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PROJECT REPORT

ON

‘’JOB SATISFACTION & MOTIVATION

AT

SATA VIKAS INDIA PVT.LTD’’

SUBMITTED TO THE MAHARISHI DAYANAND UNIVERSITY,

ROHTAK, FOR PARTIAL FULFILLMENT OF THE AWARD OF

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

(2015-2016)

SUBMITTED TO:- SUBMITTED BY:-

JYOTI MALHOTRA AJEET

HR DEPTT. B.B.A. VTH Sem

DAV CENTENARY COLLEGE NH-3, N.I.T., Faridabad (Haryana)

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ACKNOWLEDGEMENTS

At the outset, I would like to thank SATA VIKAS INDIA PVT. LTD for giving me the

approval to this project in the organization. I thank my company guide, Mr.Manish

Tayal for this encouragement and contribution of time, counsel, materials, and for

coordinating the project work and giving me guidance. This project would not have been

possible without his help.

I am thankful to many individuals in the sales department of SATA VIKAS INDIA PVT.

LTD. for the encouragement and professional assistance.

A heartfelt thanks to the many respondents surveyed whose ideas, critical insights and

suggestions have been invaluable in the preparation of this report. Last but by no means

the least I would like to convey my special thanks to all the faculty members of DAV

CENTENARY COLLEGE for giving me the opportunity to work on this project.

AJEET KUMAR

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PREFACE

This project report is all about the job satisfaction & motivation and also to know the

reasons of exits in Sata Vikas Limited.

In the project the following have been included to understand the reason of exit in the

Company, the Organizational structure of HR department, Vision and Mission of the

Company, grade structure and also Voice capturing survey.

An attempt has been made to observe the various aspects like Company’s environment

and Intra and inter departmental, job security, feedback process, fairness and supervision

etc.

Analysis also includes identification of organizational strengths & weaknesses. These are

the areas that have been rated well & poorly respectively, by the employees in the exit

interview form.

During the research the study of employees welfare and it’s functioning, the disciplinary

procedures and how employees problems are handled in the Company came across and

made the training a wonderful experience.

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INDEX

S.NO. SUBJECT PAGE NO.

1. INTRODUCTION TO THE TOPIC

2. COMPANY PROFILE

3. REVIEW OF LITERATURE

4. RESEARCH METHODOLGY

-OBJECTIVES OF STUDY

-SCOPE OF STUDY

-RESEARCH DESIGN

-LIMITATIONS OF STUDY

5. DATA ANALYSIS &

INTERPRETATION

6. CONCLUSIONS &

SUGGESTIONS

7. BIBLIOGRAPHY

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INTRODUCTION TO

TOPIC

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JOB SATISFACTION

Job satisfaction in regards to one's feeling or state of mind regarding nature of their work.

Job can be influenced by variety of factors like quality of one's relationship with their

supervisor, quality of physical environment in which they work, degree of fulfillment in

their work. etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

person's attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job- their evaluation may

rest largely upon one's success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends.Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship , Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state of

mind.

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ABOUT COMPANY

I took the training in Sata Vikas India Pvt ltd. SATA GROUP (first called Martinelli) has

been producing a large range of high-tech and high quality standard components that

have always been fitted into the most innovative car industry products.

Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds,

transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant

examples of SATA production. 

SATA GROUP, working with flexible production lines and numerical control

workcenters, can satisfy the most demanding customers’ request.

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COMPANY PROFILE

SATA VIKAS INDIA PVT LTD

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VIKAS SATA INDIA PVT LTD

Since the beginning of 1900 SATA GROUP (first called Martinelli) has been producing a

large range of high-tech and high quality standard components that have always been

fitted into the most innovative car industry products.

Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds,

transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant

examples of SATA production.

SATA GROUP, working with flexible production lines and numerical control

workcenters, can satisfy the most demanding customers’ request

PRODUCT RANGE

Con Rods

Flywheels

Cylinder Head

Transmission Boxes

Bearing Blocks

Planetary Carrier

Axle

Exhaust Manifolds

Compressor components

Others

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Head Office

Registered Office, SATA VIKAS INDIA PVT Ltd. Plot n°73/8 Mathura Road Village Mitnol, Auranga bad District: Palwal Haryana 121105

Phone +91 (0) 1275 - 302467 / 68 , +91 (0) 1275 – 302465

Company Website http://www.sata-group.com/

Web-mail https://mail.sata-group.com/

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HISTORY

Since the beginning of 1900 SATA Group (first called Martinelli) works in the sector of

mechanical machining of components for automotive industry. 

Through a constant evolution of production technologies the group had a growth first in

piedmontese area, then, in order to meet the clients needs, with the plant located in

center-south Italy in 1993. 

At the end of nineties, following the globalization process, the group has been taken over

in South America, in Argentina (1997) and in Brazil (1999).  In 2005 has acquired the

Castelnuovo Valsugana plant in order to follow a strategy of product  diversification.

In 2006 the evolution of worldwide markets carried the group to land in China with the

new plant in Kunshan (60km far from Shanghai) followed in 2007 by the new Indian

plant in New Delhi. 

The group has endured a deep evolution also from the organizational point of view.

Actually the control of the main operative functions is entrusted to the holding (F.C.) by

the centralization of policies and strategies. SATA is certified in according to the

standard ISO TS 16949 and following a close environmental policy ISO 14001. 

All the plants have a sole managing policy using the same technical-qualitative

procedures.

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PRODUCTS

CON RODS

FLYWHEELS

CYLINDER HEAD

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TRANSMISSION BOXES

BEARING BLOCKS

PLANETARY CARRIER

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AXLE

EXHAUST MANIFOLDS

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COMPRESSOR COMPONENTS

QUALITY

SATA Group’s General Management has developed a quality management system based

on the ISO-TS 16949:2009 technical specification to promote the organisation’s

consistent development by constantly adapting the management system processes and the

relevant activities with a view to attaining Customer satisfaction by continually meeting

customer requirements as they evolve. Having duly considered the sector’s high

competition level for products and relevant service supply, the Management believes the

following is needed in order to achieve Customer Satisfaction while developing SATA

Group:

• involving the entire personnel in the pursuit of continuous improvement of the product,

the product’s manufacturing process, and of the quality management system processes;

• extending the concept of Customer satisfaction to the Group’s units and their mutual

relations, by establishing and observing a Customer-Supplier relation between the

organisation’s various resources and processes;

• involving suppliers as integral parts of the supply chain supervised by the quality

management system processes concurring in/contributing to the product realisation;

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• enhancing human resources' satisfaction and awareness by promoting professional and

cultural growth;

• sharing the principle of Continual Improvement among the Group’s units, at all levels,

with the goal of achieving better performances in terms of process efficiency and product

characteristics;

• reducing the manufacturing process development time to enable new products to reach

the market in the shortest possible time while keeping their defined characteristics by

implementing planning methods aimed at optimizing the design, development, testing,

realisation and validation steps;

• ensuring safety of personnel, product and product manufacturing processes;

• reducing the environmental impact of the activities performed by SATA Group’s units

and their suppliers;

• conveying to the actual and potential Customers an image of the Group as leader partner in therelevant market.

SATA Group complies ISO9001 and ISO-TS16949 standards for quality management

systems and ISO14001 for environmental management system. The continuous

improvement philosophy is a choice of the organization to reach customer and

stakeholders satisfaction.

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CUSTOMERS

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OVERVIEWSATA Vikas was founded in 2007 as a Joint Venture between SATA Group & Vikas Group. It was set up with the vision to capture the growth in Indian Automotive market. Comprising of 187 CNC machines, SATA Vikas has engineering capabilities in the areas of machining and assembly of products – it primarily consists of engine, suspension& transmission components for the automotive OEM segment, including for passenger cars, utility vehicles, commercial vehicles and Off- Road vehicles.

This ISO/TS 16949:2009 certified company is geared to achieve SATA Production System (SPS) by 2017 through a strong focus on each area of its financial, environmental and social responsibility. SATA Vikas has a state-of-the-art facility with an annual volume capacity of 7 million components.

Automotive Air-Conditioning (Compressor, HVAC & Hose Pipes), Heat Exchangers (Condenser, Heater Core, Evaporator, Oil Cooler, Radiator), Emission After Treatment Systems (Catalytic convertor assemblies with substrate, coating & canning operations), precision machined components (Exhaust Manifolds, Flywheels, Differential Case, Compressor parts and laser fractured connecting rod), Iron Casting Component (For Brake System, Engine System, Transmission System), non-ferrous

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castings and non-ferrous extrusions of special profiles.

With a focus on Technology and constant endeavor towards operational excellence, the group has been able to develop strong organizational capabilities in the respective areas in order to be future ready and embrace challenging situations.

MILESTONESThe journey of the Vikas Group is a testament to the extraordinary leadership and visionary outlook of its founder. The same desire to excel and the commitment to world-class quality that was evident when the company was established back in 1982, is still ingrained in the very fabric of the company. Exceptional technology & innovation, customer-focused, nimble market strategy and strong technical collaborations are just some of the factors that have propelled the Vikas Group ahead to keep growing from strength to strength.

With the passage of time, we have adapted, improvised and continued to maintain our standards, cementing our reputation as a reliable and quality-driven partner to top players in the automotive industry. Over the three decades of being in business, some particularly important events have helped us forge the route to success.

THE GROUPAbout Sata Group

Since the beginning of 1900 SATA GROUP (first called Martinelli) has been producing a large range of high-tech and high quality standard components that have always been fitted into the most innovative car industry products.Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds, transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant examples of SATA production.SATA GROUP, working with flexible production lines and numerical control work centers, can satisfy the most demanding customers' request.www.sata-group.com

About Vikas GroupOver 3 decades of experience in the Automotive Industry, The Vikas Group has successfully established itself as a prominent player in the Auto component Industry of the country. The Group has been able to successfully partner with leading companies around the world and has been amongst the first to bring in products and technologies,

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relevant to the times.

Automotive Air-Conditioning (Compressor, HVAC & Hose Pipes), Heat Exchangers (Condenser, Heater Core, Evaporator, Oil Cooler, Radiator), Emission After Treatment Systems (Catalytic convertor assemblies with substrate, coating & canning operations), precision machined components (Exhaust Manifolds, Flywheels, Differential Case, Compressor parts and laser fractured connecting rod), Iron Casting Component (For Brake System, Engine System, Transmission System), non-ferrous castings and non-ferrous extrusions of special profiles.www.vikasgroup.in

MISSION AND VISION

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MISSION

Sata Vikas is committed to build a socially & environmentally responsible enterprise with

a drive to excel by Empowering people. Bring about continuous improvement through

Challenge, Innovation, Wisdom & Harmony.

VISION SATA Vikas shall be a recognized supplier of precision machined

parts, diversifying suitably into various market segments and developing customers as Strategic partners.

SATA Vikas shall strive to attain a competitive cost structure & TPM recognition as a major step towards achieving Business excellent award (WCM) by building a culture of Excellence &perfections and making the Company one of the Best Places to work for.

CORE VALUES

Truth, Honesty, Integrity

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SATA Vikas follow the principle of truth in our thoughts, actions and resultsSATA Vikas act with Honesty & Fairness alwaysSATA Vikas consider the consequences of our actionsSATA Vikas make transparent decisions and behave ethically to make the best use of resources entrusted to us

Respect & Discipline

SATA Vikas treat each other with respect, courtesy and mutual TrustSATA Vikas respect the rules and regulations that apply at workSATA Vikas respect different values, beliefs, cultures, loyalty and religions equally

Challenge & Innovation

SATA Vikas benchmark with the best and strive for continuous improvementsSATA Vikas look for unconventional but effective solutions to achieve resultsSATA Vikas see problems as challenges and generate new ideas to tackle themSATA Vikas create value and overcome barriers by bold actions and ‘out of the box’ thinking

Collaboration

SATA Vikas acknowledge the importance of other's views and ideasSATA Vikas show a “win-win” state of mind and a willingness to discuss with an open mindSATA Vikas share knowledge and resources to reach a common goal readilySATA Vikas work as a team, towards finding solutions

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REVIEW OF

LITERATURE

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JOB SATISFACTION

 

" Job Satisfaction is a pleasurable or positive emotional state from the appraisal of

one's job or experience."

~ E. A. Locke

" Job satisfaction is a set of the favorable or unfavorable feelings with which

employees view their work." 

~Keith Davis

 " Job satisfaction is generally considered to be an individuals perceptual or

emotional reaction to important parts of work."

~ Vroom 

The research has searched many books on job satisfaction to collect the literature about

the Job Satisfaction. To analyse the effectiveness of the Job Satisfaction level in SATA

Vikas Pvt Ltd. The information collected was confined to the journals published about

the human resource management.

The review of literature helped the research to conduct the survey in better and

extensive manner. It should also help the research for finding and getting deeper into the

topic. For this purpose the abstracting and indexing journals and published biographies

and unpublished biographies are first to go.

Job satisfaction is one of the most researched variables in the area of workplace

psychology, and has been associated with numerous [[Psychosocial issues - the changing

world of work]| organisational factors]] ranging from leadership to job design. This

article seeks to outline the key definitions relating to job satisfaction, the main theories

associated with explaining job satisfaction, as well as the types of and issues surrounding

the measurement of job satisfaction. While it is also important to explore what factors

precede and are impacted by job satisfaction

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Due the popularity of job satisfaction within the field of occupational and organisational

psychology, various researchers and practitioners have provided their own definitions of

what job satisfaction is. However, the two most common definitions describe job

satisfaction as: “the pleasurable emotional state resulting from the appraisal of one’s job

as achieving or facilitating the achievement of one’s job values”; and “the extent to which

people like (satisfaction) or dislike (dissatisfaction) their jobs“.

In general, most definitions cover the affective feeling an employee has towards their job.

This could be the job in general or their attitudes towards specific aspects of it, such as:

their colleagues, pay or working conditions. In addition, the extent to which work

outcomes meet or exceed expectations may determine the level of job satisfaction.

However, job satisfaction is not only about how much an employee enjoys work. Taber

and Alliger  found that when employees of an American educational institute rated how

much they enjoyed individual tasks within their role, their scores were moderately

correlated to satisfaction with the work itself, and associated (although weakly) with

global job satisfaction. Taber and Alliger  also found that other measures (such as, level

of concentration required for the job, level of supervision, and task importance) all had no

impact on satisfaction. This study demonstrates that the accumulating enjoyment of work

tasks added up to overall job satisfaction. However, the low relationship does suggest that

other factors, besides enjoyment, contribute to how satisfied employees feel at work.

THEORIES OF JOB SATISFACTION

Job satisfaction theories have a strong overlap with theories explaining human

motivation. The most common and prominent theories in this area include: Maslow’s

needs hierarchy theory ; Herzberg’s motivator-hygiene theory; the Job Characteristics

Model ; and the dispositional approach . These theories are described and discussed

below.

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Hierarchy of needs

Although commonly known in the human motivation literature, Maslow’s needs

hierarchy theory was one of the first theories to examine the important contributors to job

satisfaction. The theory suggests that human needs form a five-level hierarchy (Figure 1)

consisting of: physiological needs, safety, belongingness/love, esteem, and self-

actualisation. Maslow’s hierarchy of needs postulates that there are essential needs that

need to be met first (such as, physiological needs and safety), before more complex needs

can be met.

Maslow’s needs hierarchy was developed to explain human motivation in general.

However, its main tenants are applicable to the work setting, and have been used to

explain job satisfaction. Within an organisation, financial compensation and healthcare

are some of the benefits which help an employee meet their basic physiological needs.

Safety needs can manifest itself through employees feeling physically safe in their work

environment, as well as job security   and/ or having suitable company structures and

policies. When this is satisfied, the employee’s can focus on feeling as though they

belong to the workplace. This can come in the form of positive relationships with

colleagues and supervisors in the workplace, and whether or not they feel they are a part

of their team/ organisation. Once satisfied, the employee will seek to feel as though they

are valued and appreciated by their colleagues and their organisation.

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The final step is where the employee seeks to self-actualise ; where they need to grow

and develop in order to become everything they are capable of becoming. Although it

could be seen as separate, the progressions from one step to the next all contribute to the

process of self-actualisation. Therefore, organisations looking to improve employee job

satisfaction should attempt to meet the basic needs of employees before progressing to

address higher-order needs. However, more recently this approach is becoming less

popular as it fails to consider the cognitive process of the employee and, in general, lacks

empirical supporting evidence. In addition, others  have found fault with the final stage of

self-actualisation. The lack of a clear definition and conceptual understanding of self-

actualisation, paired with a difficulty of measuring it, makes it difficult to measure what

the final goal is or when it has been achieved.

Motivator-Hygiene Theory

Herzberg’s  motivator-hygiene theory suggests that job satisfaction and dissatisfaction are

not two opposite ends of the same continuum, but instead are two separate and, at times,

even unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and

achievement need to be met in order for an employee to be satisfied with work. On the

other hand, ‘hygiene’ factors (such as, working conditions, company policies and

structure, job security, interaction with colleagues and quality of management) are

associated with job dissatisfaction.

Because both the hygiene and motivational factors are viewed as independent, it is

possible that employees are neither satisfied nor dissatisfied. This theory postulates that

when hygiene factors are low the employee is dissatisfied, but when these factors are

high it means the employee is not dissatisfied (or neutral), but not necessarily satisfied.

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Whether or not an employee is satisfied is dependent on the motivator factors. Moreover,

it is thought that when motivators are met the employee is thought to be satisfied. This

separation may aid in accounting for the complexity of an employee’s feelings, as they

might feel both satisfied and dissatisfied at the same time; or neither satisfied nor

dissatisfied.

Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction

from dissatisfaction, the theory itself has received little empirical support. Herzberg’s

original study [13] has been criticised for having been conducted with a weak

methodology . As a result, subsequent attempts to test this theory have obtained mixed

results with some researchers supporting it and others not .

Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work

environment encourages intrinsically motivating characteristics. Five key job

characteristics: skill variety, task identity, task significance, autonomy and feedback,

influence three psychological states (Figure 3). Subsequently, the three psychosocial

states then lead to a number of potential outcomes, including: job satisfaction. Therefore

from an organisations’ point of view, it is thought that by improving the five core job

dimensions this will subsequently lead to a better work environment and increased job

satisfaction.

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Unlike the Maslow or Herzberg’s theories, the JCM has received more empirical support.

However, it has also drawn criticism as many studies utilising this model investigate the

direct impact core job dimensions have on personal and work outcomes, completely

disregarding the critical psychological states . Despite this, the JCM and its impact on job

satisfaction has been the subject of three reviews , which further lend support to the

model. Further to this, Behson and colleagues’  meta-analysis of 13 studies specifically

focused on the role of critical psychological states, and found these psychological states

to play a crucial practical and theoretical role within the JCM.

Dispositional approach

This dispositional approach suggests that job satisfaction is closely related to personality.

It postulates that an individual has a strong predisposition towards a certain level of

satisfaction, and that these remain fairly constant and stable across time . The evidence

for this approach can be divided into indirect studies and direct studies. Judge and

colleagues have reviewed these areas in greater detail.

The indirect evidence comes from studies that do not explicitly measure personality. Data

from the National Longitudinal Studies in the United States found that measures of job

satisfaction tend to remain fairly stable over 2, 3 and 5 year periods . This even includes

significant employment changes, such as: changes in employer or occupation.

Interestingly, a twin based study  examined 34 twins whom had been raised

independently of one another. This study found genetic factors accounted for 30% of job

satisfaction levels when assessed in later life.

The indirect studies, however, are vulnerable to a number of important criticisms, namely

that other unaccounted factors might be contributing to job satisfaction levels . This

highlights the respective importance of studies directly assessing the role of personality.

Most prominently, there is research evidence that self-esteem, self-efficacy, emotional

stability and locus of control comprise a broad personality construct, which contribute to

how an individual sees themselves . A review of 169 correlations between each of four

affective constructs (i.e., self-esteem, self-efficacy, emotional stability and locus of

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control) and job satisfaction, found that as self-reported levels of self-esteem, self-

efficacy, emotion stability and locus of control increased so did job satisfaction.

Similarly, investigations into the link between the five factor model of personality and

job satisfaction revealed neuroticism, conscientiousness and extraversion to have a

moderate relationships with job satisfaction

INFLUENCING FACTOR

Environmental factors

Communication overload and underload

One of the most important aspects of an individual’s work in a modern organization

concerns the management of communication demands that he or she encounters on the

job. Demands can be characterized as a communication load, which refers to “the rate

and complexity of communication inputs an individual must process in a particular time

frame.” Individuals in an organization can experience communication over-load and

communication under- load which can affect their level of job satisfaction.

Communication overload can occur when “an individual receives too many messages in a

short period of time which can result in unprocessed information or when an individual

faces more complex messages that are more difficult to process.” Due to this process,

“given an individual’s style of work and motivation to complete a task, when more inputs

exist than outputs, the individual perceives a condition of overload which can be

positively or negatively related to job satisfaction. In comparison, communication under

load can occur when messages or inputs are sent below the individual’s ability to process

them.” According to the ideas of communication over-load and under-load, if an

individual does not receive enough input on the job or is unsuccessful in processing these

inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with

their work which leads to a low level of job satisfaction.

Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behavior can

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positively or negatively influence job satisfaction. Communication behavior such as

facial expression, eye contact, vocal expression, and body movement is crucial to the

superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role

in interpersonal interactions with respect to impression formation, deception, attraction,

social influence, and emotional. Nonverbal immediacy from the supervisor helps to

increase interpersonal involvement with their subordinates impacting job satisfaction.

The manner in which supervisors communicate with their subordinates non-verbally may

be more important than the verbal content (Teven, p. 156). Individuals who dislike and

think negatively about their supervisor are less willing to communicate or have

motivation to work whereas individuals who like and think positively of their supervisor

are more likely to communicate and are satisfied with their job and work environment. A

supervisor who uses nonverbal immediacy, friendliness, and open communication lines is

more likely to receive positive feedback and high job satisfaction from a subordinate.

Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate

will naturally receive negative feedback and create low job satisfaction in their

subordinates in the workplace.

Strategic employee recognition

A Watson Wyatt Worldwide study identified a positive outcome between a collegical and

flexible work environment and an increase in shareholder value. Suggesting that

employee satisfaction is directly related to financial gain. Over 40 percent of the

companies listed in the top 100 of Fortune magazine’s, “America’s Best Companies to

Work For” also appear on the Fortune 500. It is possible that successful workers enjoy

working at successful companies, however, the Watson Wyatt Worldwide Human Capital

Index study claims that effective human resources practices, such as employee

recognition programs, lead to positive financial outcomes more often than positive

financial outcomes lead to good practices.

Employee recognition is not only about gifts and points. It's about changing the corporate

culture in order to meet goals and initiatives and most importantly to connect employees

to the company's core values and beliefs. Strategic employee recognition is seen as the

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most important program not only to improve employee retention and motivation but also

to positively influence the financial situation. The difference between the traditional

approach (gifts and points) and strategic recognition is the ability to serve as a serious

business influencer that can advance a company’s strategic objectives in a measurable

way. "The vast majority of companies want to be innovative, coming up with new

products, business models and better ways of doing things. However, innovation is not so

easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully

manage an organization so that, over time, innovations will emerge."

Individual factors

Emotion

Mood and emotions at work are related to job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense,

short-lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and

negative emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage

emotional states and displays. Emotion management includes all of the conscious and

unconscious efforts to increase, maintain, or decrease one or more components of an

emotion. Although early studies of the consequences of emotional work emphasized its

harmful effects on workers, studies of workers in a variety of occupations suggest that the

consequences of emotional work are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two

models:

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1. Emotional dissonance. Emotional dissonance is a state of discrepancy between

public displays of emotions and internal experiences of emotions, that often

follows the process of emotion regulation. Emotional dissonance is associated

with high emotional exhaustion, low organizational commitment, and low job

satisfaction.

2. Social interaction model. Taking the social interaction perspective, workers’

emotion regulation might beget responses from others during interpersonal

encounters that subsequently impact their own job satisfaction. For example: The

accumulation of favorable responses to displays of pleasant emotions might

positively affect job satisfaction.

Genetics

It has been well documented that genetics influence a variety of individual

differences. Some research suggests genetics also play a role in the intrinsic, direct

experiences of job satisfaction like challenge or achievement (as opposed to extrinsic,

environmental factors like working conditions). One experiment used sets of

monozygotic twins, reared apart, to test for the existence of genetic influence on job

satisfaction. While the results indicate the majority of the variance in job satisfaction was

due to environmental factors (70%), genetic influence is still a minor factor. Genetic

heritability was also suggested for several of the job characteristics measured in the

experiment, such as complexity level, motor skill requirements, and physical demands.[

Personality

Some research suggests an association between personality and job

satisfaction. Specifically, this research describes the role of negative

affectivity and positive affectivity. Negative affectivity is related strongly to the

personality trait of neuroticism. Individuals high in negative affectivity are more prone to

experience less job satisfaction. Positive affectivity is related strongly to the personality

trait of extraversion. Those high in positive affectivity are more prone to be satisfied in

most dimensions of their life, including their job. Differences in affectivity likely impact

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how individuals will perceive objective job circumstances like pay and working

conditions, thus affecting their satisfaction in that job.

There are two personality factors related to job satisfaction, alienation and locus of

control. Employees who have an internal locus of control and feel less alienated are more

likely to experience job satisfaction, job involvement and organizational commitment. A

meta-analysis of 187 studies of job satisfaction concluded that high satisfaction was

positively associated with internal locus of control. The study also showed characteristics

like high machiavellianism, narcissism, trait anger, type A personality dimensions of

achievement striving and impatience/irritability, are also related to job satisfaction.

P a g e | 35

RESEARCH

METHODOLOGY

P a g e | 36

RESEARCH METHODOLOGY

Research methodology is a way to systematically study the research problem. It may be

understand as a science of studying how research is done scientifically. In it, we study the

various steps that are generally adopted by researcher in studying his research problem

along with the logic behind them.

A questionnaire was prepared for staff of the organization. My guide has told me to

distribute questionnaire among assistant managers in various division. The data as

primarily collected through structured questioners, which was collected from various

executives (managers) SATA VIKAS PVT LTD. The questioner comprises of 21

questions. The questioner included the questions based on various key parameters, which

related to productivity output, absenteeism, innovativeness and creativity, management

change etc.

The questioner has been depicted in the annexure.

Through the responses rate was slow in the beginning as it took time and effort to make

them realize the importance of enuresis for their own career finally process gathering

momentum and large number of employees were successfully covered under the survey.

P a g e | 37

Objective of study

• To find that whether the employees are satisfied or not.

• To analyse the company's working environment.

• To check the Degree of satisfaction of employees.

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

• To find that employees are working with their full capabilities or not.

• To study the level of job satisfaction among the employees of SATA Vikas Pvt Ltd. if

any.

• To study the methods of measuring job satisfaction of SATA Vikas Pvt Ltd.

Scope of the Study

To help the training department to evaluate the effectiveness the training

programs given to the employee.

To help the training department to evaluate the shortcoming in the training

programs provided to the employee.

To help the training department to understand where the scope of improvement in

the future is.

To help the training department to understand the need of the employee.

To help the training department to evaluate the on going training programs against

the previous training programs.

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Data collection

o I have collected the data randomly

o 100 questionnaires were distributed and very good responses were

received back the executives as I got back all 100 questionnaires filled

from them.

o Responses are in the raw from which were then converted in to

meaningful data for further analysis,

RESEARCH DESIGN

a)Nature of studyDescriptive research study i.e. , to study the preferences and opinions of individuals and

their pattern at work place.

b)Sampling design:- Area of study is staff (assistant managers) of STERLING TOOLS

LTD.

c)Data Collection:- Sources:

Primary sources: questionnaire and interview

Secondary Source: various publication, and books.

Main primary sources of data collection are questionnaire and the questionnaire is

randomly distributed to the engineers and assistant managers of various departments.

d) Research development: Questionnaire rating at 5-point scale.

e) Data analysis: Simple statistical techniques.

f) Data presentation: The presentation of data is draw by graph and chart.

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Questionnaire administration

All questionnaires were handed over through personal meeting and/visit.

Most employees were given 2 or 3 days for completion of questionnaire it suit

their convenience.

Some of completed the questionnaire immediately and handed over to me; so as

to clarify certain statement prior to completion.

To collect the questionnaire from employees I have to visit more than once to

them.

Also, some employees were willing to respond or share their views.

.

P a g e | 40

LIMITATIONS OF STUDY

Time is the Real factor that affects the study i.e. , the time duration of eight week

for the project work is very short span of time to conduct effective study.

Most of the Department id remaining untouched to this exercise. Hence it does

not bring the complete picture of organization’s competence level.

Employee needs expectation and behaviors vary from one person to another

person. During survey some employee show keen interest in the topic and give

their views and on the other hand, some employee does not interest and help

wholeheartedly in my survey.

Scarcity of needful printed document on the topic.

All the employees and officers were found very busy in their working hours.

Many a time my guide and other executive were not available in their seats

because they were busy in their allied work so as researcher I have to visit many

to meet them and discuss on my topic.

The questionnaire is objective type could no have provided opportunity for ideas

and suggestions.

The sample was selected from the employees those were in the post of engineer

and assistant manager only so other executive are not include in this study.

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DATA ANALYSIS

&

INTERPRETATION

P a g e | 42

Data analysis & interpretation

1) Table showing Employee job satisfaction at work?

Responses No of Respondents % of respondents

Yes 36 90

No 02 05

Can’t say 02 05

Total 40 100

Interpretation:

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Maximum numbers of respondents are satisfied with their work. Only few members are not satisfied. So it clearly shows that employees of HAMUL are highly satisfied with their present job.

2) Factors that influence employees' motivation?

Responses Respondents

satisfied

% of Respondents

Good pay 21 52.5

Promotion 04 10

Less Supervision 05 12.5

Good Working 10 25

Total 40 100%

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Interpretation:Maximum number of employees are given priorities to pay. So it clearly shows that the

SATA Vikas employees are highly motivated by good pay for do their work.

3) Table showing employees response to salary' being offered at Sata Vikas?

Responses NO. OF RESPODENT % of r espondentsYES 34 85

NO 3 7.5

NO COMMENTS 3 7.5

TOTAL 40 100

Concept: An attempt is made to know their satisfaction towards salary offerings

Analysis: From the above table, it is clear that employees are satisfied with the salary

P a g e | 45

allowances and offers provided by the organization, with maximum of 85% saying yes, 7.5% each with no satisfaction and no comment response.

Interpretation:

Maximum numbers of respondents are satisfied with Salary offering at Sata Vikas. This

clearly shows that Sata Vikas is giving good salaries to their employees.

4) Table showing other sour ces of Income of employees?

Responses NO. OF RESPODENT % of respondentsYES 6 15

NO 34 85

CAN’T SAY -- --

TOTAL 40 100

Concept: An attempt is made to know Employee's other sources of income.

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Analysis: From the above table, it is clear that 15% of employees are having other

sources of income, rest 85% are dependent on HAMUL income.

Interpretation : Maximum numbers of respondents are Sata Vikas Salary dependent.

5) Table showing the way employees came to the present position?

Responses NO. OF RESPODENT % of respondentsPROMOTION 18 45

DIRECT

APPOINTMENT

21 52.5

TRANSFER 1 2.5

TOTAL 40 100%

Concept: An attempt is made to know the way employee's came to present position.

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Analysis: From the above table, it is clear that employees were placed in the company

through i.e. 45% of the employees through promotion, 52.5% of the employees through

Direct Appointment, and 2.5% of the employees through Transfer.

Interpretation:

Maximum numbers of Employees were placed through Direct Appointment. So thisshows that maximum numbers of employees of Sata Vikas are got in to present position through direct appointment.

6) Table showing employees satisfaction towards employment conditions

prevailing in organization?

Responses NO. OF RESPODENT % of respondentsYES 38 95

NO 2 5

TOTAL 40 100

Concept: An attempt is made to know the level of employment conditions prevailing in

the organization.

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Analysis: From the above table, it is clear that the employment conditions prevailing in

the company from the respondent's i.e. 95% of the respondents are highly satisfied with

employment conditions, 5% of respondents are not satisfied.

Interpretation:

Maximum numbers of respondents are satisfied with their employment conditions. This

suggests HAMUL has good infrastructure & this motivates employees to work better.

7) Table showing employees response to Organizational promotion & Transfer policies:

Responses NO. OF RESPODENT % of respondentsYES 37 92.5

NO 3 7.5

TOTAL 40 100

Concept: An attempt is made to study the promotion & transfer policies prevailing in the

organization.

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Analysis: From the above table, it is clear that the promotion & Transfer policies

prevailing in the company from the respondent's i.e. 92.5% of the respondents are highly

satisfied, 7.5% of respondents are not satisfied.

Interpretation:

Maximum numbers of respondents are satisfied with Transfer & Promotional Policies.

So it shows that maximum number HAMUL employees are satisfied with their

promotion & transfer policy.

8) Table showing employees response towards physical working conditions:

Responses NO. OF RESPODENT % of respondentsYES 39 97.5

NO 1 2.5

TOTAL 40 100

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Concept: An attempt JS made to study the physical working conditions prevailing the

organization.

Analysis: From the above table, it is clear that the Physical working conditions prevailing

in the company from the respondent's i.e. 97.5% of the respondents are highly satisfied,

2.5% of respondents are not satisfied.

Interpretation:

Maximum numbers of respondents are satisfied with Physical working conditions. This

suggests that maximum numbers of employees in the organization are comfortable with

their physical working conditions.

9) Table showing employee level of satisfaction towards Relation existing b/w Subordinates & Superiors:

Responses NO. OF RESPODENT % of respondentsYES 39 97.5

NO 1 2.5

TOTAL 40 100

Concept: An attempt is made to know the level of employee's relation existing with their

P a g e | 51

Sub ordinates and Superiors.

Analysis: From the above table, it is clear that the Relation existing b/w Subordinates &

Superiors prevailing in the company from the respondent's i.e. 97.5% of the respondents

are highly satisfied, 2.5% of respondents are not satisfied.

Interpretation:

Maximum numbers of respondents are satisfied with Relation existing b/w Subordinates

& Superiors. This shows that in Sata Vikas, their will be good relationship exists

between the subordinates & superiors .

10) Table showing employees response towards Working Hours?

Responses NO. OF RESPODENT % of respondentsYES 39 97.5

NO 1 2.5

TOTAL 40 100

Concept: An attempt is made to know the level of employee's satisfaction towards

working hours.

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Analysis: From the above table, it is clear that the working hours prevailing in the

company from the respondent's i.e. 97.5% of the respondents are highly satisfied, 2.5% of

respondents are not satisfied.

Interpretation:

Maximum numbers of respondents are satisfied with working hours. This suggest that the

working hours in the Sata Vikas is sufficient to do the work & most of the employees

satisfied with working hours.

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CONCLUSION

&

P a g e | 54

SUGGESTION

CONCLUSION

1.)I hope that after the above limitations this project study with its analysis would

completely and truly represent my project.

2.)I hope after the study with the help of the recommendation and suggestion, this

project not only highlight the negative part of the study but also help to understand

the strong and weak areas of Providing training & development in our country.

3.)This study also highlights the needs for improving the international business field

in our country.

P a g e | 55

SUGGESTION

o It is recommended/ suggested that the survey should be conducted regularly on

yearly basis to gain more advantages.

o Result of the survey of should be shared with the top management and head of the

department.

o The analysis result should be correlated to the result of various control tests to

find out the areas of dissatisfaction and way of overcoming the same.

o From the finding of the survey, related issues to be resolved through prompt

actions in accordance of organizational goal, so as to minimize weaknesses and

reinforce strength observed during the process.

o Make the employee aware of implementation process taking place as per their

feedback thus providing the worth of the survey and establishing its credibility.

P a g e | 56

o Training program should be planned considering the trainee experience and

background to make more effective.

o A brief orientation program should be run organized prior to the program where

the syllabus to the studied may be discussed, the expectations of the trainees

asked and the pros and cons/scope of the program may be discussed.

o Employees should be provided with the regular constructive feedback their

performance during training and implementation of the newly acquired abilities

after something training program. With a view that proper training is provided to

the employee and its effective critical evaluation is done, suggestion scheme

should be launched by SATA VIKAS INDIA PVT LTD.

BIBLIOGRAPHY

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BIBLIOGRAPHY

Books Referred To:

GUPTA, SHASHI K., Human Resource Management, Kalyani Publishers

MAMORIA, C.B. Personnel Management, Himalaya Publishing House

SAHU, R.K. Training For Development, Excel Books

KOTHARI, C.R. Research Methodology, Himalaya Publishing House

Magazines, Journals & Newspapers Referred To :

Business World

Outlook

Time of India

Navbharat Times

Websites-

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www.google.com

www.satavikas.co.in

http:/info@svind.com

sata-group.com

https://en.wikipedia.org

QUESTIONNAIRE

NAME:…………………………………………………………………….

DESIGNATION:…………………………………………………

DIVISION:…………………………………………………………

DEPARTMENT:…………………………………………………………

Q1. From how many years have you been working with XYZ Company?

a. 0-3 Years

b. 3-5 Years

c. 5 to 7 Years

d. More than 7 Years

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Q2. How is the working Environment?

a. Participative

b. Autonomy

c. Whimsical

d. Red Tapism

Q3. Your work is according to your qualification and skills.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q4. Employees are satisfied with the top Management.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q5. Working hours at XYZ Company is satisfactory.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q6. “Employees in the organization have necessary authority to perform their

duties effectively”.

a. Strongly Agree

b. Agree

c. Neutral

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d. Disagree

e. Strongly Disagree

Q7. “Organization organizes counseling programs for the employees regularly”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q8. “Employees in XYZ Company share experience to help each other”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q9. “Employees get Appreciation and rewards if the desired work / targets are

accomplished”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q10. “Company has good career prospect for its employees”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

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Q11. “Physical working condition in the Company is satisfactory”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q12. “Top management involves employees in the management decisions”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q13. “Welfare facilities provided to the employees by the organization are

satisfactory”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q14. Which of the following factors which motivates you most ?

a. Salary Increase

b. Promotion

c. Leave

d. Motivational talks

e. Recognition

Q15. Your company recognize and acknowledge your work.

a. Strongly Agree

b. Agree

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c. Neutral

d. Disagree

e. Strongly Disagree

Q16. Company provides satisfactory Salary according to the Work.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q17. Rate your Overall Satisfaction with your Job ?

a. Highly Satisfied

b. Satisfied

c. Average

d. Dissatisfied

e. Highly Dissatisfied