Job Satisfaction A Case Study of SEVA Automotive Private

CONTENTS
CHAPTER TITLE OF CHAPTER

NO.
Contents
List of Tables
List of Graphs
List of Figures
1 Introduction
2 Job Satisfaction
2.1 Definitions
2.2 History
2.3 Importance
2.4 Importance to worker and organization Factors
2.5 Workers role in job satisfaction reasons
2.6 Factors
2.7 Reasons of low job satisfaction
2.8 Effects Of Low Job Satisfaction
2.9 Influences
3 Models of job satisfaction
3.1Model of facet of job satisfaction
3.2 Affect theory(Edwin A. Locke 1976)
3.3 Dispositional Theory( Timothy A. Judge 1988)
3.4 Two-Factor Theory (Motivator-Hygiene Theory)
3.5 Job Characteristics Model (Hackman & Oldham)
3.6 Modern method of measuring job satisfaction
3.7 Rating scale
3.8 Personal interviews
3.9 action tendencies
3.10 Job enlargement
3.11 Job rotation
3.12 Change of pace
3.13 Scheduled rest periods
4 Research methodology
4.1 Introduction
4.2 Drafting Of Questionnaire
4.3 Sampling
4.4 Research objectives
4.5 Data Collection
4.6 Relevance And Limitation Of Study
4.7 Cauterization
5 Organizational profile
5.1 Background & History
5.2 Bright Features
5.3 Customer’s Preference
5.4 Maruti Suzuki Today
5.5 Wide Range Of Cars
5.6 Maruti Suzuki & Motor Sports
6 Data presentation, Analysis and Interpretation
7 Conclusions And Suggestions
Appendices
Appendices A –
Questionnaire
Bibliography
2
LIST OF TABLES
6.11
TABLE Responses regarding whetherTITLE
the respondents
OF TABLE are satisfied with the
NO. opportunities of promotions
6.1 Responses regarding whether the respondents are satisfied with the
6.12 Responses
workplace regarding whether the respondents are satisfied with the payment
of salary on time
6.13 Responses regarding whether the respondents are satisfied with the quality of
infrastructure of organization
formal training and induction program
6.3 Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
in-house training
6.4 Responses regarding
regardingwhether the respondents
whether are satisfied
the respondents with the period
are satisfied of
with the
6.15 training
implementation of rules and responsibilities.
6.16
6.5 Responses
Responses regarding
regarding whether
whether the
the respondents
respondentsare
aresatisfied
satisfiedwith
withthe
theproper
freedom
and proactive
given at work. HR division Responses regarding whether the respondents are
satisfied with the performance appraisal system
6.6 Responses regarding whether the respondents are satisfied with the team
6.17 spirit in organization
Responses regarding whether the respondents are satisfied with the
6.7 performance appraisalwhether
Responses regarding system the respondents are satisfied with convenient
working hours
6.8 Responses
performance regarding
appraisalwhether
system the respondents are satisfied with Job security
6.9
regarding whether
whetherthe
therespondents
respondentsarearesatisfied
satisfied with
with thethe targets
achievable.
celebration of employees birthday
6.10 Responses regarding whether the respondents are satisfied with the targets
6.20 Responses regarding whether the respondents are satisfied with forum for
achievable
face to face communication
6.21 Responses regarding whether the respondents are satisfied with

encouragement to employees suggestions
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
6.23 Responses regarding whether the respondents are satisfied with management
keeps promises.
3
4
LIST OF GRAPHS
6.17
GRAPHS Responses regarding whether the respondents are satisfied with the
NO. performance
TITLE OF appraisal
GRAPHsystem
workplace
performance appraisal system
6.19 infrastructure of organization
Responses regarding whether the respondents are satisfied with the
celebration of employees birthday
6.3 Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
6.20 Responses regarding whether the respondents are satisfied with forum for
6.4 face to face regarding
Responses communication
whether the respondents are satisfied with the
implementation of rules and responsibilities.
6.21 Responses regarding whether the respondents are satisfied with
encouragement whether suggestions
to employees the respondents are satisfied with the freedom
given at work.
6.22 Responses regarding whether the respondents are satisfied with positive
6.6 Responses
acceptanceregarding whether
of employees the respondents are satisfied with the team
suggestions
spirit in organization
6.23 Responses regarding whether the respondents are satisfied with management
6.7 keeps promises.
Responses regarding whether the respondents are satisfied with convenient
working hours
6.8 Responses regarding whether the respondents are satisfied with Job security
achievable.
achievable
opportunities of promotions
6.12 4.12. Responses regarding whether the respondents are satisfied with the
payment of salary on time
in-house training
5
6.16 Responses regarding whether the respondents are satisfied with the proper
and proactive HR division Responses regarding whether the respondents are
satisfied with the performance appraisal system
LIST OF FIGURES
FIGURE NAME OF FIGURES PAGE

NO. NO.
1 Curve showing relationship between job satisfaction and
rate of turn over and absenteeism
2
Model of determinant of facet of job satisfaction
6
CHAPTER NO.1
INTRODUCTION
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job
can be influenced by variety of factors like quality of one’s relationship with their supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a person’s
attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many specific likes
and dislikes experienced in connection with the job- their evaluation may rest largely upon
one’s success or failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.
7
According to pestonejee, Job satisfaction can be taken as a summation of employee’s feelings
in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments, praises
and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity scalability and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a predictor
of work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked with a healthier work force and has been found to be a good
indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling
have being accepted by and belonging to a group of employees through adherence to common
goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of
mind.
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CHAPTER NO. 2
JOB SATISFACTION
2.1 DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken from the
book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s
job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Specific job factors
Individual characteristics
Group relationship outside the job
Blum and Naylor
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Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
Glimmer
Job satisfaction is defined as “any contribution, psychological, physical, and environmental

circumstances that cause a person truthfully say, ‘I am satisfied with my job.”
Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying
his various needs Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
one’s job or job experiences.
Locke
2.2 HISTORY OF JOB SATISFACTION
The term job satisfaction was brought to lime light by hop pock (1935). He revived 35 studies
on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of
psychological, physiological and environmental circumstances. That causes a person to say. “I
m satisfied with my job”. Such a description indicate the variety of variables that influence the
satisfaction of the individual but tell us nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding group
cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought
to find the effects of various conditions (most notably illumination) on workers’ productivity.
10
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not
from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed
to a change in industrial production philosophies, causing a shift from skilled labor and
piecework towards the more modern approach of assembly lines and hourly wages.
The initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg
set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation
for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in
life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization.
This model served as a good basis from which early researchers could develop job satisfaction
theories.
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2.3 IMPORTANCE OF JOB SATISFACTION
 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.
 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends to
be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied
with their life.
 This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, “A happy worker is a productive
worker.”
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 It gives clear evidence that dissatisfied employees skip work more often and more like
to resign and satisfied worker likely to work longer with the organization.
2.4 IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable
emotional state that can often leads to a positive work attitude. A satisfied worker is more
likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity- the quantity and quality of
output per hour worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied workers
will tend to add more value to an organization.
13
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their
effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as
soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked with a healthier work force and has been found to be a good
indicator of longevity.
Although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is
a prerequisite to satisfying or delighting customers, thus protecting the “bottom line”.
2.5 WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well being on the job. The following suggestions can help a worker find
personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads
to more challenging work and greater responsibilities, with attendant increases in pay and other
recognition.
Develop excellent communication skills. Employer’s value and rewards excellent reading,
listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often results in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.
14
Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a
vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy
stress management techniques.
2.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herberg, mausaer, Peterson and cap well in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
15
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other physical
working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of organizational
administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same or
nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
16
developments, information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.
2.7 REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.
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2.8 EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism will definitely
increase and it also affects on productivity of organization.
18
J
High B
o
b
s
a
t
i
s
f
a
c
t low
A
i
n
low High
Rate of turn over and absences
Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.
In the above diagram line AB shows inverse relationship between job satisfaction and rate of
turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and
absentiseesm is low and vise a versa.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate at
which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have shorter
tenure than those of other companies.
19
3.TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.
2.9 INFLUENCES ON JOB SATISFACTION
There are no. of factors that influence job satisfaction. For example, one recent study even
found that if college students majors coinsided with their job , this relationship will predicted
subsequent job satisfaction. However, the main influences can be summerised along with the
dimentions identified above.
20
The work itself
The concept of work itself is a major source of satisfaction. For example, research related to the
job charactoristics approach to job design, shows that feedback from job itself and autonomy
are two of the major job related motivational factors. Some of the most important ingridents of
a satisfying job uncovered by survey include intersting and challenging work, work that is not
boring, and the job that provides status.
Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional factor in
job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction.
Employees often see pay as a reflection of how managemnet view their conrtibution to the
organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer within
a total package, called a flexible benefit plan, there is a significant increase in both benefit
satisfaction and overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This is
because of promotion take number of different forms.
WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire worker’s happy”, good performance
would automatically fallow. There are two propositions concerning the satisfaction
performance relation ship. The first proposition, which is based on traditional view, is that
21
satisfaction is the effect rather than the cause of performance. This proposition says that
efforts in a job leads to rewards, which results in a certain level of satisfaction .in another
proposition, both satisfaction and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turn over, and consequently organization can gain from lower turn over in terms of lower
hiring and training costs. Also research has shown an inverse relation between job
satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism,
but when job satisfaction is low, it is more likely to lead a high absenteeism.
What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to morale and
morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive
to perform, where as satisfaction reflects the individual’s attitude towards the situation. The
factors that determine whether individual is adequately satisfied with the job differs from those
22
that determine whether he or she is motivated. the level of job satisfaction is largely determined
by the comfits offered by the environment and the situation . Motivation, on the other hand is
largely determine by value of reward and their dependence on performance. The result of high
job satisfaction is increased commitment to the organization, which may or may not result in
better performance.
A wide range of factors affects an individual’s level of satisfaction. While organizational

rewards can and do have an impact, job satisfaction is primarily determine by factors that are
usually not directly controlled by the organization. a high level of job satisfaction lead to
organizational commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs, supervisors, and
the factors related to the job will probably be loyal and devoted. People will work harder and
derive satisfaction if they are given the freedom to make their own decisions.
CHAPTER NO. 3
MODELS OF JOB SATISFACTION
MODELS OF JOB SATISFACTION
23
There are various methods and theories of measuring job satisfaction level of employees in the
orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given below:
A MODEL OF FACET SATISFACTION
 Affect theory(Edwin A. Locke 1976)

 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods
3.1 MODEL OF FACET OF JOB SATISFACTION
Skill
Experience
Training Perceived personal
Efforts job inputs
Age 24
Seniority
Education
Co loyalty
Past
performance
Perceived
amount that
Perceived inputs should be
& outcomes of received (a)
referent others
Level
Difficulty a=b satisfaction
Time span a>b dissatisfaction
Amount of Perceived job
characteristics a<b guilt
responsibility Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received
Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a person’s satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a person’s perception of what
rewards he recieves. His perception influenced by his perception of what his referent others
recieves. The higher outcome level of his referent other the lower his outcome level will
appear. This model also focus on his perception on reward level.
3.2 AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
25
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
3.3 DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory it is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
26
toward a certain level of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar levels
of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four
Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher levels of
self-esteem (the value one places on his self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing
one has control over her\his own life, as opposed to outside forces having control) leads to
higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction and
27
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be intrinsic to the job, or
the work carried out.Motivating factors include aspects of the working environment such as
pay, company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifactFurthermore, the
theory does not consider individual differences, conversely predicting all employees will react
in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been
criticised in that it does not specify how motivating/hygiene factors are to be measured]
3.5 JOB CHARACTERISTICS MODEL
28
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction.
The model states that there are five core job characteristics (skill variety, task identity, task
significance, autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score (MPS)
for a job, which can be used as an index of how likely a job is to affect an employee's attitudes
and behaviors.
A meta-analysis of studies that assess the framework of the model provides some support for
the validity of the JCM.
3.6 MODERN METHOD OF MEASURING JOB SATISFACTION
29
In this method of measuring job satisfaction the comparision between various orgnizational
terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION

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

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

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
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2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT

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

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

Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they were
particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents
and identifying those related aspects responsible for the positive and negative attitudes.
3.09 PERSONAL INTERVIEWS
31
This method facilitates an in-depth exploration through interviewing of job attitudes. The
main advantage in this method is that additional information or clarifications can be
obtained promptly.
3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs.
This method provides employees more opportunity to express their in-depth feeling.
In his study on American employees, hop pock identified six factors that contributed to job
satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflict. They are concern with Job satisfaction or general job attitudes with the
employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about the
work itself and about the life in general .the individual’s health, age, level of aspiration. Social
32
status and political & social activities can all contribute to the Job satisfaction. A person’s
attitude toward his or her job may be positive or negative.
3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing of the
work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job
enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers
three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job
enlargement. This also presumably adds interest to the work and reduces monotony and
boredom. To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that
there will be more lines and fewer workers on each line. Moreover, instead of assigning one
man to each job and then allowed to decide for himself how to organize the work. Such
changes permit more social contacts and greater control over the work process.
3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no
longer challenging, the employee is rotated to another job, at the same level that has similar
skill requirements.
Many companies are seeking a solution to on-the-job boredom through systematically moving
workers from one job to another. This practice provides more varieties and gives employees a
33
chance to learn additional skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency.
3.13 CHANGE OF PACE

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

Extensive research on the impact of rest periods indicates that they may increase both morale
and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.
CHAPTER NO. 4
34
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and recording
the facts in the form of numerical data relevant to the formulated problem and arriving at
certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process followed
by the collection, recording, tabulation and analysis and drawing the conclusions. The problem
formulation starts with defining the problem or number of problems in the functional area. To
detect the functional area and locate the exact problem is most important part of any research as
the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in
construction of theory or in the practice of an art”
In short, the search for knowledge through objective and systematic method of finding
solution to a problem is research.
4.2 DRAFTING QUESTIONNAIRE
35
The questionnaire is considered as the most important thing in a survey operation. Hence it
should be carefully constructed. Structured questionnaire consist of only fixed alternative
questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.
4.3SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
4.4 RESEARCH OBJECTIVES
The research has been undertaken with following objectives.
 To study the level of job satisfaction among the employees of SEVA Automotive Pvt.
Ltd. if any.
 To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
4.5 DATA COLLECTION
36
The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data viz. Primary and secondary data.
Primary Data: -
The primary data are those, which are collected afresh and for the first time and thus
happen to be original in character. The primary data were collected through well-designed and
structured questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was collected
through various newspapers, and Internet etc.
4.6 RELEVANCE AND LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the
employees of SEVA Automotive private limited, Nagpur.
Limitation for the study, the study was restricted to SEVA Automotive private limited, Nagpur
only and other being the time as constraint.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
CHAPTER NO. 5
37
ORGNIZATION PROFILE
SEVA AUTOMOTIVE PVT LTD. NAGPUR
5.1 BACK GROUND AND HISTORY
38
SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was played a major role in
revolution brought about Maruti, specifically when Suzuki had launched “Maruti800” in 1983,
which was specifically designed for Indian roads. SEVA further expanded its horizons by
setting up new facilities at MIDC Am bad in 1990. SEVA extended its root in Landed in the
year 1990, Nagpur in the year 1993 and then in Dhule in early 2004.
SEVA strongly believe in providing a healthy & quality working environment, as only a
satisfied internal work force can provide excellent services to the customer base. This is one of
the reasons why thousands of esteem customers returning to SEVA. The unmatched
performance and uncompromising attitudes in sales and after sales services leaves customer
fully satisfied every time. The incomparable faith revealed by customer has made SEVA the
king in Maruti car sales and services which earned SEVA the best dealer of Maruti, among the
best 15 in India.
SEVA Nagpur is also the best in city, which provides best of services and offers to the
fun loving people of Nagpur. The chivalrous staff at SEVA is courteous and amiable. SEVA is
serving Nagpur 15 years; it is the second name for precision and exclusivity.
5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR
39
TRUE VALUE
Maruti true value, a special scheme launched for selling and buying used Maruti cars, which
values the seller’s car at the best price they are looking for and gives multifaceted benefits to
the sellers. Maruti Suzuki certifies pre-owned cars and 3 free services are provided. The
damaged parts are replaced and the car is furnished which gives as good as new look to the car.
INSURANCE
Another service which can be trusted blindly. Whether it is renewal of insurance or

issuing fresh policy, it is at safe hands only at SEVA MARUTI, as hassle free insurance option
are provided, costless repairs to make you more comfortable at rainy times.
PAINT BOOTH
In case of accidents, the car damages are by us, which makes the car as before. For the
painting, latest computer paint-matching machine is used which gives perfect shades and
results.
FOREVER YOURS
An offer of abiding relation, maintained only at SEVA MARUTI which provides

extended warranty of additional one or two years. Loans for purchase of extended warranty
policy are provided by SEVA.
5.3 WHY CUSTOMER PREFERS SEVA MARUTI?
40
• SEVA is best 15th car sales and services centre in India.
• It has satisfied work force.
• It provides best customer satisfaction service.
• SEVA is no. one in sales and customer satisfaction, that’s why it got Customer
Satisfaction Award 2005.
• It also awarded by Best Customer Care Award.
• It also got the TRUE VALUE AWARD.
• Its market share is 57%.
5.4 MARUTI SUZUKI TODAY
41
More than half the number of cars sold in India wears a Maruti Suzuki badge. They are a
subsidiary of Suzuki motors, Japan.
As India's largest passenger car company, account for over 50 per cent of the domestic car
market.
Maruti Suzuki have a sales network of 562 outlets in 372 towns and cities, and provide
maintenance support to customers at 2538 workshops in over 1200 towns and cities (as on
December 31,2007).
Since inception, it have produced and sold over 6.75 million vehicles, including almost 500,000
units in Europe and other export markets.
Company have been rated first in customer satisfaction for eight years in a row in J D Power's
Surveys, and are India's Most Respected Automobile Company (As per survey conducted by
Business world, a reputed Indian Magazine)
Also, in an independent survey conducted by Forbes.Com where they rated top 200 reputed
companies on various parameters such as reputation within the customer and employee
fraternity, we stood 91st. In the automobile section we finished 7th.
5.5 WIDE RANGE OF CARS
42
Maruti Suzuki offers 10 models ranging from people's car Maruti 800 to stylish hatchback
Swift, SX4 sedan and luxury Sports Utility vehicle Grand Vitara
THE MARUTI DNA
Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to make a
people's car for middle class India. Over the years, our product range has widened, ownership
has changed hands and the customer has evolved. What remains unchanged, then and now, is
our mission to motorize India.
Our parent company, Suzuki Motor Corporation, has been a global leader in mini and compact
cars for three decades. Suzuki's technical superiority lies in its ability to pack power and
performance into a compact, lightweight engine that is clean and fuel-efficient. The same
characteristics make our cars extremely relevant to Indian customers and Indian conditions.
Product quality, safety and cost consciousness are embedded into our manufacturing process,
which we have inherited from its parent company.
Right from inception, Maruti brought to India, a very simple yet powerful Japanese philosophy
'smaller, fewer lighter, shorter and neater'
From the Japanese work culture it imbibed simple practices like an open office, a common
uniform and common canteen for everyone from the Managing Director to the workman, daily
morning exercise, and quality circle teams.
From the Japanese work culture Maruti imbibed simple practices like an open office, a
common uniform and common canteen for everyone from the CEO to the workman, daily
morning exercise, and quality circle teams.
CARS FOR A NEW INDIA
43
As lifestyles change, we have tried to keep pace with the changing lifestyle of our customers by
bringing models high on 'style and design quotient'. Some of our recent offerings like Swift,
Zen Estilo (Spanish for Style) and SX4 have become popular choices because customers find
them relevant.
BUILDING THROUGH PARTNERSHIPS
Our business relies substantially on our partners. We depend on a national network of suppliers,
sales outlets and workshops, managed by independent entrepreneurs, to manufacture car
components and look after our customers.
We are the "employer of choice" for automotive engineers and young managers from across the
country. Nearly 75,000 people are employed directly by Maruti and our partners. Within the
company, we strive always to keep the culture open and participative.
Incorporated
February 1981
Joint Venture Agreement
October 1982
Equity Structure
54.2% Suzuki, Japan, balance with Other Financial Institution and Public
5.6 MARUTI SUZUKI & MOTOR SPORTS
44
Be it a motor sport enthusiast, an amateur or a professional, Maruti Suzuki offers the thrill and
joy of motor sport to all of them.
The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For families,
there are events like Women's Fun Drive and Treasure Hunt throughout the year, across cities.
The Maruti Suzuki Autocross brings action for amateurs and professionals, together.
But what makes the Maruti Suzuki motor sport calendar an attraction in India (and
internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert Storm
and Maruti Suzuki Monsoon Car Rally of Kerala.
MARUTI SUZUKI RAID-DE-HIMALAYA
Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding motorsport rally.
It is open to both, car and bike enthusiasts. Maruti Suzuki provides opportunity to professional
as well as amateur motor sport lovers to participate in the Maruti Suzuki Raid Raid-de-
Himalaya.
The participants drive through some of the world's highest motor able roads and passes in the
Himalayas like Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La & Khardung
La, through the inhospitable terrains in the Lahual and Spiti valleys in the Ladakh region. Most
of the drive is through boulders, snow capped peaks, gushing streams and at times, temperature
below -20 degree Celsius. On an average, a participant covers a distance of 300 kms every day
in this approximately 2000-kilometre and week-long motoring event.
Every year, more and more people are coming for the Maruti Suzuki Raid-de-Himalaya, many
of them from abroad. In 2007, as many as 145 teams participated in car and bike categories.
45
Raid de Himalaya is the only Indian motor sport event listed on the off-road rallies calendar of
FIM (Federation International Motorcycles), Geneva, Switzerland. Only 12 international
motoring events worldwide are listed in this calendar.
The Maruti Suzuki Raid-de-Himalaya is held around October, just before the onset of winters
in the Himalayan region.
For Maruti Suzuki and our partner, the Himalayan Motor sport Association, organizing the
Maruti Suzuki Raid-de-Himalaya means over six months of hard work and preparations. But
the spirit of motoring enthusiasts and Maruti Suzuki's commitment to promote motor sport in
India has kept it going - year after year.
In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring thrill.
MARUTI SUZUKI RALLY DESERT STORM
The Maruti Suzuki Rally Desert Storm is an annual event running on the Cross Country
Regulations of the FIA.
Organized by the Delhi based Northern Motor sport Association, the Rally is inscribed on the
Cross Country Calendar of the FIA and is sanctioned by the Motor sports Association of India
and the Federation of Motor sports Clubs of India.
46
The Rally is open for participation to all 4 & 2 wheeler vehicles conforming to the FIM and the
FIA T1 & T2 regulations. The event consists of several cups and challenges, some of which are
open to specific makes.
The 2007 Rally Desert Storm will be flagged off from the National Stadium, New Delhi on the
15th February 2007 by the Hon. Chief Guest and Mr. Jagdish Khattar, the Managing Director
of Maruti Udyog Ltd.
Traversing a distance of over 2,500 kms over 4 days the rally covers the most scenic and
picturesque parts of remote Rajasthan. The night halts are at Heritage properties at Bikaner,
Jaisalmer, and Pushkar & Jaipur.
The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party will
follow the prize distribution ceremony.
The event is growing in popularity and stature every year and is attracting the best drivers and
teams from across India and in 2007 for the first time from the Asia Pacific region of the Far
East and Australia. For 2007, entries in the PRO part of the event are strictly limited to 25 out
of which 5 entries are reserved for the Armed Forces. The event also features a fun and
navigation rally run concurrently with the main event. Entries in this NAV are open to all
makes and models of 4 wheelers.
The event has always run with the highest safety standards conforming with the international
specifications of the International Automobile Federation (FIA) and enjoys a perfect safety
record over the last four years. Two life-saving ambulances with trauma specialist medical
teams accompany the event.
47
Over 8 ambulances along the route will further supplement the safety effort. The rally will be
monitored for its entire duration by over thirty radio-equipped cars. More than a hundred
volunteers will ensure safe passages of the event, most of them are rally and motor sport
veterans.
MARUTI SUZUKI AUTOCROSS
The Maruti Suzuki Autocross is organized in major cities in the country. This motor sport event
is designed to provide an experience of rallying in a controlled environment. Various driving
stages during the event help the participant develop a sense of timing, judgment and also an
ability to evaluate vehicle handling patterns at given speeds. All these skills are very critical for
any motor sport enthusiast in case he or she desires to participate in a professional motor sport
event.
The Maruti Suzuki Autocross is open to both, professional and amateur motor sport enthusiasts.
48
CHAPTER NO. 6
DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them. The analysis
of data requires a number of closely related operations such as establishment of categories, the
application of these categories to raw data through tabulation and drawing statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in the form of
tables.
After analyzing the data, the researcher should have to explain the findings on the basis of
some theory. It is known as interpretation.
The data has been collected from 100 employees of SEVA Automotive pvt ltd, Nagpur through
questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various summery
tables were prepared. They have been presented along with their interpretation in this manner.
49
6.1. Responses regarding whether the respondents are satisfied with the workplace of
organization
Table 6.1
Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3
Graph 6.1
responses regarding whether respondents are

satisfied with work place
60
50
percentage
40
30 no. of respondents
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
is
tis
is
at
at
sa
sa
sa
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place.
61% employees are satisfied with their workplace. It means over all 92% employees are
satisfied and other 18% are not satisfied with the work place.
50
6.2. Responses regarding whether the respondents are satisfied with the infrastructure of
organization
Table 6.2

Satisfied 20 20
Dissatisfied 16 16
Graph 6.2
response regarding whether respondents are

satisfied with infrastructure
60
50
percentage
40
30
no. of
20
respondents
10
0
d
d
d
d
d
f ie
fie
f ie
f ie
fie
tis
t is
t is
tis
is
sa
at
sa
sa
sa
ss
s
ly
ly
di
di
g
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of SEVA.
It can be interpreted that 30% are not satisfied with infrastructure which not more in number.
51
6.3. Responses regarding whether the respondents are satisfied with the canteen facility
provided by organization.
Table 6.3

Satisfied 17 17
Dissatisfied 9 9
Graph 6.3
responses regarding whether the respondents

are satisfied with canteen facility
60
50
percentage
40
20
10
0
d
d
d
d
fie
fie
f ie
f ie
fie
t is
t is
t is
t is
is
sa
at
sa
sa
sa
ss
s
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
52
Above table shows that 88% employees are satisfied with the canteen facility provided by the
organization. Only 12% employees are not satisfied with canteen facility.
6.4.Responses regarding whether the respondents are satisfied with the implementation of
rules and responsibilities.
Table 6.4

Satisfied 23 23
Dissatisfied 11 11
Graph 6.4
responses regarding whether respondents are

satisfied with implimentation of rules and
responsibilities
60
50
percentage
40
20
10
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
di
ly
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
53
Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the implementing
rules and responsibilities.
6.5. Responses regarding whether the respondents are satisfied with the freedom given at
work.
Table 6.5

Satisfied 36 36
Dissatisfied 16 16
Graph 6.5
responses regarding respondents are

satisfied with the freedom at work
40
35
30
percentage
25
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
is
at
at
sa
sa
sa
ss
ss
y
tly
di
di
gl
igh
on
ly
ng
sl
st
ro
st
satisfaction level
54
Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at work place.
6.6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
Table 6.6

Satisfied 21 21
Dissatisfied 16 16
Graph 6.6
responses whether respondents are satisfied

with equal treatment to all
60
50
percentage
40
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
is
tis
is
at
at
sa
sa
sa
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
ro
st
satisfaction level
55
Above table shows that 80% employees are satisfied with team sprit built in organization and
other employees are not satisfied with team spirit in the organization.
6.7 Responses regarding whether the respondents are satisfied with convenient working
hours
Table 6.7

Satisfied 41 41
Dissatisfied 23 23
Graph 6.7
responses whether respondents are satisfied with

convinient working hours
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
di
ly
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
56
Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.
6.8 Responses regarding whether the respondents are satisfied with Job security
Table 6.8

Satisfied 18 18
Dissatisfied 12 12
Graph 6.8
responces whether respondents are satisfied with

job security
50
45
40
35
percentage
30
20
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
is
at
sa
sa
sa
sa
ss
dis
y
tly
di
gl
igh
on
ly
ng
sl
st
ro
satisfaction level
st
57
Above table shows that only 31 % employees are satisfied with the job security. And remaining
69% of employees are not satisfied with the job security provided by the organization.
6.9 Responses regarding whether the respondents are satisfied with the targets achievable
Table 6.9

Satisfied 21 21
Dissatisfied 4 4
Graph 6.9

with the targets achievable
70
60
50
percentage
30
20
10
0
d
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
is
at
sa
sa
sa
a
ss
ss
y
ly
di
di
gl
ht
on
ly
ig
ng
st
sl
satisfaction level
ro
st
58
Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.
achievable
Table 6.10

Satisfied 22 22
Dissatisfied 20 20
Graph 6.10
59
responses hether respondents are satisfied with
payments as per their roles and responsibility
50
45
40
percentage
35
30
25
15
10
5
0
d
d
d
d
ie
fie
ie
fie
fie
f
f
is
tis
is
tis
tis
at
at
sa
sa
sa
ss
ss
y
di
ly
di
gl
ht
ly
on
ig
ng
st
sl
ro
st
satisfaction level
v
Above table shows that only 35% employees are satisfied with the payment as per their roles
and responsibility and remaining 65% are not satisfied with the payment according to their
roles and responsibilities.
6.11. Responses regarding whether the respondents are satisfied with the opportunities of
promotions
Table 6.11

Satisfied 14 14
Dissatisfied 26 26
Graph 6.11
60
with opportunities of promotion
50
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
d
d
d
fie
fie
fie
fi e
fie
tis
tis
tis
is
tis
at
sa
sa
sa
sa
ss
s
ly
y
di
di
gl
ht
on
ly
ig
ng
sl
st
ro
st
satisfaction level
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities of
promotions.
6.12. Responses regarding whether the respondents are satisfied with the payment of
salary on time
Table 6.12

Satisfied 16 16
Dissatisfied 32 32
Graph 6.12
61
responses whether the employees are satisfied
with the payment of salary on time
50
45
40
35
percentage
30
20
15
10
5
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
tis
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that 60% of employees are satisfied with the payment of salaries on time.
Only 40% of the employees are not much satisfied with the payment of salaries on time.
6.13. Responses regarding whether the respondents are satisfied with the quality of
Table 6.13
Satisfied 36 36
Dissatisfied 14 14
Graph 6.13
62
are satisfied with the quality of training and
induction program
45
40
35
30
percantage
25
No. Of respondents
20
15
10
5
0
d
d
d
d
fie
fie
fie
fie
fie
tis
tis
tis
tis
tis
Sa
sa
sa
sa
sa
s
dis
Di
ly
ly
ng
ht
ly
ig
ro
ng
Sl
St
ro
St
satisfaction level
From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only
6.14. Responses regarding whether the respondents are satisfied with the quality of in-
house training
Table 6.14

Satisfied 19 19
Dissatisfied 20 20
Graph 6.14
63
are satisfied with quality of in house training
60
50
40
percentage
20
10
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
tis
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that 86% of the respondents are satisfied with in house training held by the
management. And only 24% of respondents are not satisfied with the quality of in house
training.
6.15. Responses regarding whether the respondents are satisfied with the period of
training
Table 6.15

Satisfied 23 23
Dissatisfied 20 20
Graph 6.15
64
responses regarding whether the respondents are
satisfied with period of training
25
20
percentage
15
no. of respondents
10
5
0
ied
d
d
d
fie
fie
fie
fie
sf
is
tis
tis
tis
i
sa
at
sa
sa
sa
s s
dis
ly
tly
di
ng
igh
ly
ro
ng
sl
st
ro
st
satisfaction level
Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not satisfied
with the period of training.
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 6.16
Satisfaction Level No. Of Respondents Percentage

Satisfied 18 18
Dissatisfied 6 6
Graph 6.16
65
are satisfied with the proper and proactive HR
division
80
70
60
percentage
50
30
20
10
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
tis
sa
at
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaion level
Above table shows that 92% of the respondents are satisfied with the HR division
Only 8% of the respondents are not satisfied with the proactive and proper HR division, which
is very negligible in number.
6.17 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 6.17

Satisfied 28 28
Dissatisfied 4 4
Graph 6.17
66
responses regarding whether the
respondents are satiosfied with the
performance ap[praisal system
70
60
50
percentage
no. of respondents
40
30
20
10
0
d
d
d
d
fie
fie
fie
fie
fie
is
is
tis
tis
is
sa
at
at
sa
sa
ss
ss
ly
tly
di
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that 90% respondents are satisfied with the performance appraisal system
and only 10% of the respondents are not much satisfied with the performance appraisal system
implemented in organization.
6.18 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 6.18

Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2
Graph 6.18
67
are satisfied with the office events and parties
80
70
60
percentage
50
30
20
10
0
d
d
d
d
ie
fie
fie
fie
fie
isf
tis
tis
tis
tis
sa
a
sa
sa
sa
ss
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that the 69% of respondents are strongly satisfied with the office events and
parties organized by the organization. 25% of respondents are satisfied with these events and
only 6% of respondents are not satisfied with the events organized by the management
6.19 Responses regarding whether the respondents are satisfied with the celebration of
employees birthday
Table 6.19

Satisfied 16 16
Dissatisfied 0 0
Graph 6.19
68
are satisfied with the employees birthdays
remembered & celebrated
90
80
70
percentage
60
50
no. of respondents
40
30
20
10
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
is
sa
at
a
sa
sa
iss
ss
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that nearly all the respondents are satisfied with the employees birthday
remembered and celebrated in the organization. No one seems to be dissatisfied with the
celebration of the employee’s birthdays.
6.20 Responses regarding whether the respondents are satisfied with forum for face-to-
face communication
Table 6.20

Satisfied 22 22
Dissatisfied 37 37
Graph 6.20
69
are satisfied with the forum for face to face
communication
40
35
30
percentage
25
15
10
5
0
d
d
d
d
ie
fie
fie
fie
fie
sf
tis
tis
tis
is
ai
at
a
sa
sa
s
ss
ss
ly
tly
di
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that only 40% of the respondents are satisfied with the forum for face-to-
face communication and remaining all the 60% of the respondents are not satisfied with the
forum for face-to-face communication.
6.21 Responses regarding whether the respondents are satisfied with encouragement to
employees suggestions
Table 6.21

Satisfied 32 32
Dissatisfied 25 25
Graph 6.21
70
responses regarding whether the respondents are
satisfied with the encouragement to employees
suggestions
35
30
25
percentage
20
no. of respondents
15
10
5
0
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
is
sa
at
sa
sa
sa
ss
s
ly
ly
di
di
ht
ng
ly
ig
ro
ng
sl
st
ro
st
satisfaction level
Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making and
remaining 41% of the respondents are not much satisfied with the encouragement given to the
suggestions of the employees.
6.22 Responses regarding whether the respondents are satisfied with positive acceptance
of employees suggestions
Table 6.22

Satisfied 22 22
Dissatisfied 45 45
Graph 6.22
71
are satisfied with the positive acceptance of
employees suggestions
50
45
40
35
percentage
30
25
20
no. of respondents
15
10
5
0
ied
d
d
d
fie
fie
fie
fie
isf
is
tis
tis
is
sa
at
at
sa
sa
ss
ss
ly
tly
di
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive acceptance of
the suggestions given by the respondents but most of the respondents 70% are dissatisfied with
this point.
6.23 Responses regarding whether the respondents are satisfied with management keeps
promises
Table 6.23

Satisfied 14 14
Dissatisfied 6 6
Graph 6.23
72
are satisfied with the management keeps
promises
80
70
60
percentage
50
30
20
10
0
d
d
d
d
fie
fie
fie
fie
fie
is
tis
tis
tis
tis
sa
sa
sa
sa
sa
s
dis
ly
tly
di
ng
gh
ly
ro
ng
sli
st
ro
st
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the management
keeps promises.
CONCLUSION AND SUGGESTIONS
All the conclusions are drawn based on the analysis and interpretation of the primary data
regarding the job satisfaction of the employees of SEVA Automotive private limited,
Nagpur.
 From the analysis and interpretation, it is concluded that most of the employees are
satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure most
of the employees are satisfied and very small number of employees are not happy with
73
the infrastructure of SEVA and the canteen facilities. It means the workplace and infra
structure of SEVA is good or satisfactory.
 It is concluded that near about all the employees are satisfied with implementation of
rules and responsibilities. And only some of them are not seems to be satisfied with the
implementing rules and responsibilities. Therefore it shows that implementation of rule
and responsibility is done fairly.
 From the study it is clear that the higher percentage of employees are happy with the
freedom at work given by management but only some of them are not feeling satisfied
with the freedom given at work place.
 According to analysis and interpretation, most of the employees are satisfied with the
team spirit built in organization and only few are not happy with team spirit in the
organization. From this it seems that the team spirit in the organization is strong.
 This study shows that only few employees strongly feel that the working hours decided
by organization are most convenient for them. Other is not in favor with these working
hours. So it is clear that the management kept the main consideration about working
conditions and the hours, which satisfies the employees.
 The study shows that very small numbers of employees are satisfied with the job
security. And remaining most of the employees are not satisfied with the job
security provided by the organization. Hence from this analysis it is cleared that there is
feeling of fear of job loss in the employees of SEVA.
 An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the targets
set by management are achievable.
 From the analysis it is concluded that very small number of employees are satisfied with
the payment as per their roles and responsibility and remaining all are not satisfied with
the payment according to their roles and responsibilities. Hence from this analysis it can
be cleared that payment according to roles and responsibilities are not much satisfied.
74
 Only little number of the employees is satisfied with the opportunities of promotions
given by organization. It shows that the employees do not have any growth of
opportunities. Analysis shows that the payment of salary is made always on time.
 From the analysis and interpretation it is clear that very large number of the respondents
are satisfied with the quality of training and induction program and in house training
held by the management. And few are not satisfied with the quality of in house training.
But the period of training is not satisfactory to the employees.
 From the analysis it is clear that HR division is most satisfactory to all employees only
few are not satisfied with the HR division in the company.
In case of performance appraisal system and the office events and parties organized by
the organization near about all the employees are satisfied. The birthdays of all the
employees are remembered and celebrated in the organization.
 It is concluded that the employees are not much satisfied with the forum for face-to-face
communication. From the analysis it is clear that half of the employees are satisfied and
other half are not satisfied with the encouragement given to the suggestions of the
employees. But only few thinks that there is positive acceptance of the suggestions
given by the employees. From the analysis it is clear that management keeps all the
promises.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given as
under:
 In case of working hours decided by the organization are not convenient for the
employees of SEVA Automotive Private Limited, Nagpur. The working hours are 10
hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours.
75
 The criteria for Job security is not much satisfactory so management have concentrate
on job security of employees so that they can work without fear of job loss in the
organization.
 Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
 From analysis we concluded that the period of in house training is very short that is of
only 3 days, which is not sufficient to get complete knowledge about the work. Hence
the training period should extend up to 5 days.
 As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees gets
de-motivated.
So to motivate the employees management can take into consideration some proper
suggestions given by the employees. It will help to increase the motivation and
ultimately the Job satisfaction of the employees of SEVA Automotive Private Limited,
Nagpur.
BIBLIOGRAPHY
Books: -
 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley Student’s

Edition.
76
 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.
77

Job Satisfaction A Case Study of SEVA Automotive Private

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CONTENTS

CHAPTER TITLE OF CHAPTER

6.21 Responses regarding whether the respondents are satisfied with

FIGURE NAME OF FIGURES PAGE

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

2.1 DEFINITIONS OF JOB SATISFACTION

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

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

2.5 WORKERS ROLE IN JOB SATISFACTION

2.6 FACTORS OF JOB SATISFACTION

 The way the individual reacts to unpleasant situations,

1. Intrinsic aspect of job

5. Opportunities for advancement

2.7 REASONS OF LOW JOB SATISFACTION

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

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

Rate of turn over and absences

2.9 INFLUENCES ON JOB SATISFACTION

WHAT IS THE IMPACT OF JOB SATISFACTION?

What job satisfaction people need?

A wide range of factors affects an individual’s level of satisfaction. While organizational

MODELS OF JOB SATISFACTION

MODELS OF JOB SATISFACTION

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

3.1 MODEL OF FACET OF JOB SATISFACTION

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

3.2 AFFECT THEORY

3.3 DISPOSITIONAL THEORY

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

3.5 JOB CHARACTERISTICS MODEL

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

SATISFACTION WITH SUPERVISION

SATISFACTION WITH COMPENSATION LEVELS

SATISFACTION WITH TASK CLARITY

SATISFACTION WITH CAREER DEVELOPMENT

3.7 RATING SCALE

3.8 CRITICAL INCIDENTS

3.09 PERSONAL INTERVIEWS

3.10 ACTION TENDENCIES

3.11 JOB ENLARGEMENT

3.12 JOB ROTATION

3.13 CHANGE OF PACE

3.14 SCHEDULED REST PERIODS

According to Clifford Woody research comprises defining and redefining problems,

4.2 DRAFTING QUESTIONNAIRE

It was divided into following parts:

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

4.5 DATA COLLECTION

4.6 RELEVANCE AND LIMITATIONS OF STUDY

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

SEVA AUTOMOTIVE PVT LTD. NAGPUR