A STUDY ON HR PARCTICES ADOPTED AT IB MOTORS

LTD.
WITH SPECIAL REFERENCE TO JOB SATISFICATION

Project report by,

Ansari Mo Mustak Jannathusen, Trivedi Vinit
MBA {H.R.}
JAYSUKHLAL VADHAR INSTITUTE OF MANAGEMENT STUDIES (JVIMS)
BIPIN T. VADHAR COLLEGE OF MANAGEMENT

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A STUDY ON HR PARCTICES ADOPTED AT IB MOTORS

LTD.
WITH SPECIAL REFERENCE TO JOB SATISFICATION

SUBMITTED BY

Anasari Mo Mustak, Trivedi Vinit

MBA Sem-III

Guided by
(Assistant Prof. Ashish Nathwani)

ACADEMIC YEAR
2011-2012
SUBMITTED TO
JAYSUKHLAL VADHAR INSTITUTE OF MANAGEMENT STUDIES (JVIMS)
BIPIN T. VADHAR COLLEGE OF MANAGEMENT

JAMNAGAR

AFFILIATED TO
GUJARAT TECHNOLOGICAL UNIVERSITY
AHMEDABAD

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CERTIFICATE

This is to certify that Mr/Miss/Mrs. _____________________ has completed

his/her Comprehensive Project as a partial fulfillment of M.B.A. program for
the academic year 2011-2012.

The student has shown immense interest in the subject and the study was
carried out with total devotion.

Prof.Ashok Batwa

Dr. K. J. Thankachan

(Project Guide)

(Director)

Submission : In time / Late

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DECLARATION

I undersigned ________________ a student of MBA 3 rd semester, declare that I

have prepared this dissertation on (title") guided by Prof. (Name of faculty) of
JVIMS.

I also declare that this dissertation is my own preparation and not copied from
anywhere else.

(Signature)

___________
Student's Name
En. No.:

(Note: - This declaration is to be signed by student)

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PREFACE
Management is a vast field w herein only theoretical knowledge does not suffice. It is more of
application of theoretical knowledge into practical aspects to find solutions to the
management problems. With the very motive of giving the students a practical exposure of
corporate world Gujarat Technological University have included the summer internship
programmes as a part of curriculum. It helps one to understand various challenges faced in
the industry and also helps to instill the qualities that are required to cope with these
challenges. It gives an exposure to students to real life business environment.
To fulfill this objective I have been given an opportunity to undergo training with IB
MOTORS, JAMNAGAR. This project is prepared to understand the practical approach
towards human resource practices. This project considers the Human resource Practices in
an Automobile outlet.
Excellence activities with a survey of one of the Job Satisfaction.

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ACKNOWLEDGEMENT
Every human being to whichever walk of life he belongs seeks success in whatever he does.
But he cannot earn success without help of some forces which work in the background for
him. I would like to take this opportunity to give credit to all such forces that helped me to
achieve success in my project report.
I consider myself extremely fortunate for being given an opportunity to undergo my project A
STUDY ON HR PARCTICES ADOPTED AT IB MOTORS JAMNAGAR. WITH SPECIAL
REFERENCE TO JOB SATISFACTION. I am especially thankful to Mr. Rupesh Chauhan
manager of the outlet, for giving me permission, guidance and supervision to commerce my
training, sparing time, despite his busy schedule.
I owe a great deal of thanks to the other staff of IB MOTORS JAMNAGAR; to Miss.Vaishali
Mam, Mrs. Bhavisha Mam, Miss. Apexa Shanghani for giving me the confidence, support
and valuable suggestion in the completion of project work.
I am fortunate to have a guide like, Prof. Ashish Nathwani without whose guidance and
support the project would not have been possible. So my first and foremost thank goes to
him. I express my sincere thanks to the course director, Dr. K. J. Thanakachan & Dy.Director
Dr. Ajay Shah who permitted me to carry out my project report.

INDEX
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Sr.
No.

TITLE

Page
Number

01
02
03
04
05
06
07
08
09
10
11
12
13
14
15

Project title

1
5
6
9
11
13
15
16
36
39
43
48
68
69
70

Preface
Acknowledgement
Company profile IB MOTORS LTD. JAMNAGAR
Organization chart
IB group business
SWOT analysis
Overview of Job Satisfaction
Theories of Job Satisfaction
Research methodology
Objective of Study
Data analysis & Interpretation
Findings
Suggestions
Limitations of the study

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Company Profile
Company Profile
ISHWARDAS BECHARDAS PATEL GROUP
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The IB Motors Is a Retail Outlet of TATA MOTORS PVT.LTD, involved in selling of selling
of Passengers cars Luxurious cars & utility Vehicle. This retail outlet of Established in the
year of 2008
What distinguishes IB motors from other is one of the well-planned plant layout and modern
equipment. We have at rapidly growing city of Jamnagar which is very well connected by
train, air and road.
IB MOTORS JAMNAGAR Is the only retail outlet of TATA MOTORS Jamnagar. The
owner of IB motors is Mr.Vishnubhai patel.
They considered start a automobile retail outlet, and them they collected all the information
regarding automobile industry and its market.
They think that in such region there are less no. of automobile retail outlet by continuous
efforts they got a success to get permission to start this automobile retail outlet in 2008, with
technological assistance of IB MOTORS JAMNAGAR. In its initial stage the IB MOTORS
incurred losses.
This company earned losses for one year. After this period, the sun drawn out & a blanket of
darkness removed, now this outlet is earning handsome profit.

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ORGANIZATION CHART

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DEPARTMENTS OF IB MOTORS
1) Sales Dept.
2) Services Dept.
3) Accident Dept.
4) Accessories Dept.
5) Assured Dept.
Sales Dept:-Selling of UV
-Selling Passenger Car
-Selling Nano
Services Dept:-After Sales Services
Accident Dept:-Claims & Emergency vehicle crane
Accessories Dept:-Cars Related Accessories selling & Fitting
Assured Dept:-Exchange Of Cars & True Value of your old cars
-Selling Of Old Cars

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IB GROUPS BUSINESS

JK
HOND
A
R A JKO
N IS S A N
T
C EN TRA L
AHM EDABA
D
IB
N IS S A N
GANDHI
DHAM

IB
CO
UR
IE
R

IB
N IS S A N
R A JKO T

IB
M O TOR
S
S U Z UJA
KM
I NA
TW OG A R
W H EELERS
R A JKO T

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ACHIEVEMENTS
IB Motors is only retail outlet of TATA MOTORS selling car of TATA MOTORS in
Jamnagar.
After years of hard work, it has been successful in capturing a large part of market,
now it has regular customers and it is earning handsome profits.

The units have monopolistic market in Jamnagar to be particular.

IB MOTORS is successful in providing standard after sales services by using latest
technological equipments available in market.
The major achievement of IB MOTORS is that their market value has been increase.

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BRANDING BEGINS WITH EMPLOYEES

SWOT ANALYSIS
STRENGTH:
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Large domestic market

Qualified personnel quick on technology absorption.
Sustainable labor cost advantage

Motivated sales & service team.

WEAKNESS:

Low labor productivity.

High interest of cost and high overheads.
Rising cost of production.

Low investment in research and development.

OPPORTUNITIES:

Commercial vehicles.
Increase income level of individual.
Future expectation of cut in excise duty.
Rising rural demand.

THREATS:

Cut throat competition.

Some advanced technology.
Rising interest rates.

JOB SATISFACTION
AN OVERVIEW

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INTRODUCTION

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Job satisfaction is not the same as motivation. It is more if an attitude,

an internal state of the person concerned. It could, for example, be associated with a personal
feeling of achievement
Job satisfaction is an individuals emotional reaction to the job itself. It is
his attitude towards his job.

DEFINITIONS:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the amount
of reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of overall positive affect (or feeling) that individuals
have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction.

By Andrew J DuBrins,

The practice of

supervision, New Delhi Job satisfaction is one part of life satisfaction. The environment
influences the job. Similarly, since a job is important part of life, job satisfaction influences
ones general life satisfaction. Manager may need to monitor not only the job and immediate
work environment but also their employees attitudes towards other part of life.

RELATED ELEMENT OF LIFE SATISFACTION

JOB

FAMILY

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POLITICS

LIFE

LEISURE

Human life has become very complex and completed in now-a-days. In modern society the
needs and requirements of the people are ever increasing and ever changing. When the people
are ever increasing and ever changing, when the peoples needs are not fulfilled they become
dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job
satisfaction of industrial workers us very important for the industry to function successfully.
Apart from managerial and technical aspects, employers can be considered as backbone of
any industrial development. To utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any business can achieve success and
peace only when the problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism

labour turnover require a social

skill of understanding human problems and dealing with them scientific investigation serves
the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.

PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can serve
as symbol of achievement and a source of recognition. Employees often see pay as a
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reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the
work itself that influence job satisfaction are variety and control over work methods and work
place. In general, job with a moderate amount of variety produce the most job satisfaction.
Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much
variety and stimulation cause workers to feel psychologically stressed and burnout.

PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a
higher level in an organization typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization usually provide workers with
more freedom, more challenging work assignments and high salary.

SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.

WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of

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employees. People often used their co-workers as sounding board for their problem of as a
source of comfort.

WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and / or overtime, they will have very little felt
for their families, friends and recreation outside work.

DETERMINANTS OF JOB SATISFACTION:

While analyzing the various determinants of job satisfaction, we have to keep in mind that:
all individuals do no derive the same degree of satisfaction though they perform the same job
in the same job environment and at the same time. Therefore, it appears that besides the
nature of job and job environment, there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what these factors
are.

INDIVIDUAL FACTORS:

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Individuals have certain expectations from their jobs. If their expectations are met from the
jobs, they feel satisfied. These expectations are based on an individuals level of education,
age and other factors.

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 negative correlation between the level
of education, particularly higher level of education, and job satisfaction. The possible reason
for this phenomenon may be that highly educated persons have very high expectations from
their jobs which remain unsatisfied. In their case, Peters principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.

AGE:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic assumptions about
what they are going to drive from their work. These assumptions make them more satisfied.
However, when these assumptions fall short of reality, job satisfaction goes down. It starts
rising again as the people start to assess the jobs in right perspective and correct their
assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down
because of fear of retirement and future outcome.

OTHER FACTORS:
Besides the above two factors, there are other individual factors which affect job satisfaction.
If an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.

NATURE OF JOB:
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Nature of job determines job satisfaction which is in the form of occupation level and job
content.

OCCUPATION LEVEL:
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.

JOB CONTENT:
Job content refers to the intrinsic value of the job which depends on the requirement of skills
for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.

SITUATIONAL VARIABLES:
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which affect
job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace

and associated facilities for performing the job determine job satisfaction. These work in two
ways. First, these provide means job performance. Second, provision of these conditions
affects the individuals perception about the organization. If these factors are favourable,
individuals experience higher level of job satisfaction.
2. Supervision:

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The type of supervision affects job satisfaction as in each type of supervision; the degree of
importance attached to individuals varies. In employee-oriented supervision, there is more
concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of the job
and people become secondary. This situation decreases job satisfaction
.
3. Equitable rewards:

The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

1. Work group: Individuals work in group either created formally of they develop on

their own to seek emotional satisfaction at the workplace. To the extent such groups
are cohesive; the degree of satisfaction is high. If the group is not cohesive, job
satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

EFFECT OF JOB SATISFACTION

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Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental
health. Since job satisfaction is a type of mental feeling, its favorableness or
unfavourablesness affects the individual psychologically which ultimately affects his physical
health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part of
life, job satisfaction influences general life satisfaction. The result is that there is spillover
effect which occurs in both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may
not put his efforts more vigorously because of his low expectations from the job. Therefore,
this view does not explain fully the complex relationship between job satisfaction and
productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains
the relationship between job satisfaction and productivity. Various research studies also
support this view.

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This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round. The basic factor for
this phenomenon is the rewards (a source of satisfaction) attached with performance. There
are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job itself
which may be in the form of growth potential, challenging job, etc. The satisfaction on such a
type of reward may help to increase productivity. The extrinsic reward is subject to control by
management such as salary, bonus, etc. Any increase in these factors does not help to increase
productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity because he has
to operate under certain technological constraints and, therefore, he cannot go
beyond certain output. Further, this constraint affects the managements expectations
from the individual in the form of lower output. Thus, the work situation is pegged to
minimally acceptable level of performance. However, it does not mean that the job
satisfaction has no impact o productivity. A satisfied worker may not necessarily lead
to increased productivity but a dissatisfied worker leads to lower productivity.

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the workplace
either unexcused absence due to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is a matter of concern. This
absence is due to lack of satisfaction from the job which produces a lack of will to work and
alienate a worker form work as for as possible. Thus, job satisfaction is related to
absenteeism.

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HIGH

TURNOVER

ABSENCES

JOB
SATISFACTION

LOW
LOW

HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defense mechanism. If he is not able to do so, he
opts to leave the organization. Thus, in general case, employee turnover is related to job
satisfaction. However, job satisfaction is not the only cause of employee turnover, the other
cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
from foreign companies located abroad.

DIMENSIONS OF JOB SATIFACTION

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Job satisfaction is a complex concept and difficult to measure objectively. The level of job
satisfaction is affected by a wide range of variables relating to individual, social, cultural,
organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL

SOCIAL

ORGANIZATIONAL

ENVIRONMENTAL

CULTURAL
FACTORS

FACTOR

FACTOR

FACTOR

Individual:- Personality, education, intelligence and abilities, age, marital

status, orientation to work.

Social factors:-Relationship with co-workers, group working and norms,

opportunities for interaction, informal relations etc.

Organizational factors:- Nature and size, formal structure, personnel

policies and procedures, industrial relation, nature of work, technology and work
organization, supervision and styles of leadership, management systems, working
conditions.

Environmental factors:-Economic, social, technical and governmental

influences.

Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of circumstances
but not necessarily in others. Some workers may be satisfied with certain aspects of their
work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ
from person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

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The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
Is there room for improvement?
Who is relatively more dissatisfied?
What contributes to the employee satisfaction?
What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned properly
and administered, they will usually produce a number of important benefits, such asIt gives management an indication of general levels of satisfaction in a company. Surveys
also indicate specific areas of satisfaction or dissatisfaction as compared to employee services
and particular group of employee.
It leads to valuable communication brought by a job satisfaction survey. Communication flow
in all direction as people plan the survey, take it and discuss the result. Upward
communication is especially fruitful when employees are encouraged to comment about what
is on their minds instead of merely answering questions about topics important to
management.
as a survey is safety value, an emotional release. A chance to things gets off. The survey is an
intangible expression of managements interest in employee welfare, which gives employees
a reason to feel better towards management.
Job satisfaction surveys are a useful way to determine certain training needs.
Job satisfaction surveys are useful for identifying problem that may arise, comparing the
response to several alternatives and encouraging manager to modify their original plans.
Follow up surveys allows management to evaluate the actual response to a change and study
its success or failure.

Importance to Worker and Organization

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Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and
self-development. To the worker, job satisfaction brings a pleasurable emotional state that
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.. Unhappy employees, who are motivated by
fear of job loss, will not give 100 percent of their effort for very long. Though fear is a
powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance
will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work force
and has been found to be a good indicator of longevity. And 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." No wonder Andrew Carnegie is
quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on
the factory floors. Take away my factories, but leave my people, and soon we will have a new
and better factory"

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Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction need
to incorporate the following:
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker opportunities to "put
his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor who provides
timely feedback as well as congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that
there are many factors that affect job satisfaction and that what makes workers happy with
their jobs varies from one worker to another and from day to day. Apart from the factors
mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the nature
of the work itself. Managers who want to maintain a high level of job satisfaction in the work
force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup. Also,
managers can enhance job satisfaction by carefully matching workers with the type of work.
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For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate
steps to create a stimulating work environment. One such step is job enrichment. Job
enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.
Job enrichment usually includes increased responsibility, recognition, and opportunities for
growth, learning, and achievement. Large companies that have used job-enrichment programs
to increase employee motivation and job satisfaction.
Good management has the potential for creating high morale, high productivity, and a sense
of purpose and meaning for the organization and its employees. Empirical findings show that
job characteristics such as pay, promotional opportunity, task clarity and significance, and
skills utilization, as well as organizational characteristics such as commitment and
relationship with supervisors and co-workers, have significant effects on job satisfaction.
These job characteristics can be carefully managed to enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
When have I come closest to expressing my full potential in a work situation?
What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to the present situation?

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Page 32 of 75

WORKERS' JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own
satisfaction and well-being on the job. The following suggestions can help a worker find personal job
satisfaction:
Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
Develop excellent communication skills. Employers value and reward 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 relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities
and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

Page 33 of 75

Assuring Job Satisfaction

Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to
job responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair,
her promotional opportunities are good, her supervisor is supportive, and her coworkers are
friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91).
Very simply put, if the pleasures associated with one's job outweigh the pains, there is some
level of job satisfaction

Page 34 of 75

MODEL OF JOB SATISFACTION

Page 35 of 75

THEORIES OF JOB SATISFACTION

Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory ]. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of ones job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher levels of
self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones
own competence) lead to higher work satisfaction. Having an internal locus of control
(believing one has control over her\his own life, as opposed to outside forces having control)
leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job
satisfaction [].
Page 36 of 75

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace This theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors, respectively.
An employees motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organization goals (Hokinson, Porter, & Wrench, p.133). Motivating factors are those aspects
of the job 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 job, or the work carried out. Hygiene factors
include aspects of the working environment such as pay, company policies, supervisory
practices, and other working conditions
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifact. Furthermore, the
theory does not consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors. ] Finally, the model has
been criticized in that it does not specify how motivating/hygiene factors are to be measured.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.
Hygiene factors are:
Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Page 37 of 75

 Personal life,
Working Conditions, &
Status.

Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he
wants & the more he wants something or the more important it is to him, the more satisfied
he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need
for personal achievement, social achievement & for influence.
a) Need for personal achievement :
Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
b) Need for social achievement :
A drive for some kind of collective success is relation to some standards of excellence. It is
indexed in terms of desires to increase overall productivity, increased national prosperity,
better life community & safety for everyone.
c) Need for influence :
A desire to influence other people & surroundings environment. In the works situation, it
means to have power status & being important as reflected in initiative taking and
participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to
the degree to which one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory:

It takes into account the point of view & opinions of the group to whom the individual looks
for the guidance. Such groups are defined as the 'reference-group' for the individual in that
Page 38 of 75

they define the way in which he should look at the world and evaluate various phenomena in
the environment (including himself). It would be predicted, according to this theory that if a
job meets the interest, desires and requirements of a person's reference group, he will like it
& if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects of
community characteristics on job satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job conditions held constant job
satisfaction was less among persons living in a well-to-do neighborhood than among those
whose neighborhood was poor. Hulin thus provides strong evidence that such frames of
reference for evaluation may be provided by one's social groups and general social
environment.

RESEARCH METHODOLOGY
Page 39 of 75

Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various steps that all
generally adopted by a researcher in studying his research problem along with the logic behind them.
The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as a scientific & systematic search for pertinent information on a specific
topic. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding solution
to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In fact,
the research is design is the conceptual structure within which research is conducted; it constitutes
the blue print of the collection, measurement and analysis of the data. As search the design includes
an outline of what the researcher will do from writing the hypothesis and its operational implication
to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the following 2;

Research Design can be categorized as:

Page 40 of 75

TYPES OF RESEARCH

EXPLORATORY
RESEARCH
DESIGN

DESCRIPTIVE
&

EXPERIMENTAL
RESEARCH
DESIGN

DIAGNOSTIC

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out new
relationship. Research design is flexible enough to provide opportunity for considering different
aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise
regarding which in depth study can be conducted by management.

DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of study. Data
collection plays an important role in any study. It can be collected from various sources. I have
collected the data from two sources which are given below:

Page 41 of 75

1. Primary Data
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization

2. Secondary Data
Published Sources such as Journals, Government Reports, Newspapers and Magazines etc.
Unpublished Sources such as Company Internal reports prepare by them given to their analyst &
trainees for investigation.
Web sites are also searched to find data.

Page 42 of 75

OBJECTIVE OF THE
STUDY

Page 43 of 75

OBJECTIVES

The objective of the study is to find out the satisfaction level of employee in IB MOTORS AT
JAMNAGAR.

To find that whether the employees are satisfied or not.

To analyze the companys working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To study the relationship between the personal factors of the Employee

(Income,

Designation, Educational qualification, Gender, etc.,)

Page 44 of 75

RESEARCH METHODOLOGY

Page 45 of 75

SCOPE OF THE STUDY

The scope of the study is very vital. Not only the Human Resource department can use the facts and
figures of the study but also the marketing and sales department can take benefits from the findings
of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees, that they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to plan
their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel
department can use the information to make efforts to avoid such complaints.

Page 46 of 75

SAMPLE SIZE:Questionnaire is filled by 100 employees of IB MOTORS AT JAMNAGAR.

The questionnaire was filled in the office and vital information was collected which was then
subjects to: Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.

Page 47 of 75

DATA ANALYSIS
&
INTERPRETATION

Page 48 of 75

Table No: 1
Working hours are convenient for me
PERCENT
Strongly agree

34

Agree

32

Neither agree nor disagree

18

Disagree

13

Strongly disagree

TOTAL

100

CHART 1

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

agree

neither agree nor disagree

disagree

Total

PERCENT

Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly
agree that working hours are convenient from them and 32% agree with that and 18% neither
agree nor disagree and 13% disagree with the working hours and 3% are strongly against
working hours.

Table No: 2
I'm happy with my work place
Page 49 of 75

PERCENT
Strongly agree

30

Agree

39

Neither agree nor disagree

18

Disagree

Strongly disagree

5
100

Chart 2

100
90
80
70
60
Strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

percent

Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents
agree that they are happy with their work place only 13% disagreed and 18% have no idea
towards their work place.

Table No: 3
I feel i have too much work to do
PERCENT
strongly agree

Agree

Page 50 of 75

Neither agree nor disagree

25

Disagree

37

Strongly disagree

22
100

Chart 3

100
80
60

strongly agree

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

40
20
0
PERCENT

Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question I feel I have too much work and another 22% strongly
disagreed, 18% admits they have too much work and 23% have no idea towards this question.

Table No: 4
Safety measures provided by the company
PERCENT
strongly agree

28

Agree

31

Page 51 of 75

Neither agree nor disagree

24

Disagree

11

Strongly disagree

TOTAL

100

CHART 4

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is evident that the safety measures provided by the organizations are
good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24%
neither agreed nor disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial
PERCENT
strongly agree

30

Agree

41

Page 52 of 75

Neither agree nor disagree

16

Disagree

Strongly disagree

TOTAL

100

CHART 5

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above table it is clear that relationship between employees and their supervisors are
cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%
disagreed and 16% of respondents have neither agreed nor disagreed.

TABLE NO 6
My supervisor is not partial
PERCENT
strongly agree

18

Agree

30

Neither agree nor disagree

15

Disagree

19

Strongly disagree

18

TOTAL

100

Page 53 of 75

CHART 6

100
90
80
70
60
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18%
strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly
disagreed this level is quite high compared to other questions.

TABLE NO 7
My supervisor considers my idea too while taking decision
PERCENT
strongly agree

26

Agree

43

Neither agree nor disagree

26

Disagree

Strongly disagree

TOTAL

100

CHART 7
Page 54 of 75

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26% neither agreed nor
disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers
PERCENT
strongly agree

21

Agree

47

Neither agree nor disagree

16

Disagree

Strongly disagree

TOTAL

100

CHART 8

Page 55 of 75

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of
the respondents agree that they are satisfied with support from co-workers and only 15%
disagreed and 16% have no answer to this.

TABLE NO 9
People here have concern from one another and tend to help one another
PERCENT
strongly agree

26

Agree

41

Neither agree nor disagree

19

Disagree

Strongly disagree

TOTAL

100

CHART 9

Page 56 of 75

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is clear that in this organization people have concern over each other
as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor
disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities
PERCENT
strongly agree

26

Agree

20

Neither agree nor disagree

30

Disagree

15

Strongly disagree

TOTAL

100

CHART 10
Page 57 of 75

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the
refreshment facilities offered by the company as 15% of respondents disagreed and 9%
strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

TABLE NO 11
We are provided with the rest and lunch room and they are good
PERCENT
strongly agree

16

Agree

34

Neither agree nor disagree

22

Disagree

20

Strongly disagree

TOTAL

100

CHART 11

Page 58 of 75

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the
respondents disagreed and 22% neither agreed nor disagreed and only 50% of the
respondents are satisfied with the rest and lunch room provided.

TABLE NO 12
The parking space for our vehicles are satisfactory
PERCENT
strongly agree

Agree

Neither agree nor disagree

24

Disagree

32

Strongly disagree

31

TOTAL

100

CHART 12

Page 59 of 75

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities
provided by the company as 31% of respondents strongly disagreed and 32% of respondents
disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have
neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work I do
PERCENT
strongly agree

15

Agree

39

Neither agree nor disagree

25

Disagree

13

Strongly disagree

TOTAL

100

Chart 13

Page 60 of 75

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
percent

Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither
agree nor disagree.

Table no 14
I'm satisfied with the chances for my promotion
PERCENT
strongly agree

27

Agree

43

Neither agree nor disagree

13

Disagree

Strongly disagree

TOTAL

100

Chart 14
Page 61 of 75

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

percent

Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly
disagree, 13% neither agree nor disagree.

Table no 15
I'm satisfied with the allowances provided by the organization
PERCENT
strongly agree

19

Agree

42

Neither agree nor disagree

21

Disagree

11

Strongly disagree

TOTAL

100

Chart 15

Page 62 of 75

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

Frequency

Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other
benefits provided by the organization as 42% agree and 19% strongly agree. Only 11%
disagree and 7% strongly disagree, 21% neither agree nor disagree.

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals
PERCENT
strongly agree

11

Agree

33

Neither agree nor disagree

25

Disagree

22

Strongly disagree

TOTAL

100

CHART 16

Page 63 of 75

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCE3NT

Interpretation:
From the above table it is evident that employees boss are motivating to achieve
organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high
compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not

PERCENT
strongly agree

18

Agree

44

Neither agree nor disagree

18

Disagree

13

Strongly disagree

TOTAL

100

CHART 17
Page 64 of 75

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above table it is evident that employees boss motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7% disagree, 18% neither agree nor disagree.
.

TABLE NO 18
I feel that my job has little impact on the success of the company
PERCENT
strongly agree

35

Agree

40

Neither agree nor disagree

10

Disagree

Strongly disagree

TOTAL

100

Chart 18

Page 65 of 75

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.

Table no 19
Overall I'm satisfied with my job

PERCENT
strongly agree

28

Agree

35

Neither agree nor disagree

20

Disagree

12

Strongly disagree

TOTAL

100

Chart 19

Page 66 of 75

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

pe rcent

Interpretation:
From the above table it is evident that Overall satisfactions of the
respondents are good as 35% agree and 28% strongly agree. Only 5%
strongly disagree and 12% disagree and 20% neither agree nor disagree.

FINDINGS

From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship with
the employees. Due to the working conditions prevailing in this company, job satisfaction of
each respondent seems to be the maximum. From the study, I have come to know that most of
the employees were satisfied with the welfare measures provided by IB MOTORS AT
JAMNAGAR. The employees of IB MOTORS get more benefits compare to other
companies.
The respondents are satisfied with the environment and nature of work factors.

The respondents relationship with the superiors and colleagues are quite good.

Page 67 of 75

 The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their superiors in this

organization is reasonable.

The Pay and promotion activities in this organization are also good.

The Respondents are overall satisfied with their job

The Parking facilities provided by the organization are not good thats why most
respondents disagree with this question.
The refreshment facilities are also need to be improved

SUGGESTION AND RECOMANDATION

In the organization most of employees are satisfied with all the facilities provided by
company. But there are some employees also who are not satisfied with the company.
Management should try to convert unsatisfied employees in to satisfied employees. Because
if employee is not satisfied than the he is not able to give his 100% to his work and the
productivity of employee decrease. So management should try to satisfied his employees
because employees are the assets of the company not a liabilities.

Page 68 of 75

LIMITATIONS OF THE STUDY

Limitations are as follows Data collected is based on questionnaire.

The number of employees in IB MOTORS AT JAMNAGAR is more, so sample size
is limited by 100.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that management
would take any action against them
The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.

Page 69 of 75

BIBLIOGRAPHY

BOOKS:

Ashwathapa K., Human Resource Management (third edition), TATA

MOTORS Mc Graw Hill
Publication Company Ltd.
Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd.
India, ninth edition
Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.

Web-Site: talentedapps.wordpress.com
careervision.org
next20yrs.in
Page 70 of 75

 en.wikipedia.org/wiki/Job_satisfaction
mrp.ase.ro

ANNEXURE

Page 71 of 75

QUESTIONNAIRE

A study on Job Satisfaction of Employees in IB MOTORS AT JAMNAGAR

1. Name:

2. Age:
3. Gender: Male
Female
4. Designation..
Page 72 of 75

Ques1- Working hours are convenient for me1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree

Ques2- I am happy with my work place1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques3- I feel I have too much work to do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques4- Safety measures provided by the company are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques6- My supervisor is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques7- My supervisor consider my ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Page 73 of 75

Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques10- I am satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques11- We are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques14- I am satisfied with the chances for my promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques15- I am satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques16- I feel my boss motivate me to achieve the organizational goalsPage 74 of 75

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques18- I feel my job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques19- Overall I am satisfied with my present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Page 75 of 75