Job Satisfaction

Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur
CONTENTS
CHAPTER NO. Contents List of Tables List of Graphs List of Figures Introduction Job Satisfaction 2.1 Definitions 2.2 History 2.3 Importance 2.4 Importance to worker and organization Factors 2.5 Workers role in job satisfaction reasons 2.6 Factors 2.7 Reasons of low job satisfaction 2.8 Effects Of Low Job Satisfaction 2.9 Influences Models of job satisfaction 3.1Model of facet of job satisfaction 3.2 Affect theory(Edwin A. Locke 1976) 3.3 Dispositional Theory( Timothy A. Judge 1988) 3.4 Two-Factor Theory (Motivator-Hygiene Theory) 3.5 Job Characteristics Model (Hackman & Oldham) 3.6 Modern method of measuring job satisfaction 3.7 Rating scale 3.8 Personal interviews 3.9 action tendencies 3.10 Job enlargement TITLE OF CHAPTER PAGE NO.
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DBAR, S.S.G.M.C.E, Shegaon.
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 3.11 Job rotation 3.12 Change of pace 3.13 Scheduled rest periods Research methodology 4.1 Introduction 4.2 Drafting Of Questionnaire 4.3 Sampling 4.4 Research objectives 4.5 Data Collection 4.6 Relevance And Limitation Of Study 4.7 Chapterisation Organizational profile 5.1 Background & History 5.2 Bright Features 5.3 Customers Preference 5.4 Maruti Suzuki Today 5.5 Wide Range Of Cars 5.6 Maruti Suzuki & Motor Sports Data presentation, Analysis and Interpretation Conclusions And Suggestions Appendices Appendices A Questionnaire Bibliography
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LIST OF TABLES
6.11 TABLE NO. 6.12 6.1 6.2 6.13 6.3 6.14 6.4 6.15 6.5 6.16
Responses regarding whether the respondents are satisfied TITLE OF TABLE with the opportunities of promotions Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with the payment of salary on time with the workplace Responses regarding whether the respondents are satisfied with the infrastructurewhether the respondents are satisfied Responses regarding of organization Responses regarding whether the respondents are satisfied with the quality of formal training and induction program with the canteen facility provided respondents are satisfied Responses regarding whether the by organization. with the quality of in-house training Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities. Responses regarding whether the respondents are satisfied with the period of training Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with the freedom given at work. division Responses with the proper and proactive HR regarding whether the respondents are satisfied with the performance appraisalwhether the respondents are satisfied Responses regarding system Responses regarding whether the respondents are satisfied with the team spirit in organization with the performance appraisal system Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with convenient working hours with the performance appraisal system Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with Job security with the celebration of employees birthday Responses regarding whether the respondents are satisfied Responses regarding whether with the targets achievable. the respondents are satisfied with forum for face to face communication Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with the targets achievable with encouragement to employees suggestions Responses regarding whether the respondents are satisfied
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6.6 6.17 6.7 6.18 6.8 6.19 6.9 6.20 6.10 6.21
6.22
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur with positive acceptance of employees suggestions 6.23 Responses regarding whether the respondents are satisfied with management keeps promises.
LIST OF GRAPHS
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.11 GRAPHS NO. 6.12 6.1 6.2 6.13 6.3 6.14 6.4 6.15 6.5 6.16 6.6 6.17 6.7 6.18 6.8 6.19 6.9 6.20 6.10 6.21 Responses regarding TITLE OF GRAPH whether the respondents are satisfied with the opportunities of promotions 4.12. Responses regarding whether the respondents are Responses regarding whether the respondents are satisfied satisfied with the payment of salary on time with the workplace Responses regarding whether the respondents are satisfied with the infrastructure whether the respondents are satisfied Responses regarding of organization Responses regarding whether the respondents are satisfied with the quality of formal training and induction program with the canteen facility provided by organization. Responses regarding whether the respondents Responses regarding whether the respondents are satisfied with the quality of in-house training with the implementation of rules and responsibilities. 4.15. Responses regarding whether the respondents are satisfied with the period of training Responses regarding whether the respondents are satisfied with the freedom given at work. Responses regarding whether the respondents are satisfied with the proper and proactive HR respondents are satisfied Responses regarding whether the division Responses regarding whether in respondents with the team spirit theorganization are satisfied with the performance appraisal system Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with the performance appraisal system with convenient working hours Responses regarding whether the respondents are satisfied Responses regarding whether the respondents are satisfied with the performance appraisal system with Job security Responses regarding whether the respondents are satisfied Responses regarding of employeesrespondents are satisfied with the celebration whether the birthday with the targets achievable. Responses regarding whether the respondents are satisfied Responses regardingto face communication are satisfied with forum for face whether the respondents with the targets achievable Responses regarding whether the respondents are satisfied with encouragement to employees suggestions Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions Responses regarding whether the respondents are satisfied with management keeps promises. PAGE NO.
6.22 6.23
LIST OF FIGURES
FIGURE NO. 1 2 NAME OF FIGURES Curve showing relationship between job satisfaction and rate of turn over and absenteeism Model of determinant of facet of job satisfaction PAGE NO.
CHAPTER NO.1 INTRODUCTION
INTRODUCTION
Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are: In short job satisfaction is a
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind.
CHAPTER NO. 2 JOB SATISFACTION
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2.1 DEFINITIONS OF JOB SATISFACTION Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors Individual characteristics Group relationship outside the job Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Job satisfaction is defined as any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job. Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. Locke
2.2 HISTORY OF JOB SATISFACTION
The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. I m satisfied with my job. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.
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2.3 IMPORTANCE OF JOB SATISFACTION
Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker. organizational, citizenship,
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.
2.4 IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line.
2.5 WORKERS ROLE IN JOB SATISFACTION If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.
2.6 FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows:
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1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of workers immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. 8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employees status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor. 10. Benefits It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor.
2.7 REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job.
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2.8 EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation. If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization.
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J o b s a t i s f a c t i n
High
low
A low Rate of turn over and absences High
Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism. In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3.TRAINING COST INCREASES DBAR, S.S.G.M.C.E, Shegaon. 21
As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases.
2.9 INFLUENCES ON JOB SATISFACTION
There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coinsided with their job , this relationship will predicted subsequent job satisfaction. However, the main influences can be summerised along with the dimentions identified above. The work itself
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur The concept of work itself is a major source of satisfaction. For example, research related to the job charactoristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingridents of a satisfying job uncovered by survey include intersting and challenging work, work that is not boring, and the job that provides status. Pay Wages and salaries are recognised to be a significant, but complex, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. Fringe benefits are also important. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. Promotions Promotional opportunities are seem to be have avarying effect on job satisfaction. This is because of promotion take number of different forms.
WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire workers happy, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relation ship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turn over, and consequently organization can gain from lower turn over in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism. What job satisfaction people need? Each employee wants: 1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individuals level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.
CHAPTER NO. 3 MODELS OF JOB SATISFACTION

DBAR, S.S.G.M.C.E, Shegaon. 25
MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in the orgnization given by different authers. List of all the theorise and methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION Affect theory(Edwin A. Locke 1976)
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Dispositional Theory( Timothy A. Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periods
3.1 MODEL OF FACET OF JOB SATISFACTION Skill Experience Training Efforts Age Seniority Education Co loyalty Past performance
Perceived personal job inputs Perceived amount that should be received (a) 27
Perceived inputs & outcomes of referent others
Level Difficulty Time span Amount of responsibility
Perceived job characteristics
Perceived outcome of referent others
a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort Perceived amount received (b)
Actual outcome received
Fig.no.2 Model of determinant of facet of job satisfaction Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to understand what determines a persons satisfaction with any facet of job. According to this model actual outcome level plays a key role in a persons perception of what rewards he recieves. His perception influenced by his perception of what his referent others recieves. The higher outcome level of his referent other the lower his outcome level will appear. This model also focus on his perception on reward level.
3.2 AFFECT THEORY
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
3.3 DISPOSITIONAL THEORY Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general selfefficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out.Motivating factors include
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifactFurthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured]
3.5 JOB CHARACTERISTICS MODEL
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.
3.6 MODERN METHOD OF MEASURING JOB SATISFACTION In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large. SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION: 1. Management has a clear path for employees advancement
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION 1. I feel I can trust what my supervisor tells me 2. My supervisor treats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisors 5. I get enough support from the supervisor 6.Individual initiative is encouraged SATISFACTION WITH COMPENSATION LEVELS 1. Overall I am satisfied with the companys compensation package 2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear SATISFACTION WITH CAREER DEVELOPMENT 1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities DBAR, S.S.G.M.C.E, Shegaon. 33
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees. 3.7 RATING SCALE It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers. 3.8 CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes.
3.09 PERSONAL INTERVIEWS This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly. 3.10 ACTION TENDENCIES
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relatives status in the social & economic group with which he identifies himself. 4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty. Because human resource manager often serve as intermediaries between employees & management in conflct.they are concern with Job satisfaction or general job attitudes with the employees. Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision Other components that should be added to this five are individuals state of mind about the work itself and about the life in general .the individuals health, age, level of aspiration. Social status and political & social activities can all contribute to the Job satisfaction. A persons attitude toward his or her job may be positive or negative. 3.11 JOB ENLARGEMENT The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of DBAR, S.S.G.M.C.E, Shegaon.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement. Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do that is, add variety. When additional simple task are added to a job, the process is called horizontal job enlargement. This also presumably adds interest to the work and reduces monotony and boredom. To check harmful effects of specialization, the engineering factors involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be more lines and fewer workers on each line. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to organize the work. Such changes permit more social contacts and greater control over the work process. 3.12 JOB ROTATION Job rotation involves periodic assignments of an employee to completely different sets of job activities. One way to tackle work routine is to use the job rotation. When an activity is no longer challenging, the employee is rotated to another job, at the same level that has similar skill requirements. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency. 3.13 CHANGE OF PACE
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment. 3.14 SCHEDULED REST PERIODS Extensive research on the impact of rest periods indicates that they may increase both morale and productivity. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to- getting a break gives a sense of achievement. They provide opportunities for social contacts.
37
CHAPTER NO. 4 RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
4.1 INTRODUCTION
38
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art In short, the search for knowledge through objective and systematic method of finding solution to a problem is research.
4.2 DRAFTING QUESTIONNAIRE The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed DBAR, S.S.G.M.C.E, Shegaon. 39
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All questions are closed ended. 4.3SAMPLING It was divided into following parts: Sampling universe All the employees are the sampling universe for the research. Sampling technique Judgmental sampling Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size taken was 100 employees.
4.4 RESEARCH OBJECTIVES The research has been undertaken with following objectives. To study the level of job satisfaction among the employees of SEVA Automotive Pvt. Ltd. if any. To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
4.5 DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for
40
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur the study, the researcher should keep in mind two types of data viz. Primary and secondary data. Primary Data: The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through welldesigned and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.
4.6 RELEVANCE AND LIMITATIONS OF STUDY The study was thoughtful for knowing the existing job satisfaction level of the employees of SEVA Automotive private limited, Nagpur. Limitation for the study, the study was restricted to SEVA Automotive private limited, Nagpur only and other being the time as constraint. 4.7 CHAPTERISATION 1. Introduction 2. Research methodology 3. Organizational profile 4. Data presentation, analysis and interpretation 5. Conclusions and suggestions
41
CHAPTER NO. 5 ORGNIZATION PROFILE
42
ORGNIZATION PROFILE
SEVA AUTOMOTIVE PVT. LTD., NAGPUR
5.1 BACK GROUND AND HISTORY SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was played a major role in revolution brought about Maruti, specifically when Suzuki had launched
43
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Maruti800 in 1983, which was specifically designed for Indian roads. SEVA further expanded its horizons by setting up new facilities at MIDC Ambad in 1990. SEVA extended its root in Nanded in the year 1990, Nagpur in the year 1993 and then in Dhule in early 2004. SEVA strongly believe in providing a healthy & quality working environment, as only a satisfied internal work force can provide excellent services to the customer base. This is one of the reasons why thousands of esteem customers returning to SEVA. The unmatched performance and uncompromising attitudes in sales and after sales services leaves customer fully satisfied every time. The incomparable faith revealed by customer has made SEVA the king in Maruti car sales and services which earned SEVA the best dealer of Maruti, among the best 15 in India. SEVA Nagpur is also the best in city, which provides best of services and offers to the fun loving people of Nagpur. The chivalrous staff at SEVA is courteous and amiable. SEVA is serving Nagpur 15 years; it is the second name for precision and exclusivity.
5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR
TRUE VALUE
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Maruti true value, a special scheme launched for selling and buying used Maruti cars, which values the sellers car at the best price they are looking for and gives multifaceted benefits to the sellers. Maruti Suzuki certifies pre-owned cars and 3 free services are provided. The damaged parts are replaced and the car is furnished which gives as good as new look to the car. INSURANCE Another service which can be trusted blindly. Whether it is renewal of insurance or issuing fresh policy, it is at safe hands only at SEVA MARUTI, as hassle free insurance option are provided, costless repairs to make you more comfortable at rainy times. PAINT BOOTH In case of accidents, the car damages are by us, which makes the car as before. For the painting, latest computer paint-matching machine is used which gives perfect shades and results. FOREVER YOURS An offer of abiding relation, maintained only at SEVA MARUTI which provides extended warranty of additional one or two years. Loans for purchase of extended warranty policy are provided by SEVA.
5.3 WHY CUSTOMER PREFERS SEVA MARUTI? SEVA is best 15th car sales and services centre in India. It has satisfied work force.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur It provides best customer satisfaction service. SEVA is no. one in sales and customer satisfaction, thats why it got Customer Satisfaction Award 2005. It also awarded by Best Customer Care Award. It also got the TRUE VALUE AWARD. Its market share is 57%.
5.4 MARUTI SUZUKI TODAY
46
More than half the number of cars sold in India wears a Maruti Suzuki badge. They are a subsidiary of Suzuki motors, Japan. As India's largest passenger car company, account for over 50 per cent of the domestic car market. Maruti Suzuki have a sales network of 562 outlets in 372 towns and cities, and provide maintenance support to customers at 2538 workshops in over 1200 towns and cities (as on December 31,2007). Since inception, it have produced and sold over 6.75 million vehicles, including almost 500,000 units in Europe and other export markets. Company have been rated first in customer satisfaction for eight years in a row in J D Power's Surveys, and are India's Most Respected Automobile Company (As per survey conducted by Business world, a reputed Indian Magazine) Also, in an independent survey conducted by Forbes.Com where they rated top 200 reputed companies on various parameters such as reputation within the customer and employee fraternity, we stood 91st. In the automobile section we finished 7th.
5.5 WIDE RANGE OF CARS
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Maruti Suzuki offers 10 models ranging from people's car Maruti 800 to stylish hatchback Swift, SX4 sedan and luxury Sports Utility vehicle Grand Vitara
THE MARUTI DNA
Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to make a people's car for middle class India. Over the years, our product range has widened, ownership has changed hands and the customer has evolved. What remains unchanged, then and now, is our mission to motorize India. Our parent company, Suzuki Motor Corporation, has been a global leader in mini and compact cars for three decades. Suzuki's technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuelefficient. The same characteristics make our cars extremely relevant to Indian customers and Indian conditions. Product quality, safety and cost consciousness are embedded into our manufacturing process, which we have inherited from its parent company. Right from inception, Maruti brought to India, a very simple yet powerful Japanese philosophy 'smaller, fewer lighter, shorter and neater' From the Japanese work culture it imbibed simple practices like an open office, a common uniform and common canteen for everyone from the Managing Director to the workman, daily morning exercise, and quality circle teams.
From the Japanese work culture Maruti imbibed simple practices like an open office, a common uniform and common canteen for everyone from the CEO to the workman, daily morning exercise, and quality circle teams. DBAR, S.S.G.M.C.E, Shegaon. 48
CARS FOR A NEW INDIA As lifestyles change, we have tried to keep pace with the changing lifestyle of our customers by bringing models high on 'style and design quotient'. Some of our recent offerings like Swift, Zen Estilo (Spanish for Style) and SX4 have become popular choices because customers find them relevant.
BUILDING THROUGH PARTNERSHIPS Our business relies substantially on our partners. We depend on a national network of suppliers, sales outlets and workshops, managed by independent entrepreneurs, to manufacture car components and look after our customers. We are the "employer of choice" for automotive engineers and young managers from across the country. Nearly 75,000 people are employed directly by Maruti and our partners. Within the company, we strive always to keep the culture open and participative. Incorporated February 1981 Joint Venture Agreement October 1982 Equity Structure 54.2% Suzuki, Japan, balance with Other Financial Institution and Public 5.6 MARUTI SUZUKI & MOTOR SPORTS
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Be it a motor sport enthusiast, an amateur or a professional, Maruti Suzuki offers the thrill and joy of motor sport to all of them. The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For families, there are events like Women's Fun Drive and Treasure Hunt throughout the year, across cities. The Maruti Suzuki Autocross brings action for amateurs and professionals, together. But what makes the Maruti Suzuki motor sport calendar an attraction in India (and internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert Storm and Maruti Suzuki Monsoon Car Rally of Kerala.
MARUTI SUZUKI RAID-DE-HIMALAYA Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding motorsport rally. It is open to both, car and bike enthusiasts. Maruti Suzuki provides opportunity to professional as well as amateur motor sport lovers to participate in the Maruti Suzuki Raid Raid-de-Himalaya. The participants drive through some of the world's highest motor able roads and passes in the Himalayas like Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La & Khardung La, through the inhospitable terrains in the Lahual and Spiti valleys in the Ladakh region. Most of the drive is through boulders, snow capped peaks, gushing streams and at times, temperature below -20 degree Celsius. On an average, a participant covers a distance of 300 kms every day in this approximately 2000-kilometre and weeklong motoring event.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur Every year, more and more people are coming for the Maruti Suzuki Raid-de-Himalaya, many of them from abroad. In 2007, as many as 145 teams participated in car and bike categories. Raid de Himalaya is the only Indian motor sport event listed on the off-road rallies calendar of FIM (Federation International Motorcycles), Geneva, Switzerland. Only 12 international motoring events worldwide are listed in this calendar. The Maruti Suzuki Raid-de-Himalaya is held around October, just before the onset of winters in the Himalayan region. For Maruti Suzuki and our partner, the Himalayan Motor sport Association, organizing the Maruti Suzuki Raid-de-Himalaya means over six months of hard work and preparations. But the spirit of motoring enthusiasts and Maruti Suzuki's commitment to promote motor sport in India has kept it going - year after year. In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring thrill. MARUTI SUZUKI RALLY DESERT STORM The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the Cross Country Regulations of the FIA. Organized by the Delhi based Northern Motor sport Association, the Rally is inscribed on the Cross Country Calendar of the FIA and is sanctioned by the Motor sports Association of India and the Federation of Motor sports Clubs of India.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur The Rally is open for participation to all 4 & 2 wheeler vehicles conforming to the FIM and the FIA T1 & T2 regulations. The event consists of several cups and challenges, some of which are open to specific makes. The 2007 Rally Desert Storm will be flagged off from the National Stadium, New Delhi on the 15th February 2007 by the Hon. Chief Guest and Mr. Jagdish Khattar, the Managing Director of Maruti Udyog Ltd. Traversing a distance of over 2,500 kms over 4 days the rally covers the most scenic and picturesque parts of remote Rajasthan. The night halts are at Heritage properties at Bikaner, Jaisalmer, and Pushkar & Jaipur. The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party will follow the prize distribution ceremony. The event is growing in popularity and stature every year and is attracting the best drivers and teams from across India and in 2007 for the first time from the Asia Pacific region of the Far East and Australia. For 2007, entries in the PRO part of the event are strictly limited to 25 out of which 5 entries are reserved for the Armed Forces. The event also features a fun and navigation rally run concurrently with the main event. Entries in this NAV are open to all makes and models of 4 wheelers. The event has always run with the highest safety standards conforming with the international specifications of the International Automobile Federation (FIA) and enjoys a perfect safety record over the last four years. Two life-saving ambulances with trauma specialist medical teams accompany the event. Over 8 ambulances along the route will further supplement the safety effort. The rally will be monitored for its entire duration by over thirty radio-equipped cars. More than a hundred volunteers will ensure safe passages of the event, most of them are rally and motor sport veterans.
52
MARUTI SUZUKI AUTOCROSS The Maruti Suzuki Autocross is organized in major cities in the country. This motor sport event is designed to provide an experience of rallying in a controlled environment. Various driving stages during the event help the participant develop a sense of timing, judgment and also an ability to evaluate vehicle handling patterns at given speeds. All these skills are very critical for any motor sport enthusiast in case he or she desires to participate in a professional motor sport event. The Maruti Suzuki Autocross is open to both, professional and amateur motor sport enthusiasts.
53
CHAPTER NO. 6 DATA ANALYSIS AND INTERPRETATION
54
DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statically inferences. Tabulation is the part of technical procedure where in the classified data are put in the form of tables. After analyzing the data, the researcher should have to explain the findings on the basis of some theory. It is known as interpretation. The data has been collected from 100 employees of SEVA Automotive pvt ltd, Nagpur through questionnaire. The data thus collected was in the form of master table. That made possible counting of classified data easy. From the master table various summery tables were prepared. They have been presented along with their interpretation in this manner.
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6.1. Responses regarding whether the respondents are satisfied with the workplace of organization Table 6.1 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.1 No. Of respondents 31 49 12 5 3 Percentage 31 49 12 5 3
responses regarding whether respondents are satisfied with work place

60 50 40 30 20 10 0
d sa tis sl ig fie ht d ly sa tis fie d di ss st ro at ng is fie ly d di ss at is fie d sa tis fie
percentage
no. of respondents
st on
gl y
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place. 61% employees are satisfied with their workplace. It means over all 92% employees are satisfied and other 18% are not satisfied with the work place.
56
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.2. Responses regarding whether the respondents are satisfied with the infrastructure of organization Table 6.2
Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.2
No. Of respondents 50 20 10 16 4
Percentage 50 20 10 16 4
response regarding whether respondents are satisfied with infrastructure

60 50 percentage 40 30 20 10 0
d fie d d fie d f ie sa tis f ie t is sa tis t is is f ie d
no. of respondents
sa
at st ro ng ly
di ss
on g
st
sl
ig
Above table shows that 70% respondents are satisfied with infrastructure and 30% are dissatisfied with infrastructure of SEVA. It can be interpreted that 30% are not satisfied with infrastructure which not more in number.
ht
satisfaction level
di s
ly
ly
sa
57
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.3. Responses regarding whether the respondents are satisfied with the canteen facility provided by organization.
Table 6.3 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied
Strongly dissatisfied
No. Of respondents 56 17 16 9
3
Percentage 56 17 16 9
3
Graph 6.3
responses regarding whether the respondents are satisfied with canteen facility
60 50 percentage 40 30 20 10 0
fie d fie d d fie d t is f ie t is sa t is at is t is f ie d
no. of respondents
sa
sa
di ss st ro ng
gl y
ig ht
on
st
sl
satisfaction level
Above table shows that 88% employees are satisfied with the canteen facility provided by the organization. Only 12% employees are not satisfied with canteen facility.
ly
di s
ly
sa
58
6.4.Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities. Table 6.4 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 51 23 10 11 6 Percentage 51 23 10 11 6
Graph 6.4
responses regarding whether respondents are satisfied with implimentation of rules and responsibilities
60 percentage 50 40 30 20 10 0
d d d d fie fie fie ie tis tis tis is f is f ie d
no. of respondents
sa
sa
sa
at di ss st ro ng
gl y
ht
on
sl ig
st
satisfaction level
Above table shows that 84% employees are satisfied with implementation of rules and responsibilities. And 16% of respondents are not seems to be satisfied with the implementing rules and responsibilities.
ly
di ss
ly
at
59
6.5. Responses regarding whether the respondents are satisfied with the freedom given at work. Table 6.5 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.5 No. Of respondents 30 36 14 16 4 Percentage 30 36 14 16 4
responses regarding respondents are satisfied with the freedom at work

40 35 30 25 20 15 10 5 0
sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie d sa tis fie d
percentage
no. of respondents
st on gl y
Above table shows that 80% respondents are happy with the freedom at work given by management but only 20% of respondents are not satisfied with freedom given at wrk place.
sl igh tly
satisfaction level
60
6.6. Responses regarding whether the respondents are satisfied with the team spirit in organization Table 6.6 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 52 21 7 16 4 Percentage 52 21 7 16 4
Graph 6.6
responses whether respondents are satisfied with equal treatment to all

60 50 percentage 40 30 20 10 0
d sa tis sl fie ig ht d ly sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie
no. of respondents
st on
gl y
satisfaction level
Above table shows that 80% employees are satisfied with team sprit built in organization and other employees are not satisfied with team spirit in the organization.
61
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.7 Responses regarding whether the respondents are satisfied with convenient working hours
Table 6.7 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.7 No. Of respondents 20 41 11 23 5 Percentage 20 41 11 23 5
responses whether respondents are satisfied with convinient working hours

45 40 35 30 25 20 15 10 5 0
d d d d fie fie fie ie tis tis tis is f is f ie d
percentage
no. of respondents
sa
sa
sa
at di ss st ro ng
gl y
ht
on
sl ig
st
satisfaction level
Above table shows that 20% employees strongly feels that the working hours decided by organization are most convenient for them. Other 52% employees are satisfied with these working hours. And only 28% employees are not much satisfied with the working hours.
ly
di ss
ly
at
62
6.8 Responses regarding whether the respondents are satisfied with Job security Table 6.8 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 13 18 11 12 46 Percentage 13 18 11 12 46
Graph 6.8
responces whether respondents are satisfied with job security

50 45 40 35 30 25 20 15 10 5 0
sa tis fie d dis sa st ro tis ng fie ly d di ss at is fie d sa tis fie d sa tis fie d
percentage
no. of respondents
st on gl y
satisfaction level
Above table shows that only 31 % employees are satisfied with the job security. And remaining 69% of employees are not satisfied with the job security provided by the organization.
sl igh tly
63
6.9 Responses regarding whether the respondents are satisfied with the targets achievable Table 6.9 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.9 No. Of respondents 64 21 11 4 0 Percentage 64 21 11 4 0
responses whether respondents are satisfied with the targets achievable

70 60 percentage 50 40 30 20 10 0
sa tis fie ht d ly sa tis fie d di ss st ro at ng is fie ly d di ss at is fie d sa tis fie d
no. of respondents
st on gl
satisfaction level
Above table shows that 96% employees are strongly in favor that the targets given are achievable and only 4% are not feels that the targets given are achievable.
sl ig
64
6.10 Responses regarding whether the respondents are satisfied with the targets achievable Table 6.10 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 9 22 4 20 45 Percentage 9 22 4 20 45
Graph 6.10
responses hether respondents are satisfied with payments as per their roles and responsibility
50 45 40 35 30 25 20 15 10 5 0
fie fie fie ie tis tis tis is f is f ie d d d d d
percentage
no. of respondents
sa
sa
sa
at
gl y
ht
di ss
on
sl ig
st
satisfaction level
st
ro
ng
ly
di ss
ly
at
v Above table shows that only 35% employees are satisfied with the payment as per their roles and responsibility and remaining 65% are not satisfied with the payment according to their roles and responsibilities. DBAR, S.S.G.M.C.E, Shegaon. 65
6.11. Responses regarding whether the respondents are satisfied with the opportunities of promotions Table 6.11 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 8 14 6 26 46 Percentage 8 14 6 26 46
Graph 6.11
responses whether respondents are satisfied with opportunities of promotion

50 45 40 35 30 25 20 15 10 5 0
sa tis fie d sa tis sl fie ig ht d ly sa tis fie d di st ss ro at ng is fie ly d di ss at is fi e d
percentage
no. of respondents
st on gl y
satisfaction level
Only 22% of the employees are satisfied with the opportunities of promotions given by organization. And most of the employees nearly 78% are not satisfied with opportunities of promotions. DBAR, S.S.G.M.C.E, Shegaon. 66
6.12. Responses regarding whether the respondents are satisfied with the payment of salary on time Table 6.12 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 44 16 4 32 4 Percentage 44 16 4 32 4
Graph 6.12
responses whether the employees are satisfied with the payment of salary on time
50 45 40 35 30 25 20 15 10 5 0
sa isf sli ied gh tly sa tis fie d di ss st ro at is ng fie ly d dis sa tis fie d sa tis fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that 60% of employees are satisfied with the payment of salaries on time. Only 40% of the employees are not much satisfied with the payment of salaries on time.
67
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.13. Responses regarding whether the respondents are satisfied with the quality of formal training and induction program Table 6.13 Satisfaction level No. Of respondents Strongly satisfied 42 Satisfied 36 Slightly satisfied 4 Dissatisfied 14 Strongly dissatisfied 4 Percentage 42 36 4 14 4
Graph 6.13
responses regarding whether the respondents are satisfied with the quality of training and induction program
45 40 35 30 25 20 15 10 5 0
sa tis fie d Sa Sl tis ig fie ht d ly sa tis fie d Di St ss ro at ng is fie ly d dis sa tis fie d
percantage
No. Of respondents
St ro ng ly
satisfaction level
From the above table it shows that 76% of the respondents are satisfied with the quality of training and induction program and only
68
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.14. Responses regarding whether the respondents are satisfied with the quality of in-house training Table 6.14 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 51 19 6 20 4 Percentage 51 19 6 20 4
Graph 6.14
responses regarding whether the respondents are satisfied with quality of in house training
60 50 percentage 40 30 20 10 0
sa isf sli ied gh tly sa tis fie d di ss st ro at is ng fie ly d dis sa tis fie d sa tis fie d
no. of respondents
st ro ng ly
satisfaction level
Above table shows that 86% of the respondents are satisfied with in house training held by the management. And only 24% of respondents are not satisfied with the quality of in house training.
69
Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.15. Responses regarding whether the respondents are satisfied with the period of training Table 6.15
Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.15
No. Of respondents 12 23 18 20 17
Percentage 12 23 18 20 17
responses regarding whether the respondents are satisfied with period of training
25 percentage 20 15 10 5 0
sa tis fie d sa sli isf gh ied tly sa tis fie dis d st ro sa ng tis ly fie dis d sa tis fie d
no. of respondents
st ro ng ly
satisfaction level
Above table shows that 12% are strongly satisfied with the training program 41% of respondents are satisfied with the period of training but 37% of respondents are not satisfied with the period of training.
70
6.16 Responses regarding whether the respondents are satisfied with the proper and proactive HR division
Table 6.16 Satisfaction Level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.16 No. Of Respondents 72 18 2 6 2 Percentage 72 18 2 6 2
responses regarding whether the respondents are satisfied with the proper and proactive HR division
80 70 60 50 40 30 20 10 0
sa sli isf gh ied tly sa tis fie d di ss st ro at is ng fie ly d dis sa tis fie d sa tis fie d
percentage
no. of respondents
st ro ng ly
satisfaion level
Above table shows that 92% of the respondents are satisfied with the HR division Only 8% of the respondents are not satisfied with the proactive and proper HR division, which is very negligible in number.
71
6.17 Responses regarding whether the respondents are satisfied with the performance appraisal system
Table 6.17 Satisfaction level

Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied
No. Of respondents
62 28 4 4 2
Percentage
62 28 4 4 2
Graph 6.17
responses regarding whether the respondents are satiosfied with the performance ap[praisal system
70 60 50 40 30 20 10 0
sa is fie d sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie d
percentage
no. of respondents
st ro ng ly
Above table shows that 90% respondents are satisfied with the performance appraisal system and only 10% of the respondents are not much satisfied with the performance appraisal system implemented in organization.
sli gh tly
satisfaction level
72
6.18 Responses regarding whether the respondents are satisfied with the performance appraisal system
Table 6.18 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied Graph 6.18 No. Of Respondents 69 19 6 4 2 Percentage 69 19 6 4 2
responses regarding whether the respondents are satisfied with the office events and parties
80 70 60 50 40 30 20 10 0
sa sli isf gh ie d tly sa tis fie d di ss st ro at ng is fie ly d dis sa tis fie d sa tis fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that the 69% of respondents are strongly satisfied with the office events and parties organized by the organization. 25% of respondents are satisfied with these events and only 6% of respondents are not satisfied with the events organized by the management
73
6.19 Responses regarding whether the respondents are satisfied with the celebration of employees birthday
Table 6.19 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied No. Of Respondents 82 16 2 0 0 Percentage 82 16 2 0 0
Graph 6.19
responses regarding whether the respondents are satisfied with the employees birthdays remembered & celebrated
90 80 70 60 50 40 30 20 10 0
sa tis fie d sa sli isf gh ied tly sa tis fie d dis st sa ro tis ng fie ly d di ss at is fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that nearly all the respondents are satisfied with the employees birthday remembered and celebrated in the organization. No one seems to be dissatisfied with the celebration of the employees birthdays.
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6.20 Responses regarding whether the respondents are satisfied with forum for faceto-face communication
responses regarding whether the respondents are satisfied with the forum for face to face communication
40 35 30 25 20 15 10 5 0
sa tis fie d sa sli is gh fie tly d sa tis fie d di st ss ro at ng is ly fie di d ss at is fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that only 40% of the respondents are satisfied with the forum for faceto-face communication and remaining all the 60% of the respondents are not satisfied with the forum for face-to-face communication.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.21 Responses regarding whether the respondents are satisfied with encouragement to employees suggestions
Table 6.21 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied No. Of Respondents 8 32 19 25 26 Percentage 8 32 19 25 26
Graph 6.21
responses regarding whether the respondents are satisfied with the encouragement to employees suggestions 35 30 25 20 15 10 5 0
sa tis fie d sa sl is ig fie ht d ly sa tis fie d di st ss ro at ng is fie ly d di ss at is fie d
percentage
no. of respondents
st ro ng
ly
satisfaction level
Above table shows that the overall 59% of the respondents are satisfied with the encouragement given to the employees suggestions in management decision making and remaining 41% of the respondents are not much satisfied with the encouragement given to the suggestions of the employees.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.22 Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions
responses regarding whether the respondents are satisfied with the positive acceptance of employees suggestions
50 45 40 35 30 25 20 15 10 5 0
sa sli isf gh ied tly sa tis fie d di ss st ro at is ng fie ly d di ss at is fie d sa tis fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive acceptance of the suggestions given by the respondents but most of the respondents 70% are dissatisfied with this point.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur 6.23 Responses regarding whether the respondents are satisfied with management keeps promises
responses regarding whether the respondents are satisfied with the management keeps promises
80 70 60 50 40 30 20 10 0
sa tis fie d sa sli is gh fie tly d sa tis fie d di st ss ro at ng is ly fie dis d sa tis fie d
percentage
no. of respondents
st ro ng ly
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps promises and only 10% of the respondents are dissatisfied with the thing that the management keeps promises.
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CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation of the primary data regarding the job satisfaction of the employees of SEVA Automotive private limited, Nagpur. From the analysis and interpretation, it is concluded that most of the employees are satisfied with the workplace and only few employees are not satisfied with the workplace, which are negligible in number. And similarly in case of infrastructure most of the employees are satisfied and very small number of employees are not happy with the infrastructure of SEVA and the canteen facilities. It means the workplace and infra structure of SEVA is good or satisfactory. It is concluded that near about all the employees are satisfied with implementation of rules and responsibilities. And only some of them are not seems to be satisfied with the implementing rules and responsibilities. Therefore it shows that implementation of rule and responsibility is done fairly. From the study it is clear that the higher percentage of employees are happy with the freedom at work given by management but only some of them are not feeling satisfied with the freedom given at work place. According to analysis and interpretation, most of the employees are satisfied with the team spirit built in organization and only few are not happy with team spirit in the organization. From this it seems that the team spirit in the organization is strong. This study shows that only few employees strongly feel that the working hours decided by organization are most convenient for them. Other is not in favor with these working hours. So it is clear that the management kept the main consideration about working conditions and the hours, which satisfies the employees.
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur The study shows that very small numbers of employees are satisfied with the job security. And remaining most of the employees are not satisfied with the job security provided by the organization. Hence from this analysis it is cleared that there is feeling of fear of job loss in the employees of SEVA. An analysis shows that employees are strongly in favor that the targets given are achievable and only are not feels that the targets given are achievable. Hence the targets set by management are achievable. From the analysis it is concluded that very small number of employees are satisfied with the payment as per their roles and responsibility and remaining all are not satisfied with the payment according to their roles and responsibilities. Hence from this analysis it can be cleared that payment according to roles and responsibilities are not much satisfied. Only little number of the employees is satisfied with the opportunities of promotions given by organization. It shows that the employees do not have any growth of opportunities. Analysis shows that the payment of salary is made always on time. From the analysis and interpretation it is clear that very large number of the respondents are satisfied with the quality of training and induction program and in house training held by the management. And few are not satisfied with the quality of in house training. But the period of training is not satisfactory to the employees. From the analysis it is clear that HR division is most satisfactory to all employees only few are not satisfied with the HR division in the company. In case of performance appraisal system and the office events and parties organized by the organization near about all the employees are satisfied. The birthdays of all the employees are remembered and celebrated in the organization.
It is concluded that the employees are not much satisfied with the forum for faceto-face communication. From the analysis it is clear that half of the employees are satisfied and other half are not satisfied with the encouragement given to the suggestions of the employees. But only few thinks that there is positive
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur acceptance of the suggestions given by the employees. From the analysis it is clear that management keeps all the promises.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given as under: In case of working hours decided by the organization are not convenient for the employees of SEVA Automotive Private Limited, Nagpur. The working hours are 10 hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours. The criteria for Job security is not much satisfactory so management have concentrate on job security of employees so that they can work without fear of job loss in the organization. Opportunities of growth of employees are very less so that there can be employee turnover hence management has to give emphasis on increasing the promotion opportunities for according to the performance of employees. From analysis we concluded that the period of in house training is very short that is of only 3 days, which is not sufficient to get complete knowledge about the work. Hence the training period should extend up to 5 days. As there is an active participation of employees in decision making but rarely the suggestions given by them are drawn in action. Hence the confidence of employees gets demotivated. So to motivate the employees management can take into consideration some proper suggestions given by the employees. It will help to increase the motivation and ultimately the Job satisfaction of the employees of SEVA Automotive Private Limited, Nagpur.
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BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley Students Edition. Luthans Fred Organizational Behavior, McGraw Hill 7th Edition. Newstrom John W., Davis Keith, Organizational Behavior Human Resource At Work, 9th Edition, Tata McGraw Hill Edition. Pestonjee D. M. Motivation and Job Satisfaction, 1st Edition. Macmillan India Limited.
Websites: www.hrcouncil.com www.workforce.com www.google.com
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Job satisfaction: A Case study of SEVA Automotive Private Limited, Nagpur

DBAR, S.S.G.M.C.E, Shegaon.

DBAR, S.S.G.M.C.E, Shegaon.