PROJECT REPORT ON STUDY ON JOB SATISFACTION

Conducted At AMCO GROUPS

In partial fulfillment of requirement for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

(SESSION: 2012-13)

Submitted to: Mrs. Monica

Submitted by: Jinica Jain BBA (3rd year) Pupin No.14310000441

KHALSA COLLEGE FOR WOMEN LUDHIANA

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ACKNOWLEDGEMENT

It gives me tremendous pleasure in acknowledging the valuable assistant extended to me by various personalities in the successful completion of this project.

Above, I render my gratitude from core of my heart to the almighty God who bestowed confidence, ability and strength in me to complete this project.

My project could not have been fruitful without the able guidance of Mrs. Monica (Project Guide). I extend my deepest gratitude to all the persons who gave full support during the project.

I would like to express my heartiest gratitude towards Mr. Karandeep Singh, HR Manager, who allowed me to undergo this project in AMCO Groups.

I am also thankful to all the employees of AMCO Groups who cooperated with me every time.

JINICA JAIN

CERTIFICATE
This is to certify that the project work on Study on Job Satisfaction among Employees conducted at AMCO Groups is based on the views of the students. This project id submitted by JINICA JAIN, a student of B.B.A. Final Year of Khalsa College for Women, Ludhiana (Punjab university), under the supervision of Mrs. Monica. It is further certified that this is bonafide work the candidate and matter embedded in this project has not been submitted to any other university earlier for the award of any degree to the best of my knowledge. The data sources have been duly acknowledged.

DECLARATION
I, Jinica Jain, student of Bachelor of Business Administration from Khalsa College for Women, Ludhiana hereby declare that I have completed my project on Study on Job Satisfaction among Employees conducted at AMCO Groups as a part of the course requirement. I further declare that the information presented in this project is true and original to the best of my knowledge.

Jinica Jain

TABLE OF CONTENTS

CHAPTER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

CONTENTS Company Profile Introduction to Total Employee Involvement Review of Literature Objectives of the Study Research Methodology Analysis & Interpretation Findings Limitations Suggestions Conclusion Bibliography Annexure

PAGE NO.

CHAPTER 1

INTRODUCTION TO AMCO GROUPS

COMPANY PROFILE
Business initially focused on supplying 2&3 wheelers tires, tubes & flaps for bicycles, scooters, motorbikes and three wheelers segments. AMCO manufactures garden tools, automotives & railway forged machines and assembly components. Our worldwide, business is transforming constantly, in order to get better and better. AMCO offers a smart choice for its customers, capturing the essence of luxury, style, utility and sales. We offer a product for varying customer need. AMCO products are engineered to precision, accuracy and perfection. Their performance is the testimony of their durability in international standards. These include regular Hand Held Tools such as screwdrivers, hoes, chisels, wedges, drift pins and hammers; Pneumatic Tools which are powered by compressed air and include chippers, drills, hammers, and sanders; Electric Tools such as chainsaws, electric drills, high grade motors, angle grinders, impact electric drills, jigsaw cutters, tappers, fasteners, or grinders; Hydraulic Power Tools; Powder Actuated Tools and, Garden Tools like hoes, shovels, picks and spades.

EXPORT AREAS
Europe, USA, CIS, Asia, Middle east and Africa, Canada. Australia etc.

BACKGROUND
AMCO group was established 38 years ago. Our total asset base exceeds hundreds of millions and our staff strength members over 3,000. Production offices are over different locations over across India and China, at the time, rubber was the new gold for south east Asia with both India and Thailand expanding aggressively into new industry, by the virtue of our established manufacturing organization, technical skills and through professionalism in our patrons have recognized us out rightly.

VISION AND VALUES

Always empowering and backing our people, being brave and unbounded in realizing our dreams. We innovate new ideas. We believe to work with honesty, trust. The trust that we earn from the people in the company makes us proud of our company. Our pride is our companies encourage us to do even better in exceeding people highest expectations. We assure prompt attention and services to all esteemed customers at all times and always like to establish long lasting cordial business relationship.

QUALITY
Our quality system is compatible with ISO requirements and ensures reliable products to each and every customer, on time, every time. Leading the quality charts in the tires industry, AMCO also provides value-added services to all of its worldwide valuable customers. Hard work and undivided focus on delivering only the superior quality products has helped AMCO, gain trust of its global customers. Continuing to set a new bench marks for its competitors, AMCO has become synonymous to quality. AMCO will strive to provide value for money to our buyers. We will also strive to attain national leadership and provide competitive returns to our employees, associates, suppliers and customers. Product quality is what the company promises and delivers always. Strict quality control is maintained at every level of production. Our products are manufactured under the supervision of skilled professionals who are experts in their fields. Care is taken to use the latest technology available and is subjected to stringent quality tests in order to produce flawless products comparable to international standards.

QUALITY OBJECTIVES
o To meet Delivery Schedule. o Cut Cost to be Competent.

MILESTONES
AMCO group is a process of expanding and upgrading in production facilities with latest and highly advanced technologies, aiming to completely fulfill high volume requirement of worldwide valued customers. We assure that we will be supply in good packing standards and scheduled delivery. We look forward to be your term business partners

OUR CORNERSTONES
1. QUALITY 2. CUSTOMER SERVICES 3. TECHNOLOGY and R&D 4. INFRASTRUCTURE

ALLIANCE
Complex business challenges on todays climate require both deep knowledge and cutting edge technological solution. Thats why AMCO aligns with partners that will help leverage all the knowledge at our finger tips in a market place to allow us to rapidly deploy teams and technologies.

AMCO combines technology with people, process and alliances to create results that are: o Proven and dependable
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o Reliable o Honest

SOCIAL RESPONSIBILITY
AMCO is deeply engaged in human and economic development at the national level. We are conscious about environment and use all possible energy conservations. AMCO is commuted in letter and spirit to corporate social responsibility. AMCO engaged in community and social initiatives on labor and environmental standards. Adding positively to the income of a country, hand tools industry has contributed to economy in terms of development and technology upgradation all illustrations depicting our products are as true as possible but not binding on us. In view of the continuous improvement taking place in the products, we reserve our right to modify the design and the dimensions of our products without prior notice.

AMCO WILL BE THE ONLY NAME YOU REMEMBER FOR YOUR NEXT REQUTRMENT.

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CHAPTER 2

INTRODUCTION TO JOB SATIFACTION

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INTRODUCTION TO JOB SATISFACTION

The structure comprises of all Head of Departments of different functions in AMCO Mobility. It consists of nine Band 2 and Band3 officials at the top level, each reporting to the CEO. The main function is to coordinate the activities of different functions in the organization. All the departmental heads are accountable and answerable to the efficiency and effectiveness of their concerned departments. Job satisfaction is a term used to describe how contended an individual is with ones job. It is relatively recent term, since in the previous centuries, the job available to a particular person was often predetermined by their parents occupation. There are variety of factors that can influence a persons level of job satisfaction. These factors include the of pay and benefits, the perceived fairness of the promotion system within a company, the question of working condition , leadership and the social relationship. Human beings are important assets of an Organization. As human beings, members of work oriented organization have thoughts and feelings which strongly influence their behaviour on job. These thoughts and feelings are part of their mental state and provided the inputs used by them to make decision about their action and reacting of their jobs. It is necessary that we understand more about their conscious states. For efficient and progressive functioning of any organization job satisfaction is of great significance. As people spend sizeable proportion of their liven in working place or environment and would want that proportion of their lives to be pleasant, agreeable and fulfilling. As working in any organization, his job is more than just obvious activities of shuffling paper, or waiting for customers etc. Job requires interaction with co-workers and supervisors, following organizational rules and policies, performance standards, living with working conditions that are giving less than ideal life.

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So, if people feel bad about their work apt to feel bad about many things including leisure activities and even about life itself That is why you cannot deny that job satisfaction is important for an individual in his profession progress so that individual can attain optimum development of his potentialities if he is satisfied with his job.

MEANING AND CONCEPT OF JOB SATISFACTION:

Job satisfaction is a general pleasurable or positive emotional state of an individual which result from his appraisal of various dimensions of his job. As a matter of fact, by working of job, most men qualify many of their need. So in this regard want is a potent source of need , gratification of all types such as physical , security, social and ego need etc. Job satisfaction can be described as a process in which the employees feel themselves contended or satisfied with their work which they do informally organized sectors to accomplish the objective so the organization. It is a end feeling of a person after performing a task. The feeling would be positive or negative depending upon whether the need is satisfied or not. If a persons job- fulfills his dominant needs and is consistent with his expectation and values, the job will be satisfying. Job satisfaction also relates to working conditions like good infrastructure and working conditions, proper working hours, lighting, ventilation, drinking water and urinal facilities, healthy relationship with seniors, subordinates and peer group and also with salary packages. All this facilities motivate the employees to do better work for his organization. As if employee is satisfied it develops right type of attitude, high morale and enthusiasm for work. Job satisfaction in industrial psychology is frequently used for individual attitude towards the specific aspects of the total work situation. Job satisfaction is based on five major factors which are as follows: 1. The nature of work in relation to his abilities, interest and preparation. 2. The way in which individual reacts to the unpleasant situation. 3. The facility to which he adjusted him to other persons.
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4. Security. 5. Loyalty. So, the Job satisfaction refers to persons feeling of satisfaction on the job, which motivate the employee to work with great zeal and confidence which will be helpful for him to attain the set goal of organization.

FACTORS IN JOB SATISFACTION:

Job satisfaction is a complex and multidimensional phenomenon. The nature and extent of factors contributing to it are not yet fully known but good deal of research studies in various countries with different cultures have certainly advanced our understanding of factors. The following factors have been generally agreed to have direct bearing on the level of satisfaction of employees: 1. 2. Organizational factors Personal factors -

Organizational factors
1. Occupational Level :- Studies revealed higher the occupational level, higher the level of job satisfaction because higher level jobs carry greater prestige and self control. 2. Job- Content :- If there is variation in job content and job is less repetitive with which the task must be performed, the greater the satisfaction of the individual is involved, 3. Job- Security:- Job security is a crucial factor in the face of wide spread unemployment and uncertainties in the employment market. 4. Type and Nature of work:- If employee finds type and nature of work according to his attitude and capability he feels satisfied, otherwise dissatisfied. 5. Pay and Promotional Opportunities:- These variables are of great importance and are positively related to job satisfaction.
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6.

Considerate Leadership:- It results in higher job satisfaction as compared to inconsiderate leadership, because people like to be treated with consideration. Interaction in work group:- Interaction could be satisfying when other persons attitude is similar to ones own. It results in being occupied by other and facilitates the achievement of goals.

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PERSONAL FACTORS
1. Age:- The relationship between age and satisfaction could be positive upto preretirement years, then there is sharp decrease in satisfaction. An individual aspires for more prestigious jobs in later years of his life. 2. Length of Service:- It may be argued that beginners starts with a favourable attitude towards their job and employees. As the months pass, the job becomes routine and co- workers familiar and hence their enthusiasm weakness resulting in problems of adjustment of training. 3. Education / Intelligence:- Too much education / intelligence i.e. more than the job requires will lead to dissatisfaction. 4. Considerate Leadership:- It results in higher job satisfaction as compared to inconsiderate leadership, because people like to be treated with consideration. 5. Interaction in work group:- Interaction could be satisfying when other persons attitude is similar to one own. It results in being occupied by other and facilitates the achievement of goals.

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SIGNIFICANCE OF JOB SATISFACTION:Employee satisfaction and retention have always been important issues for organizations. After all, high level of absenteeism and staff turnover affect your bottom line as temps, recruitment and retraining take their toll but few practices have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers and recent studies have shown a direct correlation between staff satisfaction and customer satisfaction. Organisation who can create work, environments that attract, motivate and retain had working individuals will be better positioned to succeed in a competitive environment that demands and cost efficiency. What is more, Chief Executives of organizations may even discover that by creating a positive workplace for their employers, they have increased their own job satisfaction as well. Since job satisfaction is a multinational phenomenon which lives with employees and influence whole organization. The spirit of job satisfaction has great impact on the job performance of an employee. If an employee has the sense of satisfaction it is evident in the form of his morale output and productivity, but on the contrary if a person is devoid of job satisfaction then he can no longer have high morale and high performance. When a person is at work place, he cannot be forced to do the work like a machine. He is human being who has his dignity, self respect, values, sentiments, aspirations apart from the economic status. So if the employees of an organization has spirit of job satisfaction it ultimately fetches prosperity and success to the organization by achieving desired goals and objects of the organization. But if this is not so, it leads to frustration and is very much harmful to the existence of the organization. Job satisfaction also relates to the working conditions, if there is proper arrangement of infrastructure, drinking water, ventilation, temperature, lighting, toilet and attractive surrounding, it will increase the job satisfaction among employees.

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From the above description, it is obvious that job satisfaction is essential for growth, productivity and development of organization. It is only the job satisfaction that develops right type of attitude, high morale and enthusiasm for work. To achieve organizational and individual goals in an economic and efficient manner there must be a spirit of job satisfaction among the employees. It will be appropriate to sum up the importance of job satisfaction of job satisfaction in the words of ROBERT KHAN, Job satisfaction does seem to reduce absenteeism, turnover and perhaps accident rates.

EFFECT OF JOB SATISFACTION:

Managers interest in job satisfaction tends to centre on its effects on employee performance. Researchers have recognized this interest, so we find a larger number of studies that have been designed to assess the impact of job satisfaction.

Physical and mental health:

The degree of job satisfaction affects on individuals physical and mental health. Since job satisfaction is type of mental feeling, its favourablenss or unfavourableness affects the individuals psychologically which ultimately affects his physical health. For example Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a jobs is an important part of life, job satisfaction influence general life satisfaction. The result is that there is spill over effect which occur in both directions between job and life satisfaction.

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Job Satisfaction and Employee Turnover:

Turnover of employee is the rate at which leave the organization within a given period of time. High employee turnover is of considerable concern for employees because it disrupts normal operations, causes morale problems for those who stick on and increase the cost involved in selecting and training replacement. The employer does whatever possible to minimize turnover, making the employees feel satisfied on their jobs, being one such. In the major reviews of the relationship between satisfaction and turnover has been demonstrated low levels of jobs satisfaction are the most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However, is not the only cause of employee turnover, the other cause being opportunity elsewhere. For exchange, in the present context the rate of turnover of computer software professionals is very high in India. However, these professional leave their organizations that simply because they are not satisfied but because of opportunities offered from other services particularly from foreign companies located abroad. However, the withdrawal behaviour of employees is modified by certain factors. Loyality organization is one such. Some employees can imagine themselves working elsewhere, however dissatisfied they are in their present jobs. Availability of other places of employment also influences turnover. If greener pastures are available, an employee does not mind going in search of them notwithstanding the present level of job satisfaction he enjoys.

Satisfaction and Absences:Correlation of satisfaction to absenteeism is also proved conclusively. Workers who are dissatisfied are more likely to make mental health days i.e. days off not due to illness or personal business. Simply stated, absenteeism is high when satisfaction is low. As in turnover, absenteeism is subject to modification by certain factors. The degree to which people feel that their jobs are important has a moderating influence on their absence, Employees who feel that their work is important tend to clock
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in regular attendance. Besides it is important to remember while high job will not necessary result in low absenteeism, low satisfaction is likely to bring about high absenteeism. Satisfaction and Safety: Poor safety practices are a negative consequence of low satisfaction level. When people are discouraged about their job, company and supervisors, they are more liable to experience accidents. An underlying reason for such accidents that discouragement may take ones attention away from the task at hand. Inattention leads directly to accidents. Satisfaction and Job stress: Job stress is the bodys response to any job related factor that threatens to disturb the persons equilibrium. In the process of experience stress, the employees inner state change. Prolonged stress can cause the employee ailments such as heart disease, ulcer, blurred, vision, lower back pain, dermatitis and muscle aches. Chronic job- dissatisfaction is a powerful source of job stress. The employee may see no satisfactory short-term solution to escaping this type of stress. An employee trapped in a dissatisfying job may withdraw by such means as high absenteeism and tardiness or the employee may quit. Employees under prolonged stress stemming from job- dissatisfaction often consume too much alcohol, tobacco and drugs. These employees are costly to the management in terms and time lost due to frequent absences and increased payment towards medical reimbursements. THEORIES OF JOB SATISFACTION: Theories exist concerning the different dynamics of job satisfaction and its general impact upon employees behaviour. Mecormic and Hegen (1984)gave six general orientations of theories of job satisfaction, all of which describe the process by which job satisfaction is determined for individual. 1. Comparison process theory. 2. Maslows need Hierarchy theory.
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3. Herzbergs two factors theory. 4. Vrooms instrumentality theory. 5. Equity theory. 6. Social refrence group theory.

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Comparison theory: In case of comparison process theory, the attitude towards job of different

employees is compared with each other and best of them could be chosen. 2. Maslows need hierarchy theory: In case of Maslows need hierarchy theory it is believed that a person is satisfied if he gets what he wants and more he wants something, the more satisfied be gets it and more dissatisfied be is when he does not get it. According to this concept of need hierarchy the satisfaction of physiological needs results in the safety need becoming more potent and these are fulfilled need, for belonging becomes uppermost. Ultimately, need for esteem and self actualization come into play. 3. Herzberg Motivation Hygiene theory:

This theory is based upon two types of factors 1. Hygiene factors 2. Motivational 1. Hygiene factors:- Hygiene factors are maintenance factors which are necessary to maintain at a reasonable level of satisfaction in employees. These cause dissatisfaction if such conditions are absent but increase in their presence beyond a level does not motivate the employees in a strong way. There are ten such factors like company policy, supervision, relationship with supervisors, peers, subordinates, salary, job security, working conditions etc. 2. Motivational factors:- Motivational factors operate primarily to build strong motivation and high job satisfaction, but their absence rarely proves dissatisfying.

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There are six factors which actually motivate employees like achievement, recognition, advancement, work itself, growth and responsibility. 4. Vrooms theory:- Vrooms instrumentality theory prepared by Tolman argued that individuals purpose in behaving must be analysed. According to Vroom people will be motivated to do things to achieve some goals to the extent that certain actions on their part will help them to achieve the goal. Vroom was the first individual to specifically relate this theory to motivation in the work environment which further leads to job satisfaction. 5. Equity theory:- Under this theory, it is believed that a persons job satisfaction depends upon its perceived equity as determined by his input output balance in comparison with the input output balance of others. Every individual compares his rewards with those of refrence group. If he feels rewards are equitable in comparison with other during similar work, he feels satisfied. It is, thus a function of the degree of which job characteristics meets the desires of the refrence group. Equity theory takes into account not only the needs of an individual but also the opinion of the refrence group to which the individual looks for guidance. 6 Social Refrence Theory: Social refrence group theory is same as need fulfillment theory except that it takes into account not the desired needs and desired needs and interest of the individual, but rather the point of view and opinion of the group to whom individual looks for guidance. Such groups are called reference groups for the individual in that they define the way in which he should look at the world and evaluate various phenomenon in the environment. It would be predicted, according to the theory if job meets the interest desired and requirements of a persons reference groups, he will like it and if it does not he will not like it.

JOB INVOLVEMENT
Job involvement (Employee engagement, or Work engagement, is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices,

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they will act in a way that furthers their organizations interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. In his book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge explains that truly engaged employees are attracted to, and inspired by, their work (I want to do this), committed (I am dedicated to the success of what I am doing), and fascinated (I love what I am doing). Kahn was the first scholar to define personal engagement as the .harnessing of organization members selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances. Based on this definition a questionnaire was developed that assesses three dimensions: cognitive, emotional and physical engagement. An alternative academic considers work engagement as a psychological state of fulfillment and the positive antithesis of burnout. It is defined as ,..a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption . Whereby vigor is characterized by high levels of energy and mental resilience while working, the willingness to invest effort in ones work, and persistence even in the face of difficulties; dedication by being strongly involved in on&s work, and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge; and absorption by being fully concentrated and happily engrossed in ones work, whereby time passes quickly and one has difficulties with detaching oneself from work. These three aspects are assessed by the Utrecht Work Engagement Scalc (UWES), which is currently available in 20 languages and can be used freely for non-commercial purposes. In addition a short form and a student version are available. The reliability and validity of the UWES is documented is various studies.

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RESEARCH FINDINGS
Work engagement as measured by the UWES is positively related with, but can nevertheless be differentiated from, similar constructs such as job involvement and organizational commitment, in-role and extra-role behavior; personal initiative, Type A, and workaholism. Moreover, engaged workers are characterized by low levels of burnout, as well as by low levels of neuroticism and high levels of extraversion. Also they enjoy good mental and physical health. Work engagement is found to be positively associated with job resources such as social support from co-workers and from ones superior, performance feedback, coaching, job control, task variety, opportunities for learning and development, and training facilities. In short: engaged workers work in challenging jobs. Engagement is related to better performance. For instance, engaged contact workers from hotels and restaurants produce better service quality as perceived by their customers; the more engaged university students feel the higher their next years Grade Point Average; the higher the level of engagement of flight attendants, the better their inand extra-role performance on the flight; and the more engaged restaurant workers, the higher the financial turnover of the shift.

STUDIES
Engaged employees care about the future of the company and are willing to invest the discretionary effort. Engaged employees feel a strong emotional bond to the organization that employs them.

EMOTIONAL ATTACHMENT
It was found that only 29% of employees are actively engaged in their jobs. These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 84% of highly engaged employees believe they can positively impact quality of their organizations
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products, compared with only 31% of the disengaged. 72% of highly engaged employees believe they can positively affect customer service, versus 27% of the disengaged. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs them. This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivatec by intrinsic factors (e.g. personal growth, working to a common purpose; being part of a larger process) rather than simply focusing on extrinsic factors.

INVOLVEMENT
When I studied AMCO group mills, 17 apparel manufacturers. The purpose was to compare traditional production systems with flexible high- performance production systems involving teams, training, and incentive pay systems. In AMCO, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants showed more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept has gained popularity our study has demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment.

COMMITMENT It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. It was found that engaged employees were five times less
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likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was less, compared with for non-engaged employee. Consequently, through strengthening employee engagement, the company saved in safety costs. In addition, savings were found in sales performance teams through engagement. Lowengagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams.

LIFE INSURANCE COVER

Two studies of employees who had life insurance cover, we examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively, and rewards for high performance. Both studies included large samples of employees. In both studies, high-involvement management practices were positively associated with employee morale, employee retention, and firm financial performance. We found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment.

PRODUCTIVITY
While during our study in the AMCO group we found that offices with engaged employees were up to 43% more productive. The most striking finding is the almost 52% gaps in operating incomes between highly engaged employees and employees who have low-engagement scores in company. High-engagement companies improved 19.2% while low- engagement companies declined 32.7% in operating income during the study period. It was found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in
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other divisions. It comes as no surprise, then, that engaged employees have been statistically linked with innovation events and better problem solving.

GENERATING ENGAGEMENT
Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. 84% of highly engaged employees believe they can positively impact the quality of their organizations products, compared with only 31 percent of the disengaged. From the perspective of the employee, outcomes range from strong commitment to the isolation of oneself from the organization. And during our study seen that only 29% of employees are actively engaged in their jobs. Those engaged employees work with passion and feel a strong connection to their company. About 2 of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about V below the median on employee engagement scored above the median on performance. Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact. There is also overlap between this concept and those relating to well at work and the psychological contract.
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As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.

INFLUENCES
* Employer engagement - A companys commitment to improving the partnership between employees and.., employer. Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees. * Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and Dan Crim, ...an employees attitude toward the job ithportance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined. * Employee clarity of job expectations - If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused o surviving more than thinking about how he can help the organization succeed. * Career advancement/improvement opportunities - Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings. * Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense of where theyre going, but many Organizations are remarkably bad at giving it. What I really wanted to hear was Thanks. You did a good job. But all my boss did was hand me a check.

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* Quality of working relationships with peers, superiors, and subordinates - ... if employees relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. * Perceptions of the ethos and values of the organization - Inspiration and values is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees. * Effective Internal Employee Communications - which convey a clear description of whats going on. If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organizations). The effect of poor internal communications is seen as its most destructive in global organisations which suffer from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annexs low engagement to its poor performance... when its poor performance is really due to its poor communications. * Reward to engage - Look at employee benefits and acknowledge the role of incentives, An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement. There are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right rewards for your incentive programme, communicating the scheme effectively and frequently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.

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POTENTIAL RED FLAGS

Inappropriate use of Benchmark Data - some of the more well established Employee Engagement survey companies will state that the most important part of post survey follow up is related to comparison of internal survey data to numerous external benchmarks. This seems to have rubbed off onto internal sponsors who demand very specific benchmarks, being unaware that they are diluting the accuracy of their analysis. Steve Bicknell, research analyst in over 100 Employee Engagement global projects concluded that the standard comparisons by industry sector are flawed. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are in the same automotive sector? He concluded that more information can be obtained by looking at the kind of organisation that employees were a part of (and its employee proposition), its stage in development, internal communication, its brand, motivation and culture.

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CHAPTER 3

REVIEW OF LITERATURE

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REVIEW OF LITERATURE
Cobb (1975) has the opinion that the responsibility plays an important role in job satisfaction among employees and managers. If the manager can cope with the increased responsibility than it may lead to high job satisfaction. Brook (1973) reported that the interpersonal relationship between the employees also effects the job satisfaction. If the relation between the employees or between the employees and the manager is good than there will be higher level of job satisfaction. Miles and Perreault (1976) identify that the proper solution of the conflict situation results in high job satisfaction. Lvancevich and Matteson (1950) indicate that group cohesiveness may explain various outcomes in job satisfaction. Positive interpersonal relations are the sources of high job satisfaction? Participation in decision making process, effective consultation and communication, justified restrictions on behaviour, participation in work activity, restrictions in smoking and drinking during the working hours results in job satisfaction (Caplan 1975). Gardell and Lindell (1992) was in the opinion that the salary status is a important factor in the job satisfaction. If the proper salary is distributed among the employees and the managers than there will be higher level of job satisfaction, Because if the salary is not given to the employees according to their work than there will be the situation of job dissatisfaction.

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Vansell, Brief and Schuler says that the level of job satisfaction will be high if the individual is assigned with the proper authority and delegation of power. Interpersonal factors such as group cohesiveness , functional dependence , communication frequency ,relative authority and organizational distance between the role sender and the focal persons are important topics in organization behaviour. Job satisfaction is a significant cause of the fruitful! results. It reduces both psychological and physiologic disabilities. It results increase in productivity (Murphy, Hurrel ,Oman 1992). A job satisfaction is likely to have decreased absenteeism, decreased frequency of drinkiinf and smoking , decrease in negative psychological symptoms and increase self esteem ( Jick and Payne 1980).

32

CHAPTER 4

OBJECTIVES OF THE STUDY

33

OBJECTIVES OF THE STUDY

1. 2. 3. 4. To study Job Satisfaction and involvement level among the employees. To study various factors influencing satisfaction level among Employees. To define the concept of job satisfaction. To describe the relationship between Job Satisfaction and involvement and other Variables such as personality, class and age. 5. To study various problems faced by employees.

34

CHAPTER 5

RESEARCH METHODOLOGY

35

RESEARCH METHODOLOGY
DEFINITION
Research means scientific investigation on specific topic. In fact research is an art of scientific investigation and also a search for knowledge. Research consists defines problem, formulating hypothesis, collecting, organizing and evaluating data suggesting solutions. The advance learners dictionary of current English lays down the meaning of research as A careful Investigation or Inquiry especially through search for new facts in any branch of knowledge

RESEARCH DESIGN
Research design is very important part of the research methodology. To gain familiarity with the phenomenon or to achieve new insights into the study so we go for exploratory research design.

SIZE OF SAMPLE
The overall sample involved in the study consisted of 100 individuals. Keeping in view the limited resources of time, a limited sample of 100 employees from local area of city of Ludhiana was picked up.

COLLECTION OF DATA
Data collection is one of the important tasks of market research project which is based on primary data. While collecting data utmost care must be exercised because data constitute the foundation on which the super structure of market research is built. Data may be obtained either from the primary resources or secondary resources.

36

Primary Data In primary data collection, we collect the data using methods such as interviews and questionnaires. The key point here is that the data collected is unique to research. There are many methods of collecting primary data and the main methods include: questionnaires interviews focus group interviews observation case-studies portfolios The primary data, which is generated by the above methods, may be qualitative in nature (usually in the form of words) or quantitative. For our research purpose we collected data by the mean of: questionnaires case-studies

Secondary Data Collection

All methods of data collection can supply quantitative data (numbers, statistics or financial) or qualitative data (usually words or text). Quantitative data may often be presented in tabular or graphical form. Data that has already been collected by someone else for a different purpose to us is called secondary data.

Sources of Secondary Data

Books Companys records Journals Websites

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CHAPTER 6

ANALYSIS AND INTERPRETATION

38

ANALYSIS AND INTERPRETATION

Analysis of Job Satisfaction and involvement among employees. 1. For how long you are in present job? Table 1 Value table Less than 1 year 1-3 years 3-5 years Above 5 years Value frequency 18 47 30 5

Figure 1
Time period for the present job?

5% 30%

18% Less than 1 year 1-3 years 3-5 years Above 5 years 47%

Figure 1 Analysis study shows that from 100 respondents 47 are in between 1-3 years and 30 are in between 3-5 years and 18 are less than 1 year and only 5 are above 5 years.
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2.

For how long period you are working on your present designation?

Table 2 Value table Less than 1 year 1-3 years 1-5 years Above 5 years Value frequency 48 27 15 10

Figure 2

For how long period you are working in the present designation?

10% 15% 48% Less than 1 year 1-3 years 1-5 years Above 5 years 27%

Analysis shows that from 100 respondents 27 are in between 1-3 years, 15 are in between 3-5 years, 48 are less than 1 year and 10 are above 5 years.

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3.

Your job involves:

Table 3 Value table Public relation No public relation Both Value frequency 35 5 60

Figure 3
Your job involves

35%

Public relation No public relation Both

60% 5%

Analysis shows that from 100 respondents 35 people have public relation and 5 people have no public relation and 60 people have both public and non public relation.

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4.

How do you find your seniors?

Table 4 Value table Always supportive Always non-supportive Some time supportive Some time non-supportive Value frequency 52 0 40 8

Figure 4
How do you find your seniors?

60 50

52 40

40 30 20 10 0 0 Always supportive Always nonsupportive Some time supportive Some time non-supportive 8

Analysis shows that from 100 respondents 52 find their seniors always supportive, no body find their seniors non-supportive, 40 find some time supportive, 8 find some time non-supportive.

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5.

Are you satisfied with the working conditions provided by the company? (a) Yes (b) No

Table 5 Value table Yes No Value frequency 70 30

Figure 5
Are you satisfied with the working conditions provided by the company?

30% Yes No 70%

Analysis shows that from 100 respondents 70% of workers are satisfied with the working conditions and are comfortable with the resources that are being provided by the company whereas 30% of the workers are not fully satisfied with the working conditions that are being provided to them.

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6.

Are you satisfied with the rest intervals?

Table 6 Value table Highly satisfied Satisfied Neutral Dis-satisfied Highly dis-satisfied Value frequency 60 30 10 0 0

Figure 6
Are you satisfied with the rest intervals?
60 60 50 40 30 30 20 10 10 0 0 Highly satisfied Satisfied Neutral Dis-satisfied Highly dissatisfied 0

Analysis shows that from 100 respondents 60 are highly satisfied with the rest intervals, 30 are satisfied, 10 are neutral and nobody is dis-satisfied and highly dis-satisfied.

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7.

Was training given to you before you job started?

Table 7 Value table Yes No Value frequency 100 0

Figure 7

Was training given to you before you job started?

0%

Yes No

100%

Analysis shows that from 100 respondents all the 100 respondents are satisfied with the training given to them before their job started and no body in dis satisfied.

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8.

Is salary given to you in the leave period?

Table 8 Value table Yes No Value frequency 100 0

Figure 8
Is salary given to you in the leave period?

0%

Yes No

100%

Analysis shows that from 100 respondents all the 100 respondents are satisfied with the salary given to them in the leave period and no body is dis satisfied.

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9.

Are you satisfied with the medical facility?

Table 9 Value table Highly satisfied Satisfied Neutral Dis-satisfied Highly dis-satisfied Value frequency 50 30 20 0 0

Figure 9
Are you satisfied with the working hours?

20%

0%

Highly satisfied Satisfied 50% Neutral Dis-satisfied Highly dis-satisfied

30%

Analysis shows that from 100 respondents 50 are highly satisfied, 30 are satisfied, 20 are neutral, no body is dis-satisfied and dis-satisfied.

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10.

Do you get other payment for the over time?

Table 10 Value table Yes No Value frequency 0 100

Figure 10

Do you get other payment for the overtime?

0%

Yes No

100%

Analysis shows that from 100 respondents all the 100 says that they get no payment for the over time.

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11.

Are you satisfied with the medical facility?

Table 11 Value table Highly satisfied Satisfied Neutral Dis-satisfied Highly dis-satisfied Value frequency 60 20 10 10 0

Figure 11
Are you satisfied with the rest intervals?
60 60 50 40 30 20 20 10 10 0 0 Highly satisfied Satisfied Neutral Dis-satisfied Highly dissatisfied 10

Analysis shows that from 100 respondents 60 are highly satisfied, 20 are satisfied, 10 are neutral, 10 are dis-satisfied and no body is highly dis-satisfied.

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12.

Your pay scale:Table 12 Value table <50,000 50,000-1,50,000 Above 1,50,000 Value frequency 0 37 63

Figure 12
Your pay scale

0% 37% <50,000 50,000-1,50,000 63% Above 1,50,000

Analysis study shows that from 100 respondents 37 have the income between 50,000 to 1,50,000 and 63 have above 1,50,000 and nobody has less than 50,000.

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13.

Are you satisfied with the payment you get?

Table 13 Value table Highly satisfied Satisfied Neutral Dis-satisfied Highly dis-satisfied Value frequency 40 30 20 10 0

Figure 13 Are you satisfied with the payment you get?

10% 20%

0% 40%

Highly satisfied Satisfied Neutral Dis-satisfied Highly dis-satisfied

30%

Analysis shows that from 100 respondents 40 are highly satisfied, 30 are satisfied, 20 are neutral, 10 are dis-satisfied and nobody is highly dissatisfied.

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14.

If given an opportunity, will you leave this job?

Table 14 Value table Yes No Value frequency 68 32

Figure 14
If given an opportunity, will you leave this job?

32% Yes No 68%

Analysis shows that from 100 respondents 68 will leave their job if given an opportunity and 32 will not.

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15.

If given an opportunity, you would like to:-

Table 15 Value table Stick to your present job Shift to another job in same field Shift to another job in other field Value frequency 25 60 15

Figure 15

If given an opportunity, you like to:

15%

25%

Stick to your present job Shift to another job in same field

60%

Shift to another job in other field

Analysis shows that from 100 respondents 25 will avail in the present job, 60 will shift to another job in same field and 15 will another job in the other field.

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CHAPTER 7

FINDINGS OF THE STUDY

54

FINDINGS OF THE STUDY

On the basis of study, major findings of the research are as follows: 1. Employee mostly in 20 -30 age group get promotion through better Performance in shorter period. 2. Employees are mostly highly educated. Since highly educated persons have very high expectations from their jobs. 3. 4. 5. 6. 7. Most of the employees fall in less than 1 year and 1-3 years of service. Percentage of employees who want to leave firm is less. Relationship with seniors and peer group is satisfactory. Employees have better coordination with subordinates. Participation in decision making, suggestion schemes and grievance Handling procedure is more. 8. Good working hours, good infrastructure ranges from neutrality to Satisfactory. 9. 10. 11. 12. 13. 14. 15. Good working conditions are more satisfied. Lunch periods and rest periods are less satisfied. Medical facilities and accommodation facilities are good. Incentives and remuneration is satisfactory. The problem of overload work is faced by employees. The problem of noise pollution is neutral. The problem of limited holidays is neutral.

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CHAPTER 8

LIMITATIONS OF THE STUDY

56

LIMITATION OF THE STUDY

Some unavoidable limitations that cropped up are as follows:1. Time constrains. 2. The sample size was restricted to 100 only. 3. Sample was chosen according to convenience and such sample might Not be representative of the universe.

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CHAPTER 9

SUGGESTIONS

58

SUGGESTIONS
1. Job Satisfaction and involvement surveys is that give management an indication of general levels of satisfaction in a company. 2. From the above study indicates specific areas of satisfaction or dissatisfaction and particular groups of employees. 3. In other words, a survey tells how employees feel about their jobs, what parts of their jobs these feelings feel about their jobs, what part of their jobs these feelings are focused on, which departments are particularly affected and whose feelings are involved. 4. Improved communication is another benefit of the surveys. Communication flow in all directions as people plan the survey, talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged to comment about what they really have in their minds. 5. 6. An unexpected benefit from a job satisfaction survey is improved attitudes. This Job Satisfaction and involvement survey can help discover the cause of indirect productivity problems, such as absenteeism, turnover and poor quality of work. In an organization is disturbed by a high rate of absenteeism or turnover, it might appropriately turn to Job Satisfaction and involvement surveys to diagnose the cause. The cause could be low pay, lack of proper surveys, there could be random guessing on the part of management. A Job Satisfaction and involvement survey helps management both to get a better handle on why employees are lagging and to plan better solutions to problems. 7. Another benefit to satisfaction surveys is that they help management assess training needs. Usually, employees are given an opportunity to report how they feel this supervisor performs certain parts of this job, such as delegating work and giving adequate job instructions,

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8.

A Job Satisfaction and involvement survey is an indicator of the effectiveness of organizational rewards system. As was discussed earlier, there is a positive relationship between performance and satisfaction. This relationship will be strong when rewards are distributed equitably contingent upon performance.

9.

One of the best uses of Job Satisfaction and involvement surveys is in the evaluation of the impact of organizational changes on employee attitudes.

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CHAPTER 10

CONCLUSION

61

CONCLUSION
Job Satisfaction and involvement is the combination for psychological, physiological and Environmental circumstances that cause a person fully satisfied with his job. It is the process in which the employees feel themselves contended or Satisfied with their work which they do in formally organized sectors to Accomplish the objectives of the organization.

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BIBLIOGRAPHY

63

BIBLIOGRAPHY
www.google.com www.scribd.com www.ask.com www.shareslide.com www.docstoc.com

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ANNEXURE

65

QUESTIONNAIRE
Name: Age Group: ( ) 20 30 ( ) 30 40 ( ) 40 50 ( ) 50 60 Designation: 1. For how long you are in present job? a) 3-5 year b) Above 5 year c) l year d) 1-3year 2. For how long period you are working in the present designation? a) Less then l year b) 1-3year c) 1-5year d) Above 5 year 3. Your job involve a) Public relation b) No public relation c) Both 4. How do you find your senior? a) Always supportive b) Always non supportive c) Sometime supportive d) Some time non supportive 5. Are you satisfied with the working conditions provided by the company? (a) Yes (b) No

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6.

Are you satisfied with the rest intervals? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied c) Highly dissatisfied

7.

Was training given to you before you job started? a)Yes b) No

8.

Is salary given to you in the leave period? a) Yes b) No

9.

Are you satisfied with the working hours? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

10.

Do you get other payment for the over time? a) Yes b) No

11.

Are you satisfied with the medical facility? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

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12.

Your pay scale a) <50,000 b) 50,000- 1,50,000 c) Above 1,50,00

13. Are you satisfied with the payments you get? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 14. If given an opportunity, will you leave this job? a)Yes b) No 15. If you given an opportunity, you like to a) avail in the present job b) shift to another job in same field c) shift to another job in other field

68