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. In short job satisfaction is a 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:
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

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
J OB SATISFACTION

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

Job satisfaction is general attitude, which is the result of many specific

attitudes in three areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person
hold towards the job, towards the related factors and towards the life in
general.
Glimmer
Job satisfaction is defined as any contribution, psychological, physical,
and environmental circumstances that cause a person truthfully say, I
am satisfied with my job.
Job satisfaction is defined, as employees judgment of how well his job
on a whole is satisfying his various needs Mr. Smith
Job satisfaction 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

Job satisfaction

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.
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.

Job satisfaction

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.

Job satisfaction

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
organizational, citizenship, Absenteeism, Turnover.
Job

satisfaction

can

partially

mediate

the

relationship

of

personality variables and deviant work behavior.

Common research finding is that job satisfaction is correlated
with life style.
This correlation is reciprocal meaning the people who are
satisfied with the life tends to be satisfied with their jobs and the
people who are satisfied their jobs tends to satisfied with their
life.
This is vital piece of information that is job satisfaction and job
performance is directly related to one another. Thus it can be said
that, A happy worker is a productive worker.
It gives clear evidence that dissatisfied employees skip work
more often and more like to resign and satisfied worker likely to
work longer with the organization.

Job satisfaction

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal

satisfaction, self-respect, 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.
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.

Job satisfaction

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.
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.

Job satisfaction

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:
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

Job satisfaction

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
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

Job satisfaction

10

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.
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.

Job satisfaction

11

J
o
b
s
a
t
i
s
f
a
c
t
i
n

Hi gh

l ow

A
low

Hi gh

Rate of turn over and

absences
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.
Job satisfaction

12

3.TRAINING COST INCREASES

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.

Job satisfaction

13

However, the main influences can be summerised along with the

dimentions identified above.
The work itself
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?

Job satisfaction

14

Many managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words, if management could keep
the entire workers happy, good performance would automatically
fallow. There are two propositions concerning the satisfaction
performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the
cause of performance. This proposition says that efforts in a job
leads to rewards, which results in a certain level of satisfaction .in
another

proposition,

both

satisfaction

and

performance

are

considered to be functions of rewards.

Various research studies indicate that to a certain extent job
satisfaction

affects

employee

turn

over,

and

consequently

organization can gain from lower turn over in terms of lower hiring
and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeism. When job satisfaction is
high there would be low absenteeism, but when job satisfaction is
low, it is more likely to lead a high absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
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.

Job satisfaction

15

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 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.

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 J OB SATISFACTION

Job satisfaction

16

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)
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

Job satisfaction

17

Fig.no.2Modelofdeterminantoffacetofjobsatisfaction
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
person s 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.

Job satisfaction

18

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 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.
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

Job satisfaction

19

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 self-efficacy (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
Job satisfaction

20

carried

out.Motivating

factors

include

aspects

of

the

working

environment such as pay, company policies, supervisory practices, and

other working conditions.
While Hertzberg's model has stimulated much research, researchers
have been unable to reliably empirically prove the model, with
Hackman & Oldham suggesting that Hertzberg's original formulation of
the model may have been a methodological artifactFurthermore, the
theory does not 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

Job satisfaction

21

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

meaningfulness,

three

critical

experienced

psychological

states

responsibility

for

(experienced

outcomes,

and

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

Job satisfaction

22

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
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

Job satisfaction

23

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
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.

Job satisfaction

24

3.9 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

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
concern

&

management

in

conflct.theyare

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.

Job satisfaction

25

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
individual s 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 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
Job satisfaction

26

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

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.

Job satisfaction

27

CHAPTER NO. 4
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of
collecting and recording the facts in the form of numerical data
relevant to the formulated problem and arriving at certain conclusions
over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the
research process followed by the collection, recording, tabulation and
analysis and drawing the conclusions. The problem formulation starts
with defining the problem or number of problems in the functional area.
To detect the functional area and locate the exact problem is most
important part of any research as the whole research is based on the
problem.
According to Clifford Woody research comprises defining and redefining
problems, formulating hypothesis or suggested solutions: collecting,
organizing and evaluating data: making deductions and reaching
conclusions: and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts
or symbols for the purpose of generalizing to extend, correct or verify

Job satisfaction

28

knowledge, whether that knowledge aids in construction of theory or in

the practice of an art
In
objective

short, the

search

for

knowledge through

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 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.

Job satisfaction

29

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 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

well-designed

and

structured

questionnaires based on the objectives.

Secondary Data:

Job satisfaction

30

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

ORGNI ZATION PROFIL

E
SEVA
PVT.

AUTOMOTIVE
LTD.,
NAGPUR

CHAPTER NO. 5
JJob
ob satisfaction
sati sfacti on

ORGNIZATION PROFILE

31

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 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.

Job satisfaction

32

5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

TRUE VALUE
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.

Job satisfaction

33

5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

SEVA is best 15th car sales and services centre in India.
It has satisfied work force.
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%.

Job satisfaction

34

5.4 MARUTI SUZUKI TODAY

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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35

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 fuel-efficient. 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.

Job satisfaction

36

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.

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

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37

Equity Structure
54.2% Suzuki, Japan, balance with Other Financial Institution and Public
5.6 MARUTI SUZUKI & MOTOR SPORTS
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
Job satisfaction

38

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 week-long motoring event.

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 offroad 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

Job satisfaction

39

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.

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

Job satisfaction

40

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.

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.

Job satisfaction

41

CHAPTER NO. 6
Job satisfaction

DATA ANALYSIS AND

INTERPRETATION
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.

Job satisfaction

42

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

Percentage
31
49
12
5

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.

Job satisfaction

43

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

Above

table

shows

No. Of respondents
50
20
10
16
4

that

70%

respondents

Percentage
50
20
10
16
4

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.
6.3.

Responses

regarding
whether

the

respondents are
satisfied
the

with
canteen

facility provided
by organization.

Table 6.3
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied

No. Of respondents
56
17
16
9
Job satisfaction

Percentage
56
17
16
9
44

Strongly dissatisfied

Graph 6.3

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.
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
Graph 6.4

No. Of respondents
51
23
10
11
6

Job satisfaction

Percentage
51
23
10
11
6

45

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.
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

Job satisfaction

Percentage
30
36
14
16
4

46

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.

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
Graph 6.6

No. Of respondents
52
21
7
16
4

Job satisfaction

Percentage
52
21
7
16
4

47

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.
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

Job satisfaction

Percentage
20
41
11
23
5

48

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.
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
Graph 6.8

No. Of respondents
13
18
11
12
46

Job satisfaction

Percentage
13
18
11
12
46

49

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.

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

Job satisfaction

Percentage
64
21
11
4
0

50

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.

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
Graph 6.10

No. Of respondents
9
22
4
20
45

Job satisfaction

Percentage
9
22
4
20
45

51

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.

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
Graph 6.11

No. Of respondents
8
14
6
26
46

Job satisfaction

Percentage
8
14
6
26
46

52

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.

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
Graph 6.12

No. Of respondents
44
16
4
32
4

Job satisfaction

Percentage
44
16
4
32
4

53

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.
6.13. Responses regarding whether the respondents are satisfied
with the quality of formal training and induction program
Table 6.13
Satisfaction
level
Strongly
satisfied
Satisfied
Slightly
satisfied
Dissatisfied
Strongly
dissatisfied
Graph 6.13

No. Of
respondents

Percentage

42
36
4

42
36
4

14

14

Job satisfaction

54

From the above table it shows that 76% of the respondents are
satisfied with the quality of training and induction program and only

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
Graph 6.14

No. Of respondents
51
19
6
20
4

Job satisfaction

Percentage
51
19
6
20
4

55

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.

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

Job satisfaction

Percentage
12
23
18
20
17

56

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.

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

Job satisfaction

Percentage
72
18
2
6
2

57

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.
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

Percentage

62
28
4
4
2

62
28
4
4
2

Graph 6.17

Job satisfaction

58

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.

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

Job satisfaction

Percentage
69
19
6
4
2

59

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

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
Graph 6.19

No. Of Respondents
82
16
2
0
0

Job satisfaction

Percentage
82
16
2
0
0

60

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.

6.20. Responses regarding whether the respondents are satisfied

with forum for face-to-face communication

Table 6.20
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 6.20

No. Of Respondents
18
22
9
37
14

Job satisfaction

Percentage
18
22
9
37
14

61

Above table shows that only 40% of the respondents are satisfied with
the forum for face-to-face communication and remaining all the 60% of
the respondents are not satisfied with the forum for face-to-face
communication.

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
Graph 6.21

No. Of Respondents
8
32
19
25
26

Job satisfaction

Percentage
8
32
19
25
26

62

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.
6.22. Responses regarding whether the respondents are satisfied
with positive acceptance of employees suggestions

Table 6.22
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 6.22

No. Of Respondents
4
22
4
45
25

Job satisfaction

Percentage
4
22
4
45
25

63

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.

6.23. Responses regarding whether the respondents are satisfied

with management keeps promises

Table 6.23
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 6.23

No. Of Respondents
76
14
4
6
0

Job satisfaction

Percentage
76
14
4
6
0

64

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.

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
Job satisfaction

65

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.
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
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66

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 face-to-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 acceptance

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67

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

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68

will help to increase the motivation and ultimately the Job

satisfaction of the employees of SEVA Automotive Private Limited,
Nagpur.

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69