting on employees. And for understanding impact of moonlighting
probability method of sampling that is probability simple random sampling was
used to select the sample for the managers.

TYPE OF DATA COLLECTION:

The following source of data was used.

Primary Data :

 Questionnaire Survey.
 Interaction with the employees.

Secondary Data :

 Company websites
 Company handbook

To understand the organization, the work culture, the company’s vision,

mission, goals, value, different policies in the company, the employees, the
employers, the management style, the strength and weakness of the company data
collection were made from all possible sources. Both the primary data and
secondary data were collected from various sources.

METHOD OF ANALYSIS:

Raw primary data was collected with the help of a questionnaire. The raw
data was then tabulated. Based on this bar chart and column chart were prepared.
Analysis was conducted and interpreted. Conclusions were drawn based on that.
LIMITATIONS OF THE STUDY:

 The data collected from the respondents is assumed to be true.

 The study was restricted to some departments only.
 The information was collected through questionnaire and the actual
perception of the respondents may differ.

As the sample size was only 6 for comparative study and 12 managers to know
the impact of moonlighting the inference drawn from the study may not be
applicable for large sample size.
 CHAPTER-5

DATA ANALYSIS AND INTERPRETATION

COMPARATIVE STUDY:

FOR WORKERS
SECTION- 1: PERSONAL INFORMATION

Table 5.1: Showing age of respondents:

S.no < 30 30-39 40-49 >50

1 0 0 1 0
2 0 1 0 0
3 0 1 0 0
4 0 0 1 0
5 1 0 0 0
6 0 0 0 1

Graph 5.1: Showing age of respondents:

5
S.NO
4 < 30
30-39
3
40-49
2 >50

0
1 2 3 4 5 6
Interpretation:
From the above graph it can be interpreted that employees at age group of
30-39 and 40-49 are more that of age group less than 30and more that 50 who are
been working in the organization.

Table 5.2: Showing marital status of respondents:

S.no Are you 1 2 3 4 5 6

married
1 Married 1 1 1 1 0 0
2 Unmarried 0 0 0 0 1 1

Graph5.2: Showing marital status of respondents:

4
Are u married
3 married

2 unmarried

0
1 2 3 4 5 6

Interpretation:
From the above graph it can be analyzed that in first, second, third and
fourth category married employees are more and in fifth and sixth category
unmarried employees are more than that of married employees.
Table5.3: Showing work experience of respondents:

Work <1year 1-5 years 5-10years >10years

experience
1 0 0 0 1
2 0 0 1 0
3 0 0 1 0
4 0 0 1 0
5 1 0 0 0
6 0 1 0 0

Graph5.3: Showing work experience of respondents:

4 work experience
< 1yr
3 1-5 yrs
5-10 yrs
2
>10 yrs

0
1 2 3 4 5 6
Interpretation:
From the above table it is shown that in category one work experience above
ten years is higher where in category two, three and four work experience of five to
ten years is higher, in fifth category work experience less than one year is more
and in sixth category work experience of one to five years is highly shown.

Table5.4: Showing moonlighting awareness:

S.no Yes No Somewhat

Are you aware of moonlighting 4 2 0
Concept of conflict interest 3 2 1
Dual policy job in organization 2 3 1
Organization have moonlighting 0 5 0
If chance give would you take
second job 3 1 2
Do u feel 2nd is necessary in this era 2 2 2
Does it worth having dual job with
responsibility 2 2 0
Having dual job is strength 4 0 2
Are you keen to work more than
8hrs 3 3 0
Are you willing to work two shits
regularly 2 3 0
Utilizing all capabilities in this job 5 0 1
Taking second job give us better
opportunity 3 0 3
Do you any other source of income 1 5 0
Graph5.4: showing moonlighting awareness:

5
4.5
4
3.5
3 s.no

2.5 yes
no
2
somewat
1.5
1
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Interpretation:

Awareness of moonlighting:
From the graph it is shown that 60% of employees are aware of moonlighting
and rest 40% are not much aware of the moonlighting policy.
Concept of conflict :
From the graph it can be analyzed that 70% of employees are agreed with the
concept of conflict 20% are not agreed with and rest 10% are somewhat agreed
with such concept.
Aware of dual policy job in organization:
From the graph it can be shown that 20% of employees are aware of dual
policy job, 70% are not aware and rest 10%are somewhat aware of dual policy
in organization.
Does organization have moonlighting policy:
The 100% of the employees working in organization have agreed that the
organization does not have the moonlighting policy.
If chance given would you take up second job:
The employees of 70%agreed that they would take up second job and 10% are
not ready, 20%of employees are somewhat ready to take up second job.

Is dual job necessary in this era:

Most of the employees felt that dual job is necessary, not necessary, somewhat
necessary in this era which are equality shown in the above chart.
Dual job with more responsibility:
Dual job with more responsibility is 50% accepted and 50% declined the
employees as shown in graph above
Having dual job is strength:
The dual job as strength is accepted by 70% of employees, somewhat accepted
by 30% of employees and 0%neglected by none of the employees.
Are you keen to work more than 8hrs a day:
Employees to work more than 8hrs a day is 50% accepted and 50% declined
the employees as shown in graph above.
Work two shifts regularly:
The 30% of employees are agreed to work two shifts regularly and 70% have
no interest to work for two shifts
Utilize all capabilities in this job:
The utilization of capabilities are agreed by 90% of employees and rest 10%
accepted that they somewhat utilize their capabilities.
taking second job gives better opportunity:
According to the graph shown above 50% of the employees agree and 50% of
them somewhat agree that taking up second job gives better opportunity.
Other source of income:
From the above graph it is shown that only 10% of the workers have other
source of income and rest 90% have no other sources of income.
Table5.5:showing employees weekend engagement:

Particulars Agree Disagree

Going out with family 5 1
Doing extra works 2 4
Work from home 4 2
Attending some lectures & seminars 3 3
Attending specific training program 4 2

Graph5.5:showing employees weekend engagement:

5
4.5
4
3.5
3
2.5
agree
2
1.5 disagree

1
0.5
0
going out doing extra work from attending attending
with family works home some lectures specific
& seminars training
program
Interpretation:

Going out with family and friends:

From the above graph it can be interpreted that 80% of the employees go out
with their family and friends to engage themselves and 20% do not go out with
friends and family.
Doing extra work:
From the above graph it is shown that 20% of employees do extra work than
the primary work so as to engage themselves and rest 80% do not take such
activity to engage themselves.
Work from home:
The work from home is been accepted by 80% of the employees and not
accepted by 20% of the employees which would have been to engage
themselves.
Attending lectures and seminars: Here we can analyze that the 50% of the
employees attend such lectures and seminars and 50% do not attend lectures
and seminars to engage during weekends.
Attending specific training program: Here we can analyze that 80% of
employees agree to attend some specific training program and 20% of
employees don’t agree to attend such training programs during weekends to
engage themselves.

Table5.6:employees engagement during non-working hours:

Particulars Agree Disagree

Spending time in library 1 5
Reading newspaper 3 3
Spending time with friends 4 2
Doing extra works 4 2
Sleeping 2 4
Helping co-workers 3 3
Discussing some issues with supervisors 4 2
Learning new skills 6 0
Graph5.6:employees engagement during non-working hours:

6
5
4
3
2
1
agree
0
disagree

Interpretation:

Spending time in library:

Only 10% of the employees agree that they spend time in library during the non-
working hours 90% of the employees do not agree that they spend their time in
library during non-working hours.
Reading newspaper:
From the above graph it can be analyzed that 50% of the employees agree that
they read newspaper during the non-working hours and other 50% do not agree
that they read newspaper during non-working hours.
Spending time with friends:
From the above shown graph it can be analyzed that 80% of employees spend time
with their friends and 20% don’t spend their time with their friends during non-
working hours.
Doing extra works:
 It can be interpreted that 80% of employees agree that they do extra work and
20% of employees do not agree that they do extra work during non-working hours.
Sleeping:
During non-working hours 20% of the employees agree that they would sleep and
other 80% has not agreed that they would sleep as shown in the above graph.
Helping co-workers:
From the above graph it can be analyzed that 50% of the employees help their co-
workers and other 50% don’t agree to help their co-workers.
Discussing issue with supervisors:
From the above shown graph it can be analyzed that 80% of employees discussing
issue with supervisors and 20% don’t discuss issue with supervisors during non-
working hours.
Learning new skills:
From the above shown graph it can be analyzed that each and every employee
have agreed that they would learn new skills during the non-working hours.

Table5.7: Showing satisfaction of employees:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree
Work environment 1 4 1 0 0
Accurate
remuneration 1 1 3 1 0
Dual job 0 3 0 3 0
Designation 1 1 3 0 1
Security and Safety 1 3 1 1 0
Awards and rewards 1 2 2 1 0
Graph5.7: Showing satisfaction of employees:

4
3.5
3
2.5
2 strongly agree

1.5 agree

1 neutral
disagree
0.5
strongly disagree
0

Interpretation:

Work environment:
From the above graph it is shown that 10% of the respondents strongly agree
towards the work environment, 80% agree, 10% neutral, but none has disagreed
and strongly disagreed the working environment.
Accurate remuneration:
From the above graph it is shown that 10% of the respondents strongly agree
towards the accurate remuneration, 10% agree, 70% neutral, 10% disagreed and
none has strongly disagreed accurate remuneration.
 Dual job:
From the above graph it is shown that 0% of the respondents strongly agree
towards the dual job, 50% agree, 0% neutral, 50% disagreed and none has strongly
disagreed dual job.
Designation:
From the above graph it is shown that 10% of the respondents strongly agree
towards the designation, 10% agree, 70% neutral, 0% disagreed and 10% has
strongly disagreed dual job.
Security and safety:
From the above graph it is shown that 10% of the respondents strongly agree
towards the Security and safety, 70% agree, 10% neutral, 10% disagreed and 0%
has strongly disagreed Security and safety.
Awards and rewards:
From the above graph it is shown that 10% of the respondents strongly agree
towards the awards and rewards, 40% agree, 40% neutral, 10% disagreed and 0%
has strongly disagreed awards and rewards.

Table5.8: Showing reasons for moonlighting:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree
Financial position is not so good 1 5 0 0 0
Recognition by mgmt not there
so to build career 0 3 3 0 0
Instead wasting time use for
productive purpose 1 5 0 0 0
Gaining experience in new field 2 4 0 0 0
Pursue some hobby 0 4 2 0 0
Job satisfaction which is not in
primary job 0 1 3 2 0
Ensure job security/ monetary
purpose 2 3 1 0 0
Graph5.8: Showing reasons for moonlighting:

5
4.5
4
3.5
3
2.5
2
1.5 strongly agree
1 agree
0.5
0 neutral
disagree
strongly disagree

Interpretation:

Financial position not so good:

From the above graph it is shown that 10% of the respondents strongly agree
towards the financial position not so good, 90% agree, 0% neutral, 0% disagreed
and 0% has strongly disagreed financial position not so good.
Recognition by top management is not there so to build career:
From the above graph it is shown that 0% of the respondents strongly agree
towards the recognition by top management is not there so to build career, 50%
agree, 50% neutral, 0% disagreed and 0% has strongly disagreed recognition by
top management is not there so to build career.
Instead of wasting time utilize it for productive purpose:
From the above graph it is shown that 10% of the respondents strongly agree
towards the instead of wasting time utilize it for productive purpose,90% agree,
0% neutral, 0% disagreed and 0% has strongly disagreed instead of wasting time
utilize it for productive purpose.
Gaining experience in new field:
From the above graph it is shown that 20% of the respondents strongly agree
towards gaining experience in new field, 80% agree, 0% neutral, 0% disagreed and
0% has strongly disagreed gaining experience in new field.
Pursue some hobby:
From the above graph it is shown that 0% of the respondents strongly agree
towards pursue some hobby, 80% agree, 20% neutral, 0% disagreed and 0% has
strongly disagreed pursue some hobby.
Job satisfaction which is absent in primary job:
From the above graph it is shown that 0% of the respondents strongly agree
towards job satisfaction which is absent in primary job , 10% agree, 70% neutral,
20% disagreed and 0% has strongly disagreed job satisfaction which is absent in
primary job.
Ensure job security or monetary purpose:
From the above graph it is shown that 20% of the respondents strongly agree
towards ensure job security or monetary purpose, 70% agree, 10% neutral, 0%
disagreed and 0% has strongly disagreed ensure job security or monetary purpose.

Table5.9: Showing moonlighting helps in leading life effectively:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree
Improves standard of living 2 2 1 1 0
Learning opportunity 2 4 0 0 0
Career growth 1 4 1 0 0
Graph5.9: Showing moonlighting helps in leading life effectively:

3.5

2.5
Improves standard of living
2
learning opportunity
1.5
career growth
1

0.5

0
strongly agree neutral disagree strongly
agree disagree

Interpretation:

Improves standard of living:

From the above graph it is shown that 40% of the respondents strongly agree
towards the improves standard of living, 40% agree, 10% neutral, 10% disagreed
and 0% has strongly disagreed improves standard of living.

Learning opportunity:
From the above graph it is shown that 20% of the respondents strongly agree
towards the learning opportunity, 80% agree, 0% neutral, 0% disagreed and 0%
has strongly disagreed learning opportunity.
 Career growth:
From the above graph it is shown that 10% of the respondents strongly agree
towards the career growth, 80% agree, 10% neutral, 0% disagreed and 0% has
strongly disagreed career growth.

FOR EMPLOYERS:

Table5.1: Showing measure taken by company to control moonlighting:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree
Training employees &
understanding their skills 0 1 2 2 0
Opportunity to meet seasonal
requirement 1 2 2 0 0
Employee engagement to retain
them 0 2 4 0 0
Providing best salary/wages 1 3 2 0 0
Better work life 1 2 2 0 0
Non-monitory benefits 1 2 1 0 2

Graph5.1: Showing measure taken by company to control moonlighting:

4
3.5
3
2.5
2 strongly agree
1.5
1 agree
0.5
0 neutral
disagree
strongly disagree
Interpretation:

1. Training employees and understanding their new skills:

From the above graph it is shown that 0% of the respondents strongly agree
towards the training employees and understanding their new skills, 20% agree,
40% neutral, 40% disagreed and 0% has strongly disagreed training employees and
understanding their new skills.
2. Gaining opportunity to meet seasonal requirements:
From the above graph it is shown that 20% of the respondents strongly agree
towards the gaining opportunity to meet seasonal requirements and, 40% agree,
40% neutral, 0% disagreed and 0% has strongly disagreed gaining opportunity to
meet seasonal requirements.
3. Conducting employee engagement activity:
From the above graph it is shown that 0% of the respondents strongly agree
towards the conducting employee engagement activity and, 20% agree, 80%
neutral, 0% disagreed and 0% has strongly disagreed conducting employee
engagement activity.
4. Providing better salary/wages :
From the above graph it is shown that 10% of the respondents strongly agree
towards the providing better salary/wages and, 70% agree, 20% neutral, 0%
disagreed and 0% has strongly disagreed providing better salary/wages.

5. Better work life:

From the above graph it is shown that 20% of the respondents strongly agree
towards the providing better work life and, 40% agree, 40% neutral, 0% disagreed
and 0% has strongly disagreed providing better work life.
6. Non-monetary benefits:
From the above graph it is shown that 10% of the respondents strongly agree
towards the non-monetary benefits and, 80% agree, 10% neutral, 0% disagreed and
0% has strongly disagreed non-monetary benefits.
Table5.2: Showing impact of moonlighting on employees:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree
Affect health of employees 2 3 1 0 0
Not able to fulfill obligation
of organization 0 2 3 1 0
Creates fatigue to
employees 0 2 1 3 0
Reduces effectiveness of
their job 0 3 2 0 1

Graph5.2: Showing impact of moonlighting on employees:

2.5

affect health of employees

2

not able to fulfill obligation of

1.5 organization
creates fatigue to employees
1
reduces effectiveness of their
job
0.5

0
strongly agree neutral disagree strongly
agree disagree
Interpretation:

1. Affect health of employees:

From the above graph it is shown that 20% of the respondents strongly agree
towards the affect health of employees and, 70% agree, 10% neutral, 0% disagreed
and 0% has strongly disagreed affect health of employees.
2. Not able to fulfill obligation of organization:
From the above graph it is shown that 0% of the respondents strongly agree
towards the not able to fulfill obligation of organization and, 20% agree, 70%
neutral, 10% disagreed and 0% has strongly disagreed not able to fulfill obligation
of organization.
3. Create fatigue to employees:
From the above graph it is shown that 0% of the respondents strongly agree
towards the create fatigue to employees and, 20% agree, 10% neutral, 70%
disagreed and 0% has strongly disagreed create fatigue to employees.
4. Reduce effectiveness of their job:
From the above graph it is shown that 0% of the respondents strongly agree
towards the reduce effectiveness of their job and, 70% agree, 20% neutral, 0%
disagreed and 10% has strongly disagreed reduce effectiveness of their job.

Table5.3: Showing impact of moonlighting on employees:

Strongly Strongly
Particulars agree Agree Neutral Disagree disagree

Trade secrets 0 3 3 0 0

Absenteeism 0 4 2 0 0

Low productivity 1 3 2 0 0
Graph5.3: Showing impact of moonlighting on employees:

3.5

2.5
trade secrets
2
absenteeism
1.5 low productivity
1

0.5

0
strongly agree neutral disagree strongly
agree disagree

Interpretation:

1. Trade secrets:
From the above graph it is shown that 0% of the respondents strongly agree
towards the trade secrets and, 50% agree, 50% neutral, 0% disagreed and 0% has
strongly disagreed trade secrets.

2. Absenteeism:
From the above graph it is shown that 0% of the respondents strongly agree
towards the absenteeism and, 80% agree, 20% neutral, 0% disagreed and 0% has
strongly disagreed absenteeism.

3. Low productivity: From the above graph it is shown that 10% of the
respondents strongly agree towards the low productivity and, 70% agree, 20%
neutral, 0% disagreed and 0% has strongly disagreed low productivity.
 CHAPTER-6

FINDINGS

 It can be analyzed that most of the employees are not aware properly about
the term moonlighting.
 The employees were known the also dual policy job in the organization.
 It is shown from the study that employees prefer second job which would be
necessary now a days due to various changes in living standards.
 This job would bring lot of changes in their living style and would become
as their supportive towards the primary job.
 From the survey it is known that employees are ready to work more than
8hours a day.
 The employees are not ready to work on two shifts a day which would be
difficult to work in such a way for them.
 It can be analyzed that employees utilize their capabilities in the primary job
even though they have taken up a second job.
 It could be found out that the working environment are somewhat satisfied
by the employees.
 The employees spend their weekends with their family and friends is clearly
shown from the data collected some may attend conferences and seminars.
 It is shown that employees prefer second job or go on towards moonlighting
due to financial problems, spending time wisely, earn extra income.etc..,
 It is analyzed from the data collected that the employees spend their non-
working hours by reading newspapers, speaking with friends, helping co-
workers.
 The employers take measures on controlling moonlighting policy by their
employees.
 The employees are given proper training, opportunities, Engagement
activities by the employers so as to retain them.
 SUGGESTIONS

 The employers should explain and make the awareness of moonlighting

towards the employees and make them understand.
 The employees should be having interest towards the work they do in the
organization with an same perception level among the employees and
employers.
 Only some of the employees are aware of the term concept of conflict
interest it should be known to everyone.
 Each and every persons working in the organization should be made aware
of the term moonlighting.
 It is suggested that the organization can have a moon lighting policy based
on the agreement among the employers and employee.
 The organization should understand and accept the dual job which would
help the employees to improve their living habits and lifestyle.
 It is suggested that the organization should take necessary steps to improve
the environment for the employees to work better.
 The moonlighting affect the health of employees so necessary steps should
be taken by the organization so as prevent health of employees.
 The salary and remuneration, wages should be provided properly by the
employers so as to retain employees.
 The employers should be careful about the privacy policy at the time of
moonlighting of employees which would create problems.
 The various policy should be framed and developed by the organization so
as to prevent ad safeguard the employees towards them.
 CONCLUSION

Moon lighting refers to the factors of working a second job outside normal
business hours. Therefore an employee’s many work a normal 9-5 hour’s job as a
primary sources of income but works night at different jobs in order to earn extra
money. Such employees may be subjective to polices the company has in place
regarding moon lighting. This is called as moon lighting clause. It is also termed as
“Negative Covenants” or “Re stricture Covenant”. So at this changing scenario of
social & economic system the management have to form such policies so that its
negative effect could be mitigated.

Major reasons for the employees to look for moon lighting for employees the 1st
reason is same i.e., gaining experience in new field. The another reason for
moonlighting was to ensure job security on monetary measures it is to pursue some
hobby. In recent years most of them prefer second job than their primary job due to
various circumstances which would lead to satisfaction of the income they earn
towards second job along with their primary job.
 REFERENCES

1)Moonlighting: A challenge for HR Manager

https://www.mbaskool.com
2) Moonlighting and organizational commitment
https://www.ripublication.com>gjfm-spl
3) Moonlighting: A study on impact of moonlighting
https://www.pu.edu.pk.>journal>ier
4)Moonlighting: A secondary employment policy
https://www.researchgate.net,publications
5)Moonlighting: A study on employee’s preference over Moonlighting
https://wwwshreeprakashan.com>documents