37418529 Job Satisfaction Project

SUMMER TRAINING

PROJECT REPORT On “ JOB SATISFACTION” Submitted to Punjab Technical University In partial fulfillment of the requirements For the degree Of

MASTER OF BUSINESS ADMINISTRATION BATCH - (2009 – 2011) SUBMITTED TO: SUBMITTED BY: Mrs. Singh

Ritu Khurana

Parminder Roll No. 95142238974

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CHAPTER No. 1

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ORGANIZATION PROFILE

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INDUSTRY PROFILE TRACTOR INDUSTRY IN INDIA Higher productivity and greater output are the two major contributions in farm mechanization. Tractors form an integral part of farm mechanization and have a crucial role to play in increasing agricultural productivity. Tractor is a highly versatile piece of machinery having a multitude of uses, used in agriculture both for land reclamation and for carrying out various crop cultivation and also employed for carrying out various operations connected with raising the crops by attaching suitable implements and to provide the necessary energy for performing various crop production operations involved in the production of agricultural crops. Tractors are capital intensive, labor displaying used as a mode of transport, in electricity generation, in construction industry and for haulage operation. It has now become an integral part of farm structure .The application of tractor for agricultural activities which swept India during the last twenty years have erased the problem of farmers. Farm mechanization program in India aims to integrate the use of available human and animal farm power with mechanical sources of power for increasing the productivity. Indian tractor industry, comparatively young by world standards have expanded at a spectacular pace during last four decades. Consequently it now occupies a place of pride in India's automobile industry. U.S.A., U.S.S.R. and only a few Western European countries exceed the current production of tractors in India, but in terms of growth India's growth is unmatched even with countries of long history of tractor manufacturing. The spectacular achievement reflects the maturity and dynamism of tractor manufacturers and also the policies adopted by the government to enable it to effectively meet the demand. The tractor industry in India has made a significant progress in terms of production and capacity as well as indigenization of technology. It is a typical sector where both imported technology and indigenous developed technology have developed towards meeting the overall national requirements. The global spotlight on tractors manufacturers certainly in terms of volume seems to be swinging away from the USA, UK and Western and Eastern Europe towards India where growth in the number of producers and the total volume in recent years have been impressive. In India tractor industry has played a vital role in the development.

India's gross cropped area is next only to United States of America and Russia and along with fragmented land holdings has helped India to become the largest tractor market in the world. But it 4

drops to eight position in terms of total tractor in use in the country when compared to international figures, only 3% of total tractors used all over the world . It is to be noted that while the overall automobile industry is facing recession the tractor industry is growing at 9%.About 20% of world tractor production is carried out in our country only. The arable land in India is high as 12% of the total arable land in the world. Tractor market in India is about Rs. 6000 corers. On an average around 400000 tractors are produced and their sale is 260000.Uttar Pradesh is the largest tractor market in our country. One out of every four tractor is being purchased here. Indian tractor market has to be viewed considering its position in the world with respect to key parameters as given below: INDIAN TRACTOR MARKET

DESCRIPTION

UNITS

Arable Land

Mn Hectare

Irrigated Area Tractors In Use

WORLD

INDIA

INDIA RANK

1444

170

2

Mn Hectare

249.6

45.8

2

Tractors/000 Hectares

28

10.5

8

TOTAL/AVG

The Tractors available in developed countries have advanced features and accessories that is not found in Indian tractors .Tractor industry has made a steady and satisfactory progress even in drought areas. Four factors have contributed to the steady progress: * Government laid stress on the mechanization of agriculture with a view to boost food grain production. Therefore agriculture sector started receiving financial assistance. * There is an increase in awareness among the farmers for the need of farm mechanization and are keen to acquire tractor with the help of credit facilities from financial institutions. * Agronomists believe that there is need for more tilling due to depletion of moisture and repeated cultivation of land .It is precisely for this reason that the demand for tractors was well maintained even during a draught period. * Animal power available is too inadequate to meet power demand of our farmers. Mechanized operations are preferred to eliminate drudgery and delay, also labor shortage during harvesting increased the use of tractor. At the end of the day there are enough reasons to believe that the industry will grow because: 5

* More farmers are opting for multiple cropping over last decade. Country's net cropped area had remained virtually stagnant while gross cropped area increased by about 4.7%. This indicates the increased popularity of multiple cropping. * 95% of tractor sales are on credit. Credit is extended by commercial banks, state land development banks and regional rural banks. * Irrigation facilities reduce reliance on the monsoon and allow for quick yielding varieties of food -grain .This reduces the cropping cycle to 3-4 months from the traditional 5-6 months. Reduced cropping cycle require deep tilling which translates into higher demand for tractors. * Cost of tractors in India is the cheapest in world .The cost of a finished tractor here is as much as the cost of gear box in developed countries. Hence there exists tremendous scope for exports. * According to a study conducted by PHD Chamber of Commerce and Industry , Since purchase of tractor involves a big investment its demand in affected by the availability and easiness of credit. A higher availability of credit will lead to a higher demand for tractors. * The tractors between the 31-40 horse power and 31-40 hp range dominate the market .The reason for medium horse power tractors being more popular are that the major tractor demanding states like Punjab Haryana and Uttar Pradesh have plenty of alluvial soil which does not require deep tilling. Lately it is visualized that higher hp segment has the maximum growth potential Higher horse powered tractors will be the future requirement with the government intention to encourage contract farming through the leasing in and leasing out of farm lands.

* Regarding exports India of latter has been exporting tractors to a number of countries, but predominantly to Sri Lanka, Nepal and U.S.A .However the study reveals that exports from India are going down in the recent years .The major reason for the decline in exports of tractors of tractor from India is being the failure to find an extensive market overseas ,deteriorating foreign exchange situation in African countries and their poor buying capacity, comparatively cheaper imports of second hand tractors by South East Asian countries from developed countries and the disintegration of erstwhile U.S.S.R. but also the potential export markets can be explored by Indian in the future. Since Indian tractors confirm to the international standard by virtue of their foreign collaboration it is possible for India to export to more tractors to the rice and wheat growing countries like Canada, Philippines and Bangladesh. * FOREIGN COLLABORATION

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Tractor industry along with others benefited from this policy which allowed free inflow of foreign technology .The manufacture of tractors started in India mainly with the help of foreign collaboration secured from internationally reputed companies from the USA ,UK, USSR ,WEST GERMANY, POLAND ,CZECH SLOVAKIA . Most of the models which were taken up for manufacture in India were developed overseas. Soon after the decision for the manufacture of tractors was made during second plan, government approved number of foreign collaboration agreements. The establishment and present status of tractor industry owes a great deal to the support received by the Indian entrepreneurs from foreign collaboration during the initial phase of manufacture. DSIR has introduced a scheme, "National Register of Foreign Collaborations", which envisages review and analysis of imported technologies in the country and suggested measures for appropriate choices acquisition and implementation of foreign know-how. Major objective of scheme is: * To undertake financial, economic and legal analysis of set of data on foreign collaboration. * Carry out a technological analysis of the imported technology and provide a stage of art technology in the country and status of implementation of collaboration.

* Co-ordinate with Ministry of Industry, Commerce and Finance by providing technology data input. * Selective support to strength measures in Research and Development for technology absorption. List of tractor manufacturers, their collaborators and the year of commencement of production:

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MANUFACTURERS AND COLLABORATORS MANUFACTURER

COLLABORATOR

YEAR

Eicher Tractors Ltd

Gebr, Eicher Tractor. West Germany

1961

Gujarat Tractors Ltd

Motokov –Praha. Czechoslovakia

1963

TAFE

Messey Ferguson. UK

1961

Escorts Ltd

Moloimport Arazawa Zaklady Mechaniczne

1964

.Ursus Poland Mahindra And Mahindra

International Harvestor. UK

1965

+Escorts Tractor Ltd

Ford .U.K.

1971

Hindustan Machine Tools

Motokov -Praha. Czechoslovakia

1971

*Kirloskar Tractors Limited

Klochner-Humboldt Deutz. Germany

1974

Punjab Tractor Limited

CMERI.INDIA

1974

*Pittie Tractor Limited

Own know-how

1974

*Harsha Tractor Ltd

Moto Import. Russia

1975

*Auto Tractor Ltd

British Leyland. U.K.

1981

*Pratap Steel Rolling Mill

Own know-how

1983

Vst Tillers

Mitsubishi. Japan

1983

*United Auto Tractor Ltd

Uzina Tractorul. Romania

1986

*Asian Tractor Ltd

Own know-how

1989

Bajaj Tempo Ltd

Own know-how

1987

International Tractors

Own know-how

1998

Larsen And Tourbo Ltd

John Deere. USA

1999

New Holland Tractor

New Holland Tractors .Italy

1999

Greaves Ltd

Same Deutz- Fahr. Italy

1999

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COMPANY PROFILE ABOUT THE SONALIKA GROUP Established in 1969, Sonalika group from the very beginning has tried to understand customer need so that they get better value for their money, hard earned. Sonalika has state of manufacturing, spread in acres, located at Hoshiarpur and tax free zone at AMB in Himachal Pradesh. Sonalika is the one of the top 3 tractor manufacturing companies in India; other products include Multi utility vehicles, engines and various farm equipments. Today the group stands tall with an approximate turnover of 3200 Crore INR. An average growth of 30% makes it one of the fastest growing corporate in India. It is also one of the few debt free companies. Group has strength of about 2000 employee & technocrats. History reveals that innovation is the key to continued progress and when applied to technology that touches human life, it can unfold a whole new economic phenomenon that has the power to change the world. With unique initiatives like the Thought leadership Forum, Leadership Forum, they have been able to create a unique platform for learning through success stories of industry leader. No, doubt that the sonalika products has created a position for themselves not only in India but also in foreign market. To maintain quality even a micro level is being taken care of and rectified. The industry has gradually transformed themselves into a world-class player involved in building stateof-the-art products, solutions and technologies. Sonalika Foundation intends to become a catalyst, encouraging there members to do more, capturing best practices for quality and harnessing a greater range of resources, from the industry and beyond, to make a major impact on the development. It has been their vision to cater to the needful agriculture and auto industry with quality products through untiring dedication and activities. As they step in to their fifth decade of existence, they continue to lead the development. Tractor and car plants work in 2 to 3 shifts depending upon volume of work for maximum production. They continue to march ahead on road to success and glory driven by the force of initiative and determination to have a leading position in the tractor industry in the days to come. They have ventured in to automobile sector also with the launching of Rhino –MUV- to write another success story.

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VISION The Dream Project of Sonalika group is to cater the agricultural and auto industry with quality abrasive products through untiring dedication and leadership. MISSION Sonalika pay personal attention to their customers so that, they can build products they need, and not merely sell the products they build. CORE VALVES To accomplish their mission, the ownership, staff, and management go to great lengths to treat each customer like a member of the family and provide them with the best choice of products and highest quality of service in the industry. ETHO STATEMENT OR LOGO RATIONALE Red symbolizes the strength, power, determination, and desire of company. Yellow surrounding the Sonalika produces a warming effect, arouses cheerfulness, stimulates mental activity, and generates the same. Green Leaf in the center symbolizes growth, harmony, freshness, and fertility. Black underlining the logo associates with power, elegance, and formality. And Orange surroundings the complete logo represents enthusiasm, fascination, happiness, creativity, encouragement, and stimulation. All this permutation of persona represents the Sonalika group as an asset in the industry. Company is manned by cream of the industries best of technocrat and service staff. They are proud of reputation as service & solution provider and innovator in agro industries. In a time marked by rapidly changing technology, they have developed best of the R & D team and have also developed the excellent quality control system to deliver high quality results in the industry. Their actions are guided by their core values of integrity, quality, commitment, and innovation. They are committed to living their values doing so, building a business as great as their products. Throughout their history, company has earned a reputation for high quality and integrity, and this has been an asset of incalculable value. They strive to live up to these expectations, not just because it is for good business, but also because it is the right thing to do. Their core values are never to be compromise for immediate success. Over the years they have completed transaction in over 30 countries around the globe and are well experienced in the international market for wide variety of machinery and tractor in comfortable price and range. Sonalika is a team that has carved in itself successful entrepreneurship over the 10

years. The Sonalika group is among the India’s leading agricultural conglomerates in the high growth sector of agro machinery, and material handling equipments and components having pioneered from mechanization in the country Sonalika has played a fundamental role in the agricultural growth of India for over five decades. When they decided to take up manufacturing of Tractors, it was a decision to tread a path fraught with difficulties, problems and obstacles. But they carried on with a clear vision, always seeing light at the end of the tunnel. Everything they did was with lot of innovation and creativity. They always kept in mind that it is TIME which is wealth not money. So their effort was to do everything in much less time than competition. This became their competitive advantage and helped them in touching great heights in the shortest possible time. The same scenario was repeated while developing MUV RHINO. This has been a great experience involving their ICML team, vendors, suppliers and dealers which is a fairly large family now. They wish that it should be a matter of great happiness for their associates to deal with them. With their help and good wishes, they wish to accomplish all the great promises hidden in the future, off course at the speed of light. INTERNATIONAL CARS & MOTORS LIMITED (ICML), is a Group Company of the Rs 1200 Crores SONALIKA Group. The Company is promoted by Mr. L.D.Mittal, Chairman, Mr. A.S.Mittal, Vice Chairman & Mr. Deepak Mittal, Managing Director, who are having vast experience in manufacturing of tractors, Farm machines & Automobiles. ICML is a project of its kind and is the ‘Pride of Himachal Pradesh’. The Company is having its state-of-the-art production facility, with centrally air-conditioned, dust & pollution free environment, to manufacture multi-utility vehicles / sports – utility vehicles, in Amb, Himachal Pradesh. The Company is a ‘Mother Unit’ as its establishment shall attract many other ancillary & small units for meeting the raw material requirements yielding manifold employment avenues, revenue & industrialization in the state. The Company has entered into Technical Collaboration Agreement with MG Rover of UK, with the technical know – how from MG Rover, UK. The Company has manufactured MUV with the name of RHINO RX & the same MUV boasts of Rover engines. The company is in-process of developing its own Common Rail Direct injection (CRDI) engines. The company has the installed capacity to manufacture 2000 MUVs in a month i.e., 24000 MUVs in a year. In the first full year of production in 2006-2007, ICML is aiming to churn out about 5000 MUVs & expects to achieve a turnover of 250 Crores. The Company, besides catering to the 11

domestic market, also has an eye on exports & exports to Malaysia, Nepal, Bangladesh & Indonesia are also in an advanced stage. It will also offload the product in African continent soon. The Company is eligible for the Central & State Govt. Tax sops, exemption from the excise duty & income tax for 10 years, which shall add to its viability & future expansion. Sonalika Group intends to inject Rs. 1000 Crores in Himachal Pradesh over the next 2 -3 years in the upcoming ICML plant & ICML has an ambitious plan to play a major role in the Indian Automobile Industry. SONALIKA AGRO Sonalika Agro was established in 1971 to support the Indian farmers with mechanization technology to facilitate persistence of green revolution. Sonalika Agro Industries Corporation, the group’s maiden venture is one of the foremost Farm equipments and implements manufacturing companies in India with 80% share in threshers alone. Its product line includes Combine Harvesters, Tractor/Self Driven straw reapers, Potato Planters, Maize seller –cum-Dehuskers, Seed –Cum- Fertilisers Drills, various kinds of threshers, etc.; Sonalika Agro is a pioneer in manufacturing tractors mounted combine harvester, which is not popular in India, but also in various others countries across the globe. Today, the company is supporting the farmers with world class farming equipment to ease the process of making the Green Revolution II, a dream come true. In the light of the company's mission, highly qualified and experienced staff is working as a family in the manufacturing facility at Hoshiarpur (Pb). This plant is equipped with advanced technology to develop, manufacture and test the modern products for the modern farmer. The company has a wide range of farm equipments and implements to facilitate the farmers in all kinds of farming activities. It has a large dealer network spread all over country and have approximately 80% share in Indian market of farm machinery. Its products are also exported to Asian & African countries through various export promotion counsels. INTERNATIONAL AUTO TRAC FINANCE LIMITED is a non banking finance company approved by RBI. IAFL provide finance to customers of International cars & motors limited in rural & semi urban areas across India through customer friendly schemes. Its parent company Sonalika Group ranks among the largest tractor & farm equipment manufacturer in India 12

BUSINESS PLANS OF IAFL  First Phase: In the first phase, the area of operations will be in the state of Punjab, Haryana, Jammu, H.P (Done).  Second Phase: In the second phase, the area of operations will be extended to other parts of Northern India.  Third Phase: In the third phase, the area of operations will be extended to whole India. Whom to Finance  Salaried  Agriculturist  Self Employed  Partnership  Pvt. co. ,others INTERNATIONAL TRACTORS LTD International Tractors Limited was incorporate on October 17, 1995 for the manufacture of Tractors and has since then built a distinct position for itself in the Tractor industry. ITL is manufacturing various Tractors of Sonalika brand between 30 H.P to 90 H.P, and CLASS brand between 70 hp to 90hp. The tractors manufactured by company have secured a reputation of performance, quality and reliability in the market because of their maximum pulling power, minimum fuel consumption and low emission. All this makes ITL one of the top five tractor selling companies in India. These tractors are also exported to various countries including South Africa, Australia, Zimbabwe, Sri Lanka, Canada, Bangladesh, Algeria, Zambia, Senegal, Ghana etc. ITL has entered into strategic alliance with YANMAR of Japan for joint manufacturing tractors in India. ITL has a marketing arrangement with TATA International for development of selected South American and African market. The company’s marketing efforts are promoted by dealer network of 600, and 450 sub dealers. Such a networking has enabled the company to grow like a well-knit family whose roots lie in its customers, who have providing constant feedback and support to allow the company to turn their dreams into products. Their Manufacturing Process, Quality Control systems and Research & Development facilities are ISO-2000 certified, by the joint Accreditation system Of Australia and New Zealand. They are the first Tractor manufacturing company in the country to be accredited with ISO-14001. It bears 13

testimony to fact that company is having world-class R&D facilities, maintaining controls and systems of international Standard and Environment norms. They are also manufacturing tractors, meeting norms of Smoke & Mass Emission, Tested and certified by ARAI, Pune. United States Environmental Norms Agency, Washington DC has also certified our Engines. These certifications enabled SONALIKA Tractors to enter into world Market. All the Models of Tractors and Combines Harvesters manufactured by us are tested & approved by central Farm Machinery and Tractors Training & Testing Institute, Bundi (MP) India, (the Government of India Institute authorized for issuing test reports). Tractors from ITL offer the perfect combination of power and economy in the agriculture utility segment. For fast efficient operation in the rows and a minimum width, which is typical to small land holdings, the performance of ITL tractors is unparallel. Sonalika tractors are easy to handle, with outstanding maneuverability, low center of gravity and a tight turning radius, that combine to give fast and efficient operation in the field or yard.  They also manufacture tractors whose specifications are approved and tested dimensionally and structurally, according to EEC and other international standard and homologations. Some of their tractor models offer the most technically advanced features available on the market today, including hydrostatic transmission, power steering, differential lock and advanced safety devices Production ITL has fully integrated and state of the art assembly facilitation for producing world class tractors. Several productivity improvements in assembly line over the years have made it possible to manufacture nearly 37000 tractors per Year. Atomization of assembly line not only increased production capacity, but also provided a quantum jump to the quality of assembled tractors. ITL assembly line producing tractors in broad range from 30HP to 90HP with effective planning of resources. Quality, Assembly & Testing Tools:  Hydraulic Test Rig Up to 1600Kg Lifting Capacity  Millipore Testing Equipment. Torque calibrator  Hydraulic presses  A unique 3-Stage oil filtration system having modern facility of centrifuge filtration

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 Batch type Special purpose machines (SPM) at various locations for washing of heavy castings, components & subassemblies  Pipe flushing machine for proper cleaning of hoses & pipes  Induction Heaters for controlled heating of bearings Standard testing procedures for final product  Roller testing  Road testing  Field Testing

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Brief of R & D :  ITL R & D center is recognized by government of INDIA  ITL R&D is a complete dep’t in itself starting from designing up to development, implementation

Capabilities :  Highly qualified team of engineers for designing of transmission & vehicle areas  Vendor development is capable for the development of new projects components of R&D through vendors & commercial settlement  Vendor quality control is capable for ensuring quality requirements of components through verification at vendor end  High skilled workers are capable for making any types of prototypes Facilities :  High configuration workstations are used for design activities  Team center is used for PLM concepts  I-Deas, Solid-Edge & AutoCAD is used for 3D & 2D design activities  Two transmission test rigs  Circular test track (mgr) & Roll over protection test rig  Hydraulic system test rig  Endurance test rig for operator seat & fenders  Pto test bed & Endurance test rig for MUV gearbox under commissioning  Proto machine shop with HMC, radial drilling & turning centre Sonalika have In House Design Engine R&D department with up-to-date technology. Having a team of exceedingly competent & remarkable squad of engineer’s proficient of designing most excellent Engines in technology. Engines developed so far available in rating of 28-90 HP. Sonalika has started spreading roots in MUV manufacturing with own R&D team and designed two exclusive engines with latest technology. 16

Engines are designed with Rotary FIE from BOSCH & (CRDi) Common Rail Diesel that gives variable geometry turbocharger for superior engine response .The in house R&D has all supplies required for complete design of engine from structural parts to emission development. Use of CAD and FEA is made to design robust parts. While Emission test cell is also being commissioned using equipment imported from AVL Austria world leader in emission measurement for conducting in house emission measurement. Top of Form In-house R&D capabilities :

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CHAPTER No. 2 INTRODUCTION

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INTRODUCTION Jo b satisfaction in regards to one’s feeling or stateof mind regarding nature of theirw ork. Job can be influenced by variety of factors like quality of one’s relationshipw ith theirsu p ervisor, 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- th eir 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. According to pestonejee, Job satisfaction can be taken as a summation of em ployee‟s feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities

on

the

job

for

promotion

and

advancement

(prospects),

overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality.

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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.

Scope of the study This study emphasis in the following scope:  To identify the employees level of satisfaction upon that job.  This study is helpful to that organization for conducting further research.  It is helpful to identify the em ployer’s level of satisfaction towards welfare m easure.  This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees.

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CHAPTER No. 3 JOB SATISFACTION

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3.1 DEFINITIONS OF JOB SATISFACTION Different authors give various definitions of job satisfaction. Some of them are taken from the b oo ko f D .M . Pestonjee “MotivationandJob Satisfaction” w hich are givenbelow: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one‟s job. A n effective reaction to one‟s job. By: Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely:  Specific job factors  Individual characteristics  Group relationship outside the job By: Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. By: Glimmer Jo b satisfaction is defined as “any contribution,psychological, physical, and environmntal e circu m stances th at cause a person truthfully say, „I am satisfied w ithmy job.” Job satisfaction is defined, as em ployee’s judgment of how well his job on a w holeis satisfying his various needs By: Mr. Smith Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of one‟s job or job experiences. By: Locke

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3.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and env iron mntal e circu m stances. T hat causesa person to say. “I m Satisfiedw i t h my job”. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to fin dthe effects of various conditions (m ostnotably illumination) on workers‟ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor‟s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of 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. 24

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It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tonefo r 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

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3.3 IMPORTANCE OF JOB SATISFACTION

 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 can partially mediate the relationship of personality variables and deviant work behavior.  Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life.  This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be saidthat,“A happy w orker is a productive w orker.”

 It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.

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3.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. H ow ever, studies dating back to Herzberg‟s (1957) have show n at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. 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. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thusprote cting the “b o tom line”.

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3.5 WORKERS ROLE IN JOB SATISFACTION If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and wellbeing on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employer‟s value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the w ork itself. T his help to give m eaning to one’s existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

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3.6 FACTORS OF JOB SATISFACTION Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under:  The way the individual reacts to unpleasant situations,  The facility with which he adjusted himself with other person  The relative status in the social and economic group with which he identifies himself  The nature of work in relation to abilities, interest and preparation of worker  Security  Loyalty Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction.

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3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of w orker’s im m ediatesituation, w hich is a function of organizational Administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision.

8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization.

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9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Term s such as inform ation of em ployee‟s status, inform ation on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor.

10. Benefits It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor.

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3.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of losing their job.

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3.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also effects on productivity of organization. As the job satisfaction is high the rate of both turn over and absenteeism is low and vise a versa.

2. HIGH TURNOVER In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies.

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3. TRAINING COST INCREASES As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases.

3.9 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coincided with their job , this

relationship will predicted

subsequent job satisfaction. However, the main influences can be summarized along with the dimensions identified above. The work itself:

The concept of work itself is a major source of satisfaction. For example, research related to the job characteristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingredients of a satisfying job uncovered by survey include interesting and challenging work, work that is not boring, and the job that provides status. Pay:

Wages and salaries are recognized to be a significant, but complex, multidimensional factor in job satisfaction. Money not only helps people attain their basic needs but need satisfaction. Employees often see pay as a reflection of how management views their contribution to the organization. Fringe benefits are also important.

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If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. Promotions: Promotional opportunities are seem to be have

avarying effect on job satisfaction. This is

because of promotion take number of different forms.

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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In oth er words, if m anagement could keep the entire worker‟s happy”, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relationship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turnover, and consequently organization can gain from lower turnover in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism What job satisfaction people need?

Each employee wants:

1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 4. Job security for himself and his family 37

5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses.

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However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, whereas satisfaction reflects the individual‟s attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individual‟s level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.

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CHAPTER No. 4

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MODELS OF JOB SATISFACTION

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MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in the organization given by different authors. List of all the theories and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION A f f e c t theory (Edwin A. Locke 1976)  D i s p o s i t i o n a l Theory( Timothy A. Judge 1988)  T w o -Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg‟s)  J o b Characteristics Model (Hackman & Oldham)  R a t i n g scale  P e r s o n a l interviews  A c t i o n tendencies  J o b enlargement  J o b rotation  C h a n g e of pace  S c h e d u l e d rest periods

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3.1 MODEL OF FACET OF JOB SATISFACTION Skill

Experience

Perceived

Training

personal job

Efforts

inputs

Perceived

Age Seniority

amount that

Perceived

should be

inputs

received (a)

& outcomes of referent others Level Difficulty

received

Time span Perceived job

(b)

Perceived outcome of characteristic referent others

P

Actual outcome received

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dissatisfaction a=b satisfaction a>b

I

a