A

════════════════════════════════════════════════

SUBMITTED BY : VIKAS SENGAR

DIVISION : HUMAN RESOURCE

COMPANY GUIDE : Mr. NARSINGH

MURTI

(PERSONAL AND ADM. MANAGER)

BATCH : 2008-2009.
1
 A

PROJECT REPORT ON

“JOB SATISFACTION”

FOR

PVT. LTD.

Submitted to

BIRLA ERICSSON OPTICAL LIMITED

Submitted by

VIKAS SENGAR

VNS INSTITUTE OF MANAGEMENT, BHOPAL (M.P.)

In Partial Fulfillment of the Requirements of

MBA Program
(HUMAN RESOURCE)
Batch (2008-2010)

2
 DECLARATION

I, the under signed VIKAS SENGAR hereby declare

that the Project Work entitled “ JOB SATISFACTION

FOR BIRLA ERICSSON OPTICAL LIMITED”

undertaken during the Period For 6 weeks is the result

of my Own efforts and the same has not been

previously submitted to any Examination of the

BARKATULLAH UNIVERSITY, BHOPAL (M.P.) or

any other University.

VIKAS SENGAR
MBA

3
 PREFACE

It is mandatory for every student of master of business

administration from VNS INSTITUTE OF MANAGEMENT
affiliated to BARKATULLAH UNIVERSITY, BHOPAL to
undergo project training at organization location with a
project on live program.
My training has been a faithful experience for
me. Now I got a broad idea about the functioning of
organization and this will be helpful for me in the coming
days.

In this report I describe the company profile and history of

the company.

VIKAS SENGAR
MBA

4
 ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh, Department
Head of MBA (VNS Institute Of Management) Bhopal (M.P.) giving me
opportunity to work with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr.
Narsingh Murti, (Personal and Administration Manager), Mr. I.M.
Sheikh (DGM), Mr. R.K. Lakhera (Personnel Officer), Mr. Vinay
Nigam (Asst. Personnel Manager) and Mr. Kamleshwar Pd. Dwivedi
(Computer & Data Operator) of Birla Ericsson Optical Ltd. At Rewa
(M.P.) for giving me an opportunity to work under his guidance .My
extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute
Of Management, Bhopal) for his guidance during the course of my project
for his suggestions which has lead to a successful completion of my Summer
Internship Program. Last but not the least I would also like to acknowledge
contributions of various official websites and books named in the references
for helping me with the data collection and analysis which have provided me
with the relevant information for me to successfully complete my Project
Report.

VIKAS SENGAR

MBA

5
 TABLE OF CONTENT
Sr. No. Content Page No.
1 EXECUTIVE SUMMARY 7-8
2 INTRODUCTION OF HRM 9-14
3 JOB SATISFACTION 15-40
4 OBJECTIVES OF STUDY 41-42
5 RESEARCH METHODOLOGY 43-46
6 COMPANY PROFILE 47-60
7 SCOPE OF JOB SATISFACTION 61-62
8 DATA ANALYSIS AND 63-84

INTERPRETATION
9 SUGGESTION AND 86-87

RECOMMENDATION
10 LIMITATION OF STUDY 88-88
11 BIBLIOGRAPHY 89-89
12 ANNEXURES 90-97

EXECUTIVE SUMMARY

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one’s relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.

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Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person’s attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific
likes and dislikes experienced in connection with the job- their evaluation may rest largely
upon one’s success or failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employee’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.

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.

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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.

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

Definition –
Edwin Flippo defies HRM as “planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.”

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Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing,
directing and controlling

2. It involves procurement, development, maintenance of human resource

3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of

management psychology communication, economics and sociology.

5. It involves team spirit and team work.

Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where
he recommends that government must take active interest in public and
private enterprise. He says that government must provide a proper procedure
for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin
Khilji who regulated the market and charged fixed prices and provided fixed
salaries to their people. This was done to fight inflation and provide a decent
standard of living

During the pre independence period of 1920 the trade union emerged. Many
authors who have given the history of HRM say that HRM started because of
trade union and the First World War.

The Royal commission in 1931 recommended the appointment of a labour

welfare officer to look into the grievances of workers. The factory act of
1942 made it compulsory to appoint a labour welfare officer if the factory
had 500 or more than 500 workers.
The international institute of personnel management and national
institute of labour management were set up to look into problems faced by
workers to provide solutions to them. The Second World War created

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awareness regarding workers rights and 1940’s to 1960’s saw the
introduction of new technology to help workers.
The 1960’s extended the scope of human resource beyond welfare.
Now it was a combination of welfare, industrial relation, administration
together it was called personnel management.
With the second 5 year plan, heavy industries started and professional
management became important. In the 70’s the focus was on efficiency of
labour wile in the 80’s the focus was on new technology, making it necessary
for new rules and regulations. In the 90’s the emphasis was on human values
and development of people and with liberalization and changing type of
working people became more and more important there by leading to HRM
which is an advancement of personnel management.

Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM.
These activities are as follows

1. Human resources planning :-

Human resource planning or HRP refers to a process by which
the company to identify the number of jobs vacant, whether the
company has excess staff or shortage of staff and to deal with this
excess or shortage.

2. Job analysis design :-

Another important area of HRM is job analysis. Job analysis
gives a detailed explanation about each and every job in the company.
Based on this job analysis the company prepares advertisements.

3. Recruitment and selection :-

Based on information collected from job analysis the company
prepares advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the
advertisement is published, interviews are conducted and the right
employee is selected thus recruitment and selection are yet another
important area of HRM.

4. Orientation and induction :-

Once the employees have been selected an induction or
orientation program is conducted. This is another important area of
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 HRM. The employees are informed about the background of the
company, explain about the organizational culture and values and
work ethics and introduce to the other employees.

5. Training and development :-

Every employee goes under training program which helps him
to put up a better performance on the job. Training program is also
conducted for existing staff that have a lot of experience. This is called
refresher training. Training and development is one area were the
company spends a huge amount.

6. Performance appraisal :-
Once the employee has put in around 1 year of service,
performance appraisal is conducted that is the HR department checks
the performance of the employee. Based on these appraisal future
promotions, incentives, increments in salary are decided.

7. Compensation planning and remuneration :-

There are various rules regarding compensation and other
benefits. It is the job of the HR department to look into remuneration
and compensation planning.

8. Motivation, welfare, health and safety :-

Motivation becomes important to sustain the number of
employees in the company. It is the job of the HR department to look
into the different methods of motivation. Apart from this certain health
and safety regulations have to be followed for the benefits of the
employees. This is also handled by the HR department.

9. Industrial relations :-
Another important area of HRM is maintaining co-ordinal
relations with the union members. This will help the organization to
prevent strikes lockouts and ensure smooth working in the company.

Challenges before the HR manager/before modern personnel

management
Personnel management which is know as human resource management has
adapted itself to the changing work environment, however these changes are
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still taking place and will continue in the future therefore the challenges
before the HR manager are

1. Retention of the employees :-

One of the most important challenge the HR manager faces is
retention of labour force. Many companies have a very high rate of
labour turnover therefore HR manager are required to take some action
to reduce the turnover

2. Multicultural work force :-

With the number of multi cultural companies are increasing
operations in different nations. The work force consists of people from
different cultures. Dealing with each of the needs which are different
the challenge before the HR manager is integration of multicultural
labour work force.

3. Women in the work force :-

The number of women who have joined the work force has
drastically increased over a few years. Women employees face totally
different problems. They also have responsibility towards the family.
The organization needs to consider this aspect also. The challenge
before the HR manager lies in creating gender sensitivity and in
providing a good working environment to the women employees.

4. Handicapped employees :-
This section of the population normally faces a lot of problems
on the job, very few organization have jobs and facilities specially
designed for handicapped workers. Therefore the challenge before the
HR manager lies in creating atmosphere suitable for such employees
and encouraging them to work better.

5. Retrenchment for employees :-

In many places companies have reduced the work force due to
changing economic situations, labourers or workers who are displaced
face sever problems. It also leads to a negative atmosphere and attitude
among the employees. There is fear and increasing resentment against
the management. The challenge before the HR manager lies in
implementing the retrenchment policy without hurting the sentiments
of the workers, without antagonizing the labour union and by creating
positive attitude in the existing employees.

6. Change in demand of government :-

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 Most of the time government rules keep changing. While a lot
of freedom is given to companies some strict rules and regulations
have also been passed. The government has also undertaken the
disinvestment in certain companies due to which there is fear among
the employees regarding their job. The challenge before the HR
manager lies in convincing employees that their interest will not be
sacrificed.

7. Initiating the process of change :-

Changing the method of working, changing the attitude of
people and changing the perception and values of organization have
become necessary today. Although the company may want to change it
is actually very difficult to make the workers accept the change. The
challenge before the HR manager is to make people accept change.

Significance/importance/need of HRM

HRM becomes significant for business organization due to the following

reasons.

1. Objective :-
HRM helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage
and making maximum use of resources etc.

2. Facilitates professional growth :-

Due to proper HR policies employees are trained well and this
makes them ready for future promotions. Their talent can be utilized

not only in the company in which they are currently working but
also in other companies which the employees may join in the future.

3. Better relations between union and management :-

Healthy HRM practices can help the organization to maintain
co-ordinal relationship with the unions. Union members start realizing
that the company is also interested in the workers and will not go
against them therefore chances of going on strike are greatly reduced.

4. Helps an individual to work in a team/group :-

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 Effective HR practices teach individuals team work and
adjustment. The individuals are now very comfortable while working
in team thus team work improves.

5. Identifies person for the future :-

Since employees are constantly trained, they are ready to meet
the job requirements. The company is also able to identify potential
employees who can be promoted in the future for the top level jobs.
Thus one of the advantages of HRM is preparing people for the future.

6. Allocating the jobs to the right person :-

If proper recruitment and selection methods are followed, the
company will be able to select the right people for the right job. When
this happens the number of people leaving the job will reduce as the
will be satisfied with their job leading to decrease in labour turnover.

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 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them

are taken from the book of D.M. Pestonjee “Motivation and Job Satisfaction”
which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of one’s job. An effective reaction to one’s job.

15
 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
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.
Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am
satisfied with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a

whole is satisfying his various needs
Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting

from appraisal of one’s job or job experiences.
Locke

HISTORY OF JOB SATISFACTION

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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
environmental circumstances. That causes a person to say. “I m satisfied with
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 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.

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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.

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.

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.

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  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 said that,
“A happy worker is a productive worker.”

 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.

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
19
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.
However, studies dating back to Herzberg’s (1957) have shown 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, thus protecting the “bottom line”.

WORKERS ROLE IN JOB SATISFACTION

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If job satisfaction is a worker benefit, surely the worker must be able to
contribute to his or her own satisfaction and well being on the job. The
following suggestions can help a worker find personal job satisfaction: Seek
opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay
and other recognition.
Develop excellent communication skills. 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 work itself. This help to give meaning 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.

FACTORS OF JOB SATISFACTION

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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.
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

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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 worker’s immediate situation, which 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.
9. Communication
It includes job situation, which involves spreading the information in any
direction within the organization. Terms such as information of
employee’s status, information on new developments, information on

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 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.

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 loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or

obligation.
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 If there will be low job satisfaction among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of
organization.

J
High B
o
b

s
a
t
i
s
f
a
c
t low
A
i
n
low High

Rate of turn over and absences

Perceived personal job inputs

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between job

satisfaction and rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is
low and vise a versa.

2.HIGH TURNOVER

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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.

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.

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 coinsided with their
job , this relationship will predicted subsequent job satisfaction. However,
the main influences can be summerised along with the dimentions identified
above.

The work itself

The concept of work itself is a major source of satisfaction. For example,
research related to the job charactoristics 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 ingridents of a satisfying
job uncovered by survey include intersting and challenging work, work that
is not boring, and the job that provides status.

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Pay
Wages and salaries are recognised to be a significant, but complex,
multidimentional factor in job satisfaction. Money not only helps people
attain their basic needs butevel need satisfaction. Employees often see pay as
a reflection of how managemnet view their conrtibution to the organization.
Fringe benefits are also important.
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.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words, if management could keep the
entire worker’s happy”, good performance would automatically fallow.
There are two propositions concerning the satisfaction performance
relation ship. 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
27
 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 turn over, and consequently organization can gain from
lower turn over 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
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.

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, where as satisfaction reflects the

28
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.

MODELS OF JOB SATISFACTION

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

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

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  Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick
Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training Perceived personal
Efforts job inputs
Age Fig.no. 1 Curve
Seniority showing Perceived
Education amount that
Co loyalty should be
Past received (a)
performance

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 Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is
applicable to understand what determines a person’s satisfaction with any
facet of job.
According to this model actual outcome level plays a key role in a person’s
perception of what rewards he recieves. His perception influenced by his
perception of what his referent others recieves.

AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a job
and what one has in a job. Further, the theory states that how much one
values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations
are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are
met) and negatively (when expectations are not met), compared to one who

31
doesn’t value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy
and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will
produce stronger feelings of dissatisfaction the more a worker values that
facet.

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a

very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction,
regardless of one’s job. This approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins
have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his self) and general self-efficacy (the belief
in one’s own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction

32
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE
THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace.
This theory states that satisfaction and dissatisfaction are driven by different
factors – motivation and hygiene factors, respectively. Motivating factors are
those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be
intrinsic to the job, or the work carried out.Motivating factors include aspects
of the working environment such as pay, company policies, supervisory
practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have
been unable to reliably empirically prove the model, with Hackman &
Oldham suggesting that Hertzberg's original formulation of the model may
have been a methodological artifactFurthermore, the theory does not

consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors..
Finally, the model has been criticised in that it does not specify how
motivating/hygiene factors are to be measured]

JOB CHARACTERISTICS MODEL

33
Hackman & Oldham proposed the Job Characteristics Model, which is
widely used as a framework to study how particular job characteristics
impact on job outcomes, including job satisfaction.
The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three
critical psychological states (experienced meaningfulness, experienced
responsibility for outcomes, and knowledge of the actual results), in turn
influencing work outcomes (job satisfaction, absenteeism, work motivation,
etc.).
The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely
a job is to affect an employee's attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides
some support for the validity of the JCM.

MODERN METHOD OF MEASURING JOB

SATISFACTION
In this method of measuring job satisfaction the comparision between various
orgnizational terms and conditions at managerial level and also the
orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT
POLICIES OF THE ORGANIZATION:
34
1. Management has a clear path for employee’s advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse
scaled)

35
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

RATING SCALE
It is one of the most common methods of measuring job satisfaction. The
popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management
personnel and revolves around the problems and challenges faced by
managers.

CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described
incidents on job when they were particularly satisfied or dissatisfied. Then
the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.

36
PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of

job attitudes. The main advantage in this method is that additional
information or clarifications can be obtained promptly.

ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and

gathering information on how they feel like behaving with respect to
certain aspects of their jobs. This method provides employees more
opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that

contributed to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he
identifies himself.

4. The nature of work in relation to the abilities, interest &

preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between
employees & management in conflct.they are concern with Job satisfaction
or general job attitudes with the employees.
37
Philip apple white has listed the five major components of Job satisfaction
.as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of
mind about the work itself and about the life in general .the individual’s
health, age, level of aspiration. Social status and political & social activities
can all contribute to the Job satisfaction. A person’s attitude toward his or her
job may be positive or negative.

JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply
the organizing of the work so as to relate the contents of the job to the
capacity, actual and potential, of workers. Job enlargement is oblivious
forerunner of the concept and philosophy of job design. Stephan offers three
basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and
different tasks to a specialized job. It may widen the number of task the
employee must do that is, add variety. When additional simple task are added

38
to a job, the process is called horizontal job enlargement. This also
presumably adds interest to the work and reduces monotony and boredom.

To check harmful effects of specialization, the engineering factors involved

in each individual job must be carefully analyzed. Perhaps, the assembly
lines can be shortened so that there will be more lines and fewer workers on
each line. Moreover, instead of assigning one man to each job and then
allowed to decide for himself how to organize the work. Such changes permit
more social contacts and greater control over the work process.

JOB ROTATION

Job rotation involves periodic assignments of an employee to completely

different sets of job activities. One way to tackle work routine is to use the
job rotation. When an activity is no longer challenging, the employee is
rotated to another job, at the same level that has similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice
provides more varieties and gives employees a chance to learn additional
skills. The company also benefits since the workers are qualified to perform
a number of different jobs in the event of an emergency.

CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he
wishes will lend variety to his work. Further if workers are permitted to
change their pace that would give them a sense of accomplishment.

SCHEDULED REST PERIODS

39
 Extensive research on the impact of rest periods indicates that they may
increase both morale and productivity. Scheduled rest periods bring many
advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.

40
 OBJECTIVES OF

STUDY

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

• To analyse the company’s working environment.

• To check the Degree of satisfaction of employees.

41
• To find that they are satisfied with their job profile or not.

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

42
 Research

Methodology

RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to
43
the formulated problem and arriving at certain conclusions over the problem
based on collected data.

Thus formulation of the problem is the first and foremost step in the research
process followed by the collection, recording, tabulation and analysis and
drawing the conclusions. The problem formulation starts with defining the
problem or number of problems in the functional area. To detect the
functional area and locate the exact problem is most important part of any
research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting,
organizing and evaluating data: making deductions and reaching conclusions:
and at last carefully testing the conclusions to determine whether they fit the
formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or
symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in the
practice of an art”
In short, the search for knowledge through objective and systematic
method of finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey

operation. Hence it should be carefully constructed. Structured questionnaire
consist of only fixed alternative questions. Such type of questionnaire is
inexpensive to analysis and easy to administer. All questions are closed
ended.
44
4.3SAMPLING
It was divided into following parts:

Sampling universe
All the employees are the sampling universe for the research.

Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it
is much less costly, quicker and analysis will become easier. Sample size
taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

 To study the level of job satisfaction among the employees of SEVA
Automotive Pvt. Ltd. if any.
 To study the methods of measuring job satisfaction of SEVA
Automotive Pvt. Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been
defined and research design chalked out. While deciding 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 data.
Primary Data: -

45
 The primary data are those, which are collected afresh and for the first
time and thus happen to be original in character. The primary data were
collected through well-designed and structured questionnaires based on the
objectives.
Secondary Data:
The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data
required of the research was collected through various newspapers, and
Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction
level of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study,
the study was restricted to B.E.O.L., Rewa only.

4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions

46
 COMPANY PROFILE

Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and

IS/ISO - 14001:2004 certified company under the M.P. Birla Group of
Industries entered into the field of optical communication, by way of
manufacturing optical fibre cables, in technical and financial
collaboration with Ericsson Cables AB, Sweden (now known as
Ericsson Network Technologies AB, Sweden).

Ericsson is a leading name in telecommunications for the last 110

years, with activities ranging from turnkey telecom networks to
47
Cellular Mobile Telephone Systems and Business Communications.
M/s Ericsson Cables AB are the pioneers in S-Z stranding and Ribbon
Cable technologies for optical fibre cables.

BEOL has installed capacity of above more than 53,000 cable Kms.
per annum to produce complete range of optical fibre cables including
ribbon type optic fibre cable made to design and construction
conforming to national and international standards. BEOL has the
capability to produce speciality fibre optic cables for use in medical
equipment, computers and local area networks, cable TV network or
any other type as per customized specification.

BEOL also has installed capacity to produce 43.25 lac conductor

Kms. of jelly filled copper telephone cables complying to national and
international standards ranging from 5 pair to 2400 Pair and also has
capability to produce switchboard cables for switching equipment.

BEOL has fully computerized system for process monitoring and

quality control to ensure consistency and reliability of its entire product
range. All production activities are carried out as per approved quality
assurance plan. BEOL, therefore, provides the best possible solutions
with latest state of the art technology.

BEOL has an exclusive marketing agreement with M/s AFL

Telecommunications for sale of hi-tech overhead fibre optic cables,
specially OPGW and associated accessories which find applications
with electric power utilities etc.

BEOL has marketing arrangement with M/s ILSINTECH Co. Ltd.

Quality policy

Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO - 14001:2004
certified company under the M.P. Birla Group of Industries entered into the field of
optical communication, by way of manufacturing optical fibre cables, in technical and
financial collaboration with Ericsson Cables AB, Sweden (now known as Ericsson
Network Technologies AB, Sweden).

Ericsson is a leading name in telecommunications for the last 110 years, with activities
48
ranging from turnkey telecom networks to Cellular Mobile Telephone Systems and
Business Communications. M/s Ericsson Cables AB are the pioneers in S-Z stranding and
Ribbon Cable technologies for Optical Fibre Cables.

BEOL has installed capacity of above more than 53,000 cable Kms. per annum to produce
complete range of optical fibre cables including ribbon type optic fibre cable made to
design and construction conforming to national and international standards. BEOL has the
capability to produce speciality fibre optic cables for use in medical equipment, computers
and local area networks, cable TV network or any other type as per customized
specification.

BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled
copper telephone cables complying to national and international standards ranging from 5
pair to 2400 Pair and also has capability to produce switchboard cables for switching
equipment.

BEOL has fully computerized system for process monitoring and quality control to ensure
consistency and reliability of its entire product range. All production activities are carried
out as per approved quality assurance plan. BEOL, therefore, provides the best possible
solutions with latest state of the art technology.
BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for sale
of hi-tech overhead fibre optic cables, specially OPGW and associated accessories which
find applications with electric power utilities etc.

ENVIRONMENTAL POLICY

Birla Ericsson Optical Ltd. is committed to :

• Comply with Environmental legislations and prevention of

pollution

49
 Make all efforts for continual improvement in the
Environmental performance
We shall conserve the resources and minimize the
Environmental impact of our operations on Air, Water, and Land
By :

• Implementing Environmental Management System to meet the

objectives and targets
• Bringing awareness amongst all employees

PERSONNEL DEPARTMENT

50
 Brig. H I S Arora (President)
Mr. I.M. SHEIKH (DGM)

Mr. NARSINGH MURTI (PERSONNEL AND

ADM.
MANAGER)

Mr. R.K. LAKHERA (PERSONNEL OFFICER)

Mr. VINAY NIGAM (ASST. PERSONNEL

MANAGER)

Mr. Harsh V. Lodha Chairman

Mr. Janne Sjoden
(Alternate Mr. S.K.
51
 Daga)
Mr. Magnus Kreuger
(Alternate Mr. Dinesh
Chanda)

Mr. A.P. Dadoo

Dr. Aravind Srinivasan
Mr. B.R. Nahar
Mr. D.R. Bansal Managing Director

Mr. Y. S. Lodha President

Marketing
New Delhi
Mr. Sandeep Chawla Sr. Vice President (Marketing)
Mr. Roby Sood General Manager (Marketing)

Mumbai
Mr. R. Sridharan Sr.Vice President (Marketing)
Mr. Devesh R. Dakwale General Manager (Sales)

Rewa
Mr. R.K. Shahi General Manager(sales)

Mr. Ashish Mishra General Manager (Sales & Logistics)

Kolkata
Mr. Dipankar Chaterjee Manager(Marketing)

Technical (Rewa)
52
 Mr. Raghu Nair Sr. Vice President (Works)

Mr. J.K. Mahajan Asstt. Vice President(Prod.&QA)

Asstt. Vice President (Devp. &
Mr. Sanjeev Dubey
Maintt.)
Mr. B.S. Sisodia General Manager (Production)
Dy.General Manager (QA & Product
Mr. Shekhar Banerjee
Devp.)
Dy.General Manager (Design &
Mr. Maneesh Nayak
Devp.)

Core strength
Birla Ericsson Optical Limited (BEOL), has been a major player in
the telecom industry and proven core strengths like –

• Pioneer in the field of OFC & Copper Cables since 1992.

• Experienced, Skilled Engineers and work force.
• Diversified Product Range.
• Excellent Financial Strength.
• IS/ISO-9001:2000 and IS/ISO-14001:2004 certification.
• Collaboration with Ericsson Network Technologies AB of
Sweden, the world leader in Telecommunication Industries
• State of the art Plant & Machinery. Fully computerized & Air-
conditioned manufacturing facilities
53
Approval with TSEC, Indian Railways (RDSO), Engineers India Ltd.,
Director General of Quality Assurance (Ministry of Defence), DGS&D,
Dun & Bradstreet.

Certification detail

Birla Ericsson Optical Ltd. Rewa is committed to achieve customer

satisfaction by meeting the customer's requirements as well as the
applicable product related statutory and regulatory requirements and
has also been awarded quality certifications from reputed agencies.

COMPETITORS OF COMPANY

STERLITE INDUSTRIES
Telecommunication has become the buzzword today the entry of
private sectors into the basic services sector compiled with the government’s
increased allocation of resources and access to leasing/deferred credit is
expected to further accelerate the telecommunication drive in the country.

The department of telecommunication (Dot) has decided to replace all

trunk lines with optical fiber cables and in tune with this the company has
also commissioned to optical fiber cable plant.

54
 UNIFLEX CABLES
UNIFLEX cables limited are an existing profit making company
manufacturing a variety of power cables, which are sold mainly to
government org.

The company is diversifying in to manufacturing telesales optical

fibers cables (OFC) with a capacity to produce 4,000 cable Km. and in to
jelly filled telephone cables (JFTC) with a capacity to produce 12.5 lacks
crores Km. per annum.

Some others company of telecom sector is as Follows:

I. Vindhya Telelinks Ltd.

II. Paramount communication Ltd.
III. M.P. Telelinks Ltd.
IV. Finolex telecom Ltd.

PRODUCT PROFILE

PRODUCT OF B.E.O.L.-

The main product of company is: -

 fiber cables.
 Optical Jelly filled cables (PIJFTC)
 Fiber Ribbon Cable (FRC).

1) OPTICAL FIBRE CABLES: -

55
 Birla Ericsson Optical Limited Manufactures all type of optical fiber
cables for use in communication type of optical fiber cables for use in
communication data transmission, Internet, E-commerce and multimedia.
The company is fully equipped to manufacture all types of Duct/Armored
optical fibro cables including ribbon type optical, custom made to shit the
individual requirement of any customer conforming to any national or
international specification.

COMCENTRIC LOOSE TUBE CABLE: -

PRIMARY coated fibers are protected in loose tube of
PBTP/Polyamide filled with a special thyrotrophic gel in order to prevent
water penetration. The loose tube containing fibers are standard around the
control strength member of fiber-reinforced plastic for better pulling
strength.

A later of polyethylene sheath acts as a cushion for the cable core,

the outer jacket is made of polyamide to offer a more resistance to
mechanical and environmental efforts.

CENTRAL LOOSE TUBE CABLE: -

Primary coated fiber are protected in loose tube PBTP/Polyamide
filled with a special thyrotrophic gel in order to prevent water penetration. To
provide cushioning, a circular layer of polyethylene is executed around

the loose tube containing fibers. The strength members are embedded
this layer of polythene to provide the required pulling strength.

2) JELLY FILLED CABLES: -

Birla Ericsson Optical limited manufactures polythene insulated (both
solid and from skin) Jelly filled underground telephone cables for use in local
distribution network and for Junctions between exchanges; these cables form
a vital link for telecommunication distribution system. These can be used for
large capacity exchanges used by department of telecommunication, MTNL,
on Major cities and also for small exchanges used in ruler areas and for local
networks in industries. These are also use by railways defense departments
and various others specials users.

Cable is available in conductor size 0.4, 0.5, .63 and .9 mm diameter

with cables sizes varying from 10 pair to 2400 pairs.
56
 These cables are generally conforming to Indian P & T department
specification. These can also be custom made suitable to individual
requirement of any customer or to other national or international
specifications.

3) OPTICAL FIBRE RIBBON: -

After decreasing sales of Optical Fiber Cable Company diversify his
product in to fiber ribbon cable.

PLANT TOUR OF B.E.O.L.

57
QUALITY FEATURES-
Quality Features are assured through systematically structured quality
planning and its execution covering every stage of operation starting
from Purchase and up to Packing and Dispatch. People at work are
adequately trained and given elbow space to implement quality
infusion and quality check at every stage

58
All the latest equipments and gadgets, required to observe, test,
evaluate and check every feature of Optical Fibre are imported from
world's best manufacturer and installed at our Test Centers.

Proof Testing : Fibre is tested to stand certain specified strain level to

conform strength, using an advance proof testing machine.
In addition to above, other test facilities for various other tests are
Environmental Chambers, Ovens, Hydrogen Ageing Equipment,
System for Static Fatigue and Dynamic Fatigue Tests etc.
We also take services from Outside Quality Agencies like IICT, CABS,
CACT, RITES, ETDC, IIT, ERDA, Lloyds, Sameer, CSIO etc

CERTIFICATE OF APPROVALS

QUALITY MANAGEMENT SYSTEM

to IS/ISO:9001-2000

59
 ENVIRONMENT MANAGEMENT
SYSTEM to IS/ISO:14001-2004

Registration/Approval with
BSNL Engineers India Ltd.

Director General of Quality

Indian Railways (RDSO) Assurance (Ministry of
Defence)

DGS & D Dun & Bradstreet

2

Scope Of The Study

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

60
Scope for the sales department

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

Scope for the marketing department

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

Scope for personnel department

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

Sample Size :-
Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.

The questionnaire was filled in the office and vital information was collected
which was then subjects to:-

 A pilot survey was conducted before finalizing the questionnaire.

61
 Data collection was also done with the help of personal observation.
 After completion of survey the data was analysed and conclusion was
drawn.
 At the end all information was compiled to complete the project
report.

62
 DATA ANALYSIS
AND
INTERPRETATION

63
 I have been passed up at least once for
a promotion in the past few years.

0% 20%

50%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.

64
65
 I spend parts of my day daydreaming
about a better job.

10% 0%
15%

15% 60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.

66
 I find much of my job repetitive and
boring.

10% 5% 0%
10%

75%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.

67
 I am mentally and/or physically
exhausted at the end of a day at work.

10% 5% 0%

85%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

68
 I feel that my job has little impact on the
success of the company.

20% 0%

50%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

69
 I have an increasingly bad attitude
toward my job, boss, and employer

20% 0% 20%

60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 20% are neither agree nor
disagree,60% are disagree and rest 20% of employees are strongly disagree.

70
 I am no longer given the resources I
need to successfully do my job.

0% 10%

30%
60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.

71
 I am not being used to my full
capabilities.

0%
40% 40%

20%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.

72
 I have received no better than "fair"
evaluations recently.

25% 0%
40%

35%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 40% of employees are strongly agree about the point ,
35% of employees are agree on the point, 25% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

73
 I feel as though my boss and employer
have let me down.

0% 10%
35%

55%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 10% are neither agree nor
disagree,55% are disagree and rest 35% of employees are strongly disagree.

74
 I often feel overworked and
overwhelmed.

0%
35%
45%

20%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

75
 I am frequently stressed out at work.

0% 20%

50% 15%

15%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor
disagree,15% are disagree and rest 50% of employees are strongly disagree.

76
 I live for weekends and days away
from the job.

0% 10%

30%
60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor
disagree,30% are disagree and rest 60% of employees are strongly disagree.

77
 I find myself negatively comparing my
situation to my peers.

20% 0% 15%

25%
40%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor
disagree,40% are disagree and rest 20% of employees are strongly disagree.

78
 I fe e l m y b a d d a y s a t w o rk o u tw e ig h th e g o o d
ones.

0% 2 5%
45%

30%

S t ro n g ly A g re e A gre e
N e ith e r A g ree n o r D is a gDreisea g re e
S t ro n g ly D is a g ree

This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

79
 I o fte n e x p e rie n c e a s e n s a tio n o f tim e s ta n d in g
s till w h e n I a m a t w o rk .

20% 0% 15%

35%
30%

S t ro n g ly A g re e A g re e
N e ith e r A g re e n o r D is a Dg re
is ea g re e
S t ro n g ly D is a g re e

This graph shows that 15% of employees are strongly agree about the point,
35% of employees are agree on the point, 30% are neither agree nor
disagree,20% are disagree and rest 0% of employees are strongly disagree.

80
 I h a v e b e e n to ld th a t I a m b e c o m in g a m o re
c y n ic a l p e rs o n .

S tro n g ly A g re e

0% 10% A g re e
35%
25%
N e ith e r A g re e n o r
D is a g re e
D is a g re e
30%
S tro n g ly D is a g re e

This graph shows that 10% of employees are strongly agree about the point,
25% of employees are agree on the point, 30% are neither agree nor
disagree,35% are disagree and rest 0% of employees are strongly disagree.

81
 I fe e l a s th o u g h m y e m p lo y e r h a s b ro k e n
p ro m is e s a b o u t m y fu tu re w ith th e o rg a n iz a tio n .

0% 10%
40% 25%

25%

S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDg is
reaeg re e
S t ro n g ly D is a g re e

This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.

82
 I h ave lo st sig h t o f m y career g o als an d
asp iratio n s.

15% 0% 15%

25%
45%

S trongly A gree A gree

Neither A gree nor Dis agree
Dis agree
S trongly Dis agree

This graph shows that 15% of employees are strongly agree about the point,
25% of employees are agree on the point, 45% are neither agree nor
disagree,15% are disagree and rest 0% of employees are strongly disagree.

83
 I n o lo n g e r fe e l v a lu e d fo r m y w o rk .

10% 25%
20%

20% 25%

S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDgisreaeg re e
S t ro n g ly D is a g re e

This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.

84
 Findings

o Employees are not completely satisfied with their job although

their salary is good enough.

o Employes are not getting value to their work.

o Most of employees think that they are nt on their actual path.

o Most of the employees think that the organization haven’t fulfill

their promises,what they do in beginning especially regarding
Promotion.

o There is negatively comparison between peers especially

regarding targets.

o They often feel overworked.

85
 SUGGESTION
AND
RECOMMENDATION

86
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.

• Ideal employees should concentrate on their job.

• Educational qualification can be the factor of not an effective job.

• Company should give promotion to those employees who deserves it.

87
 LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my

research report, yet there are always some problems faced by the researcher.
The prime difficulties which I face in collection of information are discussed
below:-

1. Short time period: The time period for carrying out the research was

short as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen

which is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were

having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is

quite a small area to judge job satisfaction level.

88
 BIBLIOGRAPHY
Books: -

 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”,

Wiley Student’s Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human
Resource At Work”, 9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition.
Macmillan India Limited.
 Kothari C.R., Research Methodology, New Delhi; New Age
International
Publication, second edition.

Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com

89
ANNEXURE

90
 QuestionnaireS for JOB
SATISFACTION
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….

1. I have been passed up at least once for a promotion in the past few years.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

2. I spend parts of my day daydreaming about a better job.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

3. I find much of my job repetitive and boring.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

91
4. I am mentally and/or physically exhausted at the end of a day at work.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

5. I feel that my job has little impact on the success of the company.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer .

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

7. I am no longer given the resources I need to successfully do my job.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

92
8. I am not being used to my full capabilities.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

9. I have received no better than "fair" evaluations recently.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

10. I feel as though my boss and employer have let me down.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

11. I often feel overworked and overwhelmed.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

93
12. I am frequently stressed out at work.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

13. I live for weekends and days away from the job.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

14. I find myself negatively comparing my situation to my peers.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

15. I feel my bad days at work outweigh the good ones.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

94
16. I often experience a sensation of time standing still when I am at work.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

17. I have been told that I am becoming a more cynical person.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

18. I feel as though my employer has broken promises about my future with the
organization.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

19. I have lost sight of my career goals and aspirations.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

95
20. I no longer feel valued for my work.

• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree

96
f

97