Project Title

TO STUDY THE JOB SATISFACTION OF THE

EMPLOYEES WORKING IN AN ORGANISATION
AT HYUNDAI MOTORS IN INDORE

MBA HR

Submitted by

DIVYA RAIKWAR
TABLE CONTENT
ABSTRACT

INDRODUCTION OF HYUNDAI INDIA PVT LTD

INTRODUCTION OF JOB SATISFACTION
ABSTRACT

The project work entitled ​“Employee’s attitude towards the organization” ​with
special reference to the ​HYUNDAI MOTORS INDIA ​the various factors that are
concerned towards the attitude of the employees.

The analysis has been made mainly based on the primary data that is by the
employees’ opinion survey method. The researcher has taken a sample size of 180
and has used the stratified random sampling method to select the samples from the
total population.

The study gives the opinion of employees about all the H.R. functions of
employment conditions, wages and incentives, interpersonal relationship, working
conditions, management practices, etc.

The researcher has used percentage analysis and CHI-Square test, and the study
reveals that there is no relationship between JOB ENRICHMENT educational
qualification of the respondents, and there is no relationship between length of
service of the respondents, and welfare facilities, and there is no relationship
between the salary of the respondents and welfare facilities. The study has also
revealed that most of the respondents have a positive attitude towards the welfare
facilities, management practices and employment conditions, WELFARE
FACILITIES, INTER PERSONAL RELATIONSHIP, WORKING CONDITION
the researcher has given suggestions for its
improvement which includes suggestion schemes which may be transparent and
promotions which may be made both based on seniority and performance to a
certain level in the organizational hierarchy.
Hyundai Motor India Limited

Hyundai Motor India Limited​ ​was formed on 6 May 1996 by the​ ​Hyundai
Motor Company​ ​of​ ​South Korea​. When Hyundai Motor Company entered
the​ ​Indian Automobile Market​ ​in 1996 the​ ​Hyundai​ ​brand was almost
unknown throughout India. During the entry of Hyundai in 1996, there were
only five major automobile manufacturers in India,
i.e.​Maruti​,​ ​Hindustan​,​ ​Premier​,​ ​Tata​ ​and​ ​Mahindra​.​ ​Daewoo​ ​had entered
the Indian automobile market with​ ​Cielo​ ​just three years back
while​ ​Ford​,​ ​Opel​ ​and​ ​Honda​ ​had entered less than a year back.

For more than a decade till Hyundai arrived,​ ​Maruti Suzuki​ ​had a
near​ ​monopoly​ ​over the passenger cars segment because​ ​Tata
Motors​ ​and​ ​Mahindra & Mahindra​ ​were solely utility and commercial vehicle
manufacturers, while Hindustan and Premier both built outdated and
uncompetitive products. The company is looking its future business growth
in Mobility and has invested $14 million in Delhi based car rental platform
Revv. With this strategic​ ​investment in Revv​, Hyundai Motor will work to
co-develop the company’s new growth engine by developing innovative
mobility services that combine technologies such as autonomous driving
and artificial intelligence with the sharing economy to transform people’s
lives​.
INTRODUCTION OF JOB SATISFACTION
Job satisfaction in regards to one’s feeling or state of mind regarding nature
of their work.Job can be influenced by variety of factors like quality of one’s
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
person’s 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 one’s 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 employee’s 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 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.
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

one’s job. An effective reaction to one’s job. ​Weiss​ Job satisfaction is general attitude,
which is the result of many specific attitudes in threeareas 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 employee’s 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 one’s job or job
experiences.

Locke

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived
35

studies on job satisfaction conducted prior to 1933 and observes that Job
satisfaction is combination of psychological, physiological and environmental
circumstances. That causes a person to say. “I m satisfied with my job”. Such a
description indicate the variety of variables that influence the satisfaction of the
individual but tell us nothing about the nature of Job satisfaction. Job satisfaction
has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job
satisfaction as dependent upon job content, identification with the co., financial &
job status & priding group cohesiveness One of the biggest preludes to the study
of job satisfaction was the Hawthorne study. These studies (1924-1933),
primarily credited to ​Elton Mayo ​of the ​Harvard Business​ S
​ chool​, sought to find
the effects of various conditions (most notably illumination) onworkers’
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 Taylor​’s 1911 book, Principles of Scientific Management, argued that
there was a single best way to perform any given work task.This book
contributed to a change in industrial production philosophies, causing a shift from
skilled labor and ​piecework ​towards the more modern approach of ​assembly
lines​ and ​hourly wages​.The initial use of scientific management by industries
greatly increased productivity because workers were forced to work at a faster
pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction.It should
also be noted that the work of W.L. Bryan, ​Walter Dill Scott​, and ​Hugo
Munsterberg ​set the tone for Taylor’s work.Some argue that ​Maslow’s 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
researcherscould develop job satisfaction theories.
.

IMPORTANCE OF JOB SATISFACTION

​ ​Job satisfaction is an important indicator of how employees feel about their joband 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.”

IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction,
selfrespect,self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that can often leads to a positive work attitude. A satisfied
worker is more likely to be creative, flexible, innovative, and loyal.For the organization,
job satisfaction of its workers means a work force that is motivated and committed to
high quality performance. Increased productivity- the quantity and quality of output per
hour worked- seems to be a byproduct of improved quality of working life. It is important
to note that the literature on the relationship between job satisfaction and productivity is
neither conclusive nor consistent. However, studies dating back to Herzberg’s (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​”.

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.
Employer’s 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
andrewards. 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 one’s existence, thus​ ​playing a vital role in job
satisfaction.​ ​Learn to de-stress. Plan to avoid burn out by developing healthy
stress management​ ​techniques.

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 ​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 worker’s 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
employee’s 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.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker.
In other words, if management could keep the entire worker’s 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 personsand as
bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individual’s 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 individual’s level of satisfaction.
While organizational​ ​rewards can and do have an impact, job satisfaction is
primarily determine by factors that​ ​are usually not directly controlled by the
organization. a high level of job satisfaction lead​ ​to organizational commitment,
while a low level, or dissatisfaction, result in a behavior​ ​detrimental to the
organization. For example, employee who like their jobs, supervisors,​ ​and the
factors related to the job will probably be loyal and devoted. People will work
harder and derive satisfaction if they are given the freedom to make their own
decisions.

Attitude: ​The importance of attitude in understanding psychological

phenomenon was given formal recognition early in the history of social
psychology. From the time of the concept’s entry in to the language of psychology
until now, interest in attitude has been strong and growing. However, over the
years attitudes have been studied with differing emphasis and methods.

Concept of Attitude: ​It is necessary to be precise in defining attitudes, because the

variety of published definitions and descriptions is almost endless. Like any other
concept, attitude may also be defined in two ways, Conceptual and Operational.
There is quite a difference in the conceptual definition of the term attitude, and
divergent points of view regarding the concept of attitude have developed.

Major aspects: ​When the term first entered the field of social phenomenon, it was
natural to conceive of attitude as a tendency, set or readiness to respond to some
social object. For the first time, ALLPORT noted the definition of attitude, which
he had observed contained the words ‘readiness’, ‘set’ or ‘disposition to act’. Even
ALLPORT has used these terms in defining attitude. He defines attitude as
follows:

“Attitude is a mental and neural state of readiness organized through

experience, exerting a directive or dynamic influence upon the individual’s
response to all objects and situations with which it is related”
Features of Attitude

Attitudes affect behavior of an individual by putting him ready to respond

favorably to things in his environment.
Attitudes are acquired through learning over a period of time. The process of
learning attitudes starts right from the childhood and continues throughout the life
of a person.
Attitudes are invisible as they constitute a psychologied phenomenon which cannot
be observed directly. They can be observed by observing the behavior of an
individual.
Attitudes are pervasive and every individual has some kind of attitude towards the
objects in his environment. In fact, attitudes are forced in the socialization process
and may relate to anything in the environment.

Attitude, Opinion and Belief

​An opinion is generally the expression of one’s judgment of a particular set of
facts, an evaluation of the
circumstances presented to him. “Thurstone” defines opinion as a response to a
specifically limited stimulus, but the response is certainly influenced by the
predisposition with, with the individual is operating, that is, the attitude structure.
A difference can also be made between attitude and belief. A belief is an enduring
organization of perceptions and cognitions about some aspects of individual world.
Thus, belief is a hypothesis concerning the nature of
objects, more particularly, concerning one’s judgments of the probability
regarding the nature. In this sense, belief is the cognitive component of attitude
which reflects the manner in which an object is perceived. The difference between
attitude, opinion, and belief exists on conceptual basis. Most researchers believe
that these three terms are so closely tied that it is difficult to separate them except
on a limited conceptual basis.
In the literature, often, there is a considerable amount of overlapping in these three
terms. Most psychologists, however, believe that attitudes are more fundamental to
human behavior than are the related aspects. For this reason, more attempts have
been made to analyze attitudes as compared to others. Obviously attitudes are an
important consideration because of their central position in the process of
transforming work requirements in to efforts.

Attitude alone do not influence behavior but these acts with other factors in the
individual influencing behavior, such as personality, perception, motivation, etc.
Further, attitudes are also affected by the individual dimension as well as the
objects, persons, and ideas. Attitudes have been through as serving four functions
and there by influencing the behavior. These are instrumental, ego defensive, value
orientation and knowledge.

Instrumental: ​Attitudes serve as a means to reach a desired goal or to avoid an

undesired one. Instrumental attitude are aroused by the activation of a need or cues
that are associated with the attitude object and arouse favorable or unfavorable
feelings.
Ego-Defensive: ​The ego-defensive functions of attitude acknowledge the
importance of psychological thought. Attitude may be acquired by facing threats in
the external world or becoming aware of his own unacceptable impulses.
Value Orientation: ​The value-orientation function takes in to account attitudes
that are held because they express a person’s self-image, or by cues that engage the
person’s values and make them salient to him.
Knowledge: ​The knowledge function of attitude is based on a person’s need to
maintain a stable, organized and meaningful structure of the world.

Attitude​ that provides a standard against which a person evaluates the aspects of
his world and serve as the knowledge function too.

These functions of attitudes affect the individual’s way of interpreting the

information coming to him. Since attitudes intervene between work requirements
and work responses, information about how people feel about their jobs can be
quite useful in the predication about work response. Thus, these types of attitudes
can portray areas of investigation for making the individual and the organization
more compatible.
Factors in Attitude Formation

The attitudes are learned. Though there are different approaches as how learning
works and is acquired by an individual, generally it is held that individuals learn
things from the environment in which they interact. Thus, for attitude formation,
all these factors must be taken in to account from which people learn. Such factors
may be analyzed in terms of groups starting from the family as a group, an
individual moves in a close group, then to longer groups, and finally to the society
as a whole. A part from these groups, the individual’s psychology which makes up
particularly his personality, is also responsible for behavior and attitudes.
Methods of Attitude Change
There are various methods through which a positive change in attitudes may be
brought. In the social context, Cohen has suggested four methods for attitude
change. They are
∙ ​Communication of additional information.
∙ ​Approval and disapproval of a particular attitude.
∙ ​Group influence, and
∙ ​Inducing engagement in discrepant behavior.

In some or the other, all these methods involve introducing discrepancies among
the elements making up the individual’s attitudes in the hope that the elements will
be rebalanced through the effective component of the attitudes. From the
organization point of view, a Manager can take following actions in brining change
in attitudes of its organizational members.

∙ ​Group action
∙ ​Persuasion through leadership
∙ ​Persuasion through communication and
∙ ​Influence of total situation.

These actions involve the analysis of different variables affecting a particular

action.

Values and Attitudes

Some researchers see values as consisting of large sets of related attitudes. For
example, “Fishbein” and “Ajzen” have included two components in
attitudes-informational, emotional. Thus, they have taken values as a part of
attitudes. However, some differences exist between values and attitudes. Attitudes
are specific and related to distinct objects; people, or ideas. Values are more
general than attitudes, values often contain statement of goodness or badness
associated with the attitudes which people hold. Values
are, then, beliefs about which attitudes we should have or how we should behave.

Values and Behaviour

Behaviour of people is influenced by the values which they hold, particularly in
terms of those stimuli which have some value orientation in the organizational
context, understanding the influence of individual value system on the behaviour of
individuals in the following manner:
∙ ​Values influence an individual perception about the problems he face​s ​and
consequently the decision he makes to overcome those problems.
Values influences the way in which an individual looks at the other individual and
groups of individuals, that is, interpersonal relationship. Values become the basis
of such interpersonal elationship interactions.
Individuals judge organizational success as well as its achievement of the basis of
their value system. Thus, for some individuals, organizational success may be in
the form of high profit learning irrespective of the means adopted where as, this
may be a mean thing for other individuals.
Individuals set limit for the determination of what is ethical or unethical behaviour
for themselves as well as for the others.
Values determine the extent to which individuals accept organizational pressures
and goals. If these do not match with the value held by them, they thwart the
organizational pressures and goals, and even leave the organization.
Employee’s Attitudes towards the Organization
Attitudes are not the same as values, but the two are interrelated. You can see this
by looking at the three components of an attitude: cognition, affect and behavior.
The belief that “discrimination is wrong” is a value statement.

Types of Attitudes
A person can have thousands of attitudes, but
Organizational Behaviour focuses our attention on a very limited number of
work-related attitudes. These work-related attitudes tap positive or negative
evaluations that employees hold about aspects of their work environment. Most of
the research in OB has been concerned with three attitudes: job satisfaction, job
involvement, and organizational commitment..

Job Involvement

The term job involvement is a more recent addition to the OB literature while there
isn’t complete agreement over what the tem means. A workable definition states
that job involvement measures the degree to which a person identifies him with his
or her job and considers his or her perceived performance level important to self
worth. Employees with a high level of job involvement strongly identify with and
really care about the kind of work they do.

Organizational Commitment
The third job attitude is organizational commitment, which is defined as a state in
which an employee identifies with a particular organization and its goals, and
wishes to maintain membership in the organization. So, high job involvement
means identifying with one’s specific job, while high organizational commitment
means identifying with one’s employing organization.

Attitudes and Consistency

Research has generally concluded that people seek consistency among their
attitudes and between their attitudes and their behaviour. This means that
individuals seek to reconcile divergent attitudes and align their attitudes and
behaviour so that they appear rational and consistent. When there is an in
consistency, forces are initiated to return the individual toan equilibrium
state.Cognitive Dissonance Theory
This theory sought to explain the linkage between attitudes and behaviour.
Dissonance means an inconsistency.
Cognitive dissonance refers to any incompatibility that an individual might
perceive between two or more of his or her attitudes, or between his or her
behaviour and attitudes.

Moderating Variables
The most powerful moderates have been found to be the importance of the attitude;
specially, its accessibility, whether there exist social pressures, and whether a
person has direct experience with the attitude. Important attitudes are one’s that
reflect fundamental values, self-interest, or identification with individuals or
groups that a person values. Attitude that individuals consider important tend to
show a strong relationship to behaviour.

Attitude Survey
The preceding review indicates that knowledge of employee attitudes can be
helpful to managers in attempting to predict employee behaviour. But, how does
management get information about employee attitudes. The most popular methods
are through the use of attitude surveys.

Attitude and Workforce Diversity

Managers are increasingly concerned with changing employee attitude to reflect
shifting perspectives on racial, gender, and other diversity issues. A comment to a
co-worker of the opposite sex, which 20 years ago might have been taken as a
complaint, can today become a career-limiting episode. The majority of large U.S.
employees and a substantial proportion of medium sized and smaller ones sponsor
some sort of diversity training. Some examples are, Police Officers in Escondido,
California, receive 36 hours of diversity training for their 12,000 employees. The
Federal Aviations Administration sponsors a mandatory 8 hours diversity seminar
for
employees of its western pacific region.
Individual Factors Individuals have certain expectation from their jobs. If there
expectations are met from the jobs, they feel satisfied. These expectations are
based on an individual’s level of education, age, and other factors.

1. Level of Education: ​Level of education of an individual is a factor which

determines the degree of job satisfaction. For example, several studies have found
the negative correlation between the level of education, particularly higher level of
education and job satisfaction.

2. Age: ​Individuals experience different degrees of job satisfaction at different

stages of their life. Job satisfaction is high at the initial stage, get gradually
reduced, starts rising up to certain stage and finally dips to a low degree.

3. Other factors: ​Besides the above two factors, there are other individual factors
which affect job satisfaction. If an individual does not have favorable social and
family life, he may not feel happy at the work place. Similarly, other personal
problems associated with him may affect his level of job satisfaction.
Effect of his Job Satisfaction
Job satisfaction has a variety of effects. The effects may be seen in the context of
an individual’s physical and mental health, productivity, absenteeism, and
turnover.

Physical and Mental Health

The degree of job satisfaction affects an individual’s physical and mental health.
Since, job satisfaction is a typed of mental feeling, its favorableness or
unfavourableness affects the individual psychologically which for example,
“Lawler” has pointed out that drug abuse, alcoholism, and mental and physical
health results from psychologically harmful jobs.

Improving Job Satisfaction

J​ ob satisfaction plays a significant role in the organization. Therefore, Managers
should take concrete steps to improve the level of job satisfaction. These steps may
be in the form of job re-designing to make the job more interesting and
challenging, improving quality of work life, linking rewards with performance, and
improving overall organizational climate.
Attitude Measurement
Attitudes are subjective attributes of people. They can be regarded as construct in
the sense that they are conceptualizations of human statistical evidence. Thus,
people may vary along a number of attitudinal dimensions.

Keeping this measurement aspect in to consideration, the attitudes might be

defined operationally by describing the measurement systems that psychologists
use to measure attitudes. Attitude measurement, developed largely by social
psychologists is concerned with the efforts to tap these attitudes as they are
characteristics of individuals. There are many methods of attitude measurement.
The Thurston type of scaling goes back to the early work of Thurston and Chive,
which collected a large number of statements relating to the area in which attitudes
were to be measured. This statement may be relating to any object about which
attitudes were to be measured. The statements are both favorable and unfavorable
and are placed in 11 piles, with most favorable one being placed in pile 11. Other
statements are placed in between their position depending on the degree of
favorability or unfavorability.

The scale is then presented to the respondents. Each respondent checks the
statement in pulling together numerous methods dealings with attitude
measurement. They are:

∙ ​Self Report
∙ ​Indirect Tests

∙ ​Direct Observation Techniques

∙ ​Psychology Reaction Techniques

However attitude measurement of employees in an organization is most commonly

carried out with self-respect questionnaires uses several scaling methods. There are
three types of attitude scaling which are commonly used in attitude measurement.
They are Thurston type of scale, Likert scale, and semantic differential. With
which he agrees his attitude score is then based on the average or the median scale
of the statements that he has checked. Soon after Thurston scale, Likert
experimented with certain other varieties of attitude scales. Likert’s attitude scale
uses five points. The statements relating to the measurement of attitude is given to
the person concerned and he is asked to check one of the five points given for
every statement. These points show the degree of agreement or disagreement with
the statement. The Likert scale is considered better as compared to Thurston
because of several positive facts.

For example, in this scaling, there is no much problem in making numerous

statements which will show both positive and negative degree. The semantic
differential, an attitude scaling technique that lends itself to various applications,
was developed by Orgood, Suci and Tannenbaum. Therefore, an employee who
has a high level of job satisfaction tends to bear attitudes, which are favorable to
the organization. Balancing the positives with the negatives is important so that the
employees will not be disappointed and become a problem that would have been
avoided from the beginning. Attitudes cannot be changed drastically or quickly.
There is a reason why people have attitudes; it is a part of them. To change a
person takes patience and lots and lots of stalls, especially in a boss-employee
relationship where it is more formal. Sometimes, all it takes is a warning in simple
words which is to change an unfavorable attitude.

When an employee discloses a mental health problem, try to work out a reasonable
accommodation. Give him/her time off from work or a modified work schedule,
make physical changes to the work place, or adjust supervisory instructions or
training. Many mental health problems are highly treatable and cause only
temporary disruptions at work.

If an employee with a chronically negative attitude suddenly claims a

mental disability, employers have the right to ask for medical certification and/or,
in some situations, a second opinion. However, credible testimony from privacy.
Check with an attorney before requesting these. Strike before the iron gets hot by
including conduct problems in your employee hand book. Develop a policy that
clearly delineates the types of behaviour which are not acceptable in your
workplace. The above mentioned examples are some which can change
unfavorable attitude to a favorable one.
LITERATURE SURVEY

From the Wall Street Journal Online:

A majority of U.S. employees say they are satisfied with their job and nearly half
feel pride in their career, according to a recent, “Harris Interactive Poll”. Still,
many U.S. employees dislike their jobs, suffer from burnout and don’t have good
feelings about their employers and Senior Managers, the poll shows. Employees in
small organizations are more likely to have positive attitude towards their jobs,
their employers and their top managers.

Of people working for small employers, 54% of those polled say they are satisfied
with their job, and company. 38% of those working for large employers feel they
are at dead-end jobs, compared with 24% of those working for companies feel “this
is the best organizational to work for” only 25% of the people working for large
organizations, compared with for small employers, believe that the top manages
display integrity and morality. This survey also shows that younger workers have
much more negative view of their job than older workers. Among the older
workers, 59% say a good deal of their pride comes from their work and careers,
compared with just 37% of the younger workers. Likewise, among 64% of the
older workers, only 47% of the younger workers really care about the fate of the
organization for which they work. Overall, while 595 of the employees are
satisfied with their jobs, that two out of every five 41% of the workers aren’t
satisfied. In addition, one-third of the workers feel they are in dead-end jobs, and
“trying to cope with feeling of burn out”. Burn out is much more prevalent among
the workers’ ages between 18-24 years, 47% report feeling burned out, compared
with 28% of the older workers.

Ms. B. Nagalakshmi, 2006, had done a project on “TO STUDY THE JOB
SATISFACTION OF THE EMPLOYEES WORKING IN AN Organisation in
“HONDA MOTORSCYCLE AND SCOOTER INDIA PRIVATE LIMITED” and
she suggested that Management/HR department may be changing the procedures or
approaches to improve the employees’ positive attitude towards them by
participation from them. Attitudes change from person to person. In an
organization, the functions and procedures followed by the management/ HR
departent should accepted and negative attitudes if any may be identified at an
earlier stage. Relationship of the employees with the HR Department may be
enhanced to reduce negative attitude among the employees in general which will
lead to prosperity of the company through profits and that of the employees
through enhanced quality of

work life.

Ganguli (1964) has argued that the factors that determine performance of the
workers in an industrial job can be classified under three heads.

1. Personal factors

2. Work factors

3. Environmental (physical and social) factors

Personal Factors refer to skills of workers and the degree of motivation that
determine the extent to which he will apply his skill to the job. Work factor refers
to tools and equipment, method of work and materials used. Examples of
environmental factors are (a) physical lighting, ventilation, etc. (b) social and
psychological nature of leadership (supervisory and managerial), social climate in
the shop, nature of the group formation amongst members, etc and (c) Nature of
organizational controls, communication patterns, etc.

Mr. Vijayanand, 1999, had done a project on “job satisfaction”, among the
employees in “Sakthi Sugars” and he suggested that the organization has to
concentrate more on labour measures and also with regard to the maintenance of
buildings.

Mr.Vasudevan.C, 1999, had done a project on “job satisfaction” among the

workers in “ELGI Electric and Industries Limited” and he suggested that the
organization may provide better working conditions, can reduce the hours of work
and provide more career advancement opportunities.

According to Vroom(1964), productivity depends upon two major variables viz.,

employees’ job performance and resources utilized. In most organizational
performance of the employees is relatively more important than the equipments
and raw materials. Even in automated operations, productivity in strategic and
coordinate systems largely depends up on the human performance. Performance of
a worker on a task or job is a direct function of his motivation.According to Hark
Mantel(1971), the nature of the relationship between job characteristics and
employee reactions to their work(including satisfaction, performance, and
absenteeism) will depend upon the need status of the employees.Maslow proposes
that employees’ emerge in a hierarchical fashion and it is important for the
organization to satisfy their needs, failing which the employees may exhibit non
productivity and effectiveness of the organization.

Fleishman (1953) has studied the relationship of supervisory behaviour with the
productivity and morale of the sub ordinates, superiors create certain climate in
their department and high consideration results in high productivity and morale.

​Mr. R.K. Selvam has made ‘A Study on Worker’ Expectations on Labour Welfare
Facilities in 1998. In TTK Prestige Limited, the sample size was 60. He used the
interview schedule for primary data collection; the secondary data was collected
through discussion with officials of the Personnel Department from the data it was
found that almost every one were satisfied.

Mr. Rajaprabakaran has conducted a research on ‘The Study on level of Motivating

the Employees with special reference to TTK Prestige Limited in 2002. The
sample size was 300 and he used the interview schedule for the primary data
collection. He found that 28% of employees were motivated with the working
conditions of the company. All of them were motivated with the first-aid facilities.

Argyris (1957) identified a style of leadership ranging from immaturity.He holds

that the effective leader or manager will help people to move from a style of
immaturity or dependent, towards a style of maturity​.
RESEARCH METHODOLOGY

INTRODUCTION

Research is an active, diligent and systematic process of inquiry in order to

discover, interpret, and revise facts, events, behaviors or theories or to make
practical applications with the help of such facts, laws or theories. The tem
research is also used to describe the collection of information about a particular
subject.

Employees’ attitude towards the organization should be known by the

entire organization to reduce the grievance. The main objective is to find out the
number of employees who are having positive attitude and or negative attitude and
what tends to the same.

Here, the general employee opinion survey method has been followed. The
questionnaires were directly handed over to the employees of the organization for
their responses.

OBJECTIVES OF THE STUDY

∙ ​To know the employees’ attitude towards the organization

∙ ​To know the reasons for the employees’ positive attitude

∙ ​To know the reasons for the employees’ negative attitude

∙ ​To know the employees’ expectations from the organization

∙ ​To make suggestions to improve the attitude of the employees to the
management.
SAMPLING METHOD
The sample size taken is 180 which has been selected through Stratified ​Random
Sampling.​When the markedly heterogeneous group is first sub-divided into
groups or ‘stratas’ in such a manner that all items in any particular group are
similar with regard to the characteristic under consideration. From each such
‘strata’ items are chosen at random. The number of items taken from each group
may be in proportion to its relative strength, the sample so formed is called as
‘stratified’.

TOOLS FOR DATA COLLECTION

Questionnaire is the main tool for data collection. Questionnaire has been
distributed to the employees directly and a discussion also has been done.

STATISTICAL TOOLS USED

The following are the statistical tools used in this project to arrive specific results.

Percentage Analysis:

Percentage analysis is a statistical tool, which is used to identify the

percentage of responses the respondent have given.

Percentage=(No of respondents/Total No. of Samples)X100

LIMITATIONS OF THE STUDY:

This study has some limitations. They are Only 180 sample size has been taken for
this study. So, if this study is conducted to maximum persons, it may give accurate
overall attitude of the employees.

It is done in HYUNDAI MOTORS, so it cannot resemble the entire

population working in the whole ORGANISATION.
Analysis and interpretation

Age group
   Frequency Percent

31 to 40 13 7.2
41 to 50 113 62.8
51 to 60 54 30.0
Total 180 100.0

It is interpreted from the table 7 % of the respondents belongs to 31 to 40 years, 63 % of

respondents belongs to 41 to 5o years and 30% of respondents belongs to 51 to 60 percentage.
 Educational Qualification
Frequency Percent

Below high school 34 18.9

High school 42 23.3
Graduation 31 17.2
Diploma 73 40.6
Total 180 100.0

It is interpreted from the table 19 % of the respondents belong to below high school, 24 % of
respondents belongs to high school, 17% of respondents belongs to graduate and 40 % of
respondents belongs to technical qualification and diploma.
 Marital Status
Frequency Percent

Married 158 87.8

Single 22 12.2
Total 180 100.0

It is interpreted from the table 87 % of the respondents belongs to below married, 23 % of

respondents belongs to single.
 Length of Service

Frequency Percent

3 years to 6 year. 16 8.9

6 years to 9 years 47 26.1
9 years to 15 years 64 35.6
15 years and above 53 29.4
Total 180 100.0

It is interpreted from the table 8.9 % of the respondents belongs to 3 years to 6 years, 26.1% of
the respondents belongs to 6 years to 9 years, 35.6 % of the respondents belongs to 9 to 15 years
and 29.4 % of the respondents belongs to 15 years and above.
 Number of Members in Family

Frequency Percent

single 6 3.3
Self and spouse 11 6.1
Self, spouse and child 70 38.9
Self, spouse and two children 90 50.0
Self, spouse children and parents 3 1.7
Total 180 100.0

It is interpreted from the table 3.3% of the respondents belongs to bachelor, 6.1% of the
respondents belong to 2 members of the family, 38.9% of the respondents belongs to 3 members
in the family, 50% of the respondents belongs to 4 members in the family, and 1.7% f
tespondents belongs to 5 member family.
 Present Salary You Draw
Frequency Percent

Rs 6000 to Rs 8000 45 25.0

Rs 9000 to Rs 10000 73 40.6
Rs 11000 to Rs12000 30 16.7
above 12000 32 17.8
Total 180 100.0

It is interpreted from the above table , 25% of the respondents draw rs 6000 to 8000, 40 % of
respondent draw 8000 to 10000, 16% of the respondents belongs to 10000 to 12000, and 17% of
the respondents belongs to 12000 and above.
 Q.1-​ ​Through whom did you join this organization?

Frequency Percent

Help of friends/ relatives 55 30.6

Legal heirs 35 19.4
HRD consultants 57 18.3
Open call for 33 31.7
Total 180 100.0

The able shows that 30.6% of the respondents belongs help of friend 19.4 % of respondents say
that legal heirs, 31.7% of the respondents through HRD consultants and the 18.3 respondents
says from open call for option.
 Q.2-There is a type​ of work performed by you?

Frequency Percent

Highly satisfied 153 85.0

satisfied 26 14.4
Neither satisfied nor dissatisfied 1 6
Total 180 100.0

The table show that 85% of the respondents are highly satisfied of type of work, 14.4% of the
respondents are satisfied on type of the work and .6% percentage of respondents are neither
satisfied nor dissatisfied on type of the work
 Q.3-There is any Work Load in this organisation?

Frequency Percent

Highly satisfied 165 91.7

satisfied 7 3.9
Neither satisfied nor dissatisfied 8 4.4
Total 180 100.0

The table show that 91.7 % of the respondents are highly satisfied of work load, 3.9 % of the
respondents are satisfied on work load and only 4.4 % of respondents are neither satisfied nor
dissatisfied on work load
 Q.4-are you satisfied with ​Job Rotation?

Frequency Percent

Highly satisfied 154 85.6

satisfied 20 11.1
Neither satisfied nor dissatisfied 6 3.3
Total 180 100.0

The table show that 85.6 % of the respondents are highly satisfied of job rotation, 11.1 % of the
respondents are satisfied on job rotation and only 3.3 % of respondents are neither satisfied nor
dissatisfied on job rotation
 Q.5-Are you satisfied with your ​Working Hours?

Frequency Percent

Highly satisfied 168 93.3

satisfied 11 6.1
Neither satisfied nor dissatisfied 1 .6
Total 180 100.0

The table show that 93.3 % of the respondents are highly satisfied of working hours, 6.1 %of the
respondents are satisfied on working hours, and only .6% of respondents are neither satisfied nor
dissatisfied on working hours.
 Q.6- How is the ​Treatment by the management?

Frequency Percent

Highly satisfied 166 92.2

satisfied 13 7.2
Neither satisfied nor dissatisfied 1 .6
Total 180 100.0

The table show that 92.2 % of the respondents are highly satisfied of treatment by management,
7.2% of the respondents are satisfied on treatment by management, and only .6 % of respondents
are neither satisfied nor dissatisfied on treatment by management.
 Q.7-You are satisfied with Acceptance of Suggestions Given?

Frequency Percent

Highly satisfied 168 93.3

satisfied 12 6.7
Total 180 100.0

The table show that 93.3% of the respondents are highly satisfied of acceptance of suggestion,
6.7 % of the respondents are satisfied on acceptance of suggestion
 Q.8-Are you satisfied with ​Job Security?

Frequency Percent

Highly satisfied 161 89.4

satisfied 19 10.6
Total 180 100.0

The table show that 89.4 % of the respondents are highly satisfied of acceptance of job security,
10.6 % of the respondents are satisfied on job security.
 Q.9-Are you satisfied with Quality of work life?

Frequency Percent

Highly satisfied 167 92.8

satisfied 13 7.2
Total 180 100.0

The table show that 92.8 % of the respondents are highly satisfied of acceptance of quality of
work life, 7.2 % of the respondents are satisfied on quality of work life.
 Q.10- Is in this organisation have ​Work Stress ?

Frequency Percent

Highly satisfied 168 93.3

satisfied 12 6.7
Total 180 100.0

The table show that 93.3% of the respondents are highly satisfied of work stress, 6.7 % of the
respondents are satisfied on work stress.
 Q.11-​What is your opinion about the coworker relationship?

Frequency Percent

Very helpful 152 84.4

Helpful 24 13.3
Indifferent 4 2.2
Total 180 100.0

The table show that 84% of the respondents are highly satisfied of co-worker relationship, 13%
of the respondents are satisfied on co-worker relationship, and only 2% of respondents are
neither satisfied nor dissatisfied on co-worker relationship.
DISCUSSIONS

Job Security is a potential tool for the motivation of the employees which in this
study shows that, the employees have a negative attitude towards it. The
management may make the employees understand that they are the partners of the
business and the employees’ organization life depends up on the constructive
contributions made by them.

Only half of the respondents are satisfied with the medical facilities and safety
procedures provided in the organization which means that the remaining half of
them are not satisfied. Therefore, the management with regard to the medical
facilities along with ESI may offer a minimal amount exclusively for the medical
expenditure as a special package for different levels of employees. This may
motivate them and restrict them to avail leave. As per the respondents’ opinion,
safety procedures followed are not up to the mark which also is one of the reason
for regular absenteeism. The respondents also feel that the leave facilities provided
are also not adequate. Management in this regard may identify the ways by which
leave facilities may be improved without disturbing the regular schedule of work,
by giving restricted holidays, by increasing the number of paid holidays etc.

Workers’ Participation in Management is one of the criteria which do not have a

good satisfaction from most of the employees in any of the organization. This also
happens to be true in this organization, which reduces the morale and motivation of
the employees.
Therefore, the management may formulate strategies based on the
Workers’ Participation in Management bill or prepare a tailor-made guideline for
the extent of participation by the workers in the management decisions because
when decision marker execute, the execution proves worthy.
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 HYUNDAI MOTORS PVT LTD IN
INDORE.

​ ​From the analysis and interpretation, it is concluded that most of the employees are
satisfied with the workplace and only few employees are not satisfied with the workplace,
which are negligible in number. And similarly in case of infrastructure most of the
employees are satisfied and very small number of employees are not happy with the
infrastructure and the canteen facilities. It means the workplace and infra structure 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 jobsecurity
provided by the organization. Hence from this analysis it is cleared that there is feeling of
fear of job loss in the employees.

​ ​An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the targets
set by management are achievable.

​ ​From the analysis it is concluded that very small number of employees are satisfied
with the payment as per their roles and responsibility and remaining all are not satisfied
with the payment according to their roles and responsibilities. Hence from this analysis it
can be cleared that payment according to roles and responsibilities are not much satisfied.

​ ​Only little number of the employees is satisfied with the opportunities of promotions
given by organization. It shows that the employees do not have any growth of
opportunities. Analysis shows that the payment of salary is made always on time.

​ ​From the analysis and interpretation it is clear that very large number of the
respondents are satisfied with the quality of training and induction program and in house
training held by the management. And few are not satisfied with the quality of in house
training. But the period of training is not satisfactory to the employees.

​ ​From the analysis it is clear that HR division is most satisfactory to all employees only
few are not satisfied with the HR division in the company. In case of performance
appraisal system and the office events and parties organized by the organization near
about all the employees are satisfied. The birthdays of all the employees are remembered
and celebrated in the organization.
is concluded that the employees are not much satisfied with the forum for faceto-​ ​face
​ ​It
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 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
givenas under:

​ ​In case of working hours decided by the organization are not convenient for the
employees of HYNDAI MOTORS PVT LTD INDORE. The working hours are 10 hours
per day that from 8AM to 6PM. These hours should minimize up to 8 hours.

​ ​The criteria for Job security is not much satisfactory so management have concentrate
on job security of employees so that they can work without fear of job loss in the
organization.

​ ​Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.

​ ​From analysis we concluded that the period of in house training is very short that is of
only 3 days, which is not sufficient to get complete knowledge about the work. Hence the
training period should extend up to 5 days.

​ ​As there is an active participation of employees in decision making but rarely the
suggestions given by them are drawn in action. Hence the confidence of employees gets
demotivated. So to motivate the employees management can take into consideration some
proper suggestions given by the employees. It will help to increase the motivation and
ultimately the Job satisfaction of the employees.
BIBLIOGRAPHY
Books: -

​ ​Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, WileyStudent’s

Edition.

​ ​Luthans Fred “Organizational Behavior”, McGraw Hill 7​th ​Edition.

​ ​Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At

Work”, 9​th ​Edition, Tata McGraw Hill Edition.

​ ​Pestonjee D. M. “Motivation and Job Satisfaction”, 1​st ​Edition. Macmillan

IndiaLimited.

Websites​:​ -
www.hrcouncil.com

www.workforce.com

www.google.com
References
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