Job Satisfaction

A

Summer Training Report

On Job Satisfaction in

Federal Mogul Goetze India Ltd, Bahadurgarh

Submitted in the partial fulfillment of the requirements for the award of degree of

Master of Business Administration

AKAL GROUP OF TECHNICAL & MANAGEMENT INSTITUTIONS, MASTUANA SAHIB1

Submitted To: Submitted By:

Prof. Karamvir Kaur Amritpal Kaur

MBA Sem III

Roll No. 1422

PREFACE

Management is a vital function with all aspects of the working of an enterprise and

hence a course in business administration has become a sort of prerequisite for a

successful carrier in today’s dynamic business environment. Theories on management

aim at establishing the best way of doing things undyingly the situational needs

determine their mode of application. Effective management is always a situational

management. So a student undergoing a postgraduate program in management needs

to be exposed to the realities in the field, which puts to the test of classroom learning.

The project report related to JOB SATISFACTION was prepared at Federal-Mogul Goetze

(India) Limited, Patiala. The field of financial management has undergone many changes

and the management requires elaborate financial data of the growth and development

of any company. Therefore the presentation of proper account has become for the

further growth and diversification of the company.

To sum up, in this humble exercise an effort has been made to learn about the working

capital management of a reputed and esteemed automobile parts company Federal-

Mogul Goetze(India) Limited with the hope that it will be useful for my carrier in the

field of management, and further add to my knowledge.

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ACKNOWLEDGEMENT

No work is considered complete unless due indebtedness is expressed to all those, who

made the work successful. Concentration, dedication, hard work & application are

essential but not the only factors to achieve the desired goal. There must be

supplemented by guidance, assistance and co-operation of people to make it a success.

Every complete successful assignment is the result of many hands joined together.

I take this opportunity to thank all those who have made it possible for me to

complete my present assignment. I am highly obliged to acknowledge the valuable

suggestions, guidance and encouragement extended to me by Mr. Ajay Singla (Manager)

for appointing me to Human Resource Department as an Trainee.

On the completion of my summer training, I express warm regards and a deep

sense of gratitude to the whole finance department of Federal Mogul Goetze India. They

have provided me an unconditional support during the project work and above all it

were them who rightly incepted the ideas and gave me valuable guidance and

information about the project.

Last but not the least; I would like to thank the whole unit of FEDERAL MOGUL

(India) Ltd. for their kind co-operation. It is warmth and efforts of my teachers, friends

and well-wishers who has been a source of strength and confidence for me in the

endeavor, how can I forget to owe my indebtedness to my parents who provided moral

support as well as adequate finances during the course of my studies.

Amritpal Kaur

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DECLARATION

I, AMRITPAL KAUR hereby declare that the project entitled JOB

SATISFACTION in FEDERAL MOGUL GOETZE INDIA LIMITED assigned to me

by FEDERAL MOGULGOETZE (INDIA) LTD, during my six weeks training for

the partial fulfillment of M.B.A, is the Original work done by me and the

information provided in the study is authentic to the best of my knowledge.

This study has not been submitted to any other institution or university for

the award of any other degree.

Amritpal Kaur

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INTRODUCTION

Our History:

1899 – 1940: Founded on Innovation1941 – 1956: Diversifying for Success1957 – 1974: Going Global1975 – 2012: A Bright Future

Federal-Mogul Corporation is an innovative and diversified $6.2 billion global supplier of quality products, trusted brands and creative solutions to the automotive, light commercial, heavy-duty truck, off-highway, agricultural, marine, rail and industrial markets. The 45,000 work strength of Federal-Mogul located in 35 countries drive excellencein working.Company’s globally networked engineering and technical centers in the U.S., Europe and Asia enable to bring customers breakthrough in advanced technology. Federal Mogul is a premier

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http://www.federal-mogul.com/en/OurCompany/CompanyOverview/History/FoundedonInnovation/

http://www.federal-mogul.com/en/OurCompany/CompanyOverview/History/ABrightFuture/

http://www.federal-mogul.com/en/OurCompany/CompanyOverview/History/Goingglobal/

http://www.federal-mogul.com/en/OurCompany/CompanyOverview/History/DiversifyingforSuccess/

http://www.federal-mogul.com/en/

supplier of products, services and solutions to original equipment manufacturers that use quality components in their vehicles and automotive systems, and to aftermarket customers who sell company’s world-renowned brand-name replacement parts through repair shops and retail outlets. For more than a century, Federal Mogul has developed the innovative products, which customers need to produce the next generation of vehicles. Federal-Mogul has been creating value through innovation and leading technology for more than 100 years. Today, the company is a key player in the global marketplace, serving industries that range from automotive and commercial vehicles to railroad and aerospace. Customers know they can rely on Federal-Mogul’s quality excellence in products, trusted brands and creative solutions.

This company started with a bold idea and over time grew into a FORTUNE 500 companies with a global workforce thousands strong. The Federal-Mogul team has celebrated countless victories and worked hard to overcome the inevitable challenges.

Federal-Mogul is a global supplier of automotive components, modules and systems serving the world's original equipment manufacturers and the aftermarket industry. The company utilizes its engineering and materials expertise, proprietary technology, manufacturing skill, distribution flexibility and marketing power to deliver quality products and services, and leading brands. Federal-Mogul is focused on driving global profitable growth and creating value to satisfy customer, employee and stakeholder expectations.

Headquartered in Southfield, Michigan, the Company, which reported sales of $6.2 billion in 2012, employs 45,000 people worldwide. Federal-Mogul was founded in Detroit in 1899. The Company’s principal customers include many of the world’s foremost original equipment manufacturers of automotive, light commercial, heavy-duty truck, agricultural, marine, rail and industrial vehicles and equipment as well as the worldwide aftermarket.

Federal-Mogul employees throughout the organization create value for their stakeholders and continuously strive to exceed their customers’ expectations by following these core values:

We are a team first. We respect, trust and help each other.

We act with integrity.

We are driven to be the best in all we do.

We create value through innovation.

BRAND

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Manufacturer of world-class pistons, piston rings, piston pins covering a wide range of applications including two/three-wheelers, cars, SUVs, tractors, light commercial vehicles, heavy commercial vehicles, stationary engines and high output locomotive diesel engines.

Widest range of piston rings and pistons varying from 30mm to 300mm diameter.

The most modern production facilities at Bangalore, Patiala and Bhiwadi are certified TS 16949, ISO14001 and OHSAS 18001.

Market leaders both in OEM and aftermarket. Exports to many countries.

Goetze and GoetzeBrico provide leading-edge technologies and competitive solutions for original equipment manufacturers and the automotive aftermarket.

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Production Capacity:

Piston rings 58 Million

Pistons 18 Million

Turnover: Jan -Dec 2011INR 9518.74Million

Net Profit (after tax): Jan -Dec 2011INR 343.89 Million

Milestones

1954 Incorporated as a J.V. with Goetze Werke

1957 Ring & liner production Patiala

1958 Piston production ( Automotive Division)

( Collaboration : Mahle)

Patiala

1960 Cast Iron/ Forged piston production started Patiala

1968 Pins/ ring carrier production started Patiala

1977 Piston/ Ring production started Bangalore

1982 Steel rings/ large bore locomotive piston Bangalore

1985 Light alloy products Patiala

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1989 Auto thermic pistons production Bangalore

1990 Moly coated/ IKA/ Chrome oil rings Patiala

1992 Large bore rings/ pistons for battle tanks. Bangalore

1994 Composite pistons / new ring foundry Bangalore

1996 Escorts (Automotive Division) hived off into joint venture with M/S Mahle, Germany.

1997 Goetze TP (India) Ltd. – Manufacturer of steel rings.

2001 Merger of Federal Mogul sintered products Ltd. WITH Goetze (India) Ltd.

2003 Merger of Escorts pistons activities with Goetze (India) Ltd.

2004 Technical collaboration for pistons with Federal Mogul corporation.

2006 Majority stake holding acquisition by Federal Mogul corporation.

2006 Named changed “Goetze (India) Ltd. to Federal Mogul Goetze.

Quality Policy

FEDERAL MOGUL GOETZE (INDIA) LIMITED commits itself to leadership in national market for all its products and ensuring total customers’ satisfaction highest in industry. It commits to develop and build an image in the international market to achieve a sustained annual growth in exports.

Policy

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We shall continue to manufacture all our products in conformity with accepted international norms/ standards. We shall also continue to retain our leadership in development of products through technical know-how from our Collaborators and in-house developments. Consistent development of human resources through training at all levels will be our major thrust area.

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MISSION OF THE COMPANY

“Steadily moving towards leadership with piston with vision strategy seeing it as the best way to leaders in business”

Our company has committed to increase shareholder value by aggressively pursuing growth and profit opportunities by providing innovative, diverse and high performance products and solutions to meet our customers’ needs. We shall provide our work force with an environment that develops teamwork, continuous learning and improvements that rewards good performers. We will support our products with all technical expertise at the customers end. We value the environment and the community and would like to build better future for our children.

VISION OF THE COMPANY

“To be one of the world’s leading automotive solutions provider”

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EXPORT DESTINATION

Dubai

Bangladesh

Singapore

Egypt

Mauritius

U.S.A

Germany

Nepal

Sri Lanka

Uganda

COLLABORATIONS

A. GERMANY Faun Class

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B. JAPAN Yamaha Kayaka Mikni

C. UK JCB (Goetze) Ford

D. USA HUGHES

E. FRANCE Bosch Dynapal

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PRODUCT RANGE

Federal Mogul Goetze India Limited manufactures wide range of Piston, Piston rings, Piston Pins.

PISTONS

Federal-Mogul Goetze India has state-of-the-art test bed facilities, design facilities for products and dies and tooling with CAD/PRO-E.

Products suitable for:

4 stroke engines 2 stroke engines

Gasoline engines

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Applications:

Bi-wheelers Cars

SUVs

Tractors

Light commercial vehicles

Heavy commercial vehicles

Heavy output locomotive diesel engines

Stationary engine

Piston Rings :

Goetze piston rings of OEMs and Aftermarket in India have state-of-the-art design facilities for products, tooling with CAD/PRO-E/GLIDE SOFT and test bed facilities.

Federal-Mogul Goetze India is dedicated to developing new technologies and continuously improving its products.

Production Capacity: 58 million rings per annum

Product Range: 30mm to 300mm diameter

Goetze manufactures a wide range of piston rings for:

Bi-wheelers

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Tractors

Passenger cars & SUVs

Commercial vehicles (HCVs, MCVs & LCVs)

Locomotive engines

Stationary engines

Coating on Running Surface:

Chrome ceramic plated rings (CKS) Molybdenum coated rings

Plasma filled rings

Semi-inlaid rings

Ferrox filled rings

Chrome Plated Ring

Features

Thin rings made from SG iron

Asymmetric profile rings

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Specially honed chrome rings

Lower sharp edge rings

Reverse torsion rings

Conformable chrome oil rings

Keystone

Napier

Nit riding

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FEDERAL MOGUL GOETZE (INDIA) LTD. BAHADURGARH, PATIALA

Goetze (India) Ltd., Bahadurgarh, Patiala was set up in 1954 with the collaboration of M/s. Goetze Werke, Germany which started its production of Piston Rings for automobile industry in 1957. The plant is situated at Bahadurgarh, about 9 kms. From Patiala on the Patiala-Rajpura Road.

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Considering the need of complete Piston assembly, Escorts Ltd. ventured into manufacturing of Pistons in 1958 with the collaboration of M/s. Mahle GmbH, Germany, which delivered the Indian automobile industry its Pistons in 1960.

Escorts entered in collaboration with M/s. SUKO GmbH, Germany for Piston Rings in 1967 and manufacturing started in 1968. To meet the increasing demand of market, in 1977, a parallel unit for manufacturing Pistons and Piston Pins was set up in Bangalore.

From 1 October 1996, Escorts Ltd. entered into joint venture with M/s. Mahle GmbH, Germany with the formation of the new company Escorts Mahle Ltd. in 1998, Goetze also became a part of Federal Mogul, a well-known group of USA. In June 2000, both Escorts Mahle Ltd. and Goetze have become QS-9000 certified companies.

The present capacity of the plant is 58 million nos. Piston Rings and 18 million nos. Pistons (on 302 working days). The total capital employed as on 31 Dec 2011 is 367.57 million in Ring Activity and Piston Activity. The workforce including managers and supervisors is 1131 nos. in Ring Activity and 1304 in Piston Activity as on 31 Dec 2011.

TIMINGSThe factory runs round the clock in three shifts, namely- Morning, Afternoon and Night.

SHIFT TIMINGS6.30 a.m. To 2.30 p.m. Morning Shift

2.30 p.m. To 10.30 p.m. AfternoonShift

10.30 p.m. To 6.30 a.m. Night Shift

However the Non-production department works in a General Shift.

(From 8.30 a.m. to 4.30 p.m.).

MAJOR CUSTOMERS OF THE COMPANY

1. PASSENGER CARS & JEEPS HINDUSTAN MOTORS Ltd. Premier Automobiles Ltd.Mahindra& Mahindra Ltd

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Telco

2. BI- WHEELERS Bajaj auto Ltd Escorts Automotive Ltd. (MSD) Escorts Yamaha Ltd Kinetic Engineering Ltd. TVS Suzuki Ltd. Majestic Auto Ltd. Lohia Machines Ltd.

3. TRACTORS Eicher tractors Ltd. Mahindra& Mahindra Ltd Escorts Ltd (TD) Escorts Ltd (Farmtrac Division) HMT Ltd.

4. COMMERCIAL VEHICLES (LCV.S & MCV’S) Telco

5. DEFENCE Vehicles Factory, Jabalpur

6. COMPRESSORS Telco

7. STATIONERY ENGINES Kirloskar Oil Engines Greaves Ltd. Birla

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JOB SATISFACTION

Management is the art of getting things done with and through help of others. It is the process of planning, organising, staffing, directing, coordinating and controlling in an efficient manner for effective use of scarce resources. In past business organisations were managed by owner managers having no professional knowledge. But nowadays due to severe competition professional management has taken the place of the traditional management.

The purpose of this project is to expose the students to go deep into the knowledge of the product of their interest. The purpose of this project is to expose the students on practical fronts in almost all functional areas while undertaking a project specific to the industry problem under the able guidance of faculty embers. The project gives a unique experience to the aspirants who an visualise things what they have been taught in the classrooms.

As a complementary to every researcher has to prepare and submit a report on their project. This present project report is in continuation of that tradition. It is an attempt to present an account practical knowledge and observations collected during the Research Project.

Introduction towards Job Satisfaction

Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale.

Meaning of Job Satisfaction

There are a number of different definitions of job satisfaction. One comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas:

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1. Specific job factor 2. Individual adjustment 3. Group relationship

These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techniques.

For our purpose the definition which seems to be apt, at the same time simple, is that job satisfaction is the favorableness or unfavourableness with which employees view their work. It results when there is a fit between job requirements and the wants and expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfactory may refer either to a person or a group.

Job satisfaction may be more clearly understood in the content of the employees extent of the satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to employees’ satisfaction with their home and community life. Some employees, for instance, may be very satisfied with their home and community life, but view their jobs as average. Consequently their Job satisfaction is lower than their other satisfaction. Some other employees may feel dissatisfied with home and community but they also feel their jobs are average. In this case the employees Job satisfaction will be actively high.

But generally Job satisfaction and life satisfaction are closely related. The effect is of spillover of one over the other. Another kind of effect, which is also prevalent, is the compensatory effect where people compensate for low Job satisfaction by trying to achieve higher satisfaction in various pursuits in society and in union activities Job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it . For instance when asked, the employees may say that they are dissatisfied with both the canteen and the company promotion policy. It win appear at this point, that both the factors are equal importance to employees. But. it asked further, the employees may say that company promotion policy is far more important to them than the canteen. Only when the management knows such relative importance of various factors then proper action can be taken. This approach has been largely followed in the psychological study in the J.B Institutes AH India survey of changing aspiration of workmen, referred to earlier and later.

Another interesting approach to measuring Job Satisfaction as developed by Porter, is to find out the gap between what the Employees’ experiences about that particular factor. In his actual condition and what he thinks should be there. This gap along with the importance of the factor to the employee gives a clearer understanding of the extent and nature of Job satisfaction employees the following sample question gives an idea of job Satisfaction measures form a

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porter-type survey:-

The feeling of security in my Job (circle one number): -

(a) How much is there now 7 (min) 1234567 (max)

(b) How much should there be? (Min) 1234567 (max)

The lower the different between response to question (a) and that to question (b) the higher the Job Satisfaction assumed to be.

Job Satisfaction and Productivity :

Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives.

The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction.

Relationship of Job Satisfaction and Productivity :

Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be

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the most desirable arrangement where high satisfaction and high productivity are combined together.

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Job Satisfaction Interpersonal Interaction :

Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately

Table - Satisfaction and dissatisfactory in interpersonal interaction

SATISFYING DISSATISFYING TO SELF

LEVEL 1 LEVEL 2 SUBMISSION

Satisfying to other

Sympathy, Love, Affection, Friendliness, Agreement, Help

Mutual Respect, Trust, Acceptance and Confidence based on and directed towards achieve common goal.

Obedience, Inferiority, Punishment being controlled disciplined rejection/analysis criticism/attack

Dissatisfying to Other

Superiority dominance authority control disciplinary action command

Hatred/ antagonizeMisunderstanding distrustSuspension/Neglect/Disrespect

Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table.

The table conceives of outcomes of specific interpersonal interactions as follows: -

1) Where both the self and the others are satisfied which again can be at two levels: -

Level 1- which is based on somewhat superficially, socially desirable, mutual nice, sympathic and friendly sort of interactions.

Level 2-, which is based on somewhat deeper, more purposeful interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses.

2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied.

Earlier that the matching of Job Satisfaction and productivity is possible through an adjustment

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of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done.

Process of Establishing Job Satisfaction :

Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive.

Factors relating to Job Satisfaction and Dissatisfaction

Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India.

Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions. The details of two sets of factors are noted in table 2.

Factors associated with Job satisfaction and dissatisfaction in two-factor theory :

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According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings.

An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity.

As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall how ever confine our discussion to those, which are considered as more important.

A) PERSONAL FACTORS: Sex Number of department

Time on Job

Level and Range of Intelligence

Level of Education

Age

Attitude

Personality, Exclusive of Intelligence

SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition.

NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job.

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The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities. Same Indian companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work.

TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year.

RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence.

Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in.

On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job.

LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists.

AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction.

ATTITUDE: Person having positive attitude have more job satisfaction.

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PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not been conclusive as true measures of personality characteristics have not yet been fully possible.

However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies, Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain.

B) FACTOR INHERENT IN JOB

Type of work Skill required

Occupational status

Size of the plant

Geography

1. Type of work:

Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established.

2. Skill required:

In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers.

3. Occupational Status:

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Occupational are usually found to arrange themselves in hierarchy according to their relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs.

4. Size of the plant:

Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability.

5. Geography:

Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out.

C) FACTORS CONTROLLABLE BY MANAGEMENT

Adequate Salary

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Fringe Benefits

Co-workers

Downward Communication

Working Conditions

Responsibility

Supervision

Wages

Opportunities for Advancement

1. Adequate salary:

Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the “expressed preferences” of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits, security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees.

2. Fringe benefits:

Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance.

3. Co-workers:

The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment

4. Downward communication:

In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction.

5. Working conditions:

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Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker.

6. Responsibility:

Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people.

7. Supervision:

Job supervised by good tempered and human relations oriented - supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers.

8. Wages:

Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled.

9. Opportunities for advancement:

Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement.

Ways of Measuring Job satisfaction

There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies.

Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales,

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which are frequently used in practice.

One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers.

It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs.

SOURCES OF JOB-SATISFACTION

Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition.

WAGES:

Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness.

IMPORTANCE OF JOB SATISFACTION:-

1.Know thyself:-

One way to increase job satisfaction is to know yourself. What are things that motivate you? Sure the company can do things and implement programs to increase staff motivation especially the companies that knows the importance of job satisfaction. But motivation is also from within. It is inside you, only you know what keeps you awake at night and makes you jump out of bed in the morning. When you know yourself, it is easy to increase your own job satisfaction as you will know what works for you.

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http://www.career-success-for-newbies.com/become-highly-motivated.html

2. Keep Challenging Yourself Work has to be challenging enough but not so overwhelming that you find it insurmountable. Challenges at an optimum level keep you going. Perhaps you find that your work is not challenging anymore. In that case, learn to get more projects that are challenging now since you know the importance of job satisfaction in your life.

3. Cross Learn Make cross learning and increasing your competency at work a culture you adopt. That means learn other skills that are only expected from people in other departments. If you are a sales person, learn to read financial statements. Cross learning can keep you challenged and will also open doors previously not an option to you. By knowing that options are open you become more relaxed and feel better about yourself. That can increase job satisfaction.

4. Improve Other Areas of Your Lives I have mentioned that the importance of job satisfaction is its contribution to a significant part of your happiness because you spend one third of your day at work. Interestingly, when you are unhappy with other parts of your live you will also bring it to work. It is usually easy to blame other parts of your life on the low level of job satisfaction you have. But the reverse is also true, if you are unhappy with some parts of your life, you may just blame it on your job. Analyze yourself, are there other parts of your life you can improve?

5. Stay Positive Where have you not heard this before, right? Stay positive. It’s so easy to dish our advice to stay positive. And it is worth mentioning again. Whenever you feel you aren’t very satisfied with your job, learn to stay positive. There are many things to be thankful for when you have a job. Remain positive that things can change for the better. Look forward to good things like a possible promotion or salary increase or completion of a project. You may just see your job satisfaction level increase.

6. Know the Role of Work in Your Life Work means different things to different people. Know the role of your job in your life. What does it allow you to do? Pay for the bills? Serve people in the community? Allows you time to pursue your hobby? Know what is the role of your job in your life and you will put it in the right context. That may just raise your job satisfaction level.

7. Work Allows for the Search of Purpose I like to think that work allows me to search for my sense of purpose. Not many people are mindful enough to know what their purpose in this world is. Why not let work become a medium to allow you to search for that purpose? Imagine having eight hours a day just doing an exercise that slowly reveals what you are here in this world to do?

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http://www.career-success-for-newbies.com/personal-principles.html

http://www.career-success-for-newbies.com/managing-your-personal-finances.html

http://www.career-success-for-newbies.com/developing-positive-attitude.html

http://www.career-success-for-newbies.com/developing-positive-attitude.html

http://www.career-success-for-newbies.com/definition-of-attitude.html

http://www.career-success-for-newbies.com/attitude-in-the-workplace.html

http://www.career-success-for-newbies.com/setting-goals-for-yourself.html

The importance of job satisfaction in contributing to your happiness in life is obvious. These are some steps you can deploy if you want to increase your job satisfaction and indirectly to the happiness in your life.

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Review of literature

Lawler and Porter (1967) give their model of job satisfaction wich unlike the previous model places a special importance on the impact of rewards on job satisfaction. According to this model the intrinsic and extrinsic rewards are not directly connected with job satisfaction, because of the employees perceptions regarding the deserved level of pay.

Locke and Latham (1990) provide a somewhat different model of job satisfaction. They proceed from the assumption that the objectives set at the highest level and high expectations for sucess in work provides achievement and success in performing tasks. Success is analysed as a factor that creates job satisfaction.

Spector (1997) lists three important features of job satisfaction. First, organizations should beguided by human values. Such organizations will be oriented towards treating workers fairly and with respect. In such cases the assessment of job satisfaction may serve as a good indicator of employee effectiveness. High levels of job satisfaction may be sign of a good emotional and mental state of employees. Second, the behaviour of workers depending on their level of job satisfaction will affect the functioning and activities of the organization's business. From this it can be concluded that job satisfaction will result in positive behavior and vice versa, dissatisfaction from the work will result in negative behaviour of employees. Third, jobsatisfaction may serve as indicators of organizational activities. Through job satisfaction evaluation different levels of satisfaction in different organizational units can be defined, but in turn can serve as a good indication regarding in which organizational unit changes that would boost performance should be made.

Christen, Iyer and Soberman (2006) provide a model of job satisfaction presented in which the folowing elements are included:▪ Job related factors,▪ Role perceptions,▪ Job performance and▪ Firm performance

Job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behaviour in the work place (Davis et al.,

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1985).

Job satisfaction is the collection of feeling and beliefs that people have about their current job. People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or suborinates and their pay (George etal., 2008).

Job satisfaction is a complex and multifaceted concept wich can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivaton. Job satisfaction is more of an attitude, an internal state. It could,for example,be associated with a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005).

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Objective 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.

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 :-41

Questionare is filled by 20 employees of Federal Mogul, Bahadurgarh

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. 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.

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

0% 20%

30%

50%

0%

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.

45

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

60%15%

15%10% 0%



Strongly Disagree


46

I find much of my job repetitive and boring.

75%

10%

10% 5% 0%



Strongly Disagree


47

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

85%

10% 5% 0%0%



Strongly Disagree


48

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

50%

30%

20% 0%0%



Strongly Disagree


49

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

0%0% 20%

60%

20%



Strongly Disagree


50

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

10%

30%60%

0%0%



Strongly Disagree


51

I am not being used to my full capabilities.

0%

40%

20%

40%

0%



Strongly Disagree


52

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

40%

35%

25% 0%0%



Strongly Disagree


53

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

0%0% 10%

55%

35%



Strongly Disagree


54

I often feel overworked and overwhelmed.

45%

20%

35%

0%0%



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.

55

I am frequently stressed out at work.

0% 20%

15%

15%

50%



Strongly Disagree


56

I live for weekends and days away from the job.

0%0% 10%

30%60%



Strongly Disagree


57

I find myself negatively comparing my situation to my peers.

0% 15%

25%

40%

20%



Strongly Disagree


58

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

25%

30%

45%

0%0%



Strongly Disagree


59

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

15%

35%30%

20% 0%



Strongly Disagree


60

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

10%

25%

30%

35%

0%

Strongly Agree

Agree

Neither Agree norDisagree

Disagree

Strongly Disagree


61

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

0% 10%

25%

25%

40%



Strongly Disagree


62

I have lost sight of my career goals and aspirations.

15%

25%

45%

15% 0%



Strongly Disagree


63

I no longer feel valued for my work.

25%

25%20%

20%

10%



Strongly Disagree


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Finding

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.

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SUGGESTION

AND RECOMMENDATION

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.

LIMITATIONS OF STUDYHowever 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:-

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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.

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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

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http://www.workforce.com/

http://www.hrcouncil.com/

Annexure 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


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree73

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

11. I often feel overworked and overwhelmed.

Strongly Agree

Agree

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Disagree

Strongly Disagree

12. I am frequently stressed out at work.

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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



Disagree

Strongly Disagree

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



Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

20. I no longer feel valued for my work.

Strongly Agree

Agree


Disagree

Strongly Disagree

21. Suggestion If any

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Job Satisfaction

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