A

SUMMER TRAINING PROJECT REPORT

ON

JOB SATISFACTION
Jiwaji university Gwalior
or T!e Partial ul"ill#ent o" Ba$!elor o" Business A%#inistration &'(')(*
SUBMITTED TO+) SUBMITTED B,+ Mr- A.!is!e/ S!i0!al

At SUBMITTED TO

Ra!ul Soni
1 a$ulty Gui%e2
BBA 3 SEM

INSTITUTE O A44IED SCIENCES 5 COMPUTER APP4ICATIONS6 GWALIOR 1M P2

DEC4ARATION
This is to declare that the Summer Training Report has been accomplished by me and being submitted in partial fulfillment of requirement for the award of the Degree of

bachelor of Business Administration from Institute O"

Allie% S$ien$es 5 Co#7uter A77li$ations6 Gwalior 1M P2 -The work has not been submitted by me anywhere else for the award of any degree or diploma. All source of information are based on my on training e perience and learning.

Date+ Pla$e+

Ra!ul Soni
BBA V SEMESTER

CERTI ICATE
This is to certify that MR- Ra!ul Soni student of BBA " Semester of Institute O" Allie% S$ien$es 5 Co#7uter A77li$ations6 Gwalior 1M P2 has successfully completed his Summer Training dated from #$ days and this report is submitted by %er for the completion of the training requirement under my guidance and super&ision.

Date +
S!i0!al

Mr- A.!is!e/

Pla$e+

(Faculty guide)

'

AC8NO94EDGEMENT
It is great pleasure for me to put on record my appreciation and gratitude towards Placement and Training Coordinator Institute O" Allie% S$ien$es 5 Co#7uter A77li$ations6 Gwalior 1M P2 . My special thanks to my respected faculty Mr- A.!is!e/ S!i0!al for her valuable support and suggestions for the execution of Summer Training. I thank her for the right direction and providing inputs for the completion of my summer training pro ect.

Date+ Pla$e+

Ra!ul Soni
BBA 3 SEMESTER

TAB E OF CONTENTS !age n"#$

!. "istory of the organi#ation and ob ective &. (rgani#ation structure ). *inancial performance + Position ,. Personnel '. Production $. Marketing -. Strength + weakness of organi#ation .. Suggestion /. 0ny other point observed Chapter 1% Introduction Chapter 1% & Methodology Introduction of the pro ect !. The study and its ob ectives &. The samples ). The tools Chapter ) 3esult and 4iscussion Chapter ,1% suggestion and discussion Chapter1 ' conclusions 3eferences
0nnexure

$%&'

&$%)).%,2

,!%'! '&%') ',%'' '$

'-

%ist"&y "' t(e "&gani)ati"n and "*+ecti,e

%ISTOR- OF J. T-RE / IN01STR- T02 5ver since its inception it has been 67 Tyre8s belief in the value of technological superiority that has made it grow by leaps and bounds. This division produces and sells tyres and tubes under the brand name 967 Tyre9 for Truck: ;uses: Passenger Cars: 6eeps: <ight Commercial =ehicles: Multi >tility =ehicles and Tractors. The company pioneered Steel 3adial Technology in India in !/-- and continues to be the industry leader in the 3adial segment in India. 67 Tyre is the only Tyre Manufacturer in the country to produce high performance 8T8 + 8"8 %rated steel radial tyres. 67 Tyre has consciously followed a policy of continuously moderni#ing and expanding its tyre manufacutring facilities to retain its edge in the market place. (ur customer base covers virtually the entire (riginal 5?uipment Manufacturers @(5MsA in India together with 3eplacement Market for four wheeler vehicles: 4efence and State Transport >nits. ;esides India: we have a worldwide customer base in over ,' countries across all $ continents.To keep pace with the market demand as well as technological leadership in Indian market: 6.7. Industries ac?uired =ikrant Tyres <imited: Mysore in !//-. 6.7. Industries and =ikrant Tyres <imited are the only tyre companies in India to have received all three IS( /22!: BS /222 and IS( !,22! certificates. This indeed is a true reflection of our commitment to system oriented approach. The company has a technical collaboration with MCs Continental 0D: Dermany: which is among the top five tyre manufacturers in the world to keep pace with latest technological developments. To stay at the forefront of technological

advancements a state of art 3esearch + 4evelopment Centre: "0S5T3I: was set up: which remains the nerve centre for providing cutting edge technology. In a short span of time it has emerged as the !-th largest tyre manufacturer in the world an achievement in itself. Eith three plants located in 3a asthan: Madhya Pradesh and 7arnataka: 67 Tyre is the largest manufacturer of truck and bus tyres in India. The truck and bus tyres produced account for nearly -,F of the total tyre business in India: thus giving 67 Tyre an undisputed position. 0dditionally: 67 Tyre is the only manufacturer of truckC bus steel radial tyres: and the second largest manufacturer of ,%wheeler tyres in the country. 0lso: 67 Tyre is the largest exported tyre brand from India. It was awarded the C0P5GI<8s "ighest 5xport 0ward for !//-%/- by *I5(. It en oys preferred premium brand status in Truck ;ias market in >S0 and across many markets in 0frica: Middle 5ast and South 5ast 0sia.

3453$

The Company was incorporated as a private limited company in Eest ;engal in !,th *ebruary: !/'! until )!st March !/-2. The company was engaged in the managing agency business thereafter the company decided to undertake manufacturing activities and obtained a letter of intent in *ebruary !/-& for the manufacture of automobile tyres and tubes.

3467$

The letter of intent was converted into an industrial licence in *ebruary for the manufacture of , lakh nos. each automobile tyre and tubes per annum. The company was converted into a public limited company on ! st 0pril !/-,. the manufacturing pro ect was promoted by Straw Products <td and 6.7. Synthetics <td. Co.:>.S.0.:@a subsidiary of Deneral Tire + 3ubber Co.: >.S.0.A for technical services for a period of 'years and sales agreement for the supply of technical know%how: engineering and documentation for operational facilities @for a period of . years from &).2..!/-)A. % >nder the collaboration agreement: the company has the right to use on its products the wording Made in collaboration with Deneral Tire International Co.: >.S.0.

3487$

The companyHs technical collaboration agreement with Deneral tire International Co.: was renewed for a further period of ' years.

3486$

The overall working resulted in substaintial profits despite a '! days strike as well as go%slow from !,th (ctober. The strike had since then been resolved and amicable settlement was reached. 5fforts were on to launch a new pattern in steel belted radial tyres.

3488$

Iew steel radial tyres for Maruti Dypsy and Tata mobile were introduced. The company proposed to incur an expenditure of 3s.)22 lakhs for installation of latest and sophisticated 3+4 e?uipment.

3484$

Several new patterns and si#es of tyres were introduced including a semi%lug Iylon tyre: all of which were well received in the market.

3449$

"an deep Investment <td.: "id rive *inance <td.:

Panchanan Investment <td.:

and 3adial *inance <td.:

6.7. International <td.: Shivdham Properties <td.: and

6.7. 0sia Pacific: <td.: are subsidiaries of the Company.

3443$

The 6.7. International division expanded its activities by opening its office in Moscow besides starting companyHs subsidiaries in >7 + "onkong. The radial tyres for tractors and business launched in the previous years were well received.

3447$

Iew radial tyres J;ruteH and J>ltimaH were introduced. The company was in the process of developing steel belted radial tyres the prestigious cars in the Mercedes ;en#: Peugeot: 4aewoo race and (pel 0stra. 0 new pattern developed for ;us and tucks KP5%T. was well received in the marketH.

344:% The company maintained its pace of growth: despite

steep rise in raw material and

input costs and competition. The company effected an all round cost reduction and attained higher capacity utili#ation at both the Tyre plants at 6aykaygram and ;anmore. % The T%rated >ltima tyres launched for new generation cars found its acceptance in 4CM 4aewooHs JCeiloH. 0lso 6.7. steel radial was chosen for Mercedes ;en# India.

The company undertook to develop steel radials for DMHs J0straH. PalHs JPeugekotH *iatHs: J>I(H and M+MHs J*ordH.

The company launched a premium truck Tyre J6et TrakH L )/ which was introduced to meet the need of the heavy load market.

The new tractor rear tyre JS(I0H was well received in the market.

344;%

4uring this period: a new car tyre 6et 4rive GS: the widest nylon car tyre of Maruti .22 was lauched. 0long with new semi%lug and heavy duty lug tyre for trucks: a new lug tyre for super heavy load applications 6et Trak%)/ was also introduced. In the radial category: >ltima G3 3adial: a terrain tyre was introduced. 0ll these products were well received in the market. % ;oth the tyre plants operated to full capacity. In line with 67 Tyre: the radials unit introduced the dual contact high traction and high performance 0?ua sonic steel radial car Tyre. The unit also developed also developed IndiaHs first and only "% rated >ltima GsH especially for Mercedes%;en# Cars.

7999$ The company proposes to reduce its debt by 3s.!&' crore in the current fiscal from the current level of 3s.$)' crore by way of loan repayment. % The company and Indian (il Corporation have entered into a marketing alliance for installing digital air pressure gauges and setting up sales and services outlets at I(C petrol stations throughout the country.

7993$ 3aghupati Singhania managing director of 6.7. Industries has been appointed the !/ th Chairman of 0utomative Tyre Manufacturers association: the representative body of Tyre industry in India.

1,

7997$ 6.7. Industries <td. has informed ;S5 that C3ISI< has assigned a P!Mrating to the Commercial Paper programmer of the company.

799<$ 6.7. Industries <td. has a new Marketing 4irector in

Mr. 0 ay 7apila. ;efore oining

6.7. Industries <td.: Mr. 7apila was Senior =ice%President @sales and MarketingA at 7inetic 5ngineering <td. "e was also 4irector on board and operational head of 7ineticHs direct selling arm%7inetic Marketing Services <td.

799:$ 6.7. Industries <td. has informed that its securities are delisted from 4elhi Stock 5xchange 0ssociation <td @4S5A w.e.f. 6anuary &/: &22,.

7996$ 6.7. Industries <td. has informed that the name of the company has been changed from 6.7. Industries <td. to 6.7. Tyre + Industries <td. w.e.f. 0pril 2&: &22-.

Ee the people of 6.7. Tyre will have an organi#ation committed to ?uality in everything we do. Ee will continuously anticipated and understand our customers re?uirements. Convert these into performance standards for our products and service es and meet these standards every time. *ull customer satisfaction%both internal and external is our motto.

11

T%E FO1N0ERS

67 (rgani#ation owes its name to <ate <ala 6uggilal Singhania: a dynamic personality with a broad vision. Inspired by the cause of the Swadeshi movement of Mahatma Dandhi: and driven by the #eal to set up an Indian enterprise: <ala 7amlapat Singhania founded 6.7. (rgani#ation in the !/th century ushering in a new industrial era in India. The process of industriali#ation and diversification was worthily and successfully carried on by <ala 7amlapatHs three illustrious sons%Sir Padampat: <ala kailashpat and <ala <akshmipat: aided in no small measure by the late Dapal 7rishna son of Sir Padampat.
VISION / MISSION VISION# KTo be amongst the most admired companies in India committed to excellence.N MISSION# ;e a customer obsessed company. Io.! Tyre ;rand in India. 4eliver enhanced value to all stake holder. Most profitable Tyre company in India. 5nhance global presence through ac?uisition. Motivated and committed team development for high performance (rgani#ation.

1!

TO! EVE MANA=EMENT J2.2 T-RE / IN01STRIES T0 B"a&d "' 0i&ect"&s#$ !A Mr. "ari Shankar Singhania @ChairmanA &A Mr. 3aghupati Singhania@=ice ChairmanCManaging 4irectorA )A Mr. ;harat "ari Singhania @Managing 4irectorA

1'

O&gani)ati"n st&uctu&e

The advent of 67 (rgani#ation on the industrial landscape of India almost synchroni#es with the beginning of an era of industrial awareness % an endeavor for self reliance and the setting up of a dynamic Indian industry. This was way back in the middle of the !/th century. 0nd the rest that followed is history.

J2.2 OR=ANI>ATION STR1CT1RE (T-RE / T1BE 0IVISION)

1#

0IVISION OF J2.2 T-RE / IN01STRIES T02 6.7. TO35 + II4>ST3I5S <T4 ;anmore having following division1 !A Cost department &A Purchase department )A Store department ,A 4ispatch department aA 3aw material store
1$

bA Deneral store 'A 5xcise department $A 0dministration department -A 0ccount department =RO1! COM!AN- OF J. OR=ANISATION

95xcellence comes not from mere words or procedures. It comes from an urge to strive and deliver the best. 0 mindset that says: when it is good enough: improve it. It is a way of thinking that comes only from a power within.9 % ".S.Singhania

Financial ?e&'"&@ance / !"siti"n

NeA 0el(i # 67 Tyre % India8s Io.! manufacturer of four%wheeler tyres and pioneers of radial tyre technology in India: unveiled nation8s first eco%friendly coloured radials. 0e,el"?ed indigen"usly at J. Ty&eBs state$"'$t(e$a&t R/0 'acilities %ASETRI (%a&i S(anCa& Sing(ania Elast"@e& and Ty&e Resea&c( Institute): these tyres employ path%breaking technology which replaces t(e t&aditi"nally used Ca&*"n BlacC Ait( en,i&"n@ent '&iendly @ate&ial Silica2 ;esides being environmentally less ha#ardous: silica also promises (ig(e& 'uel e''iciencyas a result of its lower rolling resistance.

1(

These tyres will also have l"nge& li'e due to advanced compounding technology % offering eDcellent ?e&'"&@anceE (andling and *&aCing that are a hallmark of tyres from 67 Tyre.

!e&s"nnel
There are many competitors are as follows1 32 MRF T-RES

72 A!O

O T-RES

<2 BRI0=ESTONE
1)

:2 =OO0-EAR

52 CEAT

;2 BIR A T-RES

62 B.T

Ma&Ceting
BANMORE ! ANT J2.2T-RE / IN01STRIES T0 BANMORE T-RE ! ANT started its production in !//! and the first tyre rolled out &' th march !//!.The initial capacity of the plant was ,.' mtC day. 3adial tyre production in passenger and light commercial vehicle segment was added in !//$. The plant is continuously improving its capacity: particularly in radial segment. Present radial capacity is /222 tyreC day. Total investment is in last three years for in capacity in radial tyre is apporx 3s!!- crore. The expencesion of radial plant is still on.

1*

(ur customerHs base virtually covers the entire (riginal e?uipment manufactures P(5MQ in India together with replacement market for four wheeler: defence and state transport undertaking. ;esides India: we have worldwide customers base exporting to more then $2 countries. Plant manages their process through documented procedures based upon IS(CTS!$/,/BMS and IS( !,22! 5MS Pfor plant onlyQ. These described only all the activities in structured manner to be performed at all ;> + SS> level. These procedures are audited at least twice in six months: once each by internal and external auditors. These audits ensure that systems are effectively functioning and continual improvement are achieved. BANMORE T-RE ! ANT has started its TPM @Total Productive MaintenanceA ourney from (ctober &22' under the guidance of 5gami san of 6IPM. Currently we have - Manager Model Machines and ,2 ;usiness Model Machines where MCS and workmen form teams for the improvement of the machine through 7ai#ens

CORE VA 1ES OF BANMORE T-RE ! ANT. Caring for people Integrity including "onesty: *airness + Trust Committed to the 5xcellence B1SINESS As di,e&se as t(e c"unt&yFs needs

1+

Today 67 (rgani#ation: an association of Industrial and commercial companies and charitable trusts: continues to grow to greater heights under the stewardship of its President: Shri "ari Shankar Singhania. The Principal business of the 67 (rgani#ation includes Tyre: Paper: Cement: 4rugs + Pharmaceuticals: 0gri Denetics: 4airy and *ood Products: 0udio Magnetic Tapes: Sugar: Cosmetics: Eoolen Textiles: Steel: 5ngineering *iles: International Trading: "ybrid Seeds: Industrial 3ubber Products: Material "andling System etc. The group besides having a consistent record of growth and diversification has created a reputation for ?uality for all its products and most of its products en oy a leadership status in their respective market segments. To cope up with the demand in the market most of the companies in 67 (rgani#ation are certified for International Buality Systems like IS( /22!: IS( !,22! and BS /222. Bey"nd Business Identifying with social issues and contributing to the society has been a philosophy: which has been carried on from the founding fathers. =arious institutions set up by the group throughout India in diverse fields of social welfare stand testimony to this philosophy.

%EA T%CARE ACTIVITIES Involved with the diverse array of medical and health services: the organi#ation has set up a number of pioneering institutes all over the country including super specialty Pushpawati 3esearch Institute: Iew 4elhi for <iver: 3enal and 4igestive 4iseases: the first of its kind in India. %ASTERI
!,

67 Tyre attaches tremendous value to 3+4 in its efforts to maintain the high ?uality of its products and lead the field in innovation. "0S5T3I: a world class research and development centre is a symbol of this. The "ari Shankar Singhania 5lastomer + Tyre 3esearch Institute @"0S5T3IA is the very first of its kind in India. 5stablished in (ctober !//!: "0S5T3I has already been recognised under SI3( @Scientific and Industrial 3esearch (rganisationA by the 4epartment of Scientific + Industrial 3esearch @S4I3A: Dovt. of India. 0nd has been acknowledged by the Indian Institutes of Technology @IITsA and other universities for registration leading to higher studies. "0S5T3I fulfills the research re?uirements for services related to the 5lastomer and Tyre industry. %ASETRI $ FRONTR1NNERS IN E ASTOMERE R1BBER AN0 ASSOCIATE0 TEC%NO O=The institute develops and disseminates technology through its different divisions1

Material 3esearch and Compound 4evelopment 0dvanced Testing % 0nalytical and Chemical % Physical and 3einforcement Process and Machine 4evelopment Tyre Mechanics % Ion%destructive Testing % Tyre =ehicle 4ynamics % *inite 5lement Modelling % Computer%aided 5ngineering 4esign and 0nalysis Manpower 4evelopment and Training <ibrary and Information Centre

IBRAR- AN0 INFORMATION CENTRE "0S5T3I is a data repository par excellence where up%to%date information can be accessed on related disciplines. Iumerous national and international ournals: periodicals: books: technical reports: standards on the latest developmental work are available. 0s a member of these
!1

institutes: "0S5T3I can source literature from the Indian Iational Scientific 4ocumentation Centre @IIS4(CA unit of the Centre for Scientific and Industrial 3esearch @CSI3A and the *oundation of Innovation and Technology Transfer @*ITTA: Indian Institute of Technology @IITA: Iew 4elhi. Acade@ic Ass"ciati"ns "0S5T3I acts as a bridge between academia and industrial circles and promotes better interaction between the two. Some areas where "0S5T3I is involved 1 $ 6ointly running a 4iploma Course in Polymer Science and Mohanlal Sukhadia >niversity: >daipur. %1MAN RESO1CES It has been rightly said GI' y"u ?lan '"& a yea&E ?lant c"&nH I' y"u ?lan '"& a decadeE ?lant t&eesH But i' y"u ?lan '"& a centu&yE ?lant @enG . This is the philosophy which guides the people policies at 67 Tyre. T%E IOR. C1 T1RE 67 Tyre provides an enabling work culture with a clear sense of vision: mission and strategies in which people work with clear goals and thereby achieve more. Doals are set participatively and performance is reviewed transparently: starting with self%assessment. Merit is recogni#ed through proportionate rewards and growth opportunities. The company8s aspiration of being a global player known for its excellence: provides opportunities for stretch for the potential of its people. 3ubber Technology with

0EVE O!MENT The Company systematically plans for the development of every individual through training and ob rotation opportunities. Participation in cross%functional teams provides opportunities for
!!

contribution as well as new learning. In this environment even the so%called ordinary are able to do the extraordinary. CAREERS J. Ty&e O''e&s !&"'essi"nal Ca&ee&s in# Sales: Marketing and 5xports Manufacturing (perations 5ngineering and Production Services Materials Management and <ogistics 3 + 4 and Product 4evelopment *inance: 0ccounting and Commercial Management "uman 3esource Management

TRAINEE SC%EMES 5very year: the company inducts future leaders for its growth through three different trainee schemes1 T(e EDecuti,e T&ainee (ET) sc(e@es for Post Draduates in Management @M;0sA from reputed business schools and Chartered 0ccountants. T(e O''ice& T&ainee (OT) sc(e@e for M;0s from other recogni#ed business schools and ICE0s. T(e =&aduate Enginee& T&ainee (=ET) sc(e@e for fresh engineering graduates from recogni#ed engineering institutions.

STREN=%TS AN0 IEA.NESS

STRENG:TS
!'

 They pro&ide better quality of product as they use better quality of Raw -aterial. .mployees are satisfied. The organi/ation is neat 0 clean. 1ustomer satisfaction is also high. The organi/ation climate 2.3. T4R. 0 56D7STR5.S 8TD. is &ery good.

9EA8NESS
-onetary rewards are not gi&en. 9ood quality for the employees are not good.

Ot(e& ?"int "*se&,ed

J. Ty&e is a leading exporter of tyres from India and roughly accounts for a*"ut 7;J "' t(e t"tal ty&e eD?"&ts '&"@ India @along with its associate =ikrant Tyres <imitedA.
!#

It is the first and only tyre manufacture in the world to receive the BS /222 for multilocation operations 1 Eorld8s first tyre manufacture to receive the IS( /222 for all its operations in one go. 0lso 6.7 Tyres is the first tyre company in India to receive IS( !,22! in recognisition of its environmental management systems. Today: 67 Tyre8s products compete with the best international players in the premium international bias market in more than '' countries in $ continents . The exports operate through a strong and dedicated distribution network: and our distributors are fully supported by the company8s technical team in terms of continued product development to meet specific market needs. 67 Tyre had obtained international accreditation for its products in the >S: 5urope: South 0merica and the Middle 5ast. 6.7 Tyre has been the recepient of various awards for exports for the last many years for its commitment to offer superior performance standards + path %breaking innovations. 3ecently : it was honored with 8 The Special 5xport 0ward &222%&22!8 from Capexil: making it its fourth consecutive award from India8s premier industrial association. 67 Tyre has also been recently recognised by Indian Trade Promotion (rganisation @ITP(A for being the largest tyre exporter to <atin 0merica markets and is the proud recepient of first%ever *(C>S <0C 0ward for the year !///%&222. 6.7 Tyres constant endeavor to deliver superior value to its customers and a sound marketing strategy forms the foundation of this spectacularly consistent performance on the international front.

!$

Ehile 67 Tyre has maintained its consistency in its marketing and distribution strategies for the export markets: it has also actively pursued development of new superior products to adapt to specific re?uirements of the different markets. The credit goes to the India8s biggest in%house 3+4 centre: "0S5T3I @"ari Shankar Singhania 5lastomer and Tyre 3esearch InstituteA . This Centre for 3ubber and 0llied Technology was established at 6aykaygram: IS(CI5C Duide &' + 5I ,'22!. 5?uipped with advanced testing facilities: it pursues excellence by evolving technologies for superior product performance to reduce waste and pre%empt consumer needs. 67 Tyre has achieved lot of milestones. "owever: with plans to bring in several pioneering technologies and benchmarking customer service standards there8s lot which will roll out in future in 67 Tyre8s unstinted path to winning.

!(

C(a?te& #$3 Int&"ducti"n

INTRO01CTION
J"* Satis'acti"n is the end feeling of a person after performing a task. !)

It was introduce by %O!!OC.. 0ccording to him It is c"@*inati"n "' ?syc("l"gicalE ?(ysl"gical and en,i&"n@ental ci&cu@stances2 t(at cause a ?e&s"n t" t&ut('ully say I a@ satis'ied Ait( @y +"* ;asically measurement of ob satisfaction is one of the most critical ob like K IntelligenceN It can be measured through KBuestionnaireN. 6ob satisfaction is not the same as motivation: although it is clearly linked. 6ob design aims to enhance ob satisfaction and performanceR methods include ob rotation: ob enlargement and ob enrichment. 6ob satisfaction is a very important attribute which is fre?uently measured by organi#ations. The most common way of measurement is the use of rating scales where employees report their reactions to their obs. Buestions relate to rate of pay: work responsibilities: variety of tasks: promotional opportunities the work itself and co%workers. MO0E S OF JOB SATISFACTION AFFECT T%EOR5dwin 0. <ockeHs 3ange of 0ffect Theory @!/-$A is arguably the most famous ob satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a ob and what one has in a ob. *urther: the theory states that how much one values a given facet of work @e.g. the degree of autonomy in a positionA moderates how satisfiedCdissatisfied one becomes when expectations areCarenHt met. Ehen a person values a particular facet of a ob: his satisfaction is more greatly impacted both positively @when expectations are metA and negatively @when expectations are not metA: compared to one who doesnHt value that facet. To illustrate: if 5mployee 0 values autonomy in the workplace and 5mployee ; is indifferent about autonomy: then 5mployee 0 would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to 5mployee ;. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

0IS!OSITIONA T%EOR0nother well%known ob satisfaction theory is the 4ispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of !*

satisfaction: regardless of oneHs ob. This approach became a notable explanation of ob satisfaction in light of evidence that ob satisfaction tends to be stable over time and across careers and obs. 3esearch also indicates that identical twins have similar levels of ob satisfaction. 0 significant model that narrowed the scope of the 4ispositional Theory was the Core Self%evaluations Model: proposed by Timothy 0. 6udge in !//.. 6udge argued that there are four Core Self%evaluations that determine oneHs disposition towards ob satisfaction1 self%esteem: general self%efficacy: locus of control: and neuroticism. This model states that higher levels of self%esteem @the value one places on hisCher selfA and general self%efficacy @the belief in oneHs own competenceA lead to higher work satisfaction. "aving an internal locus of control @believing one has control over herShis own life: as opposed to outside forces having controlA leads to higher ob satisfaction. *inally: lower levels of neuroticism lead to higher ob satisfaction. TIO $ FACTOR T%EOR*rederick "er#bergHs Two factor theory @also known as Motivator "ygiene TheoryA attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors L motivation and hygiene factors: respectively. 0n employeeHs motivation to work is continually related to ob satisfaction of a subordinate. Motivating factors are those aspects of the ob that make people want to perform: and provide people with satisfaction: for example achievement in work: recognition: promotion opportunities. These motivating factors are considered to be intrinsic to the ob: or the work carried out. "ygiene factors include aspects of the working environment such as pay: company policies: supervisory practices: and other working conditions. Ehile "ert#berg8s model has stimulated much research: researchers have been unable to reliably empirically prove the model: with "ackman + (ldham suggesting that "ert#berg8s original formulation of the model may have been a methodological artifact. *urthermore: the theory does not consider individual differences: conversely predicting all employees will react in an identical manner to changes in motivatingChygiene factors.

!+

=RA!%

CA1SES OF JOB SATISFACTION ',

Need Ful'ill@ent# Satisfaction is based on the extent to which a ob satisfies a personHs needs. 0isc&e?ancies# Satisfaction is determined by the extent to which an individual receives what he or she expects from a ob. Value Attain@ent# Satisfaction results from the extent to which a ob allows fulfillment of oneHs work values. EKuity# Satisfaction is a function of how KfairlyN an individual is treated at work. T&aitL=enetic C"@?"nents# Satisfaction is partly a function of personal traits and genetic factors. IMITATIONS

The study conducted is limited to a one organi#ation only. The study conducted with the precincts of one department of organi#ation only. Time and money was ma or limitation: which may have affected the study. Some of the respondents were reluctant to share information with us

'1

0ETERMINATION OF JOB SATISFACTION

. !he work itsel" 2. Pay 3. Growth and upward mobility 4. Supervision 5. Coworkers 6. Attitude toward work

M1 TI FACET NAT1RE OF JOB SATISFACTION

G e n e ra l J o b S a t is f a c t io n W o rk S a t is f a c t io n Pay S a t is f a c t io n P r o m o t io n S a t is f a c t io n S u p e r v is io n S a t is f a c t io n C o w o rk e r S a t is f a c t io n

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COM!ONENT OF JOB SATISFACTION

IOR. VA 1E A workers personal convictions about what outcomes one should expect from work and how one should behave at work. The most general and long%lasting feelings and beliefs people have that contribute to how they experience work. =alues can be intrinsic @i.e.: related to the nature of workitselfA or extrinsic @i.e.: related to the conse?uences of workA.

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Intrinsic vs. Extrinsic Work Values

Intrinsic Values Interestin work C!allen in work "earnin new t!in s #akin important contributions $esponsibility an% autonomy &ein creative

Extrinsic Values 'i ! pay Job security Job benefits Status in wi%er community Social contacts (ime wit! family (ime for !obbies

IOR. ATTIT10E Collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations. Compared to values: attitudes are o o More specific Iot as long lasting

Specific work attitudes1 o o ob satisfaction is the collection of feelings and beliefs that people have about their current obs. !rganizational commitment is the collection of feelings and beliefs that people have about their organi#ations as a whole.

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IOR. MOO0S "ow people feel at the time they actually perform their obs . More transitory than values and attitudes. Can generally be categori#ed as positive or negative. 4etermining factors1 o o o Personality Eork situation Circumstances outside of work

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MEAS1RIN= JOB SATISFACTION There are many methods for measuring ob satisfaction. ;y far: the most common method for collecting data regarding ob satisfaction is the <ikert scale @named after 3ensis <ikertA. (ther less common methods of for gauging ob satisfaction include1 OesCIo ?uestions: TrueC*alse ?uestions: point systems: checklists: and forced choice answers. This data is typically collected using an5nterprise *eedback Management @5*MA system. The J"* 0esc&i?ti,e IndeD @64IA: created by Smith: 7endall: + "ulin @!/$/A: is a specific ?uestionnaire of ob satisfaction that has been widely used. It measures oneHs satisfaction in five facets1 pay: promotions and promotion opportunities: coworkers: supervision: and the work itself. The scale is simple: participants answer either yes: no: or canHt decide @indicated by JTHA in response to whether given statements accurately describe oneHs ob. The J"* in =ene&al IndeD is an overall measurement of ob satisfaction. It is an improvement to the 6ob 4escriptive Index because the 64I focuses too much on individual facets and not enough on work satisfaction in general. (ther ob satisfaction ?uestionnaires include1 the Minnesota Satisfaction Buestionnaire @MSBA: the 6ob Satisfaction Survey @6SSA: and the *aces Scale. The MSB measures ob satisfaction in &2 facets and has a long form with !22 ?uestions @five items from each facetA and a short form with &2 ?uestions @one item from each facetA. The 6SS is a )$ item ?uestionnaire that measures nine facets of ob satisfaction. *inally:

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the *aces Scale of ob satisfaction: one of the first scales used widely: measured overall ob satisfaction with ust one item which participants respond to by choosing a face. ;asically measurement of ob satisfaction is one of the most critical ob like K IntelligenceN It can be measured through KMuesti"nnai&eN.

SAM! E FACET SCA E ')

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C(a?te&# $ 7 Met("d"l"gy

RESEARC% MET%0O ='+

3esearch methodology is a way to systematically solve the research problem. 3esearch Methodology comprises of two words: research and methodology. 3esearch is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering: interpreting: and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. 3esearch may be defined as a careful investigation or in?uiry especially through search of new facts in any branch of knowledge. In short: it comprises defining a refined problem8s: formulating hypothesis or suggested solutionR collecting: organi#ing and evaluating dataR making deductions and research conclusionsR and lastly carefully testing the conclusion to determine whether they fit the hypothesis

Met("d"l"gy can *e de'ined as1 !A9The analysis of the principles of methods: rules: and postulates employed by a discipline9. &A9The systmatic study of methods that are: can be: or have been applied within a discipline9. )A90 particular procedure or set of procedures.9

RESEARC% 0ESI=N
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3esearch design can be thought of as the structure of research %% it is the 9glue9 that holds all of the elements in a research pro ect together. Ee often describe a design using a concise notation that enables us to summari#e a complex design structure efficiently. Considering the ob ectives of the study: sample survey was conducted and accordingly analysis of information was made. 5xploratory research design is used in present study. and secondary data had been used in present study. Primary 4ata collected through personal interview in the form of ?uestionnaire. Secondary 4ata was collected from various ournals: books: maga#ines and internet. 0ATA ANA -SIS / INTER!RETATION OF 0ATA 0ll the ?uestionnaire received were edited. Buestions having incomplete replies were kept out of the present study and in all '2 ?uestionnaires were taken into consideration while analy#ing he data. 0ll the informationCdata collected through ?uestionnaires8 were first transferee into master table which facilitated the tabulation of data in the desired form. M1ANTIFICATION OF T%E RES!ON0ENTS 0 '%point likert scale was used to ?uantify each response of half of the ?uestions. 3esponses on the '%point likert scale were highly satisfied: satisfied: neutral: dissatisfied and highly dissatisfied. "ighly satisfied was given score ': satisfied was given score , + so on and similarly another '%point likert scale was used to ?uantify each response of rest of half of the ?uestions. 3esponses on the '%point likert scale were very fre?uent: fre?uent: sometimes: seldom and never. =ery fre?uent was given score ': fre?uent was given score , + so on. Some ?uestionnaires are in feedback form.

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C(a?te& < Result and 0iscussi"n

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Result and 0iscussi"n

Ta*le 3# T" Cn"A t(e n"2 "' A"&Cing yea&s "' t(e e@?l"yees in t(e "&gani)ati"n
S8. 6:. 1 ! ' # 6:. :9 R.S=:6D.6TS ) 1$ 1) 11 $,

;:R3 .<=.R5.61. B.8:; ! 4RS !B# 4RS #B( 4RS AB:". (4RS T:TA8

=.R1.6TA>. ?@A 1# ', '# !! 1,,

!ie$C(a&t 3# Re?&esents t(e I"&C ED?e&ience "' E@?l"yees in t(e C"@?any In'e&ence# the pie%chart shows that most of the employees are between &%$ yrs of work experience in the company.

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Ta*le 7# T" Cn"A t(e satis'acti"n le,el t"Aa&ds t(e ?(ysical A"&Cing en,i&"n@ent
S8. 6:. 1 ! ' # $ ;:R356> .6"5R:6-.6T .<1.88.6T >::D 9A5R =::R ".R4 =::R T:TA8 6:. :9 R.S=:6D.6TS ( !+ 1# 1 , $,

=.R1.6TA>. ?@A 1! $* !* ! , 1,,

!ie$C(a&t 7# Re?&esents t(e Satis'acti"n e,el "' E@?l"yees t"Aa&ds !(ysical I"&Cing En,i&"n@ent In'e&ence# -2F of the employees feel that the working environment of the company is good.

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Ta*le <# T" Cn"A t(e satis'acti"n le,el "' t(e e@?l"yees t"Aa&ds N"n$M"neta&y *ene'its
S8. 6:. 1 ! ' # $ 6:6 -:6.TAR4 B.6.95TS :99.R.D T: .-=8:4..S %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.9D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8 6:. :9 R.S=:6D.6TS ) !) 1' ! 1 $,

=.R1.6TA>. ?@A 1# $# !( # ! 1,,

!ie$C(a&t <# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees t"Aa&ds t(e N"n$ M"neta&y Bene'its In'e&ence# $.F of the employees were satisfied with the non%monetary benefits: this shows that they can be one of the retention factor in the company.

Ta*le :# T" Cn"A t(e satis'acti"n le,el "' t(e E@?l"yees t"Aa&ds t(e I"&Ced Assigned
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S8. 6:. 1 ! ' # $

SAT5S9A1T5:6 ;5T% ;:R3 %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8

6:. :9 R.S=:6D.6TS 1, !! ( + ' $,

=.R1.6TA>. ?@A !, ## 1! 1* ( 1,,

!ie$C(a&t :# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees t"Aa&ds t(e I"&C Assigned In'e&ence# $,F of the employees were satisfied with the work assigned to them were as &,F of the employees were dissatisfied with the ob assigned to them this shows that the company needs to refine the 6ob 4esigns.

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Ta*le 5# T" Cn"A t(e satis'acti"n le,el "' t(e E@?l"yees t"Aa&ds t(e E@?l"yee 0e,el"?@ent !&"g&a@s in t(e C"@?any
S8. 6:. 1 ! ' # $ SAT5S9A1T5:6 ;5T% T%. =R:>RA-.S %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8 6:. :9 R.S=:6D.6TS ( !* 11 $ , $,

=.R1.6TA>. ?@A 1! $( !! 1, , 1,,

!ie$C(a&t 5# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees t"Aa&ds t(e Ca&ee& 0e,el"?@ent ?&"g&a@s in t(e C"@?any In'e&ence# $.F of the employees were satisfies with the career development programs of the company showing the efforts put in by the company for career planning and retention og the employees.
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Ta*le ;# T" Cn"A t(e satis'acti"n le,el t"Aa&ds t(e C"$"?e&ati"n "' t(e C"A"&Ce&s
S8. 6: 1 ! ' # $ 1:B:=.RAT5:6 :9 1:B ;:R3.RS %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D 6:. :9 R.S=:6D.6TS 1, '' $ ! ,

=.R1.6TA>. ?@A !, (( 1, # ,

!ie$c(a&t 5# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees t"Aa&ds t(e C"$"?e&ati"n "' t(e C"$A"&Ce&s In'e&ence# .$F of the employees were satisfied with their co%workers which show that the company employees must be having a good team work attitude.

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Ta*le 6# T" Cn"A t(e satis'acti"n le,el "' t(e e@?l"yees Ait( t(e T"? Manage@ent
S8. 6:. 1 ! ' # $ SAT5S9A1T5:6 ;5T% T:= -A6A>.-.6T %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8 6:. :9 R.S=:6D.6TS 1' !$ + ' , $,

=.R1.6TA>. ?@A !( $, 1* ( , 1,,

!ie$C(a&t 6# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees Ait( t(e T"? Manage@ent In'e&ence# -$F of the employees are satisfied with the top management showing good leadership ?ualities in the organi#ation.

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Ta*le 8# T" Cn"A t(e satis'acti"n le,el "' t(e e@?l"yees Ait( t(ei& su*"&dinates
S8. 6:. 1 ! ' # $ SAT5S9A1T5:6 ;5T% S7B:RD56AT.S %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8 6:. :9 R.S=:6D.6TS ( '# ) ' , $,

=.R1.6TA>. ?@A 1! (* 1# ( , 1,,

!ie$C(a&t 8# Re?&esents t(e Satis'acti"n e,el "' t(e E@?l"yees Ait( t(ei& Su*"&dinates In'e&ence# .2F of the employees are satisfied with their subordinates this shows that the distribution of the hierarchy in the company is good.

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Ta*le 4# T" Cn"A t(e satis'acti"n le,el "' t(e e@?l"yees &ega&ding t(e Natu&e "' t(e J"*
Sl. 6:. 1 ! ' # $ 8.".8 :9 2:B SAT5S9A1T5:6 %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D T:TA8 6:. :9 R.S=:6D.6T 11 !* * ' , $,

=.R1.6TA>. ?@A !! $( 1( ( , 1,,

!ie$C(a&t 4# Re?&esents t(e Satis'acti"n e,el "' t(e e@?l"yees t"Aa&ds t(e Natu&e "' t(e J"* In'e&ence# -.F of the employees were satisfied with the nature of the ob which shows thatHs the recruitment polices and assignment of the ob in the company is of good standards.

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Ta*le 39# T" Cn"A t(e satis'acti"n le,el "' t(e e@?l"yees t"Aa&ds t(e Iell$'a&e Acti,ities ca&&ied "ut *y t(e c"@?any
8.".8 :9 2:B SAT5S9A1T5:6 T:;ARDS ;.889AR. A1T5"5T5.S %5>%84 SAT5S95.D SAT5S95.D 6.5T%.R SAT5S95.D 6:R D5SSAT5S95.D D5SSAT5S95.D %5>%84 D5SSAT5S95.D

Sl. 6:. 1 ! ' # $

6:. :9 R.S=:6D.6T # !+ 1# ' ,

=.R1.6TA>. ?@A * $* !* ( ,

!ie$C(a&t 39# Re?&esents t(e Satis'acti"n le,el "' t(e E@?l"yees t"Aa&ds t(e Iell$'a&e Acti,ities ca&&ied "ut *y t(e C"@?any In'e&ence# $$F of the employees are satisfied with the well fare activities carried out in the company in which .F were highly satisfied and '.F were highly satisfied there was no employees in the company who were dissatisfied with the activities. This shows the company practices good welfare activities.
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C(a?te& :#$ Suggesti"n and discussi"n

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Suggesti"n

The responses so collected are sub ect to biasness of the employees The application of study undertaken is limited only to particular industry and company Sample si#e was of '2 which felt many employees untouched

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C%A!TER# 5 CONC 1SIONS

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C"nclusi"ns

0s perception of the employees differ with age: so management should adopt different ob satisfaction approach for different age group of employees

Proper attention should be given to factors having high importance to ensure more ob satisfaction

The company should organi#e proper training programs for the employees as it would increase the ob satisfaction level

6ob design should be done more appropriately keeping in mind the skills of the employees

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Re'e&ences
0swathappa k.: "uman 3ecourse + Management: &22): Pg @&,, to &,'A 7han I.=.: Personal management: &22$: Pg @!)& to !),A Dupta 7. Shashi + 6oshi 3osy: "uman 3ecourse Management: &22.: Pg @&2./ to &2.!-A 3ao Subba P.: 5ssential of "3M + Industrial 3elationships: &22': Pg @,.2 to ,.&A

;rown: *orde:9Changes in "3M and ob satisfaction: !//.L&22,1 evidence from theEorkplace 5mployment 3elations Survey9: "uman 3esource Management 6ournal: =ol. !.: Issue%&: &22.: Pg @/-L!/'A

"ardik Shah + "iral Shah: 96ob Satisfaction and *atigue Study9: SCMS%C(C"II 6ournal

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AnneDu&e
Tick your work experience in terms of no. of years in the company1 ! & ) , ;elow !yr &%, yrs ,%$ yrs 0bove $ yrs

"ow do you rate the physical working environment1 ! & ) , ' 5xcellent Dood *air Poor =ery Poor

3ate the following to indicate the satisfaction level for the following factors from !%' where1 !U "ighly 4issatisfied: &U 4issatisfied: )U Ieither satisfied nor dissatisfied: ,U Satisfied: 'U "ighly Satisfied

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! Ion Monetary ;enefits Eork assigned 5mployee 4evelopment Programs Co%operation of Co workers Top Management Subordinates Iature of the 6ob Eelfare 0ctivities Polices and Practices for Promotion (ver all 6ob

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4o you feel there is too much of work pressure on the employeesT

Oes

Io

0re you satisfied with the salaryT

Oes

Io

0re you willing to cont. in the companyT

Oes

Io

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