A Study

ON
“JOB SATISFACTION OF EMPLOYEES”
AT
TATA MOTORS

Submitted to

THE HIMACHAL PRADESH TECHNICAL UNIVERSITY IN PARTIAL

FULFILLMENT FOR THE AWARD OF THE DEGREE OF THE
MASTER OF BUSINESS ADMINISTRATION
(Session 2011-2013)
Submitted by: VIKAS KUMAR
MBA 4th sem
Roll no.: m8085

Dissertation Guide:
Mrs POONAM SEN
H O D MBA Deptt.

1
 Certificate

This is to certify that this project entitled “JOB SATISFACTION OF EMPLOYEES.” IN” TATA
MOTORS” submitted in partial fulfillment of the requirement for the degree of Master of
business administration of Himachal Pradesh technical University Hamirpur, by
Mr.vikas kumar. A has been executed under my supervision and guidance.
The data reported in it is pure. The assistance and help received during the
course of this investigation has been duly acknowledged. It is further certified that it is
an original piece of work and it is worthy of the consideration for the degree of Master
of business administration.

DATE _________ (project guide)

( Mrs POONAM SEN)
PLACE _______

2
 Acknowledgement
I take this opportunity to express my profound debts of gratitude and obligation,
to my esteemed guide Mrs POONAM SEN, H O D MBA Deptt. of abhilashi Institute of
management studies ,ner chowk , for her most valuable help and creative suggestions at
all stages of my work. Her learned advice and guidance always kindled inspiration in the
face of difficulties encountered in the course of this research work.

I would also like to thank almighty God for blessing showered on me during the
completion of Dissertation Report.

I am highly grateful to my all lecturers and dedicated staff of AIMS for their kind
helps from time to time.

I am also thankful to the respondents, all my friends for their kind and valuable
guidance, whom I consulted for my present work.

(VIKAS KUMAR)

3
 PREFACE

MBA is a stepping-stone to the management carrier and to develop good managers, it is

necessary that the theoretical knowledge must be supplemented with the exposure to
the real environment.
Theoretical knowledge just provides the base and it’s not sufficient to produce a good
manager that’s why the practical knowledge is needed.
Therefore the research project is an essential requirement for the students of MBA. This
research project not only helps the students to utilize their skill properly and learn field
realities but also provide a chance to the organization to find out talent among the
bidding managers in the very beginning.
I have formed this project report that reflects my own learning process, beginning with
the fundamentals and infused with the benefits, advancements of data collection and
analysis of collected data.

4
 CONTENTS

SL.No. Topics Page no.

1. EXECUTIVE SUMMARY 6-7

2. COMPANY PROFILE 8-13

3. PRODUCT PROFILE 14-30

4. PROJECT DETAILS 30-38

 ABOUT JOB SATISFACTION

 OBJECTIVE OF THE STUDY 39-39

 RESEARCH METHODOLOGY 40-44

 LIMITATION OF THE STUDY 45-45

 DATA ANALYSIS & INTERPRATION 46-61

 CONCLUSION 62-62

5. RECOMMENDATIONS & SUGGESTIONS 63-64

6. ANNEXURE 65-69

7. BIBLIOGRAPHY 70-70

5
 EXECUTIVE SUMMARY

To know about the Job Satisfaction which affect the workings and productivity of the
company. As the objective of my study is to study about Job Satisfaction on the basis of
individual factors, nature of job, situational variables.

Dissertation work has been done on the topic “Job Satisfaction”. The study has been
done in TATA MOTORS JAMMU unit through questionnaire method.

The sample size for the study was 200. Data was gathered through primary resources :
a)personal interview b)questionnaire
and secondary data was collected from records.

Questionnaire was prepared on the following objectives:-

a) Employee relation with their colleagues.
b) Employee relation with their immediate seniors.
c) Organization’s working conditions.
d) Satisfaction from grievance handling procedure.

There are also some limitations of the study like:

a) Time constraint & biasness of respondents.
b) Limited area of study.
c) Workers hesitation to answer the questions.

6
There are some findings on the basis of the data analysis:

a) Most of the employee is satisfied with colleague’s behavior. About 76% of

employee has good understanding of each other’s behavior.
b) About 61% of the all employee are satisfied with their supervisors behavior..
c) Majority of Workers are satisfied with the policies, working environment, welfare
measures, comfort of work, facilities provided by the company.
d) Employee have good view about grievance handling procedure & growth
opportunities in the company.

The conclusion of this study is that in this era of cut throat competition, no company can
even survive in the market place without knowing its strengths and weaknesses.
Job satisfaction is an emotion, a feeling, an attitude and a matter of perception. It arises
from the employee’s appraisal of experience at work. It involves likes and dislikes as
well as needs and wants which are internal and external to the employee. As an
employer or leader if you fail to meet them, there is a high probability you will also not
achieve high performance. Creating job satisfaction remains a challenge for many
human resources executives and line executives. By having an experienced business
partner skilled in people relations can greatly help in meeting this challenge. Achieving
high job satisfaction for employees or team members is pre-requisite for becoming a
market leader and champion

7
Company
Profile

8
9
Company Profile
10
Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR

1,65,654 crores (USD 32.5 billion) in 2011-12. It is the leader in commercial vehicles in each

segment, and among the top in passenger vehicles with winning products in the compact,

midsize car and utility vehicle segments. It is also the world's fourth largest truck and bus

manufacturer.

11
The Tata Motors Group's over 55,000 employees are guided by the mission "to be
passionate in anticipating and providing the best vehicles and experiences that excite
our customers globally."

Established in 1945, Tata Motors' presence cuts across the length and breadth of India.
Over 7.5 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat)
and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up
an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra)
to produce both Fiat and Tata cars and Fiat powertrains. The company's dealership,
sales, services and spare parts network comprises over 3,500 touch points.

Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged
as an international automobile company. Through subsidiaries and associate
companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain, South
Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004, it
acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck
maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched
several new products in the Korean market, while also exporting these products to
several international markets. Today two-thirds of heavy commercial vehicle exports
out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in
Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently
the remaining stake in 2009. Hispano's presence is being expanded in other markets. In
2006, Tata Motors formed a 51:49 joint venture with the Brazil-based, Marcopolo, a
global leader in body-building for buses and coaches to manufacture fully-built buses
and coaches for India - the plant is located in Dharwad. In 2006, Tata Motors entered
into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to
manufacture and market the company's pickup vehicles in Thailand, and entered the
market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with
Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of
Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and
heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.

Tata Motors is also expanding its international footprint, established through exports
since 1961. The company's commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia, South
Asia, South America, CIS and Russia. It has franchisee/joint venture assembly operations
in Bangladesh, Ukraine, and Senegal.

The foundation of the company's growth over the last 66 years is a deep understanding
of economic stimuli and customer needs, and the ability to translate them into
customer-desired offerings through leading edge R&D. With over 4,500 engineers,
scientists and technicians the company's Engineering Research Centre, established in
1966, has enabled pioneering technologies and products. The company today has R&D
centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain,
and the UK.

12
It was Tata Motors, which launched the first indigenously developed Light Commercial
Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck. In 2009, the company launched its
globally benchmarked Prima range of trucks and in 2012 the Ultra range of
international standard light commercial vehicles. In their power, speed, carrying
capacity, operating economy and trims, they will introduce new benchmarks in India
and match the best in the world in performance at a lower life-cycle cost.

Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the
Tata Indica, India's first fully indigenous passenger car.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano
has been subsequently launched, as planned, in India in March 2009, and subsequently
in 2011 in Nepal and Sri Lanka. A development, which signifies a first for the global
automobile industry, the Nano brings the joy of a car within the reach of thousands of
families.

Tata Motors is equally focussed on environment-friendly technologies in emissions and

alternative fuels. It has developed electric and hybrid vehicles both for personal and
public transportation. It has also been implementing several environment-friendly
technologies in manufacturing processes, significantly enhancing resource
conservation.

Through its subsidiaries, the company is engaged in engineering and automotive

solutions,  automotive vehicle components manufacturing and supply chain activities,
vehicle financing, and machine tools and factory automation solutions.

Tata Motors is committed to improving the quality of life of communities by working on

four thrust areas - employability, education, health and environment. The activities
touch the lives of more than a million citizens. The company's support on education and
employability is focused on youth and women. They range from schools to technical
education institutes to actual facilitation of income generation. In health, the company's
intervention is in both preventive and curative health care. The goal of environment
protection is achieved through tree plantation, conserving water and creating new
water bodies and, last but not the least, by introducing appropriate technologies in
vehicles and operations for constantly enhancing environment care.

With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

13
14
PRODU
CT
PROFIL
E
15
Product profile

Passengers vehicle

Commercial vehicle

16
PASSENGERS VEHICLE

Nano

The Tata Nano is a smart, little urban car that is big on space, fuel-efficiency & comfort. A packaging
marvel, it has spacious passenger compartment that seats four full-size adults in total comfort, despite a tiny
exterior size .FEATURES
 Fuel Economy
 Turning radius:
4 meters

. Ground Clearance: 180
mm
 10 attractive
colours

17
Indica
The Tata Indica is your first choice when you need a hard-working hatchback for personal or business use.
Owners love the robust, rugged build, fuel economy and the comfortable ride over rough roads.FEATURES
 Immobilizer-
Fuel Cut-Off
 Crumple Zones:
Front, Rear &
Sides
 HVAC
 2 DIN Music
System w/MP3
and USB

Vista
The Tata Indica Vista is a stylish Hatchback thoughtfully designed for families who prefer spacious
vehicles. It is a perfect combination of modern design, well-bolstered - comfortable seats and suspensions
specifically designed for rough road surfaces.  FEATURES
 Internationally
acclaimed
Quadrajet
(Diesel) & Safire
(Petrol) engines
 ABS with EBD
 14" Dual Tone
Alloy Wheels

18
 Indigo
The Tata Indigo set standards for fuel efficiency, interior space and value for money. The Indigo is your
ideal choice when you need a hard-working sedan for personal or business use. FEATURES
 4 inline
Turbocharged &
MPFI engines
with EOBD
 ABS with EBD

 Sporty Gear Shif

Manza
The Tata Indigo Manza is a modern sedan, which makes a bold styling statement. Much research has gone
into the perfectly contoured rear seat that gives unmatched comfort. FEATURES
 Internationally
acclaimed
Quadrajet
(Diesel) & Safire
(Petrol) engines

i
 One Touch
Climate Control
 2-DIN Music
System with
Blue 5

19
Sumo
The Tata Sumo is favored by those looking for a trusted, straightforward and low cost-of-ownership driving
experience for transporting work crews and large families. Available in 4X2 and 4X4 versions, the Sumo is an
ideal choice of small business operating on rough terrain FEATURES
 Ventilated Front
Disc Brakes

 Leather
Wrapped
Steering Wheel
 Remote Central
Locking (keyless
entry)

Safari
The Tata Safari - A true-blooded, hard-working SUV features the latest common-rail diesel technology that
promises a responsive and economical drive. The rugged body-on-frame construction guarantees many years
of faithful duty on rough road surfaces .FEATURES
 DiCOR 2.2 VTT
Engine
 Power: 140 PS
@ 4000 rpm

 5 Link
Suspension

20
Aria
The Tata Aria is a modern, spacious crossover for the active family that promises a very comfortable ride
over long distances. The exterior combines the virtues of a large MPV with the sporty look of a SUV. The
interiors are a clean-sheet new design, with focus on space, flexibility and utility. FEATURES
 2.2 L DiCOR
Engine with
Dual Mass
Flywheel

 Torque: 320 Nm
@ 1700-2700
rpm
 5 Link
Suspension with
Coil Spring

21
 Commercial
vehicle
Xenon
A perfect blend of performance and economics. FEATURES
 2.2L DICOR
Engine (148Ps,
320Nm)
 Best in class
fuel economy

 High payload
capacity

Telcoline
Discover the perfect blend of utility and aesthetics. FEATURES
 Power Packed
(90Ps / 195Nm)
 Power Steering

 Synchromesh
gears with
Electric Gear-
shift

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207 DI Ex
The rugged workhorse designed for all kind of load & terrain conditions. FEATURES
 Renowned 4SP
Engine
 5 Speed
Gearbox

 Twin Electric
Fan
 Alternator
Mounted
Vaccum Pump

Mini Trucks
Super Ace - Powered to take your business places. FEATURES
 70PS Power

 135Nm Torque
 TCIC engine
 Better Earning,
Faster Growth

23
Mini Vans
IRIS - Stylish looks, Comfortable Ride, High on Safety. FEATURES
 11HP @
3000rpm

Best in class
fuel efficiency of
27kmpl
 Low
maintenance
 Heavy Duty

Rigid Trucks (M&H)

Economical solution for movement of goods over roads. FEATURES

 Ergo pack for
better driver
comfort

 Ease of load
body fitment for
all major
markets

24
  Good max
speed for faster
turn around

Tractor Trailers
Low cost solution to movement of over-dimensional cargo & containers. FEATURES
 Good max
speed for faster
turnaround

 Strong chassis
frame capable
of carrying
heavy loads
 Locally
developed
aggregates keep
the
maintenance
cost lower

Tippers (M&H)
Ideal solution for low cost movement of all applications. FEATURES
 Ergo pack for
more driver
comfort
 Strong chassis
frame capable
for overload
operations also

 Low turning
circle diameter
helps in

25
 navigations
across short
corners also

Prima

World Class trucks to meet varied end-user requirement. FEATURES

 Cab design from
Europe and
Korea

 Engine
technology from
Cummins USA
 World class
Cabin for better
comfort
 Chassis frame
technology from
Metalsa
 Euro III, Euro
IV compliant,
and Euro V
ready

BUSES

COMFORTABLE RIDE WITH THIS BUS .

26
CORPORA
TE

STRATEG
Y

27
 1. Corporate Strategy –TATA Motors Group14|Section 4
 2. Defining Corporate Strategy

 Corporate Strategy is the way a company creates value

throughthe configuration and coordination of its multi-market
activities

 The definition has three important aspects:

 Value Creation - the generation of superior financial

performance (rents) from multi-market activities that create
corporate advantages

 Configuration - the multi-market scope of the corporation

(product/market diversification, geographic focus, and vertical
boundaries)

 Coordination - the management of activities and businesses

that lie within the corporate hierarchy

 3. Goal of Corporate Strategy: CorporateAdvantage

 The goal of corporate strategy is to build corporate

advantageso as to earn above normal returns

 • analogous to a competitive advantage in a business unit

 Corporate-Level Strategy (companywide strategy)

 Corporate (or Company-wide) Strategy is the overall plan for

a multi- business unit company.

28
 Corporate strategy is what makes the corporate whole add
up to more than the sum of its business unit parts

 4. TATA MOTORS-SBUs TATA Motors Corporate

Team PCBU CVBU

 5. TATA Motors-Scenario in 2001

 Tata Motors was making a loss of $108.6 Million aloneon

CVBU during 2001. Mainly due to Market shrinkage

 . During 2001, there was an aggressive investment

inpassenger car business unit.

 How TATA motors made it turn around by aligningcorporate

strategy with the 2 SBUs????

 6. Corporate strategy

 TML built Balanced scored card approach .

 TML forms a corporate team of 5 members across various

functions to designstrategic approach . The people are cross
functional expertise from SBUs.

 Main Objective was to prioritize Vital Objectives of SBUs and

initiatives &coordinate across SBUs for resources

 TML started central resourcing through e-sourcing to

minimize the cost of sharedinventory.

 TML made most of the parts communized.

 All the SBU leaders given autonomy in designing approaches

inline withcorporate strategic goals.

29
 The performance measured based on the performance of
various parameterssuch as product quality, process quality, safety,
cost measures etc.( Behavioralcontrol).

 7. Product Transformation curves After Corporate

strategy Before corporate Strategy Commercial
Vehicles(C) Passenger cars (P)The straight line - No gains
or Losses of Joint production.The Curve – Economies of
scope for both prodcuts.

 8. Factors for Transformation

 Both products use joint capital (to an extent)- Machineryand

Factories & labor.

 Shared management resources-Transfers of Tacitknowledge.

Common utilization of inventory through communization.

 Corporate e-sourcing

 Cost Minimization across SBU unit processes andproducts.

 Over all The BSC way.

9. How Economies of scope helped

 ? Approximation of Curve : P2+C2=a2

 Line- P+C=a

 where “a” indicates The all factors mentioned in the

previousslide. Let us assume a=6.

 Then, P+C=6 P2+C2= 36,

If P=1, C=5 if P=1, C=5.9 Total=7
if P=2, C=4 if P=2, C=5.6 Total >7
If P =3, C=4 if P=3, C=5.2 Total>8 and so on
If P=4, C=2, etc
30
 10. Corporate Advantage

 The effective profit of aligning corporate strategywith SBUs

with in 2 years of implementation is$106Million from a Loss of over
$108 Million.

 Economies of scope was just one of the reasonsfor increase

of profits.

VISION AND MISSION

Commercial Vehicle Business Unit (CVBU)
Our Vision
To be a world class corporate constantly furthering the interest of all its stakeholders.

Our Mission
Shareholders: To consistently create shareholder value by generating returns in excess of Weighted
Average Cost of Capital (WACC) during the upturn and at least equal to Weighted Average Cost of
Capital (WACC) during the downturn of the business cycle.
Customers: To strengthen the Tata brand and create lasting relationships with the customers by
working closely with business partners to provide superior value for money over the life cycle.
Employees: To create a seamless organization that incubates and promotes innovation, excellence
and
the Tata core values.
Vendor and Channel Partners: To foster a long-term relationship so as to introduce a broad range of
innovative products and services, that would benefit our customers and other stakeholders.
Community: To proactively participate in reshaping the country’s economic growth. To take a
holistic
approach towards environmental protection

Passenger Car Business Unit (PCBU)

Vision
To develop TATA into a world class Indian car brand for innovative and superior value
vehicleWORLD CLASS IN :-
. Poduct appeal and styling-clean contemporary lines and shapes
. Interior space and passenger comfort
. Quality and reliability
SUPERIOR VALUES IN OFFERING:-
. Lowest ownership cost
. Relevant cost effective technology
. More content at same price point as competition

31
MISSION
TO,
. Be the most admired multi-national indian car company producing vehicle that people love to buy
. Create an orgnisation that people enjoy working for , doing business with and investing in

PROJEC
T
32
DETAIL
S

33
 Job
Satisfaction
Job satisfaction describes how content an individual is with his or her job.

The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not
at all satisfied" and 5 represents "extremely satisfied").

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
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

Job Satisfaction can be an important indicator of how employees feel about their jobs
and a predictor of work behaviours 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.
34
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

35
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 also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that
there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift from skilled labor and
piecework towards the more modern approach of assembly lines and hourly wages.
The initial use of scientific management by industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter
Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy
five specific needs in life – physiological needs, safety needs, social needs, self-esteem
needs, and self-actualization. This model served as a good basis from which early
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

36
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
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

Why job satisfaction

In the contemporary workplace of today, leaders are empowering employees, flattening

organizations, encouraging staff participation in decision-making, enhancing
productivity and shifting from 9-5 to 24/7. All this with only one objective of attaining
high performance outcomes for the organization. Many leaders in their quest for
organization success often overlook one very valuable motivational tool in their
arsenal—job satisfaction.

Job satisfaction is often a strong motivator in work endeavors. Research has shown that
job satisfaction can lead to high job performance especially for professionals and high-
level employees, commonly known as talent. As jobs and work in the new economy
shift to professionalised knowledge-based, info-tech, info-comm. and bio-science
characteristics, job satisfaction will increasingly become a key driver of individual
motivation and effort. Research has also shown that there exists a relationship
between individual performance measured at a certain time and later job satisfaction.
However, this relation is conditional to performance being fairly rewarded in
appropriate form as perceived by the recipient.

37
One hallmark of a socially responsible organization is its success in achieving not only
high performance outcomes, but also in helping its team members experience a high
level of job satisfaction. Quality of work-life (QWL) is a key indicator of the overall
quality of human experience in the workplace. QWL expresses a clear way of thinking
about people, their work, and the organisation in which their careers are fulfilled.
QWL establishes a clear objective that high performance can be achieved with high job
satisfaction. Because of these reasons I choose this topic for my summer training.

Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of

their work. Job satisfaction can be influenced by a variety of factors, eg, the quality of
one's relationship with their supervisor, the quality of the physical environment in
which they work, degree of fulfillment in their work, etc Job satisfaction describes how
content an individual is with his or her job.

The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design aims
to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities
the work itself and co-workers. Some questioners ask yes or no questions while others
ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5
represents "extremely satisfied").

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 that
researchers should clearly distinguish the objects of cognitive evaluation which are
affect (emotion), beliefs and behaviours. This definition suggests that we form

38
 attitudes towards our jobs by taking into account our feelings, our beliefs, and our
behaviors

Job Satisfaction can be an important indicator of how employees feel about their jobs
and a predictor of work behaviours 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 non work 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

39
personality.

Objectives

40
Objectives

1. To know about job satisfaction and job dissatisfaction issues

2. To know about the level of skills utilized by the employees in the company

3. To identify the satisfaction level regarding the conflict resolving system

4. To get information needed to say ,how the job should be done in best way

5. To know how much they are satisfied with the communication and interpersonal
relationship

6. To get information about qualification,experience,aptitude of the person,best suited

to doing it

7. To know about how much they feel secure in their jobs

41
RESEARCH
METHODOLOGy

42
 RESEARCH METHODOLOGY

Research refers to a search for knowledge. It is also define as a scientific and systematic
search for pertinent information on specific topics.

Research is the systematic process of collecting and analyzing information to increase

our understanding of the phenomenon understudy.
The purpose of research is to find out or discover answers to questions through the
application of scientific procedures.

Research in common parlance refers to a search for knowledge. In fact, research is an

art of scientific investigation. The Advanced Learner’s Dictionary of Current English
lays down the meaning of research as “ a careful investigation or inquiry specially
through search for new facts in any branch of knowledge.

Research as a movement, a movement from the known to the unknown. It is actually a

voyage of discovery.

Research is, thus, an original contribution to the existing stock of knowledge making for
its advancement. It is the pursuit of truth with the help of study, observation,
comparison and experiment. In short, the search for knowledge through objective and
systematic method of finding solution to a problem is research.

Consisting of enunciating the problem, formulating a hypothesis, collecting the facts or

data, analyzing the facts and reaching certain conclusion either in the form of
solutions(s) towards the concerned problem or in certain generalization for some
theoretical formulation.

Meaning of Research Design

The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research project, popularity known as the “research
design”. Decisions regarding what, where, when, how much, by what means
concerning an inquiry or a research study constitute a research design. “A research
design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure”.
In fact, the research design is the conceptual structure within which research is
conducted; it constitutes the blueprint for the collection, measurement and analysis of
data.

43
TYPE OF RESEARCH

“A research design is the specification of methods and procedures for acquiring the
information needed. It is overall operational pattern or framework of the project that
stipulates what information is to be calculated from which sources by what
procedures”

Basically research design has three parts.

 Exploratory Research
 Descriptive Research
 Causal Research

This is Descriptive Research as no data was readily available, based on which any analysis
could have been carried out earlier.

 It is to portray accurately the characteristics of a particular individuals,situation or a

group.
 It includes surveys & fact – finding enquiries of different kinds.
 The purpose is description of the state of affairs as it exists at present.

Thus it can be concluded that it is an Descriptive Study.

RESEARCH DESIGN
The type of sample used in the survey ‘EMPLOYEES JOB SATISFACTION’ at Nicolas
Piramal health care is CENSUS SURVEY. There are 200 workers working in different
departments (Where survey was conducted).
Workers are interviewed individually while collecting the data.

Sampling Fundamentals

Sampling may be defined as the selection of some part of an aggregate or totality on the
basis of which a judgment or inference about the aggregate or totality is made. In
other words, it is the process of obtaining information about an entire population by
examining only a part of it, In most of the research work and surveys, the usual
approach happens to be to make generalizations or to draw inferences based on
samples about the parameters of population from which the samples are taken. The
researches quite often select only a few items from the universe for his study
purposes. All this is done on the assumption that the sample data will enable him to
estimate the population parameters. The items so selected constitute what is
technically called a sample, their selection process or technique is called sample
design and the survey conducted on the basis of sample is described as sample survey.
44
 SAMPLING UNITS
The sampling units are the workforce at the Piramal Health Care. Baddi unit.

Sampling Technique:
Random sampling

Methods of data collection

The task of data collection begins after a research problem has been defined and
research design/ plan chalked out. While deciding about the method of data collection
to be used for the study, the researcher should keep in mind two types of data viz,
primary and secondary. The primary data are those which are collected afresh and for
the first time, and thus happen to be original in character. The secondary data, on the
other hand, are those which have already been collected by someone else and which
have already been passed through the statistical process.

Collection of primary Data

We collect primary data during the course of doing experiments in an experimental

research but in case we do research of the descriptive type and perform surveys,
whether sample surveys or census surveys, then we can obtain primary data either
through observation on through direct communication with respondents in one from
or another or through personal interviews.”

There are several methods of collecting primary data, particularly in surveys and
descriptive researches. Important ones are: (i) observation method (ii) interview
Methods (iii) through questionnaires, (iv) through schedules, and (v) other methods
which include (a) warranty cards; (b) distributor audits; (c) pantry audits; (d)
consumer panels; (e) using mechanical devices; (f) through projective techniques (g)
depth interviews, and (h) content analysis. We briefly take up each method separately.

In the Survey titled ‘Employees Job Satisfaction’ I used Schedules to collect the primary
data.
I prepared a questionnaire covering various aspects which influence the satisfaction
level of an employee in the organization.
I personally enquired the employees and recorded the data as scheduled.

COLLECTION OF SECONDARY DATA

Secondary data means data that are already available i.e. they refer to the data which
have already been collected and analyzed by someone else. When the researcher
45
 utilizes secondary data, then he has to look into various sources from where he can
obtain them. Secondary data may either be published data or unpublished data.
Usually published data are available in (a) various publications of the central, state
are local government; (b) various publication of foreign governments or of
international bodies and their subsidiary organizations; (c) technical and trade
journals; (d) books, magazines and newspapers; (e) reports and publications of
various associations connected with business and industry, banks, stock exchanges,
etc; (f) reports prepared by research scholars, university, economists, etc. in different
fields; and (g) public records and statistics, historical documents, and other sources of
published information.

For collecting secondary data I used Internet. Data regarding company profile I used
information given in the website :
http://www.tatamotors.com

LIMITATIONS

46
1 .The study was limited to only workers and job satisfaction of other employees was
not taken into consideration.

2. Respondents answers might have been biased.

3. Respondents were under dilemma as they had fear of their superiors.

4. Sample size was very small due to time constraints. Bigger sample size could have
made the results more effective.

5. Some times they don’t undersatand the proper meaning of study , it will leads to bias
in result of study

6. Some of the respondents were not willing to express their opinions, so the results
may not be rational.

7. Since this is an opinion survey, personal bias may also have crept in.

8. To keep the questionnaire short and simple various questions were sacrificed, which
could have made the study more informative and effective. It is very much possible that
some of the respondents may have given the incorrect information.

47
 DATA ANALYSIS
AND
INTERPRETATION

INTERPRETATION OF RESULTS
AND SUGGESTIONS
48
1.Colleague behaviour: The statistical position of colleague behaviour is as
follows:

1 Colleague Behaviour

76% Extremely dissatisfied

Not satisfied
6% Normal

1% Satisfied
Extremely satisfied
0%

17%

As regards colleagues behaviour in the organization ,the position was quite

good encouraging.Workers response verifies this very fact.

2. Relations with supervisor: The statistical position of supervisors

relations with workers is as follows:

49
 SUPERVISOR RELATION

1% 5% Extremely
2%
dissatisfied
Not satisfied
31%
Normal

Satisfied
61%
Extremely
satisfied

Supervisors’ relation with the workers is also very cordial and workers
seems to be quite friendly with there corresponding supervisor.

3. Management attitude: The statistical position of management’s attitude

is as follows:

50
 MANAGEMENT ATTITUDE

1% Extremely
5% 14%
dissatisfied
Not satisfied

40% Normal

Satisfied
40%
Extremely
satisfied

Management is suggested to follow bottom up approach in decision making;

Participatory style of management can be adopted;

Informal communication should also be encouraged along with formal chain of

communication (sometimes even grapewines also needed to be considered
seriously);

Management is supposed to keep there promises and commitment once made by them
before the workers, adhocism can be dangerous in such serious matters etc.

51
4. Facilities provided by the company: The position of facilities
provided by the company to the workers seems to be quite satisfactory.It is as
follows:

Facilities

0%
1% 16%
Extremely dissatisfied
Not satisfied
15%
Normal
Satisfied
68% Extremely satisfied

Facilities can be enhanced by providing them with the facility of pick and drop;

Spittoons;

Clean washrooms;

And a clean and green hygienic campus.

52
5. Safety measures taken by the company: Safety measures taken by
the company are also quite good. It is as follows;

Safety measures

Extremely
dissatisfied
Not satisfied

2% Normal
97%
1%
Satisfied
0%
0% Extremely
satisfied

It was found that there is lack of response and awareness in some of the workers who
do not pay proper attention while using these safety measures ie. gloves, mask
etc.Many of the times they were found working without these safety measures.
There use should be made mandatory in order to avoid any accident or
mishappening

53
6. Level of comfort: Workers were found to be comfortable while working.
Findings of there comfort level are as follows:

COMFORT LEVEL
0%
0%
10% Extremely
dissatisfied
12% Not satisfied

Normal

Satisfied

78% Extremely
satisfied

For reduction of fatigue workers should be given short term rest periods. Number of
fans and Air Conditioner (if feasible) should also be increased. In addition to this
comfortable chairs, proper space to work and entertainment facility is also suggested
to be made available to the workers.

7. Financial help: Findings of the workers level of satisfaction is as follows:

54
 FINACIAL HELP

2% Extremely
20% dissatisfied
23%
Not satisfied

Normal
16%
Satisfied

Extremely
39%
satisfied

Some workers complaint that they generally don’t get the money for there unforeseen
expenditure from the company when it is needed. To meet this problem a sort of co-
operative society can be established including all the workers. Its regulatory board
should consist of representative from the workers-side as well as from the
managements-side.

8. Leaves: Workers satisfaction level regarding leaves may be described as

under:

55
 LEAVES

3% Extremely
5% dissatisfied
22%
Not satisfied

Normal
41%

Satisfied

29% Extremely
satisfied

Some of the workers expressed there dissatisfaction towards the

complicated system for getting leave. Formalism makes it a time consuming affair
for the workers to get leaves sanctioned when it is raptly needed.

To improve the system M.N.C. based work culture and leave pattern is
required to be adopted. Sympathetic attitude, humanitarian, considerations should
be taken into account when a worker applies for leave. Employees leave record and
reason for leave may also be considered. Supervisor or the immediate senior can be
made the leave sanctioning authority.

9. Incentive: The findings of workers satisfaction for the incentives are as

follows:

56
 INCENTIVES

1%
5% Extremely
7% dissatisfied
Not satisfied

Normal
42%
45% Satisfied

Extremely
satisfied

As many of the workers has some more expectations from the company regarding the
incentives they seem to be a bit dissatisfied with the existing system of incentives. In
this connection it is suggested that a differential piece rate system should be given
priority while using a mix system of time rate, job rate and piece rate.

10. Welfare: Workers generally expressed there dissatisfaction regarding

welfare in the company. Its data analysis is as under:

57
 WELFARE

0%
Extremely
12% 4% dissatisfied
Not satisfied

Normal
31%
53% Satisfied

Extremely
satisfied

To increase workers satisfaction level regarding welfare some measures are

suggested, which includes:

(a)Medical reimbursement (b) Causality compensation;

Jobs on compassionate grounds (if a worker dies while in company’s service his
children should become entitled to his job);

A sound pension system, ESI, Study loans.

And a comprehensive workers competence building support system etc.

Moreover these a days workers are no more remain liabilities for the
company, they are to be taken as an asset to the company.

11. Grievance handling: Response of the workers to the grievance

handling mechanism of the company is as follows:

58
 GRIEVANCE HANDLING

0%
Extremely
2%
dissatisfied
26% Not satisfied

45% Normal

Satisfied

27% Extremely
satisfied

It was found that the company has made a good grievance redressal
mechanism but it is not effective because it has not been executed properly.

There should be a prompt reaction towards the tails of woe of the workers
by the management. A system of joint consultative machinery can also be helpful to
resolve this problem.

12. Growth opportunities in the company: The majority of

workers expressed there dissatisfaction regarding the growth perspective in the
company. It can be analysed as under:

59
 GROWTH

0%
Extremely
5% dissatisfied
23%
Not satisfied

Normal

16% Satisfied
56%

Extremely
satisfied

Suggestions include:

A change in job design ie. Job enrichment or job enlargement;

Employee involvement;

Employee empowerment;

Autonomous work groups;

And participatory management.

13. Job security: Satisfaction level for job security in the workers of the
company may be read as under:

60
 JOB SECURITY

0%
Extremely
2% dissatisfied
Not satisfied

41%
46% Normal

Satisfied

Extremely
11% satisfied

Suggestions to job security may primarily include:

Affidavit by the company to the worker ensuring the minimum job tenure;

In case of dismissal there should be a notice giving a proper time to the worker to
answer to it;

A policy giving assurance of job continuance /regularization after a stipulated period

of time to those who are working on contractual basis etc. In addition to this there
should be an awareness campaign about organizational rules and duties among the
workers.

14. Salary satisfaction: It was found that workers are generally dissatisfied
with the salary they are getting. Analysis of there satisfaction level can be
demonstrated as under:

61
 SALARY SATISFACTION

0%
Extremely
11% 2% dissatisfied
Not satisfied
19%
Normal

Satisfied
68%
Extremely
satisfied

It is suggested that the company should keep well in view some important
factors while deciding the salaries of the various workers. It means the salary of a
worker is to be linked with:

1) education;

2) skill;

3) knowledge; and

4) experience etc.

Increments and bonus should also be given after regular intervals.

Promotion should also result in a rise in workers salary and emoluments.

62
15. Work satisfaction: Workers generally seems to be satisfied with the
work assigned to them. There satisfaction level regarding this very factor can be
shown as under:

WORK SATISFACTION

0% 7% Extremely
1% dissatisfied
14%
Not satisfied

Normal

Satisfied

78% Extremely
satisfied

Workers are the fibre of the organization so the nature of job assigned to a particular
worker should match to his capabilities ie.

Qualification;

Technical competence; and

Experience etc. in order to avoid the monotony of the work measures like job rotation
can also be fruitful.

63
 CONCLUSIONS

Job satisfaction is an emotion, a feeling, an attitude and a matter of perception. It

arises from the employee’s appraisal of experience at work. It involves likes and
dislikes as well as needs and wants which are internal and external to the employee.
As an employer or leader if you fail to meet them, there is a high probability you will
also not achieve high performance. Creating job satisfaction remains a challenge for
many human resources executives and line executives. By having an experienced
business partner skilled in people relations can greatly help in meeting this
challenge. Achieving high job satisfaction for employees or team members is pre-
requisite for becoming a market leader and champion!

64
RECOMMENDAT
IONS
&
SUGGESTIONS

65
 Recommendations
a) There should be Co-operation among senior and new arrivals

b) There should be proper provision of welfare and recreational activities.

c) Requirement of proper environment, for their proper utilization of skills

d) There should be proper salary providing structure, to remove the feelings of

alienation

e) Give them opportunity to make their identity in the company.

f) Give them opportunity for advancement at higher level.

66
ANNEXURE

67
 Survey format
EMPLOYEES’ JOB SATISFACTION SURVEY

EMPLOYEE’S PERSONAL DETAILS

1. NAME ………………………..
2. DESIGNATION ………………………..
3. D.O.B. ………………………..
4. QUALIFICATION ……………………….
5. NATIVE PLACE ……………………….
6. BLOOD GROUP ……………………….
7. FAMILY DETAILS:-

 FATHER’S NAME ………………..

 MOTHER’S NAME ……………….
 MARITAL STATUS ……………….
 NAME OF SPOUSE ……………….
 NO OF CHILDREN ..........

QUESTIONNAIRE

WORK CULTURE

1. How are your relations with your colleagues?

a) VERY GOOD
b) GOOD
c) SATISFACTORY
d) POOR
e) VERY POOR

2. How are your relations with your immediate senior/supervisor/line manager?

a) VERY GOOD
b) GOOD
c) SATISFACTORY
d) POOR
e) VERY POOR

68
3. Are you satisfied with the attitude of management?

a) VERY MUCH SATISFIED

b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED

If Not; Why:

WORKING CONDITIONS

4. Are you satisfied with the facilities provided (Drinking water, spitoons, washrooms and
other facilities)?
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED

If Not; Why:

5. Are you satisfied with the safety measures taken by the company? (Gloves, mask, fencing of
machinery, maintenance of machinery etc.)
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED

If Not; Why:

6. Do you feel comfortable while working? (Level of comfort)

a) VERY GOOD
b) GOOD
c) SATISFACTORY
d) POOR
e) VERY POOR

69
 COMPANY POLICIES

7. Do you get financial help/advance when needed in emergency?

a) EVERYTIME
b) OFTEN
c) GENERALLY.
d) RARELY
e) NEVER

8. Do you get Sick leaves/Earned leaves/Casual leaves in emergency?

a) EVERYTIME
b) OFTEN
c) GENERALLY.
d) RARELY
e) NEVER

9. Do you get incentive/fringe benefit for your work? (Satisfaction level).

a) VERY MUCH SATISFIED

b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
If Not; Why:

10. Are you satisfied with the welfare activities of the company? (ESI, canteen, First Aid).
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSA
If not; Why:

11. Are you satisfied with the grievance handling of the company? (Problem solving). (Level of
satisfaction).
a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
If not why:

70
12. Are there enough growth opportunities in the company? (Level of satisfaction).
VERY MUCH SATISFIED
a) SATISFIED
b) O.K.
c) NOT SATISFIED
d) EXTREMELY DISSATISFIED
Cause of Dissatisfaction:

13. Do you feel secure about your job?

a) FULLY SECURE
b) SECURE
c) O.K.
d) SOMETIMES INSECURE
e) EXTREMELY

14. Are you satisfied with the salary? (Satisfaction level).

a) VERY MUCH SATISFIED
b) SATISFIED
c) O.K.
d) NOT SATISFIED
e) EXTREMELY DISSATISFIED
Reason:

RANK’S SCALE
i. EXCELLENT -5
ii. VERY GOOD-4
iii. GOOD-3
iv. SATISFACTORY-2
v. UNSATISFACTORY-1

Date: --------- Signature of Employee

Place--------

71
Bibliography
 Human Resource and Personnel Management
By-K Aswathappa
 Research Methodology
By- C.R Kothari
 Human Resource Management
By- C.B Gupta

SOME SITES:

www.tatamotors.com

www.managementhelp.org.com

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73