final project daman
TRANSCRIPT
SYNOPSIS
INTRODUCTION TO THE ORGANISATION : Federal-Mogul's Goetze® brand is a leading name in the automotive world, offering quality piston rings and cylinder liners as well as a range of sealing solutions.
HISTORY OF THE ORGANISATION ORGANISATION STRUCTURE OBJECTIVES GOALS MISSION PRODUCTS CUSTOMERS COMPITITORS MANUFACTURING FACILITY ENVIRONMENT POLICY SAFETY POLICY QUALITY POLICY MEDICAL HEALTH CARE FACILTY JAPANESE 5’s SYSTEM
INTRODUCTION TO THE TOPIC
DEFINITION OF JOB SATISFACTION CONSEQUENCES BENEFITS MODELS MEASUREMENTS DIMENSIONS QUESTIONNAIRE
RESEARCH METHEDOLOGY ANALYSIS LIMITATIONS SWOT ANALYSIS RECOMENTATIONS REFERENCE BIBLIOGRAPHY
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PROJECT ON
In The Partial Fulfillment of Degree Of Master of Business Administration (2007-2009)GIAN JYOTI INSTITUTE OF MANAGEMENT & TECHNOLOGY
PROJECT GUIDE: SUBMITTED BY:MS. TANVI GOYAL DAMANJIT KAUR 7065222378
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PREFACE
This project report pertains to the making of a final project of M.B.A. curriculum.
The PURPOSE of this project is to make the students have thorough knowledge of the topics given
to them. I learned a lot from the hard work I have put in to collect information regarding the same,
which would be of great use in my near future as a professional
.Justification cannot be done to whatever I have learnt within a few pages but I have still tried my
best to cover as much as possible about “JOB SATISFACTION” in this report.
Being students of Masters in Business Administration, we need to be aware of the organization
internal environment. It helps us to understand these concepts related to the organization.
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ACKNOWLEDGMENT
Research is an endless ocean and one requires be guiding and supporting by several
individuals in order to derive out a hand full of pearls from its depth. It is difficult to acknowledge so
precious a debt as that of learning, as it is the only debt that is difficult to repay except through
gratitude
I wish to express my heartiest gratitude to Ms. Tanvi Goyal for their guidance, constant
encouragement, constructive suggestions, thought provoking decisions and giving us full opportunity
to handle the system and without whose supervision this could not have been possible.
Last but not the least , I would take the opportunity to thank my parents, friends and all those
visible and invisible hands that contributed to make this project a success.
(Damanjit Kaur)
MBA IV
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CERTIFICATION
This is to certify that Damanjit kaur, student of MBA 2nd year, GJIMT , Mohali, has completed the
research project entitled “JOB SATISFACTION” under my supervision. This project is an original
piece of work and has not been copied from any other source. It further certifies that this project has
not been submitted to any other university for any other purpose.
SIGNATURE
Ms. Tanvi
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CONTENTS
INTRODUCTION TO THE ORGANISATION : Federal-Mogul's Goetze® brand is a leading name in the automotive world, offering quality piston rings and cylinder liners as well as a range of sealing solutions.
HISTORY OF THE ORGANISATION ORGANISATION STRUCTURE OBJECTIVES GOALS MISSION PRODUCTS CUSTOMERS COMPITITORS MANUFACTURING FACILITY ENVIRONMENT POLICY SAFETY POLICY QUALITY POLICY MEDICAL HEALTH CARE FACILTY JAPANESE 5’s SYSTEM
INTRODUCTION TO THE TOPIC
DEFINITION OF JOB SATISFACTION CONSEQUENCES BENEFITS MODELS MEASUREMENTS DIMENSIONS QUESTIONNAIRE
RESEARCH METHEDOLOGY ANALYSIS LIMITATIONS SWOT ANALYSIS RECOMENTATIONS REFERENCE BIBLIOGRAPHY
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EXECUTIVE SUMMARY
The objective of this project was to assist Federal Mogul Goetze India Limited to
Know about the job satisfaction level in the organisation. As Federal Mogul Goetze
India limited is a US MNC and it has its subsidiaries in 41 countries. So for the proper
maintenance of the work force in the organisation it becomes necessary for them to
know the job satisfaction level of employees working there so that proper work
environment can be created and to assist the employees during their problems. It is
also helpful to know about the constraints at work and helps them to take a speedy
action.
The objective of the study is to simply know about the satisfaction level of
employees by taking a sample size of 100 employees chosen randomly at the various
levels in the organisation. And to know the employees perception towards the work
atmosphere, salary, benefits, professional development and much more.
The research methodology consisted of making a survey by a
questionnaire get to be filled by the employees working in HR department,
production, maintenance, finance, marketing etc. with the help of that data analysis is
made and than the interpretations.
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INTRODUCTION ABOUT ORGANISATION
Federal-Mogul's Goetze® brand is a leading name in the automotive world, offering quality piston rings and cylinder liners as well as a range of sealing solutions.
A HISTORY OF SUCCESS, A FUTURE OF INNOVATION:
Federal-Mogul Corporation is an innovative and diversified $6.3 billion global supplier of quality products, trusted brands and creative solutions to the automotive, light commercial, heavy-duty truck, off-highway, agricultural, marine, rail and industrial markets. The 45,000 people of Federal-Mogul located in 35 countries drive excellence in all they do.
Their globally networked engineering and technical centers in the U.S., Europe and Asia enable them to bring to their customers breakthroughs in advanced technology and innovation.
They are a premier supplier of products, services and solutions to original equipment manufacturers that use their quality components in their vehicles and automotive systems, and to aftermarket customers who sell their world renowned brand-name replacement parts through repair shops and retail outlets. They partner with a global network of suppliers whose commitment to excellence and on-time delivery is crucial to our success
For more than a century, we have developed the innovative products our customers need to produce the next generation of vehicles. Now, as we write the history of our next 100 years, we continue to build on our position status as a market leader in product and service solutions to set ever higher standards and continually exceed customer, employee and shareholder expectations.
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A Global Leader in Technology and Innovation
Federal-Mogul’s commitment to technology and innovation is driven through ongoing research and development, breakthrough design and advanced engineering. We dedicate our workforce to engineering technologies at our state-
of-the-art research, development and testing facilities in North America, Europe and Asia. We continue to leverage our most advanced technologies and innovations to create unique products and solutions that exceed customer expectations worldwide. Read more about our recent award-winning innovations.
A Rich History Federal-Mogul has been
creating value through innovation and leading technology for more than 100 years. Today, the company is a key player in the global marketplace, serving industries that range from automotive and commercial vehicles to railroad and aerospace. Customers know they can rely on Federal-Mogul’s quality excellence in products, trusted brands and creative solutions.
This company started with a bold idea and over time grew into a FORTUNE 500 company with a global workforce thousands strong. The Federal-Mogul team has celebrated countless victories and worked hard to overcome the inevitable challenges
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1899 – 1940: Founded on Innovation
The Federal-Mogul Corporation was founded in 1899 by J. Howard Muzzy and Edward F. Lyon as the Muzzy-Lyon Company. The partners sold mill supplies and rubber goods, but they also set up an early subsidiary called the
Mogul Metal Company. Under this new umbrella, they began to revolutionize the bearing industry. The pair started developing specialized metals to meet different bearing needs, and they were pioneers in die-casting replacement bearings to the right size and shape. Before the latter innovation, mechanics had to gouge out the old bearing from the motor block and pour in new metal.
1901
The Mogul Metal Company created a new Babbitt metal called Mogul and sold it under the Duro and Mogul brand names.
1903The Muzzy-Lyon Company incorporated and elected its first board of directors.
1919The organi
zation’s first stockholder meeting was held.
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1921
Total employment for the Muzzy-Lyon Company reached 500.
1924
The company merged with Federal-Bearing and Bushing — a manufacturer of engine bearings and bushings — and became Federal-Mogul Corporation.
1929 With a fellowship from the Battelle Memorial Institute, Federal-Mogul established a research division. The corporation’s sales reached $4.8 million.
1931 Federal-Mogul introduced Equi-Poise boat propellers and formed a marine division.
1932
The company developed a new alloy called C-100, which was the first new bearing material since the discovery of Babbitt metal.
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1934
Federal-Mogul’s research staff refined the C-100 alloy and released the new C-50 alloy. These developments revolutionized bearing manufacture and durability.Acquisitions in this time period included: Douglas-Dahlin Co., U.S. Bearings Co., Watkins Manufacturing Co., Pacific Metal Bearing Co., Superior Bearings Co. and Watkins Rebabbitting — Canada (first international acquisition)
1941 – 1956: Diversifying for Success This period was marked by an almost insatiable demand for Federal-Mogul’s products. The company’s engine bearings and motorboat propellers became star performers in the ever-changing product lineup. In addition, Federal-Mogul acquired other manufacturing companies, diversified operations and increased output. These combined efforts catapulted Federal-Mogul onto the FORTUNE 500 list and a new level of success
1941 Federal-Mogul became the world’s largest manufacturer of motorboat propellers
1947
The company opened a new research facility in Ann Arbor, Michigan, as total sales reached $85 million and employment hit 6,200
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1949 Federal-Mogul celebrated its 50th anniversary.
1955
The company merged with the Bower Roller Bearing Company — a producer of straight and tapered roller bearings — and became Federal-Mogul-Bower Bearings, Inc.
1956
This newly formed entity debuted on the FORTUNE 500 list at number 350 as total sales reached $100 million.
Acquisitions in this time period included: Hyde Windlass Co., National Formetal Co., Bearings Company of America, National Motor Bearing Co., National Seal Co. and Arrowhead Rubber Co
1957 – 1974: Going Global Remaining, as ever, a company on the move, Federal-Mogul-Bower shifted some of its manufacturing operations overseas and officially formed its International Division. This global expansion helped push sales upward and made the company even more competitive. During this time period, the company also returned its corporate headquarters to Southfield, Michigan, and changed its name back to Federal-Mogul Corporation after merging with Sterling Aluminum Products.
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1959
The corporation installed an IBM computer at its Coldwater Service Headquarters in Coldwater, Michigan.
1960
Business operations were established in Switzerland.
1962 Federal-Mogul-Bower opened its first overseas service center in Antwerp, Belgium.
1963
The company’s Arrowhead Division facility expanded to produce components for the NASA Saturn launch vehicle.
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1965
The company merged with Sterling Aluminum Products and changed its name back to Federal-Mogul Corporation.
1966
Federal-Mogul corporate headquarters were relocated from downtown Detroit to Southfield, Michigan.
1969
The company’s sales reached $263.3 million.
1974
Federal-Mogul celebrated its 75th anniversary as employment climbed to 13,500.
Acquisitions in this time period included: Microtech Corp., Avondale Holdings, Inc., Rich Manufacturing Corp., National Grinding Wheel, Metal Removal Co., Carbide & Abrasives Tool Corp., Research Molding, Fox-Niedner Corp. and Taylor Industries, Inc.
1975 – 2005: A Bright Future For more than a century, the global automotive industry has relied upon Federal-Mogul products and services for power, safety and performance. Today, the
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organization is building upon past accomplishments and forging new industry benchmarks. The company has expanded into arenas ranging from aerospace and railroad to commercial vehicles while maintaining our world-class standards for
service and products. Now we are positioned for another hundred years of success with our strategy for profitable growth around the globe.
1979
NAPA® began selling Federal-Mogul parts under its brand.
1981
The NASA space shuttle launched with Federal-Mogul’s Arrowhead® parts. Total company sales reached $833 million, while employment climbed to 15,000.
Late 1990s
Federal-Mogul grew from a $2 billion supplier to a more than $6 billion supplier. Following this expansion, the company remains focused on a strategy of global
profitable growth. 1999
Federal-Mogul celebrated 100 years
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2001
The company filed voluntary Chapter 11 and U.K. Administration petitions to separate its asbestos liabilities from its true operating potential
2005
Federal-Mogul’s commitment to quality and ingenuity earned the company a variety of industry accolades:
Recognized as supplying components or subsystems on seven of the top 10 engines as chosen by Ward’s Automotive
Awarded 2004 DaimlerChrysler Global Supplier Award for Powertrain
Awarded 2001 and 2005 Automotive News PACE Award for Product Innovations
Named 2004 Sears Supplier of the Year/Quality — Automotive and Hardlines Segments
Awarded Iveco Best Supplier Award for Superior Performance in 2005
Awarded Ford’s World Excellence Award
Acquisitions in this time period included: Robert G. Evans Co., Hanauer Machine Works, Inc., Metaltec, Inc., Mather Co. and Fel-Pro, In
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About Federal-Mogul
Federal-Mogul is a global supplier of automotive components, modules and systems serving the world's original equipment manufacturers and the aftermarket industry. The company utilizes its engineering and materials expertise, proprietary technology, manufacturing skill, distribution flexibility and marketing power to deliver quality products and services, and leading brands. Federal-Mogul is focused on driving global profitable growth and creating value to satisfy customer, employee and stakeholder expectations.
Headquartered in Southfield, Michigan, the Company, which reported sales of $6.3 billion in 2005, employs 42,000 people worldwide. Federal-Mogul was founded in Detroit in 1899. The Company's principal customers include many of the world's foremost original equipment manufacturers of automotive, light commercial, heavy-duty truck, agricultural, marine, rail and industrial vehicles and equipment as well as the worldwide aftermarket.
Federal-Mogul's products are sold under a variety of power brands, including but not limited to, AE(R) engine products, ANCO(R) wipers, Champion(R) spark plugs and wipers, Fel-Pro(R) gaskets, Ferodo(R) brake pads, Glyco(R) bearings, Goetze(R) piston rings, Moog(R) chassis products, National(R) wheel-end components, Nural(R) pistons, Payen(R) gaskets, Sealed Power(R) engine products and Wagner(R) lighting and brake products.
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Federal - Mogul Goetze plans rights issue
Our Bureau
New Delhi , Jan. 16
Federal-Mogul Goetze (India) Ltd plans to come out with a rights issue to raise Rs 115 crores. The company's board will meet on January 22 to fix the price band for the same.
Currently, Federal Mogul Vermogensuverwaltungs GmbH and Federal Mogul Holdings hold 50.1 per cent stake in the Indian company. The rights issue could be aimed at further consolidating the holdings of its principal shareholders.
The company's erstwhile promoter, Mr Anil Nanda, had last month sold his 2.85 per cent residual stake in an open market transaction. In June 2006, Federal Mogul Group acquired 25.4 per cent shares from Mr Nanda.
Federal Mogul is amongst the top three suppliers of pistons, piston pins, rings, cylinder liners, valve train components, gaskets and sealing systems.
OBJECTIVES19
PRIMARY OBJECTIVES
The company has laid down for itself goal of improving the value to the customers through maintaining leadership in following categories:
Market share: To maintain its status as brand leaders in the country for piston and Piston pins.
Product development: To develop pistons , piston pins and piston rings for all new applications as identification.
Technology: modernization and up gradation of technology to the latest Improvements to meet customer’s requirements.
Customer satisfaction: It shall strive to achieve customer satisfaction rating more Than 90%.
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OBJECTIVES
PRIMARY OBJECTIVES SECONDARY OBJECTIVES
Technical Requirements: Products are manufactured as per specification based DIN/JIS/IS/MAHLE NORMS/SUKO NORMS as also against customer specific requirements.
Quality: To improve quality consistently through quality assurance and process Control.
Delivery to strive to achieve 100%on time
SECONDARY OBJECTIVE
To create and distribute a product.
Profit earning
Protection and security to its workers
Safety for its workers.
To meet social obligation.
Economy of operation by lowering cost.
Ensure a good quality system.
Training &development of existing work force.
To satisfy customer.
Better management.
Better human relations
ORGANIZATION STRUCTURE
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ANDREAS KOLF
ED - OPERATIONS
SUNIT KAPUR
PLANT MANAGER
MUKESH KUMAR
HEAD R & D
G.K.TUTEJA
HEAD - PINS
MANINDERPAL SINGH
HEAD - RING FDY
N.S.BAWA
HEAD-PISTON FOUNDRY
RAJAN GUPTA
HEAD RING M/C
SHOP
JASWANT SINGH
HEAD-TOOL ROOM
SUKHWINDER SINGH
HEAD-PMS-
DOMESTIC BUSINESS
M.J.S.SEKHON
HEAD - LINERS
M.K.GROVER
INCHARGE - LOGISTICS
RINGS/LINERS & LAP
HARISH THAKUR
SUPPLY CHAIN MGT.
MOHAN SINGH
HEAD-EXPORT BUSINESS
PMS
JASBIR SINGH
HEAD-QA
(RINGS & LINERS)
UTTAM
KR.ROY
HEAD - IT
M.J.S.SEKHON
HEAD - LAP
R.K.BediEHS Manager
YOUGAL MAINI
HEAD- QA
(RINGS, PISTONS & LAP)
Vikas Verma
PCH - PISTONVACANT
PCH - RINGS & LINERS
VACANT
PCH -PINS
RAKESH ANAND
DIRECTOR PROJECTS
MANDEEP SHARMA
TPM & PRODUCTIVITY
IMPROVEMENT PROJECT
B.P.P.JOSHI
ASSTT.MANAGER-PROJECTS
ARUN SHARMA
ASSTT.MANAGER-PROJECTS
MOHAN
NARYANAN
SANJEEV SHARMA
HEAD - MAINTENANCE
RAJAN
LUTHRA
RUSTIN
SANDEEP KOHLI
HEAD-FINANCE
J.P.THUKRAL
HEAD-PROCUREMENT/
STORE/ EHS
A.K.PODDAR
INCHARGE-LOGISTICS
PISTONS & PINS
ASHOK AHUJA
Quality Head
PA
SANJEEV NANDA
HEAD - HR & IR
ORGANIZATION STRUCTURE OF HR DEPARTMENT
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VINOD DUTTA WELFARE OFFICER
PRABHLEEN KAUR ASSTT. MGR HR
ABENEDNER SUPDT.(LEAVE/REST/FILLING)
BHUPINDER GIARE SAFETY OFFICER/ TRG. CELL
SANJAYSUP. TRAINING
AMARJIT SINGH LEGAL COURT CASES & BTC
TARVINDER SINGH SUPTD. SECRETARIAL SERVICES PARDEEP
KUMAR SUPDTT. (WAGES)
GURCHARAN SINGHSUPT.(WAGES-CL)
SANJEEV NANDA MGR. HR & IR
M.S WADHWA PF/ESI
V.K MALHOTRA CHIEF WELFARE OFFICER
SUNIT KAPUR PLANT MANAGER
ORGANISATIONAL GOALS
Company had laid down for its goal of improving the value to customers through
(1)LEADERSHIPTo maintain leadership in following categories:
-market shareTo maintain its status as brand leaders in the country for piston and piston rings.
-product developmentTo develop piston and piston rings for all new applications identified.
-technologyModernization and up gradation of technology to the latest improvements to meet the customer’s requirements.
(2) CUSTOMER SATISFACTIONIt shall strive to achieve customer satisfaction rating more than 90%.
(3)TECHNICAL REQUIREMENTSProducts are manufactured as per specifications based on DIN/JIS/MAHLENORMS/SUKONORMS and against customer specific requirements.
(4)QUALITYTo improve quality consistently through quality assurance and process control.
5)DELIVERYTo strive to achieve 100% on time delivery as per customers requirements.
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MISSION OF THE COMPANY
“STEADILY MOVING TOWARDS LEADERSHIP WITH PISTON WITH VISION STRATEGY SEEING IT AS THE BEST WAY TO LEADERS IN BUSSINESS”.
PRODUCTSPistonsFederal-Mogul Goetze India has state-of-the-art test bed facilities, design facilities for products and dies and tooling with CAD/PRO-E.
Production Capacity: 13 million pistons per annum
Product Range: 30 mm to 300 mm diameter
Features
Autothermic
Autothermatic
Ring carrier / Alfin
Double C.I. grooves
Forged
Articulated
Steel cap pistons
Pistons with cooling coil
Thin-walled pistons for cars
Thin-groove pistons
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Piston Rings
Goetze piston rings of OEMs and Aftermarket in India have state-of-the-art design facilities for products, tooling with CAD/PRO-E/GLIDE SOFT and test bed facilities.
Production Capacity: 55 million rings per annum
Product Range: 30mm to 300mm diameter
Features Thin rings made from SG iron
Asymmetric profile rings
Specially honed chrome rings
Lower sharp edge rings
Reverse torsion rings
Conformable chrome oil rings
Keystone
Napier
Nitriding
Drilled hole oil ring
Interrupted cut
Narrow land
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Cylinder Liners
Federal-Mogul Goetze India manufactures wet and dry cylinder liners with honnong and sleeves for bi-wheeler applications for its quality conscious customers
Applications
Bi-wheelers
Cars
Tractors
Light commercial vehicles
Heavy commercial vehicles
Stationary engines
Sintered Metal Products
Federal-Mogul Goetze India Limited (Sintered Products Division), produces a wide range of sintered metal products for a variety of engines and automotive applications such as valve trains, transmission, lubrication pumps and other engine/structural parts with technical assistance from Federal-Mogul Corp. manufacturing facilities and technical centers in the U.K., France and USA.
Federal-Mogul Goetze India Limited (Sintered Product Division) supplies many O.E.Ms in India and abroad.
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Valve Train Parts
Valve seat inserts and valve guides are a special category of sintered components for new generation engines. Goetze India limited (Sintered Product Division) uses the latest technology and processes from Federal-Mogul sintered products along with specially sourced powders to produce world-class valve train part.
Transmission Parts
Sintered synchronizer hubs offer an attractive cost-effective alternative to conventional hubs and, at the same time, meet the ever-increasing performance requirements of automotive designers, including various complicated configurations. GIL (Sintered Products Division) uses the expertise of Federal-Mogul's sintered products to produce these complicated parts
Lubrication Pump Parts
Sintered oil pump rotor and gears are among the widest used sintered applications in the automotive industry. Goetze India Limited (Sintered Products Division) and the international expertise of Federal-Mogul work together to design ge-rotor and manufacture oil pump rotors.
Other Engine / Structural Parts
GIL produces a wide variety of other structural parts, such as timing pulleys, gears, thrust plates and many other parts for automobile engines and other application
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MAJOR CUSTOMERS OF THE COMPANY
1. PASSENGER CARS AND JEEPSHindustan motors limited.Premier automobiles limitedMahindra and Mahindra limitedMaruti Udyog limitedTelco
2. BI-WHEELERBajaj auto limitedEscorts automotive limitedEscorts Yamaha limitedKinetic engineering limitedTVS Suzuki limitedMajestic auto limitedScooters India limitedLohia machines limited
3. TRACTORSEicher tractors limitedMahindra and mahindra limitedEscorts limitedEscorts limited (Framtrac divison)HMT limited
4. COMMERCIAL VEHICLES (LCV’S &MCV’S) Telco
5. DEFENCE Vehicles factory, Jabalpur
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COMPRESSORS Telco
7. STATIONARY ENGINES Kirloskar oil engines limited Greaves limited Birla
MARKET SHARE OF PISTON MANUFACTURES IN INDIA
31-05-2006
Company Name Market Share (%)
Goetze 36.5
Perfect Circle 12.0
IP Ring 16.5
Shriram Piston 22.5
SAMKRG Piston 9.0
Menon Piston 3.5
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MANUFACTURING FACILITIES
The manufacturing facilities of the company are situated at plants in Patiala, Banglore, Bhiwadi and Alwar.
PATIALA: the plant at Patiala is engaged in the production of Automotive piston, piston rings, cylinder liners and light alloy products.
BANGLORE: This plant is also capable of producing both Piston and piston rings. The new steel ring factory of the company is also based here. Both the factories use advanced inspection equipments, quality control technology, and proprietary mechanical, hydraulic and CNG machining equipment.
BHIWADI: the unit at Bhiwadi was set for manufacturing valve Automotive components, gear and structural components.
ALWAR: GIL commissioned its solvent extraction vegetable Oil plant in 1993 and begin commercial production 1994 for processing sunflower, soybean and mustard seeds. Gil is planning to exit from this non-core activity that is solvent extraction business and is looking for a suitable buyer.
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FEDERAL MOGUL GOETZE INDIA LIMITEDENVIRONMENTAL POLICY
“Our primary responsibility is to maintain environment friendliness”
In pursuance of this effort We commit ourselves
To strive continually to protect and promote environment.
To provide top priority to conserve valuable resources and to induce technologies.
To adhere to the spirit of continual improvements by setting / reviewing objectives and targets periodically.
To prevent pollution, reduce waste and enhance company image.
To create and imbibe awareness towards cost effectiveness and environmental friendly, safety conscious and socially accountable measures.
To comply with all applicable legal and regular requirements.
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SAFETY POLICY
Federal Mogul Goetze India Limited is fully aware of its environment and social responsibilities. To keep the environment healthy, several measures like smoke predicators, effluent treatment plants, plantation programs etc. have been adopted. Pollution control methods adopted by the company have been approved by the central government. Periodic checks and regular training programs are conducted to ensure safety.
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FEDERAL MOGUL GOETZE INDIA LIMITEDQUALITY POLICY
“Our primary responsibility is to deliver maximumValue to our customers”
In pursuance of this effortWe commit ourselves.
To enhance customer satisfaction by meeting their current and future expectations.
To achieve goal of excellence by continual improvement of effectiveness of our products and processes.
To provide environmental sustainable technologies to meet all statutory and regulatory requirements.
To create an environment to promote involvement, sense of belonging and offer opportunities for creativity and innovations.
To establish objectives and targets at relevant and appropriate functions and reviewing them periodically.
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SOCIAL ACTIVITIES
Besides being engaged in industrial activities the group is fully aware of its environment and social responsibilities. To keep the environment healthy. Several measures like precipitators, effluents treatment plant, and plantation programs etc have been adopted.
All along the course of its growth, it has remained conscious of its commitment towards the welfare of society in general and the community and environment in which it operates in particular. It is the people rather than machines that make an organisation successful .it sets up
1. The institute of farm mechanization.2. Rs. 1.5 Crore medical center, which provides the most, advanced diagnostic
medicine in east Asia.3. The rural development program, where in over 60 villages are being helped to
achieve complete self-sufficiency.4. Rs. 15 crore escorts heart institute and research center. The largest of its kind in
India are growing exam- les of the company’s belief that that the welfare of the business is intertwined with the welfare of the society.
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MEDICAL CARE FACILITIES
Company takes a lot of interest in extra curricle activities like medical programs and rural development program’s .the company has the own medical centre as well as the heart institute and research center, where employees get treatment on reimbursement basis.
JAPANESE “5s” SYSTEM OF WORKING
The company has adopted “5s” system of working to enhance working ,avoid wastage and save time .These are as follows:
SeiriSeitonSeisoSeiketsuShitsuke
SEIRI
The meaning of the word is sorting. It tells to take out unnecessary items and suitably dispense with them.Benefits Effective space utilization Stops material from deteriorating or getting damaged Reduces wastage searching time.
SEITON
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Seiton” represents systematic arrangement o necessary items in a proper order so that they can be easily picked up for use.
Benefits
Reduces preparation and machine settinReduces time in locating and waiting for
tools, parts and material.
SEISO
It represents complete cleaning. Clean your work place completely so that there is
no dust anywhere.
Benefits
Promotes orderly and safe environment
Reduces breakdown and accidents
SEIKETSU
The meaning of Seiketsu is cleanliness standardization to maintain a high standard
of house keeping and work place organization at all the time.
Benefits
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Quick response through visual management.
Create a maintenance system of house keeping at all the time.
SHITSUKE
It represents self discipline attitude to train people to keep good house keeping
discipline independently.
Benefits
Self discipline
Improves industrial safety.
JOB-SATISFACTION
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job ); an affective reaction to one’s job ; and an attitude towards
one’s job . Weiss (2002) has argued that job satisfaction is an attitude but points out
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that researchers should clearly distinguish the objects of cognitive evaluation which
are affect (emotion), beliefs and behaviours. This definition suggests that we form
attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
workers’ productivity. These studies ultimately showed that novel changes in work
conditions temporarily increase productivity (called the Hawthorne Effect). It was
later found that this increase resulted, not from the new conditions, but from the
knowledge of being observed. This finding provided strong evidence that people work
for purposes other than pay, which paved the way for researchers to investigate other
factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of
job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work task.
This book contributed to a change in industrial production philosophies, causing a
shift from skilled labor and piecework towards the more modern approach of
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assembly lines and hourly wages. The initial use of scientific management by
industries greatly increased productivity because workers were forced to work at a
faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also be
noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the
tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy
five specific needs in life – physiological needs, safety needs, social needs, self-
esteem needs, and self-actualization. This model served as a good basis from which
early researchers could develop job satisfaction theories.
Job satisfaction refers to the general attitude of employees towards their jobs. Job
satisfaction probably is the most widest studied variable in OB. When the attitude of
an employee towards his or her job is positive, there exists job satisfaction.
Dissatisfaction exists when the attitude negative
Job satisfaction often is a collection of attitudes about specific factors of the
job. Employee can be satisfied with some elements of the job while simultaneously
dissatisfied with others for example; a lecturer may be satisfied with the management
of the institution but may derive dissatisfaction while handling a course on OB in the
class. Different types of satisfaction will lead to different intentions and behavior. An
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employee might complain to the supervisor when satisfied with low pay but not with
co-worker satisfaction.
Job satisfaction is important for management as it has impact on turnover,
productivity, absenteeism and other related aspects.
This diagram shows the causes and consequences of job satisfaction . Causes for job
satisfaction comprise organizational factors,group elements and individual needs. All
these factors contribute to satisfaction or dissatisfaction. Between the causes and
consequences of job satisfaction, there are two variables , namely outcomes
valued/expected and outcomes received .
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MODEL OF JOB SATISFACTION
Job Satisfaction Model
CAUSES OF JOB SATISFACTION
ORGANISATIONAL FACTORS; There are five major organizational factors
which contribute to employee’s attitude towards his or her job ; pay, opportunities for
promotion, the nature of work, policies of the organization and working conditions.
WAGES; Wages play a significance role in influencing job-satisfaction. This is
because of two reasons. First money is an important instrument in fulfilling one’s
needs; and two, employee often see pay as a reflection of management’s concern for
them.
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Organizational Factors
GroupFactors
IndividualFactors
OutcomesExpected/Valued
OutcomesReceived
LowTurnover
LowAbsenteesm
High Turnover
HighAbsenteesm
Job Satisfaction
Job Dissatisfaction
Employees want a pay system which is simple, fair, and in line with their
expectations. When pay is seen as fair, based on job demands, individual skill level,
and community pay standards satisfaction is likely to result. What needs emphasis is
that it is not the absolute amount paid the matters, rather it is one’s perception of
fairness.
PROMOTIONS; Promotional opportunities affect job-satisfaction considerably. The
desire for promotion is generally strong among employees as it involves change in job
content, responsibility, independence, status and the like. An average employee in a
typical government organization can hope to get two or three promotions in his entire
service, through chances of promotion are better in the private sector. It is no surprise
that the employee takes promotion the ultimate achievements in his career and when it
is realized, he feels extremely satisfied.
NATURE OF WORK; Most employees crave intellectual challenges on jobs. They
tend to being given opportunities to use their skills and abilities and being offered a
variety of task freedom, and feedback on how well they are doing. Jobs that have to
little challenge create boredom. But too much challenge creates frustration and a
feeling of failure. Under conditions of moderate challenge, employees feel pleasure
and satisfaction.
ORGANIZATIONAL POLICIES AND PROCEDURES; It include basis for
effecting promotions (seniority versus merit ), transfer of people, foreign assignments,
lay-off, retrenchments, appraisal and reward system, motivational methods, skill based
versus job based pay, and the like.
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WORKING CONDITIONS; That are compatible with an employee’s physical comfort and that facilitate doing a good job contribute to job satisfaction. Temperature, humidity, ventilation , lighting , and noise, hours of work, cleanliness of the work place are the features which affect job-satisfaction.
SIZE: it is trusim to say that the longer the size of grop lower the level of
satisfaction.as size increases, opportunities for participation and social interaction
decreases,so also the ability of members to identify with the group performance.
SUPERVISION: perceived quality of supervision is another deyerminant of job satisfaction satisfaction tends to be high when people believe that their supervisors are
more competent ,have their best interst in mind and treat them with dignity and respect.communication is another aspect of supervision. Satisfaction of members tends to be high when they are able to communicate easily with their supervisor.
INDIVIDUAL FACTORS: in addition to organisational and group factors, there are certain personel variables that have a bearing on job satisfaction.
Several personality variables have been linked to job satisfaction. Among these are self esteem, type a behaviour pattren and the ability to with stand job stress.stronger an individual on these traits, more satisfied he or she tends to be on his or her JOB.
STATUS:tends to influence one’s job satisfaction.generally speaking the higher one’s status in job hierarchy the more satisfied the individual tends to be put another employee may not stay at ones place to reach higher position in the organisation.
Third job satisfaction is related to the extent to which people perform job congurant and their INTRESTS.
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Finally job satisfaction has been found to be related to ones GENERAL LIFE SATISFACTION the more the people are satisfied with aspects of their lives unrelate ed to their jobs, the more they also tend to be satisfied with their job.
CONSEQUENCES OF JOB SATISFACTION
High job satisfaction may lead to improved productivity, increased turnover, and improved attendance; reduce accidents, less job stress, and lower unionization. PRODUCTIVITY: The relationship between job satisfaction and productivity is Not definitely established however in long run job satisfaction leads to increased productivity. On the other hand job performance leads to job
satisfaction and not the other way round. However there are some conditions under which high productivity more clearly leads to job satisfaction one condition is that the employees perceive that intrinsic and extrinsic rewards are contingent upon there productivity. The second condition is that the extrinsic rewards to be distributed equitably. In equitable distribution fails to convince the employees that there is a close relation ship between hard work and rewards.
However, the adage “a happy worker is a productive worker” is not always wrong there may not be a relationship between job satisfaction and productivity but performance may be affected indirectly by absenteeism or turnover which is related to satisfaction.
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,
JOB SATISFACTION AND EMPLOYEE TURNOVER: high employee turnover is of considerable concern for employers because it disrupt normal operations, cause morale problems for those who stick on and increase the cost involved in selecting and training replacements. The employer does what ever possible to minimize turnover, making the employees feel satisfied on their jobs, being one such . Unlike the relationship between satisfaction and productivity the connection between job satisfactions to employee turnover is established beyond doubt. It has been demonstrated that who have relatively lower levels of satisfaction are most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the high turnover rate.
SATISFACTION AND ABSENCES: correlation to satisfaction Absenteeism is also proved conclusively. Workers who are dissatisfied are more likely to take mantel health days.off not due to illness or personal business. Simply stated, absenteeism is high when satisfaction is low. The degree to which people feel that there jobs are important has a moderating influences on there absentees
SATISFACTION AND SAFETY: poor safety practices are a negative consequence of low satisfaction level. When people are discouraged about their jobs, company, and supervisors, they are more liable to experience accidents. An underlying reason for such accidents is that discouragement may takes one’s attention away from the task at hand. Inattention leads directly to accidents. Eg , many hand injuries from power tools can be attributed to the operator not paying careful attention.
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PERFORMANCE
EXTRINSIC REWARDS
INTRINSIC REWARDS
PERCEIVED EQUITY OF REWATRDS
SATISFACTION
SATISFACTION AND JOB STRESS: job stress is the body’s response to any job-related factor that threatens to disturb the person’s equilibrium. In the process of experiencing stress, the employees inner state changes. Prolonged stress can cause the employee serious ailments such as heart disease, blurred vision, lower back pain, dermatitis and muscles aches.
UNIONIZATION: it is proved that job-dissatisfaction is a major cause for unionization dissatisfaction with wages, job security, French benefits, chances for promotions and treatment by supervisors are reasons which make employee join unions. Another dimension is that satisfaction have an impact on the tendency to take action with in the union such as filing grievances and striking.
BENEFITS OF JOB SATISFACTION
LEVEL OF SATISFACTION: One benefit of job satisfaction survey is That they give management an indication of general levels of satisfaction in a company. Survey is also indicates specific areas of satisfaction or dissatisfaction and particular groups of employees. In other words, a
survey tells how employees feel about their jobs, what parts of their jobs these feelings are focused on, which departments are particularly involved. The survey is a powerful diagnostic instrument for assessing employee problems.
IMPROVED COMMUNICATION: It is another benefit of surveys Communication flows in all directions as people plant the survey, talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged to comment about what they really have in their minds.
IMPROVED ATTITUDES: An unexpected benefit from job-satisfaction Survey is improved attitudes. For some employees, the survey is a safety valve, an emotional release, a chance to get things off their chest.
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For others, the survey is a tangible expression of management’s interest in employee welfare, which gives employee a reason to feel better towards management.
TO UNDERSTAND PRODUCTIVITY PROBLEMS: It can help Discover the causes of indirect productivity problems such as absenteeism, turnover and poor quality of work. Because they highly affect on productivity. If an organization is disturbed by a these problems, it might appropriately turn to job-satisfaction surveys to diagnose the cause. The causes could be low pay, lack of promotional, opportunities, unchallenging jobs, unjust treatment, and the like. Without proper surveys, there could be random guessing on the part of management. It helps management both to get a better handle on why employees are lagging and to plan better solution to problems.
TRAINING NEEDS: It help management assess training needs. Usually, employees are given an opportunity to report how they feel their supervisor performs certain parts of the jobs, such as delegating work and giving adequate job instructions. Since employees experience these supervisory acts, their perceptions may provide useful data about the training of their supervisors.
EFFECTIVENESS OF ORGANISATIONAL REWARD: A job- Satisfaction survey is an indicator of the effectiveness of organizational reward systems. As was discussed earlier, there is a positive relationship between performance and satisfaction. This relationship will be strong when rewards are distributed equitably contingent upon
performance. Now job-satisfaction surveys can provide some cues as to the effectiveness of organizational reward system. They help managers judge whether the best performers are receiving the most reward and the most satisfaction from their jobs. The best performers are likely to quit if they are not suitably reward.
But the benefits discussed above would be realized subject to certain prerequisites. Following are the conditions:
Top management actively supports the survey. A clear objective exists for conducting the survey. The study is designed and administered consistent with standards of sound
research.
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Management is capable and willing to take follow up action. Both the results and the action plans are communicated to employees.
Models of job satisfaction
Affect Theory
Edwin A. Locke’s 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/aren’t 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 doesn’t 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 one’s 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.
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A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in one’s 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.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. Motivating factors are those are aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out., and include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological 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.
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INSTRUMENTALITY THEORY:
Another view of job-satisfaction is that individuals calculate the degree to which the job is satisfying by considering the extent to which the job leads to valued outcomes. It judgments about how much they value certain outcomes such as pay, a promotion, or good working condition. They then estimate the extent to which holding the job leads to each of these outcomes. Finally by weighting the perceived value or attractiveness of each outcome and considering all outcomes in the set, the individual arrives at an estimate of the satisfaction he or she feels will come from the job. This process, labeled instrumentality theory for its emphases on the extent to which the job is instrumental to producing satisfaction. Job-satisfaction is present or past-oriented concept. Second, weighting each outcome by its instrumentality is a very complicated cognitive process which may be more complex then the process that human beings usually apply. Finally one still is left with the question of how the valences were formed by the individual. Because of its future orientation complexity, and need to explain issues of valences, it has not received wide spread acceptance as a view of satisfaction.
SOCIAL INFLUENCE: Salancik and pfeffer (1977) questioned comparison theories of job-satisfaction and suggested that perhaps people decide how satisfied they are with their job not by processing all kinds of information about it but by observing others on similar jobs and making inferences about others’ satisfaction. In a similar vein Weiss and Shaw (1979 ) suggest that an individual simply infers a level of his or her own satisfaction from observing others. In a sense they are saying that individuals may come into a new job not knowing how satisfied they will be with it. They look around, see others like themselves who are satisfied (or dis-satisfied) with it, and these observations influenced how satisfied (or dis-satisfied) they are with their job. Social influence theory of job-satisfaction is interesting because it recognizes the social
nature of work and suggest a way of that social factors do influence satisfaction and that they deserve more attention than they have received in the past.
EQUITY THEORY: This theory also contains a social element in which the individual compares his or her inputs and outcomes to those of others. For job-satisfaction the same process is hypothesized. It differs from that presented thus it predicts that too much of a good t
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LOCKE’S VALUE THEORY Thing is dis-satisfying. That is, receiving more than
is equitable will produce less satisfaction. The evidence seems to indicate that equity
norms do operate and that over payment inequity can exist. Because the conditions
occur relatively in frequently and because it is uncertain how long individuals will
continue to experience over payment in equity before adjusting their point of view to
allow them to receive the same returns without feeling over compensated, it does not
appear to us that an equity frame work controls a major portion of the job satisfaction
variance.
The theory posits that job satisfaction is the relationship between job outcomes
realized as compared to those desired. In other words, satisfaction is high when an
employee receives outcomes which he or she values high. Satisfaction is less when the
outcomes received are valued less by the employee. Locke’s approach focuses on any
outcomes that people value, regardless of what they are and not necessarily lower
order needs (lower order needs are explained in chapter on motivation). The key to
satisfaction, according to the theory , is the discrepancy between those aspects of the
job one has and those one wants; the greater the discrepancy , lesser the satisfaction .
Locke’s theory calls attention to those aspects of the job that need to be
attended for job satisfaction to results , Specifically , the theory suggests that these
aspects might not be the same for all people , but any valued aspects of the job about
which people perceive serious discrepancies . By emphasizing values, Locke’s theory
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suggests the job satisfaction may be derived from many sources, some of which are
explained in the next section.
MEASURING JOB-SATISFACTION
There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducting over the past three and half decades, employing varied techniques. The most common ways of measuring include rating scale, critical incidents, interviews and action tendencies.
RATING SCALE: The most common approach of measuring job satisfaction is the use of rating scales. These scales fall in to two categories. One is called tailor made scales, which are constructed for particular setting or a project. The second set comprises standardized scales which, before their use, have been developed to establish group norms on the scales and to ensure reliability and validity of the measuring instruments. It is the tailor-made scales which are frequently used in practice. One of the most popular standardized scale is the job Descriptive
index (JDI) developed by Smith, Kendall, and Hulin. The JDI has separate scales for satisfaction with pay , promotion, supervision, work and co-workers.
It ==has been used with a large scale variety of employee samples, and norms are provided for employees according to their age, sex, education, income and type of community. Requires only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major component of job.
CRITICAL INCIDENT: The critical incidents approach to the measurement of job satisfaction was developed by Herzberg and his associates in their research on the two factor theory of motivation. Employees were asked to describe incidents on their job when they were particulary satisfied or dissatisfied . these incidents were then content analysed in determining which aspects were closely related to positive and negative attitudes.
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INTERVIEWS: Personal interviews are yet another method of measurement of satisfaction. Employees are interviewed individually and the responses reveal their satisfaction or dissatisfaction.
ACTION TEDENCIES: These represent the inclinations people have to avoid or approach certain things. By gathering information about how they feel like acting with respect to their jobs, the job-satisfaction can be measured provides some examples of action tendencies.
LIKERT SCALE: This method of standardized survey was developed likert in 1932 and is widely used even today in this, an individual is asked to indicate agreement or disagreement with job factors. The individual is also required to state how strongly he or she agrees or disagrees with a statement. This is normally done on a 5- point scale, though it is possible to use a 7- point scale also. The normal practice is to incorporate the various statements in a questionnaire. The subject is asked to respond to this statement, indicating the extent of his or her agreement or disagreement.
a value may be given to each response category in order to produce a numerical scope, and the different scores in each category may be added together to arrive at a total score. A high overall score can be viewed as positive, where as a low score indicates negative.
Use of existing information:before conducting any formal satisfaction survey, managers do well to examine 2 other methods of assesing employee feelings, daily contacts and existing data. Managers are in contact with employees through constant interaction and communication. This is a practical and timely method of determining job satisfaction. Beside ther are a number of indicators already available in the organisation and their collection in the form of reports will through much light on the degree of employee satisfaction or dissatisfaction. Some of the available data relate to turn over, absenteeism, performance, suggestions, accidents, grievances, and the like.
SATISFACTION AND MANAGERIAL IMPLICATIONS: job-satisfaction has behavioural implications, particularly on such aspects absenteeism, turnover and
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unionization. A clear understanding of the causes and consequences of job-satisfaction can help managers better diagnose and solve employee problems in particular
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describes one’s job.
The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the Job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (5 items from each facet) and a short form with 20 questions (1 item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.
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Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship , absenteeism , and turnover . Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life satisfaction . This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r=.18; the average true correlation, corrected for research artifacts and unreliability, was r=.30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher (ρ=.52) than for jobs of low to moderate complexity (ρ=.29). In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance are the result of personality.
DIMENSIONS OF JOB SATISFACTION
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SPECIFIC JOB DIMENSIONS: The concept of job is very complex. It has Many facts such as nature of work, the supervisor, the company, pay or promotional opportunities. The job seldom itself serves as a unitary attitude object rather the attitude in this case the satisfaction that an individual associates with his or her jobs is really the degree of job satisfaction with a number of different dimensions of the job. Over the year’s considerable time and effort has been devoted to the discovery of job satisfaction. The best conclusion to draw from this work is that, although there are many specific and diverse job dimensions which have been shown to relate job satisfaction at one time or other, there is a set of dimensions common to most jobs that is sufficient to describe most of the predictable variance in job satisfaction. This set varies roughly from 5 to 20 job dimensions, but seldom is it necessary to access the degree of job satisfaction using more than 10. The number in this set may vary somewhat depending upon the nature of the job and the purpose for which job satisfaction is being investigated as we shall see a common core of job dimensions is a good index of job satisfaction over a wide variety of jobs.
SINGLE OR MULTIPLE DIMENSIONS: If job satisfaction measures are used to diagnose potential problem area in the job setting, than separate dimensions are more valuable than an overall measure. The individual job facets can be considered in ordered to learn which one seams to be producing positive and which one negative feeling on the part of employees. If on the other hand the interest is in the relationship between a general responses to the job such as quitting a measure of overall job satisfaction may be more appropriate.
COMBINING DIMENSIONS OF JOB SATISFACTION: It seems intuitively obvious that all of a job’s dimensions are not equally important to all people in determining overall satisfaction with their jobs. Some people may consider their pay very important and working conditions less so; for others it ay be the reverse. Therefore, when combining measures of satisfaction with several dimensions of the job, it is tempting to weight the dimensions
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by their relative importance to the individual. The data are very clear for this issue ; it does not work. It is much better to select a set of job dimensions that have been found to apply to most jobs and then simply to way each dimension score equally to calculate overall satisfaction. Several reasons have been suggested for why importance ratings do not work. The most compelling is that when individuals rate their satisfaction with any single dimension of the job, they also indirectly indicate the dimension’s importance. To have either strong positive or strong negative feelings indicates that the dimension is important enough to feel strongly about that. On the other hand, neutral feelings of satisfaction usually mean that the factor really does not matter much. Therefore, weighting satisfaction ratings by importance is redundant and adds nothing.
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QUESTIONNAIRE ON JOB SATISFACTION
INSTRUCTIONS: This survey is for knowing the job satisfaction level of Employees. Please answer each question accurately as possible. If you do not understand a question, answer it as well as you can note your question(s) in the margin. Your answers will be kept confidential and will not affect your status as an employee in the organisation.Thank you.
A. Opinion questionnaire. Please rate your work at your organization in the following Areas. Circle the number under the words that most closely describes your overall opinion of each item.
NAME:ID:UNIT NAME:SUPERVISOR NAME:DATE:
ORIENTATION AND TRAINING POOR FAIR GOOD EXCELLENT
1. Availability of a clear job description 1 2 3 4 2. Communication of expectations about your 1 2 3 4 Job performance.3. Sufficient training materials and training 1 2 3 4 Opportunities to allow you to perform Your job well.
SUPERVISION
4. Availability of a supervisor to answer your 1 2 3 4 Questions and to assist or to carry out your Duties.
5. Feedback and evaluation regarding your 1 2 3 4
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Performance.6. Relationship with your supervisor. 1 2 3 4
COMPENSATION AND BENEFITS
7. Your rate of Pay for your work. 1 2 3 4 8. Org. policy regarding eligibility
For paid time off 1 2 3 49. Benefits you receive (health, dental, insu.) 1 2 3 4
OTHER ASPECTS OF YOUR EXPERIENCE
10. Opportunities to share your ideas about Improving services provided. 1 2 3 411. Opportunities for ongoing professional Development. 1 2 3 412. Degree to which your skills are used 1 2 3 413. Morale in your office or program. 1 2 3 414. Relationship with your co-employee 1 2 3 4
15. I have the opportunity to do what I Do best every day. 1 2 3 416. My supervisor someone at work cares About me as a person. 1 2 3 4
17. I have opportunities to learn and grow. 1 2 3 4
18. What do you like most about your organization?
a) The tasks I do for my jobb) Opportunity for personal or professional growth
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c) Work atmosphered) Training and developmente) Opportunitiesf) Payment/salaryg) Recognition for a job well done
19. What could your organization do differently to help you in your job (mark 3 points?)
a) Empower to participate in decisions that affect my work.b) Provide more or better trainingc) Improve supervisor/employee relations.d) Address low morale of work forcee) Improve communication between main office and program sitesf) Increase opportunities for advancement
20. What makes you want to stay at the organization (mark 3 points)
a) The mission and serviceb) The task or activities I doc) Opportunity for personal or professional growthd) Work atmospheree) Training and development opportunitiesf) Recognition for a job
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RESEARCH METHODOLOGYResearch methodology is a way to systematically solve the research problem. It
may be understood as a science of studying how research is done scientifically. In it we study the various steps, the research process that are generally adopted to study the research problem and basic logics behind them. Following steps are involved in the research process are as follows:
The methodology used for the collection of the data has been divided in to two groups:
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Define the problem and its objectives
Review concepts and theories
Sampling design
Collection of data survey
Analysis of data
Interpretation of analysis
PRIMARY DATA: Primary data regarding the company and my project report Was collected and was based upon the personal discussions with the managers, officers, my project guide, and other employees working in various sections of the human recourse department of Federal Mogul Goetze India Limited.
SECONDARY DATA: Secondary data was mainly collected fro the office accounts records, and from the other published documents of Federal Mogul Goetze India Limited, Bahadurgarh, Patiala.
SAMPLE SIZE, REGION AND SAMPLING TECHNIQUE
Sample size for this survey has been taken of 100 people. As it is a random sampling
and it will solve the purpose of getting the data from the people because instead of
more than 100 people but that is non random sampling may not be fruitful for the
survey. So the random sampling of 100 has been taken to solve the purpose.
The simple random sampling technique has been used for the
survey. It means the people that have been interacted with for the survey have been
selected on random basis or probability basis so that a big population can be covered
under 100 people by selecting them randomly. As it is a random sampling and it will
solve the purpose of getting the data from the people because instead of having more
than 100 people but that is on non random sampling may not be fruitful for the survey.
So the random sampling of 100 has been taken to solve the purpose.
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ANALYSIS
From the collected data we are able to get the idea about the job satisfaction level in the FEDERAL MOGUL GOETZE Ind. Ltd. Which is the manufacturing organization having a work force of 33,000 including………………employees. However it is not an easy task to make a sound working environment in the organization yet FEDERAL MOGUL has taken many steps to improve that not only at the lower level but with the whole organization to create job-satisfaction among employee. As this project is done to know the job satisfaction level among employees as they are satisfied with their job or not yet job satisfaction depends upon many components as ;SalaryNumber of workersBenefits Promotions and many more we have tried to cover all the aspects by preparing a questionnaire and then making analysis and then interpretation for that.
1. Availability of a clear job description?
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POOR 10
FAIR 25
GOOD 50
EXCELLENT 15
TOTAL 100
The result from the analyses shows that there is a clear job description available for every job as 50 employees out of 100 recommends that the job description is good for their job. As job description is available for them to work with clear goals by clearly understanding their authorities and responsibilities.
2. Communication of expectations about your job performance?
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POOR 10
FAIR 74
GOOD 11
EXCELLENT 5
TOTAL 100
3. Sufficent training materials and training opportunities to allow you to perform your job well?
67
POOR 15
FAIR 60
GOOD 20
EXCELLENT 5
TOTAL 100
About the training and training opportunities to perform their job well is fair in the not good as 60 employee respond to fair and 22 employee to good so that employee are not satisfied with their training and training opportunities so they should pay attention towards the training of the employee.
4. Availability of a supervisor to answer your questions and to assist or to carry out your duties?
POOR 5
FAIR 25
GOOD 30
EXCELLENT 40
TOTAL 100
In relation to the supervisor to answer the question to carry out duties is excellent it means that the relation with the supervisors are very good and they can share easily their problems with their supervisors and can ask question to perform their duty well this can be clearly depicted from the survey that only 5 employees out of 100 have
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responded poor relation with their supervisors. This may be due to their attitudes and 40 employee have responded excellent and 30 has responded good.
5. Feedback and evaluation regarding your performance?
POOR 15
FAIR 13
GOOD 25
EXCELLENT 47
TOTAL 100
Even the feed back and relation regarding the performance of the employees is excellent. It means that supervisor take care about the performance of the employees .employees have to report to there supervisors. And supervisors also make attention about the reasons for their low performance.
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6. Relationship with your supervisor?
POOR 2
FAIR 9
GOOD 67
EXCELLENT 22
TOTAL 100
70
In relation to the supervisor most of the people are having good relations with your supervisor .as almost 67 people have responded good relations with your supervisors and 22 are having excellent relations. It is most important for the employees and for their sound working in the organisation.
7. Your rate of pay for your work?
POOR 8
FAIR 35
GOOD 45
EXCELLENT 12
TOTAL 100
71
The rate of pay for the work provided is good in the organization as 45 employees responded good and 12 have marked excellent for the pay scale. It is an important component of job satisfaction .the employees are comfortable to cope up with the type of work if provided a good pay.if the employees are getting an excellent salary than they lso have to do important work as they are designated higher positions. So the pay rate factor increases there dedication towards their work so as the job satisfaction.
8.Organisation policy regarding eligibility for pay time of?
POOR 11
FAIR 33
GOOD 42
EXCELLENT 14
TOTAL 100
9. Benefits you receive (med., insurance)?
72
POOR 0
FAIR 12
GOOD 63
EXCELLENT 25
TOTAL 100
In case of benefits company is providing good benefits to its employees it is clear from the fact that no one has reported poor policy of organization regarding the benefits .the company time to time make amendments like what new benefits to be provided they are provided with proper health and medical facilities. They use to provide them bonuses and increments . so this are leads to greater job satisfaction among employees.
10.opportunities to share your ideas about improving services provided.
73
POOR 17
FAIR 51
GOOD 13
EXCELLENT 19
TOTAL 100
From this question we come to know that the opportunities to share ides for their service provided are fair in the organization. it means that mostly the decisions are taken by higher authorities .the employees have less involvement in the decisions relating to their services for improvement. Organization should provide them chance for this. so that they can come up with the new ideas . And have the feeling of belongingness with the organization.
11. Opportunities for ongoing professional development?
74
POOR 4
FAIR 10
GOOD 59
EXCELLENT 27
TOTAL 100
An opportunity for the ongoing development is good in the organization. it means that their work is properly analyzed and after that they are given recognition in form of promotion. So employees use to work with proper dedication to gain higher position in the organization and do their work wholeheartedly. This also reduces the rate of turnover in the organization. and more over if they have been awarded properly they will work with proper dedication. This factor increases the job satisfaction among employees.
12. Degree to which your skills are used?
75
POOR 3
FAIR 18
GOOD 57
EXCELLENT 22
TOTAL 100
From the above information we can say that the skills are utilized properly and they feel good and they are satisfied with their work. They have been provided work with their capabilities and skills which feel them satisfied with their job. Proper utilization of skills creates a sense of confidence among them and they also come to know about their capabilities. This is further helpful for them for their further development in teir profession..
13. Morale in your office program?
76
POOR 2
FAIR 19
GOOD 59
EXCELLENT 20
TOTAL 100
From the above we are able to analyze that employees are happy with the working condition and atmosphere. There is mutual co-operation between employer and employees. This show good morale among them and they feel satisfied with their job and internal atmosphere in the organization. this helps to increase morale among employees.
14. Relationship with your co-employees?
77
POOR 7
FAIR 13
GOOD 69
EXCELLENT 11
TOTAL 100
The above information shows that there is mutual co-operation between employees and their supervisors. They feel relaxed with their supervisors and they help each other when they needed. There is good, cooperative, and healthy relationship between them and they are satisfied with them.
15. I have the opportunity to do what I do best everyday?
78
POOR 3
FAIR 71
GOOD 20
EXCELLENT 6
TOTAL 100
16. My supervisor someone at work cares about me as a person?
79
POOR 11
FAIR 43
GOOD 37
EXCELLENT 9
TOTAL 100
As analyzed above that the employees are having good relations with their supervisors. So the supervisors also take care for this creates a sense of co-ordination among them to work in an cooperative way.
17. I have opportunities to learn and grow?
80
POOR 4
FAIR 12
GOOD 78
EXCELLENT 6
TOTAL 100
As there is a scope for development in the organization so there is a lot of scope to learn and grow in the organization.
18. What do you like most about your organization?
TABLE 9
OPPORTUNITY 25
WORK ATMOSPHERE 15
TRAINING AND DEVELOPMENT 13
SALARY 11
RECOGNITION FOR A JOB 27
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As from this we can analyze that the employees like the opportunity in the organization. Even they also reported about the work atmosphere in the organization. 27 out of 100 have reported recognition for a job it means that they have been awarded for their work.
19. What could your organization do differently to help you in your job (mark 3 points?)
82
PARTICIPATION IN DECISION MAKING 47
PROVIDE BETTER TRAINING 28
IMPROVE SUPERVISORS AND EMPLOYEE RELATIONS
7
ADDRESSES LOW MORAL OF WORK 5
IMPROVE COMMUNICATION 11
INCR. OPPORTUNITIES FOR ADVANCEMENT
2
20. What makes you want to stay at the organization?
83
MISSION AND SERVICE 9
TASKS AND ACTIVITIES I DO 25
OPPORTUNITIES FOR PROFESSIONAL AND PERSONAL GROWTH
30
WORK ATMOSPHERE 17
TRAINING AND DEVELOPMENT 8
RECOGNITION 20
There are many factors that can affect the employee stay in the organization the main factor that they have reported is that they feel that there are opportunities for professional growth in the organization. The next thing they have reported is that they like the tasks and activities given to them.
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OBJECTIVES OF STUDY
1. To know about the job satisfaction level.
2. To understand the employees feelings towards their job.
3. To aware HR department about the constraints or the problem of employees.
4. To know about the training and development needs of the organization.
5. To improve the relation between co-employees and to create an environment of team spirit among them.
6. To check the supervision level with in the organization.
CONCLUSION
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In the end from the above analysis and interpretation drawn we can say that although FEDERAL MOGUL GOETZE INDIA LIMITED is having a huge man power yet it is trying its best to manage the affairs properly. They take care for all the workers and employees. The working of hr department is very good. They all are specialized in their own fields so every body gives his best. And in context of job satisfaction out of 100 more than 70 people are satisfied with their job .it means that the satisfaction level is good it is tested with the help of the questionnaire. And they are satisfied with that there is still a higher scope for development in the organization. They are satisfied with the working conditions, supervision level, professional development, and their recognition for their work, yet there are people who are not satisfied with their job it may be due to their own attitudes or due to supervisor’s attitudes if it is not good towards them. Yet the employees are not satisfied with the training needs of the organization. And some people are not having good relation with their supervisors. The rate of pay for the work is having both the views some people are satisfied with the pay rate but for some it is fair.
LIMITATIONS OF THE STUDY
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LIMITED TIME: Although the staff of Federal Mogul Goetze India Limited Patiala was highly cooperative and devoted enough of its valuable time on me but because of their busy schedule, I feel I was unable to gain complete knowledge. Further more, I was allotted a limited time period for the study. Both of these become the limiting factors to get the full knowledge and to get familiar fully with the entire activities of the organization.
LACK OF CONFIDENTIAL DATA: Some of the information confidential to the management was not provided by the company. Thus constraints in the availability of the information recourses came into the way to learn more and thus in the better completion of the project report.
LACK OF COMPARATIVE DATA: Interim comparison of the company Federal Mogul Goetze India Limited with other companies has not been done due to the unavailability of the comparative data regarding other organizations in the same field.
SWOT ANALYSIS
STRENGTH
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Highly diversified, producing many products.Availability of cheap and skilled labour.Profit making and reputed firm.Capable and highly disciplined staff.Producing high quality products comparable with the international standards as awarded by ISO 9001.Few competitors.Technical and operating efficiency.
WEAKNESS
Facing some infrastructure related problems and eratic power supply.Problem of timely availability of imported and indigenous raw materials.Low return on capital employed.
OPPOURTUNITIES
With coming of MNCs in the automobile sector like DAEWOO, VOLKSWAGON,BMW, FORD the demand for production has increased the scope of ready markets, also scope for further expansion in the production of existing products and some new products has increased as they have wide network.High export of opportunities.
THREATS
With the coming of MNCs, the demand for higher technologies is a matter of concern.
RECOMMENDATIONS
Federal Mogul Goetze India Limited is a manufacturing organization from the above analysis the employees are not satisfied with the training
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needs in the organization .so the management should take care about the training needs of the employees.
Results drawn from the analysis shows that the employees have the less opportunities to share their ideas for the service provided to them .here care should be taken to their views too, so that they should feel that the organization is concerned towards them.
Company should try to improve the work environment at shop-floor level. There should be proper cleanliness and healthy environment for the safety of employees and employers.
Work level should be suitable enough to maintain the efficiency level of the work.
As new technology in the organization is adopted for improving the production system and for starting new project they should employ persons having good knowledge so that further scope for his improvements can be made.
It is a matter of pleasure that the organization has very good system in operation and few recommendations as mentioned above if picked up may be helpful in plugging the loophole in the system and may further improve the system in force.
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REFERENCE
1. WWW.GOETZE INDIA.COM
2. WWW.GOOGLE.COM
3. WWW.YAHOO.COM
4.McCormick J.Ernst; industrial psychology ;1987 new delhi-110001
5.Flipo B.Edwin;personnel management,Mc-graw, hill;
6.Deva vasu; Training and development;2002,New delhi-110002
7. www.wiklipedia.com
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