PRINCIPLES OF MANAGEMENT

TERM REPORT

FACTORS INFLUENCING JOB

SATISFACTION AT
TOYOTA MOTOR COMPANY

Muhammad Usman Nadeem (14059)

Rida Ishaq Shaikh (14448)
Ramsha Yaqoob (14085)
Sehrish Mohsin (14113)
Muhammad Ahsan Nadeem (14063)

Principles of Management
3rd Slot
Mirza Sardar Hussain
 GROUP MEMBERS

Muhammad Usman Nadeem

BBA-II
ERP: 14059
Contact: +92 3233306440
musmannadeem@khi.iba.edu.pk

Rida Ishaq Shaikh

BBA-II
ERP: 14448
Contact: +92 3362295670
rishaqshaikh@khi.iba.edu.pk

Ramsha Yaqoob
BBA-II
ERP: 14085
Contact: +92 3352897727
ramsha.yaqoob@khi.iba.edu.pk

Sehrish Mohsin
BBA-II
ERP: 14113
Contact: +92 3242277805
sehrish.mohsin@khi.iba.edu.pk

Muhammad Ahsan Nadeem

BBA-II
ERP: 14063
Contact: +92 3222143985
ahsan.nadeem@khi.iba.edu.pk

pg. 2
 TABLE OF CONTENTS

TEAM MEMBERS ACKNOWLEDGEMENT................................................................................................. 4

LITERATURE REVIEW ............................................................................................................................... 5
LETTER OF TRANSMITTAL ....................................................................................................................... 7
INTRODUCTION ....................................................................................................................................... 8
CORE VALUES OF TOYOTA MOTOR COMPANY ....................................................................................... 9
PURPOSE OF THE STUDY ....................................................................................................................... 10
RESEARCH METHODOLOGY .................................................................................................................. 10
FACTORS INFLUENCING JOB SATISFACTION ......................................................................................... 11
EMPLOYEE EMPOWERMENT ............................................................................................................ 12
FRINGE BENEFITS .............................................................................................................................. 13
WORKING ENVIRONMENT ................................................................................................................ 14
OPPORTUNITY FOR ADVANCEMENT................................................................................................. 15
COMMUNICATION WITH TOP MANAGEMENT ................................................................................. 17
JOB SECURITY .................................................................................................................................... 18
WORK LIFE BALANCE......................................................................................................................... 20
ORGANIZATIONAL CULTURE ............................................................................................................. 21
WORKLOAD AND STRESS LEVEL ........................................................................................................ 22
LEARNING AND TRAINING PROGRAMS ............................................................................................ 23
RESULT ANALYSIS .................................................................................................................................. 25
LIMITATIONS OF THE STUDY ................................................................................................................. 27
RECOMMENDATIONS ........................................................................................................................... 27
CONCLUSION......................................................................................................................................... 29
APPENDIX .............................................................................................................................................. 30
QUESTIONNAIRE ............................................................................................................................... 30
BIBLIOGRAPHY ...................................................................................................................................... 32

pg. 3
 TEAM MEMBERS ACKNOWLEDGEMENT

For the successful compilation of this report, we have divided the task among group

members. The complete report includes secondary (websites, articles, performance reports)

and primary (survey) data. Below is the detailed task division among team members

NAME ERP PROGRAM TASKS

Compilation of term
Muhammad Usman Nadeem 14059 BBA
report, Articles
Questionnaire design,
Rida Ishaq Shaikh 14448 BBA
Analysis of results

Ramsha Yaqoob 14085 BBA Survey, Graphs

Articles, Online
Sehrish Mohsin 14113 BBA
research

Review of term report,

Muhammad Ahsan Nadeem 14063 BBA
PowerPoint presentation

We would like to thank the staff at Toyota Motor Company (Indus Motors) for giving us their

responses on the factors which affect their job satisfaction levels. They provided us with a

deep insight and also enlightened the key areas of concern through relevant components of

job satisfaction.

We would specially like to thank Mr. Islamuddin Zafar, General Manager, Administration

department, for taking out time from his busy schedule and providing us the details on Toyota

Motor Company’s policies and administration techniques.

pg. 4
 LITERATURE REVIEW

We chose Indus Motor Company Limited (Toyota) to research for our Principles of

Management term report. We were given the objective of measuring how much a real

organization reflects the application of principles of management theories and principles.

Being a well established company, established since 1937 with major innovative alterations

over its life, Toyota Motor Company is the world’s third largest automobile manufacturer.

Toyota Company embraces employee empowerment and consistently outperforms their

competitors. It conducts an anonymous employee satisfaction survey every two years and it

aims to enable its employees to exercise their abilities to think, be creative and utilize their

strengths to the maximum extent possible. Today, Toyota is one of the fastest growing

organizations globally and the root cause is the wide range of approaches used by the

company to increase employee satisfaction and displaying sophistication in dealing with its

corporate social responsibilities.

To begin with our research we focused primarily on bottom level employees. We interviewed

the administration department manager at Indus Motor Company, rooting out the primary

information relating to organizational practices comprising the major ideology of its customs

and corporate governance. It was nearly impossible to overlook the persistent stress of the

administration department and the staff adherence to generally accepted ethical and moral

codes to secure the rights of all entities involved whether they be employees, clients or the

government.

Our most valued technique that helped construct this term report was a questionnaire targeted

towards lower level management which majorly regarded the claims of the Administration

manager to be correct. It further instilled our research with minor yet indispensable details

which we would not have been able to perceive due to the nature of the organization.

pg. 5
Toyota’s propensity towards teamwork and the establishment of an ideal work-life balance

was the major factor of the company’s success. Before concluding the report of our detailed

research, we highlighted implementation of several management principles including

employee motivation and workforce diversity.

pg. 6
 LETTER OF TRANSMITTAL
6th May, 2016

Mirza Sardar Hussain, Faculty Member

Institute of Business Administration, Karachi

Respected Sir:

We would be very pleased to hand in our term report on 9th May for this course of Principles

of Management, with you as our course instructor. The topic of this report is “Factors

influencing job satisfaction at Toyota Motor Company”. The report explains how Toyota

incorporates the management theories we have learned, for a more capable and efficient work

environment. The company makes sure that all employees are fully aware of the

organizations goals and are inclined to remain committed to their work. The precise division

of teams and the quality of coordination and communication between teams as well as the

motivating factors all invariably affect the company’s performance and progress.

It is the goal of this report to emphasize how organizations strive towards one goal with each

division working optimally to create one entity as a whole. The report will inform the reader

about how organizations can aim for flourishment with the aid of a motivated workforce.

We thank you for granting us this chance of broadening the perceptions of our management

concepts.

Sincerely yours,

Muhammad Usman Nadeem, Rida Ishaq Shaikh, Ramsha Yaqoob, Sehrish Mohsin &

Muhammad Ahsan Nadeem

pg. 7
 INTRODUCTION

To begin with, Toyota motor company is a Japanese multinational automotive manufacturer

originally based in Aichi, Japan. Toyota consisted of 364,445 employee workforces

worldwide, and it has been the fifth-largest company on Earth by revenue, as of 2016. It has

also been the world’s biggest automotive manufacturer since the same year. It also has the

honor of being the world’s first automobile manufacturer to mass produce more than a total

of 10 million vehicles annually which it has been doing so since 2012

Toyota is an internationally renowned company known for their premium range of cars. The

company is both thriving and expanding quickly having factories, business operations and

most of all loyal customers all around the world. Their recent addition of Hybrid technology

has given the company a new reason to be proud of and their sales are improving with every

passing year

It can be easily observed that Toyota is doing quite well for itself in the global market,

working at their optimum level of success. The company ranks first by number of cars sold

pg. 8
worldwide, and due to this enjoys the privilege of being the number one automobile industry

on the planet. It is always incorporating innovation in its products and this has aided it to

maintain its exalted position worldwide

Toyota Company has identified human capital as one of its most valuable resources

contributing to the achievement of this goal. It is therefore imperative that the organization

retain staff members through focusing on the influences of job satisfaction

CORE VALUES OF TOYOTA MOTOR COMPANY

World class
production
quality

Achieving the
Inculcating
ultimate goal
ethical and
of complete
honest
customer
practices
Core satisfaction

Values

Fostering the Being seen as

spirit of the best
teamwork employer

pg. 9
 PURPOSE OF THE STUDY

This excursion shall aid the Human resource department by highlighting primary areas of

concern adhering to job satisfaction via advice derived from successfully employed research

methods that would aid Toyota. The senior management of Toyota will be informed about the

major areas of concern, and this information would be precious for their future decision-

making.

RESEARCH METHODOLOGY

This instability, along with market dynamics results in organizations being faced with the

problem of high staff turnover which affects the efficiency of business operations. As human

capital has been identified as one of businesses most valuable assets, it is imperative for

organizations to focus on job satisfaction and staff retention.

Therefore, the aim of the study is to investigate factors influencing job satisfaction at Toyota

Motor Company. This study was conducted by randomly selecting respondents from

departmental communication distribution lists to form a sample. Only the employee numbers

were looked upon. It was made sure that random sampling is employed so the probability of

each employee being selected is the same.

The higher response rate was made possible by the use of follow-ups as reminders to the

employees to successfully answer their questionnaires. Quantitative research methods

included the questionnaire where the employees were to focus at answering the 'what'

questions of the research. Based on the principles of quantitative research, the primary

research method used of the study is the questionnaire used.

Efforts were made to ensure that the questionnaire was easy to understand and answer for the

respondents

pg. 10
 FACTORS INFLUENCING JOB SATISFACTION

Regardless of whether the focus is long term or just the day to day basis, Toyota’s major aim

is to produce a work environment that consists of both ethics and excellence. And this is

achieved by strengthening relationships. Employees work whole heartedly and are always

motivated by the idea of achieving their milestones, whether individual or that of the

organization. It is the construction and maintenance of this outstanding teamwork that makes

them one of the most outstanding companies year after year. Toyota aims to provide value

and that is why it believes in providing a career with potential and not what we call a ‘job’.

Its performance is achieved by combining the goals of its individuals to their business aims,

producing development initiatives. Talent is not just recognized but appraised on an

individual level

There is a list of factors which we identified, through this research, at Indus Motor Company

(Toyota) influencing job satisfaction levels among the employees

 Employee Empowerment

 Fringe Benefits

 Working Environment

 Opportunity for advancement

 Communication with top management

 Job Security

 Work-Life Balance

 Organizational Culture

 Workload and Stress level

 Learning and Training programs

pg. 11
EMPLOYEE EMPOWERMENT

Employee empowerment is the ultimate tool that grants employees complete

independence and responsibility on both their work and their decisions, to be able to work

without supervision. The effects of this become visible in the long term and significant

attention and investment is done by the leaders of the organization to make this possible.

According to the questionnaire which was passed out to the employees working in the

organization, there was a question which said, “Should a company involve employees in

decision making?”

According to the results, 43% of the employees answered that they strongly agree that the

company should involve employees in the decision-making process, 29% agreed to it,

17% of the employees had strongly disagreed to what the question asked while the rest of

the 11% did not agree that the company should give the employees the right to be

involved in the decision-making process.

The reasons why there was a lot of agreement to employee empowerment included

greater job satisfaction and motivation, reduced supervisory requirements and increases in

innovation and creativity. All of this contributes to an overall increase in the performance

of an organization, which is the same thing that happened at Indus Motor Company

(Toyota).

On the other hand, the reasons why some of the employees did not agree to have

employee empowerment within the organization is because of its disadvantages, a huge

amount of risk is involved due to the tendency of the staff to become more

entrepreneurial and risk taking. The security of the company also is put to risk as sensitive

information is shared with employees to aid them in their decision making

pg. 12
FRINGE BENEFITS

Fringe benefits are other forms of compensation provided to employees that is independent of

their fixed wages or salaries. The most common form of these are health insurances, rent

allowances, educational aid, a company car, sick leave and pay etc.

As per our questionnaire, the question, “Do you think fringe benefits will raise your job

satisfaction level?” gave us the following results: 51% of the respondents strongly agreed to

the provision of fringe benefits while 23% agreed to it. According to our analysis, the reasons

why there was so much agreement to it was that first of all fringe benefits are a huge factor in

the workers compensation. Some benefits like social security and health insurance are legally

required by the employees and so were required by the Indus Motor Company as well.

Secondly, fringe benefits can act as substitutes for salaries. This substitution enlarged the job

satisfaction of the employees of the organization because by this way, the organization can

reduce the employee's tax burden. The applicable tax rates until 30 June in Pakistan starts of

by 2% on the amount which exceeds Rs 400,000. This ensures that the employees of the

organization stay motivated and continue to work hard in order to improve the performance

of Toyota Motors.

However, only 3% strongly disagreed while the remaining 21% disagreed that fringe benefits

should not be provided. The reason for this could be that there can be a negative impact on

job satisfaction due to a lot of substitution between fringe benefits and salaries, employees

would have to choose fringe benefits they ultimately do not want and give up their salaries.

However, they can also find a certain fringe benefit to be fundamental. Hence it is quite risky

for Toyota Motors to provide such fringe benefits that might cause negative consequences

instead of proving to be beneficial.

pg. 13
WORKING ENVIRONMENT

The work environment as the name itself explains are the physical conditions in which

employee’s work. This can be infrastructure like the office, the room sizes, air conditioning

or any equipment. It can also be tied to the work procedures used. Social interactions also

come under this same banner. It is the right of all employees to have a a work environment

that is protected from harassment. In contrast to this a hostile work environment may be one

where some unwanted or sexual conduct may negatively affect an employee and their work.

According to the question, “Does this type of working environment bring out the best

performance?” 47% of employees strongly agreed that working conditions do have an

impact on their levels of motivation, hence satisfaction, while 19% agreed to this. Upon

analysis, this was due to the fact that a suitable working environment is in fact one of the

most crucial elements in making you feel satisfied and for your performance to both increase

and maintain. All the people deployed at Indus Toyota Motors therefore have a responsibility

to aid and continuously develop the working environment, in order to keep all the employees

satisfied. Also, based on our research, we were able to get the following reviews from the

employees of Toyota Motors in Karachi of their working experiences.

- Assistant Manager (Former Employee)

Toyota working culture is best in terms of innovation and developing skill of its

workers. Toyota tries to bring its culture were ever it operates which helps bring the

whole Toyota world at the same page

- Corporate Sales Executive (Former Employee)

Nice working environment, Ideal for career and professional growth. If anyone wants

to pursue his career in the automobile industry it’s the ideal place.

pg. 14
 - Executive Officer- Inventory Management (Former Employee)

It is the first place where I learned a lot. When I joined I found good people around

me they thought me well each and every thing which is in my benefit. Afterward the

environment is change.

However, 5% strongly disagreed that working conditions do not have an impact on their

levels of satisfaction, while the rest of the 27% disagreed. As a result of which, the rate of

absenteeism increases and the productivity levels fall. While the majority of the employees

felt that the working conditions were suitable enough for them, a small fraction of them did

not agree to this and felt there were other factors that motivated them more.

OPPORTUNITY FOR ADVANCEMENT

Career development opportunities are necessary to keep employees interested in their jobs.

It is not hard to see that if employees do not see their careers flourishing with time, they

might choose to do so by applying for jobs elsewhere. Chances of moving up this corporate

ladder and mostly constrained by the number of open positions. Many talented people are

stuck at lower level jobs because their hierarchy just won’t retire. If this keeps up for long,

the organization is sure to experience a huge amount of turnover. Hence what we observed at

Indus Motors was similar to what we expected in our previous results. The question “Does

the company offer adequate opportunities for promotion and career development?”

gave us the following results: around 33% of the employees answered ‘strongly agreed’ that

promotion and career opportunities do have an impact on their satisfaction levels, while 25%

of the employees agreed to it. How do the opportunities for promotion and development

boost the levels of satisfaction amongst the employees? The employees at Indus Motors

displayed motivation towards their work being aware of the fact that a number of promotion

opportunities awaited them. Promoting employees to improve job satisfaction can be tricky

pg. 15
unless there is justification that promotions will actually resolve issues pertaining to job

satisfaction. Otherwise, it can have a significant impact on improve satisfaction and hence the

productivity of the Indus Motors.

However, 21% of the employees strongly disagreed to what the question asked, and the

remaining 21% disagreed that career and promotion opportunities do not, in actual, may have

an impact on their satisfaction levels. According to the research on Toyota Motors, this was

simply because that the employees gave more importance to the other factors in determining

their satisfaction levels pertaining to their jobs, while other employees simply believed that

there were so such opportunities and hence were satisfied with what ever position there were

working with. Depending from organization to organization, some employees do offer a

number of career and promotion opportunities to their employees, therefore it accounts for a

greater portion for their satisfaction levels. Otherwise, other reasons account for the levels of

employee satisfaction with their jobs.

pg. 16
COMMUNICATION WITH TOP MANAGEMENT

At any workshop discussing relationships of any kind, communication is the first talking

point. The lack of effective communication will lead to unsatisfactory relationships that are

deprived of trust and honesty in the long run. Goals will not be achieved unless a strong bond

is established. If the manager of a company is not invested in creating strong internal

communication, there will be lack of open and efficient communication from the start.

Without a push for honest communication in an organization, employees may feel excluded -

this damages company culture and stunts overall growth. This is especially true of remote

field employees who may never have the opportunity to connect with employees and

managers who work from the back office.

Instead of just assigning orders to people, they clarified their line of sight, the what, the how

and carefully inspected where all of these fit in, is of great importance. The accomplishment

of all these steps will make sure they can get their required information, whenever they may

seek it, in order for them to perform optimally – and feel involved.

The questionnaire that was designed by us included a question as stated: “Do you feel

connected to your senior staff?”

According to the results obtained through collection of data we found out that 63% answered

yes, that is, they do feel connected with their top level management, 19% said no, while 18%

ticked maybe.

As majority of the people agreed to the question, it shows that most of the employees at

Toyota Motor Company do not feel hesitant while talking to their senior staff and there is a

sense of trust between the top tier management and the employees. Such factors contribute to

the motivation and job satisfaction levels in an organization and therefore maintain a healthy

pg. 17
environment at the workplace while also contributing to the productivity of the company

simultaneously.

However, 29% of the employees said a definite no which showed that although majority of

the people do have effective communication with their senior staff but some employees still

are unable to do so. Therefore, this inconvenience amongst some employees adds up to lower

motivation for some at the Toyota Motor Company.

Also, some people ticked ‘maybe’ as they were not very confident if they can communicate

effectively with their senior staff under every circumstance. This might be because some

managers don’t really encourage their employees to voice their opinions/concerns and bring

out new initiatives. Therefore, this can be a disadvantage for the Toyota Motor Company as

this would be a cause for weaker employee-management relationship causing the productivity

and satisfaction levels in the company to fall.

JOB SECURITY

Job security is the guarantee to an employee about the uninterruptedness of fruitful

employment throughout their lives. It is most commonly established via the terms of contract

for employment, collective bargaining agreements, or a labor legislation that ensures the

prevention of arbitrary terminations and layoffs. The general economic conditions also have

their effects on this.

Job Security not only improves the productivity of the company but also improves the

company’s bottom line. When a group of employees has been working together for a long

time, they naturally have the tendency to work on projects in a more positive and innovative

manner. During this they are able to establish strong friendships and trust. This helps to

pg. 18
strengthen the corporate culture exponentially. Also, it improves the company’s reputation in

the market.

By giving importance to both the employee and their job within the company aids both the

organization and the employee and ensures that the company will have a more secure future.

This value addition is also a catalyst of motivation for employees, since they now don’t have

to fear for their jobs they work with more esteem and interest.

To check this aspect in the Toyota Motor Company through our survey we included the

question “Is employee job security important to company’s success” in our questionnaire.

According to the results obtained, 58% people strongly agreed to the question believing that

job security is required for companies success, 21% agreed to it, 4% strongly disagreed to it

while the rest 17% did not agree that job security is essential for the company’s success.

The reason why a lot of people agreed that job security is essential for success is because it

increases employee motivation and job satisfaction which, therefore, would result in greater

productivity at the Toyota Motor Company and would contribute to its success. Also, keeping

employees in the company for longer would create a sense of belonging in them and trusted

relationships would be formed which would prove to be very helpful in the long run in terms

of success and integrity in the company.

However, the reason for some people disagreeing to the fact, that job security is essential for

success, is that the company should always look for greater good and should not compromise

on the better results that might be achieved through hiring better employees or better

production methods and firing people who are not performing as well in the company.

Therefore, these people believe that success can be achieved without job security also. But

pg. 19
this would only result in lesser job satisfaction for majority of the people and would also

lower their motivation level.

WORK LIFE BALANCE

Work-life balance is the equilibrium that needs to be established between an individual’s

work and other aspects of life. These areas are broad but more commonly can be seen as

personal interests, leisure and family. This balance is necessary to keep employees happy and

satisfied with their work life

Today’s era has seen a drastic change in the general thinking about life outside of work.

Personal life and privacy have become more important and people are prone to choose more

time with family instead of a higher paying job. Nowadays, career decision making has

become more complex as a person has to take these aspects also in consideration.

Since job security is now becoming much more transient regardless of what tier of the

organization you are looking at, it gives employees more reason to become more attentive to

their non-work issues.

It is necessary that employers provide proper work life balance choices to the employees as it

can benefit a company in a lot of ways. It not only increases productivity and job satisfaction

levels but also reduces the employee turnover and recruitment costs. Also, the stress level of

employees is reduced. Finally, if a firm is known for providing work life balance choices,

people would have a much better perception of their brand which can help the firm become

more successful and be able to hire top talent in the future.

In order to see if Indus Motor Company increases the job satisfaction of their employees

through this factor we added the question “Do you think work-life balance will increase

the level of job satisfaction?” in our questionnaire.

pg. 20
To this 54% of the people strongly agreed stating that work-life balance can increase job

satisfaction levels, 23% agreed to it, while 9% strongly disagreed and the rest of the 24% did

not agree that the company needs to provide work-life balance choices to increase job

satisfaction levels.

The people who agreed to the statement believed that work-life balance can reduce stress

levels and can help people enjoy more at the workplace and be more creative, productive,

loyal and motivated. Also, absenteeism is reduced substantially when work-life balance

opportunities are provided. All of this contributes to an overall increase in the performance of

an organization, which is the case at the Indus Motor Company.

However, the people who disagreed, did so because for them probably monetary incentive (or

money based rewards) are the best incentives to be given as a motivator, that is, to increase

the job satisfaction level. Therefore, work life balance choices are not that motivating for

them because they probably would be considering money as their utmost priority right now.

ORGANIZATIONAL CULTURE

Organizational culture is a structure that comprises of shared values, ideas and assumptions

that dictate the behavior of people in the organization. These shared ideas highly affect the

people and command their dressing, acts and performance at jobs. This culture is unique to

every organization, which supplies the guidelines and limitations of behavior for all the

constituent people of that organization.

The organizational culture of the Toyota motor company defines the employee’s responses

regarding the challenges the market poses to the company. Toyota employs its organizational

culture to expand its human resource potential in the field of innovation. The organizational

culture also aids the company by providing robust support in problem solving. These wide

pg. 21
aspects observable in Toyota’s organizational culture signify a lot of consideration being put

in aiding organizational learning.

So to ensure how the employees of Indus Motor Company (Toyota) feel about its

organizational culture, we distributed the questionnaire including the question, “Do you

enjoy the company’s culture?” which gave the following results. 56 % of them ticked “Yes”

while 15% of them rejected the fact that they enjoy Toyota’s culture and ticked “No”. But

surprisingly, 29% voted for being uncertain that whether they enjoy its culture or not ticking

“Maybe”.

The reason why people enjoy Toyota’s culture is because it motivates them to do work and

leads to developing an appropriate culture to support global business culture hence they are

satisfied. While the few of them who didn’t enjoy the culture because Toyota pays relatively

low dividends and hoards cash, which smacks of inefficiency. And the rest which were

unsure about the company’s culture sometimes feel regarding organizational culture change

and sometimes not.

WORKLOAD AND STRESS LEVEL

Employees often complain about excessive workload, which tends to occur due to many

reasons, like short deadlines, staff shortages caused by any layoffs, and a lot of complexity

due to immense growth of the company. It is indeed difficult to control a staff that has been

overworking, as even the most committed employees have their limits to optimal working.

To find out what are the workloads, pressures and stress levels at Indus Motor Company

(Toyota) a questionnaire was circulated amongst the employees of the company. The

questionnaire included a question regarding stress and workload “Do you feel stressed out

with the workload?” To which we received variety of answers, having 35% people

pg. 22
supporting for the fact that they very often feel stressed out and the 20% of the employees

sometimes feel that they are overburdened with the workload.

The reason that they feel that they are under high pressure to complete their work on time and

had to meet deadlines is due to mismanagement of the task assigned to them and due to

improper communication of the existing and future work.

Contrary to this, 41% of the workers supported the fact that they never feel stressed out and

the rest 14% rarely feel work loaded. And this was because the employees think that the

company has really good line managers who proactively deal with problem-solving i.e.

following up problems on a team’s behalf and dealing with problems as soon as they arise.

Also they think that there is proper team work which divides the work load, stopping extra

work being taken on and prioritizing future workloads.

LEARNING AND TRAINING PROGRAMS

Training is a means that aids employees in the acquisition of specialized knowledge or skills

that may boosts their performance in their current jobs. High standard training and

development programs are sure means of skyrocketing profits and maintaining an elite

workforce. As the need for more competent employees arises, training programs are seeing

an increase in significance.

As Indus Motor Company (Toyota) is an international and one of the most famous

automobiles industries, it has some training programs for development and learning purposes.

But were those training and development programs really effective? Before concluding our

research, we carried out a survey amongst the employees of Toyota Motor Company by

circulating a questionnaire including a question “Are these training programs offered by

company effective?”

pg. 23
The evaluation of the survey showed that 21% people strongly agreed that their company has

some really good learning programs and the 29% agreed with the statement too while 40%

people disagree that company doesn’t offer effective training program. And the rest 10 %

strongly disagree with it.

The reason behind those who agree with the statement actually saw the Toyota Company’s

profit growth rate, reduced employee turnover and deeper talent succession pipelines being

generated due to the development programs. Also they say that these programs lead to

increase employee motivation, improved employee engagement and gives speed to

competency and productivity. On the other hand those who disagree has only this much to

say that the training programs has a lot of room for improvement and these programs must

compete the training programs of other multi-national companies.

pg. 24
 RESULT ANALYSIS

Data is presented in the form of pie charts to allow for visual presentation and understanding.

Based on the above data, clear conclusions can be made on the factors influencing job

satisfaction at Toyota Motor Company as well as recommendations to improve job

satisfaction levels.

Employee Empowerment Fringe Benefits

Strongly Agree Agree Strongly Agree Agree
Disagree Strongly Disagree Disagree Strongly Disagree
17% 3%
21%
11% 43%
51%
23%
29%

Working Environment Advancement Opportunities

Strongly Agree Agree Strongly Agree Agree
Disagree Strongly Disagree Disagree Strongly Disagree
5% 3%
27% 21% 33%
47%

19% 25%

pg. 25
Communication with Top Job Security
Management Strongly Agree Agree
Yes No Maybe Disagree Strongly Disagree

21% 21%
58%
17%
19% 63%
21%

Work Life Balance Organizational Culture

Strongly Agree Agree Yes No Maybe
Disagree Strongly Disagree
9%
29%
24%
54%
56%
15%
23%

Workload & Stress Level Learning-Training Programs

Never Rarely Strongly Agree Agree
Sometimes Very Often Disagree Strongly Disagree
10%
21%
35% 40%

40%
29%
20% 14%

pg. 26
 LIMITATIONS OF THE STUDY

The limitations of this study were the access to limited number of respondents and the limited

scope of the study. Questionnaire method had limitations, such as small sample size from the

population, this research tool was chosen due to an advantage of ease of administration and it

being a cost effective option.

RECOMMENDATIONS

Although there were limitations, this study will be beneficial to both the employees and the

organization. It provides recommendations to struggling organizations on how to stimulate

job satisfaction levels in order to increase staff retention.

According to the results acquired the company should follow a few key strategies to boost

employee satisfaction. Firstly, as the results prove that flexible work space is the most

preferred by employees so the company should departmentalize their workspace. This would

enable the managers to monitor their department’s performance efficiently.

Further the company can provide gym facilities to the employees so that those who wish to

use this service won’t have to waste time travelling from the company to gyms during lunch

breaks

Moreover, Toyota Motors can also subsidize lunch services for its employees by including

canteen subsidy in their salaries. Other strategies included day care facilities, lunch area, and

shuttle services. But since these were not very popular amongst the employees it would only

incur high setup costs for Toyota Motors. Therefore it is not recommended for the company

to investigate these options.

pg. 27
Following all of these recommendations will help the company keep staff morale high and

employee turnover at a lower level.

Recommendations
60%

50%

40%

30%

20%

10%

0%
Flexible Gym Facility Canteen Shuttle Day Care for Lunch Area Others
Workspace Services Transport Children

pg. 28
 CONCLUSION

Job satisfaction is affected by various factors that are more likely to be interlinked and

therefore a complicated view to interpret the results regarding its relationship with

organization’s performance. The outcome of this empirical study shows a direct affiliation

between employee’s job satisfaction and organizational performance.

There was a strong effect of job satisfaction factors on organizational performance and hence

it can be concluded that the relationship between job satisfaction and organizational

performance is more intense than between organizational performance and employee

satisfaction.

Therefore, we can say that the association between organizational productivity and job

satisfaction is strong. In fact, job satisfaction factors contribute a lot in organization success.

This study helps a lot in clearly defining the relationship between these two variables and the

results of this study can be beneficial for others to conduct a new research

pg. 29
 APPENDIX
QUESTIONNAIRE

Q1. Should a company involve employees in decision making?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

Q2. Do you think fringe benefits will raise your job satisfaction level?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

Q3. Does this type of working environment bring out the best performance?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree
Q4. Does the company offer adequate opportunities for promotions and career development?
 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

Q5. Do you feel connected to your senior staff managers?

 Yes
 No
 Maybe

Q6. Is employee job security important to company’s success?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

pg. 30
Q7. Do you think improved work-life balance will increase the level of job satisfaction?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

Q8. Do you enjoy the company’s culture?

 Yes
 No
 Maybe

Q9. Do you feel stressed out with the workload?

 Very Often
 Sometimes
 Rarely
 Never

Q10. Are these training programs offered by company effective?

 Strongly Agree
 Agree
 Disagree
 Strongly Disagree

Q11. Which of the below new job benefits would increase your job satisfaction?

 Day care at work for my children

 Free canteen
 Gym facility at work
 Lunch area
 Shuttle bus transportation to and from work
 Flexible work space
 Other ____________________________________________________

pg. 31
 BIBLIOGRAPHY

Hill, B. (n.d.). What Are the Factors Affecting Job Satisfaction? Retrieved from
Houston Chronicle: http://smallbusiness.chron.com/factors-affecting-job-satisfaction-
20114.html

Pay and Income Tax in Pakistan. (2018). Retrieved from Paycheck.pk:

https://paycheck.pk/main/salary/pay-and-income-tax

Reynolds, J. (2017, April). 12 Questions You Need to Ask in Employee Satisfaction

Surveys. Retrieved from TINYpulse: https://www.tinypulse.com/blog/questions-for-
employee-satisfaction-surveys

Sparrow, J. H. (2010). FACTORS INFLUENCING JOB SATISFACTION AT TOYOTA

SA. Faculty of Management Studies .

TOYOTA. (2014-17). Toyota Employee Reviews in Karachi. Retrieved from Indeed:

https://www.indeed.com.pk/cmp/Toyota/reviews?fcountry=PK&floc=Karachi

Vision, Mission & Core Values. (2018). Retrieved from INDUS MOTOR COMPANY
LIMITED: www.toyota-indus.com/corporate/vision-mission/

pg. 32