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MISSION AND VISSION
VISION STATEMENT
Satisfied and Motivated workforce.
MISSION STATEMENT
\Organized welfare activities for the employees
Cordial human relations
Prompt and onetime information to the employees
zero production loss due to non availability of manpower
Elimination of non value added services
Quick redressal of employee grievances Administrative support to employees Compliance to Statutory Requirement
While on the one hand they rededicate to the commitment to quality inherent in their heritage, on the other hand they continuously navigate the turbulence and uncertainty that the future may bring.
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DECLARATION
I hereby declare that the project report entitled “job satisfaction at shriram pistons &rings Ltd” is an authentic work done by me
The project was undertaken as a part of the course curriculum of master of business administration (HR) to BUNDELKHAND INSTITUTE OF ENGINEERING & TECHNOLOGY,JHANSI.this has not been submitted to any other examination body earlier.
VANDANA VASISTHA
ROLL NO :1004370055
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Submitted to
VANDANA VASISTHA
MBA-3RD SEMESTER
ROLL NO.1004370055
BIET,JHANSI
SUMMER TRAINING
PROJECT REPORT
ON
JOB SATISFACTION
IN
Shriram Pistons & Rings Ltd.
Ghaziabad.
SUMMER TRAINING
PROJECT REPORT
ON
JOB SATISFACTION
IN
Shriram Pistons & Rings Ltd.
Ghaziabad.
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PREFACE
The job satisfaction of every employee is based on large
measurable quality of resources. In Shriram Pistons and
Rings Ltd. recognize facts is that HR play a part on job
satisfaction and that the good image which Shriram Pistons
and Rings Ltd. enjoy in entirely due to the sustained efforts
of its employees to achieve excellence of work. This is
emptying demonstrated by main fold increase in productivity
due to the healthy relationship and mutual understanding
between management and employees.
Shriram Pistons and Rings Ltd. understand that
Training & Development is two-way channel and
it’s the part of the company, which plays very
important role.
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ACKNOWLEDGEMENT
My abundant and most sincere appreciation goes to Mr. K.K. Sharma (AGM-Industrial
Relations) without whose permission; it would have not been possible for me to perform my
assigned task successfully and in such a passionate manner.
Further, I would like to give my special thanks my Company guide Mr. Dinesh
Sharma (Assistant Manager – Human Resources) who helped me to make this project and
understand various concepts in a better way.I would like to express my gratefulness
towards Priyal singhavi (Faculty Guide) for extending his helping hand to solve my
problems and giving valuable suggestions during internship period.
. It is the result of the meticulous efforts out in by many minds that contribute to the
final report formation hence I would like to thank Mr.Vipin for his suggestions and
comments.
.
VANDANA VASISTHA
TABLE OF CONTENT
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CONTENT PAGE NO.
1.INTRODUCTION
2.COMPANY PROFILE
Vision and mission
Collaborations
Customers
Exports
Infrastructure
Achievements
Quality
Total productive maintainance
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.
COMPANY PROFILE
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INTRODUCTION Lala Shri Ram (1884-1963) Founder Shriram Group
Shriram Pistons and Rings Ltd is one of the best integrated
and most sophisticated manufactures of Pistons, Pins, Engine
Valves and Rings.
It is a part of Shriram Group of Shri Lala Shriram The group
is engaged in the manufacturer of Textile, computer, cars,
sugar, light, commercial vehicles, coolers, geysers,
refrigerators, industrial gases, diesel engine, piston, piston
rings, fuel injections and engine valves etc.
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From a modest beginning in 1972 as a small factory in Ghaziabad (near Delhi) to a center of engineering excellence, with over 3,600 skilled employees and an annual turnover of Rupees 5.34 Billion (approximately US $ 133 Million), the history of SPRL is a story of grit and determination.
It is a story of marching ahead despite the odds, against all adversity. A story of accepting and meeting challenges. A story of continuous improvements, year on year.
COMPANY PROFILE
Shriram Pistons and Rings Ltd is one of the best
integrated and most sophisticated manufactures
of Pistons, Pins, Engine Valves and Rings. It is a
part of Shriram Group of Shri Lala Shriram
For, more things are achieved by those who dare
to dream than those who stop to question; with
this philosophy the company has taken a leaps
and bounds in the automotive ancillary field.
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It began as a company in Ghaziabad in the year
1972 and up to now it has evolved into a centre of
excellence, employing 4780 employees and having
a turnover of 675 crore in the year 2007-2008.
SPRL is concerned about the quality of its
products and services through its customer
satisfaction policy, Quality management and
continuous improvement under the brand name
USHA $ SPR in accordance with the set quality
objectives.
The products are sold under brand name “
and (names that are synonymous with
quality and reliability). These are being supplied
to several “Original equipment manufacturer
(OEMS) including M/s. Ashok Leyland, Tata
Cummins, Mahindra & Mahindra, Maruti Udyog
Ltd, Eicher Tractors, Bajaj Auto Honda Cars,
DTL Swaraj Engines, Kintetic Engg., Kirloskar
Oil Engines etc.
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The company (SPR) is also a exclusive suppliers
of the three Honda joint ventures in India such as
M/s. Hero Honda, Kinetic Honda and Shriram
Honda.
These automobile components are:
Pistons
Pistons rings
Pistons pins
Engine valves
Piston Pin Piston & Piston Rings Piston Pins
PRODUCT MANUFACTURED AT PRESENT:
• Diesel engines
• Piston pins for automobile engines
• Piston rings for automobile engines
• Pistons for automobile engines
• Valves & related parts for automobile engines
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The product, the largest range in the Indian after-market, is marketed through a
nationwide network of over 5,000 distributors, dealers and engine overhauling
workshops.
LOCATION:
SPR manufacturing unit
is located at Meerut
road Ghaziabad (25 km
from Delhi). The plant has been recognized as one of the most modem and sophisticated plant
in north India in the Field of automobile.
PRODUCTION CAPACITY:
The production capacity of plant is as under:
PISTONS 11.1 million per year
PIN 09 million per year
RINGS 54 million per year
ENGINE VALVES 17 million per year
COLLABORATIONS
In its manufacturing system and processes, Shriram Pistons and Rings
Ltd. (SPR) combines the best practices along with inputs from its
collaborator's highly advanced manufacturing techniques. With this technology
transfer, the company and the country have benefited immensely.
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Pistons : M/s. Kolbenschmidt, Germany
Rings : M/s. Riken Corporation, Japan
Engine : M/s. Fuji Oozx, Japan.
Technical Support : M/s. Honda Fourdary, Japan
CUSTOMERS
The company is also an exclusively supplier of the three Honda joint
ventures listed below:
1. M/s Hero Honda.
2. Kinetic Honda.
3. Shriram Honda.
Multinational giants like Cummins, Honda, Suzuki and Yamaha with their Indian
collaborators – TATA, SHRIRAM, HERO, and MARUTI, prefer USHA/ SPR products for
their vehicles and gensets. As do Ashok Leyland, Mahindra, HMT, Eicher, Kirloskar,
Bajaj, LML, Kinetic, Sundaram Clayton and International Tractors, among others.
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HIGHLIGHTS OF SPRL FACTORY:
1. AREA
Total area covered by the factory is 60,668 Square Meters.
2. DIVISION
The factory is divided into 4 units for Pistons, Rings, Pins and
Engine Valves.
Honda MotorsHonda Power
Products Hero Honda
Kinetic Yamaha Tata Motors
Mahindra Maruti Tata
Ford Ashok Leyland Eicher
Bajaj Auto General Motors HMT Tractors
Kirloskar Oil
Engines
New Holland
Tractors
Swaraj
Tractors
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3. CLASSIFICATION OF PREMISES:
PTE : Production Technology and Engineering
CAA : Commercial Administration and Accounts.
R&D : Research and Development
4. FACILITY:
SPR has a large ultra - modern plant that virtually drives the technological developments
in the field of pistons, valves, rings and pins.
Canteen is also located in the premises. SPR also provide coupons facility to employees.
TOTAL STRENGTH OR MANPOWER
Worker strength:
Permanent workers 1695
Temporary workers 265
Total 5230
Total strength of the company is 2500 no. consisting of Officers, Staff,
and Workers.
EXPORTS
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“Export provides an opportunity to upgrade to international levels,
achieve cost competitiveness and learn to survive in the face of cutthroat
competition”.
Shriram Pistons and Rings Ltd. (SPR)'s products are exported to over 40
countries across the world. Their achievements include growth in
exports by 400% in the last five years, and maintaining an Export
House Status for the last four years. Over 10% of the production is
exported to sophisticated markets such as Europe, UK, Egypt, USA,
Latin America etc.
Shriram Pistons and Rings Ltd. (SPR) have won an ACMA (Automotive
Component Manufacturers Association of India) Award for 2000-2001
for “Excellence in exports”. Undisputedly, the number one exporter for
Pistons and Rings from India, Shriram Pistons and Rings Ltd. (SPR) is
determined to double its exports in the next two years.
SPR is the largest exporter of pistons from India and has been
recognized as an “EXPORT HOUSE” by the Govt. of India
INFRASTRUCTURE
Shriram Pistons and Rings Ltd. (SPR) have made sustained investments
in infrastructure over the years. A world class manufacturing facility
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has been created at Ghaziabad with an ultra-modern factory setup in a
large beautifully landscaped lawns and gardens.
SPRL also focus on 5s system which is the new concept of TQM.
Japanese Term English Equivalent Meaning in Japanese Context
Seiri TidinessThrow away all rubbish and unrelated materials in the workplace
Seiton OrderlinessSet everything in proper place for quick retrieval and storage
Seiso Cleanliness Clean the workplace; everyone should be a janitor
Seiketsu StandardizationStandardize the way of maintaining cleanliness
Shitsuke DisciplinePractice 'Five S' daily - make it a way of life; this also means 'commitment'
At Shriram Pistons and Rings Ltd. (SPR), there is strong emphasis on
optimal working conditions, optimal material flow, integrated
manufacturing processes and strategic quality control measures.
Shriram Pistons and Rings Ltd. (SPR) functions in close co-operation
with the local community. It is also a large employer of the local
populace, thus fulfilling an important social role.
“SPR has been investing 30% of its retained earnings in modernization every year.”
ACHIEVMENTS
Shriram Pistons and Rings Ltd. (SPR), consider success not as a destination but an eternal
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and ongoing journey. Recognitions won for quality are important milestones on this exciting
path and accolades won are significant landmarks.
SPR is the first and only pistons, rings & engine valves manufacturers in India to win
the TPM Excellence award from JIPM, Japan.
Achievements include growth in exports by 400% in the last five years, and
maintaining an Export House Status for the last four years.
Shriram Pistons and Rings Ltd. (SPR) has won an ACMA (Automotive
Component Manufacturers Association of India) Award for 2000-2001 for
“Excellence in exports”.
The number one exporter for Pistons and Rings from India, Shriram Pistons and
Rings Ltd. (SPR) is determined to double its exports in the next two years.
Over the years, winning awards has become a habit for them. And this winning spree
will go on and on.
QUALITY
At SPR quality is an integral part that is reflected in company’s Quality Policy:
“TOTAL CUSOMER SATISFACTION THROUGH QUALITY MANAGEMENT
AND CONTINUOUS IMPROVEMENT”
SPR believes in manufacturing quality rather than inspecting or finding defects in finish
product. To implement this philosophy the management gives full attention to following
sectors:
R&D Cell: Every Piston Ring is designed with latest techniques like Auto-
CAD and Pro/E ensuring quality in design and cost reduction before
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production.
Shriram Pistons and Rings Ltd. (SPR)'s Research and Development activity provides a
technological leadership to the development of products and the spirit of innovation.
The Research and Development has been specifically set up to invent new technologies that
in turn create new products and new business opportunities.
Shriram Pistons and Rings Ltd. (SPR)'s developing a tradition of always addressing the
needs of customers. The products are constantly benchmarked against very high
international standards and are closely allied to customer's demand.
Laboratory: A well-equipped laboratory ensures proper quality
requirements in raw material & bought out items like chemical
composition, microstructure & hardness.
Equipment & quality inspection instruments : State of art machines and
advanced inspection instruments ensures highest accuracy.
Quality Control : Latest quality tools like TPM, TQM are adopted to
control the quality on each and every step of product making.
Customer satisfaction requires that the products of company are
technically and professionally complete, delivered on schedule and
serviced in a manner that meets or exceeds expectations of the
customers. To this end, the company has identified its quality objectives
very clearly.
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QUALITY OBJECTIVES
(a) Organization, which is sensitive and interactive to the needs of customer. To
adhere to customer delivery schedules through adequate planning
and monitoring.
(b) Continuous upgrading of quality and process to meet changing needs of
customers. At SPR, quality is part of the mindset of every team
member.
(c) Optimization of return on investment by
Continuous Improvement
Technology Development
Organizational and personnel development
Cost reduction efforts
Effective use of all resources
Harmonious and safe working conditions
(d) Work to international norms of Quality and Management.
The Company has successfully practiced the best work ethics and
technology along with the TPM & Kaizen approach and harmony through
teamwork.
ACHIEVMENTS IN TERM OF QUALITY
SPR received the ISO- 9001 certificate from RWTUV, Germany in 1994.
Technology from the collaborators was supplemented with in-house efforts and by
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implementing world-class practices.
The company received QS-9000 certificate from TUV, Germany in the year
1999.
The company was awarded ISO-14001 certificate from DNV, Netherlands in the
year 2001.
SPR has received the Best Vendor Awards from Maruti Suzuki, Best Supplier
Performance Awards from Tata Cummins Ltd. And has self certified status
with most of the OEMs.
TPM initiative has started in SPR since year 2000.
SPR has received OHSAS in year 2003.
SPR has received TS 16949 in year 2003.
In 2004, SPR received the Award for TPM Excellence in the First category
TOTAL PRODUCTIVE MAINTAINENCE
The goal of TPM is to create a production environment free from
mechanical breakdowns and technical disturbances by involving
everybody in maintenance duties without heavily relying on mechanics
or engineers.
Modernization and the ongoing automation in different industries have
noticeably amplified the gap between operators and their machines.
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Today, TPM builds on the classical Japanese concepts of autonomous
maintenance with process mapping for cross-functional duties.
Coupled with the right tools and training, TPM equips the operators the
necessary skills to address mechanical or equipment-related issues.
Calling the engineers and mechanics is no longer necessary since
operators are already prepared and confident in dealing with the
problems.
Autonomous maintenance by operators, therefore, is most important in
TPM.
TPM is one of the most effective ways to create a lean organization with
reduced cycle time and improved operational efficiency.
PRODUCTIVITY = Production (Simultaneously)
Cost
The indicator Overall Equipment Efficiency (OEE) determines your
production efficiency based on a given production plan. TPM makes it
easier for you to improve your OEE ratio by providing a formula to
quantify these losses, and by giving priority to the most important ones.
TPM provides models and tools to achieve both short and long-term
developments.
8 PILLARS OF TPM:
1- Autonomous Maintenance,
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2- Kobetsu- Kaizen,
3- Planned Maintenance,
4- Quality Maintenance,
5- Development Maintenance,
6- Education training,
7- Safety and health environment,
8- TPM in offices.
KAIZEN APPROACH
Kaizen is defined as making “continuous improvement”—slow, incremental
but constant. It is but surprising that the same Japanese words (kaizen)
denote “the action to correct” in Chinese.
Making sensible decisions and native sound judgment, incidentally, are
the ingredients of survival—and Kaizen becomes a handy management
kit that best works in times of crisis.
Kaizen and Continuous improvement are simple tools and techniques
to apply, but it is the deeper understanding of why you are doing it and
how you manage it that take time to learn and understand.
The methodology used to monitor, control and measure is known as
the P.D.C.A. cycle of improvement.
1
s
P = Plan thoroughly leaving nothing to chance.
D = Do the activity exactly as planned.
C = Check and confirm that the activity has delivered the desired results.
A = Act swiftly to resolve any outstanding issues, or standardise the new method.
ENVIRONMENT POLICY OF SPR
“Continuous improvement in environmental performance through prevention, monitoring and
control of pollution and improving environmental benchmarks for sustainable growth of
company operations.”
THE ENVIRONMENTAL OBJECTIVES OF SPR:
Conservation of input resources particularly energy, coolant, oils and water.
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Adoption of good operating practices with the participation of all employees through use of environmental friendly technologies/ processes.
Reduction, reuse and re-cycling of solid and liquid wastes.
Environmentally safe disposal of unavoidable wastes.
Increase environmental awareness among employees, suppliers, contractors and other business associates.
Comply with all applicable environmental laws and regulations.
THE ENVIRONMENTAL INITIATIVES AT SPR:
Drive towards conservation and optimization of resources.
Planting trees and actively supporting green belts.
INDUSTRIAL RIVALS OF SPRL
Key Features
-
Engine Parts is the second largest product segment of the automotive components industry with a 24% production share. The segment is classified in terms of core engine, fuel delivery and other components.
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- Engine assembly is a high precision job, requiring adherence to high level of quality norms. The demand shares of the replacement and export markets for the Engine Parts segment vary significantly across products. It is as high as 60% for some products and as low as 10% for some others. The demand from OEMs varies from 40% to 90%. The share of the replacement market may decline in the short to medium term for some engine parts because of technological considerations.
- Technological changes are expected to drive the design and development of new products in this segment.
- Traditionally, the Engine Parts segment manages the highest operating margins in the components industry, because of higher sales realisations. However, with the slowdown in the automotive industry in recent years, there has been a relative decline in margins for the Engine Parts segment.
Major Players
- There are four major players in the pistons sub-segment: Goetze, Shriram Pistons & Rings, India Pistons, and Samkrg Pistons. Almost all players in the pistons sub-segment have technological tie-ups with global majors.
- The piston rings sub-segment is dominated by Goetze, Shriram Pistons & Rings, Perfect Circle Victor and India Pistons.
- Rane Engine Valves, KAR Mobiles, and Shriram Pistons & Rings dominate the engine valves sub-segment. Technical collaboration
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exists for major players.
- Ucal Fuel Systems, Spaco Carburettors & Escorts Auto Components are the prominent players in carburettors, a part of the petrol-based fuel injection systems sub-segment.
- In diesel-based fuel injection systems, Mico, Delphi TVS Diesel System and Tata Cummins are the prominent players.
Outlook
The Engine Parts segment is a technology and capital-intensive one, and is likely to be dominated by the existing major players in the short to medium term. Moreover, since engine technology is expected to move towards superior design (for optimal fuel consumption and lesser emission), access to such newer technologies is likely to be limited to players in the organised sector. This apart, some of the newer technological changes currently being witnessed in this segment are introduction of turbochargers and common rail systems. Further, the trend of outsourcing a considerable part of the engine from one vendor may gain importance in this segment in the short to medium term.
ELECTRICAL PARTS
The electrical system in an automotive consists mainly of starting, ignition and charging systems. According to the classification by ACMA, the primary sub-segments in the Electric Parts segment are: starter motors, generators, distributors, spark plugs, ignition coils, flywheel magnetos and voltage regulators, and electric ignition systems (EIS).
Key Features
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- Electrical Parts is the fifth largest product segment of the automotive components industry with an 8% production share.
- The demand share of the replacement and export markets is low for the segment at around 25%, while that of the OEM segment is around 75%.
- The operating margins of electrical parts manufacturers, which are lower than the industry average, have improved in recent years following a decline in material costs. The material costs have declined as players have increasingly localised their operations, thus bringing down their reliance on imports.
Major Players
- Lucas TVS, Denso, Motor Industries Co. (MICO), Delco Remy Electricals and India Nippon Electricals are the major players in the Electrical Parts segment.
- Major players in this segment have technical arrangements with global majors.
Tomorrow takes shape at Shriram Pistons and Rings Ltd. (SPR) today.
While on one hand they re-dedicate themselves to the commitment to
quality inherent in their heritage, on the other hand they continuously
navigate the turbulence and uncertainty that the future may bring. The
1
thrust into the future is multi-pronged. Efforts towards unprecedented
growth, greater profitability, innovation heightened responsibility to the
environment and the community.
Hence, in the months ahead
Their products will always be at the cutting edge.
Their performance will be doubled.
Exports will double in the next 2 years.
SETUP
The Shriram Pistons and Rings Ltd. (SPR) setup comprises of:
Head Office (HO) - New Delhi
Regional Sales Offices (RSO) - New Delhi, Bangalore, Kolkata, Jalandhar, Pune.
Company Warehouses – 15
Main Distributors – 23
Town Distributors - 500 (approx)
Co-Warehouses – 16
Authorized Dealers - 5000 (approx)
SHRIRAM PISTONS & RINGS LTD.
ADDRESSIndustrial area, Meerut road, Ghaziabad 201003,
Uttar Pradesh, India
Phone no. 91-120-2724861-64
Fax 91-120-2750057
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SHRIRAM PISTONS & RINGS LTD. HEAD OFFICE
Address23, Kasturba Gandhi Marg,
New Delhi, India- 110001
Phone no. 011- 23315941
Fax 011- 23311203
E- Mail [email protected]
ORGANIZATIONAL STRUCTURE
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MANAGING DIRECTOR & VICE – CHAIRMAN: Mr. Deepak C Shriram
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SYNOPSIS
TITLE: An overview of Job satisfaction of workmen at Shriram Pistons & Rings Ltd.
INTRODUCTION
What is Job satisfaction?
Job satisfaction is the favorableness or unfavorable ness with which employees’ view for their work. It results when there is a fit between Job requirements, wants and expectations of employees. It expresses the extent of match between the employees’ expectation of the Job and the reward that the Job provides.
Job satisfaction at Shriram Pistons & Rings Limited
Job satisfaction at Shriram Pistons & Rings Limited is positively related
to the degree to which ones personal needs are fulfilled. A more realistic
approach to job satisfaction at Shriram Pistons & Rings Limited is to look
at the individuals needs in the work situation and to examine also the
needs of the firm and the demands which it has to make of its
employees because of pressure exerted by the environment in which it
operates.
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RESEARCH METHODOLOGY
Research design
The nature of this report is Descriptive and Exploratory. During the study, both primary and secondary data has been used.
Primary Data : Questionnaire based survey
Secondary Data: Internet, journals, magazines and newspapers.
Sample
40 employees at Shriram Pistons & Rings Limited employed in Ghaziabad unit.
Tools & Techniques used
Interview method was adopted to collect the information from management and non-management employees. This was done with the help of questionnaires being given out to them for their completion.
Statistical Analyses
The analysis and interpretation of data was based on only simple percentage and average method.
Signature:
INTRODUCTION
Job satisfaction is a nebulous concept and difficult to give an acceptable
definition. Vroom has defined it as the positive orientation of an
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individual towards the work role, which he is presently occupying. This
can be easily paraphrased, as “an individual likes more aspects of his
work than he dislikes”. In other words it refers to the employee’s general
attitude toward his job.
To being with, it is appropriate to mention different approaches to job
satisfaction. Researches on job satisfaction can be divided into a
number of different schools of thought. There is what ca n the called the
psychological needs schools exemplified by psychologists like Maslow,
Herzberg, Likert and others. They see motivation as the central factor in
job satisfaction and concentrate their attention on stimuli, which lead to
job satisfaction. The needs of individuals for achievements, recognitions,
responsibility, status and advancement are the stimuli.
Second school devotes its attention to leadership as a factor in job
satisfaction. Psychologists like Blake, Monton and Fielder see the
behavior of supervisors as an important influence an employee attitude.
According to them leadership style affects job satisfaction.
A third school, represented by the Manchester Business School of
Lupton, Gowler and Legge, approach see reward as an important factor,
which influence the attitudes of employees.
A fourth school of thought sees that management ideology and values
influence job satisfaction to a great extent. Writers like Crozier and
Gouldner categories varieties of management behavior as ‘punishment
centred’ and mock bureaucracy’. Punishment centred bureaucracy is the
type of management behavior which responds to deviation from rules
and regulations. Mock bureaucracy is said to exist when an organization
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has rules and procedures but neither management nor the workers
identify it with these or accept them as legitimate. In consequence they
are generally ignored. Although a discussion of values as such does not
appear often on job satisfaction literature, it is clear that the kind of
legislation formulated by the management and employees perceptions of
the legitimacy of this must have an influence on job satisfaction.
Fifthly, there are behavioral scientists who say that the factors described
above are extrinsic to the tasks an employee is required to carry out and
therefore a less important factor in Job satisfaction then the work itself
and the way it is structured. This group concentrates on the content of
work and on the job design factors. Europe they are represented by
Cooper at Liverpool, Harbst Thorsund and Gulowsen in Norway and
Tavislock Institute of London.
Some contribution thinking on the subject, including Herzberg school
seems to suggest that it is only necessary to identify the needs of the
employee. The organization for which he works must then ensured that
these needs are met if it wishes to secure the advantages of the labour
force performing at a high level of job satisfaction.
Thus job satisfaction is positively related to the degree to which ones
personal needs are fulfilled. A more realistic approach to job satisfaction
may be to look at the individuals needs in the work situation and to
examine also the needs of the firm and the demands which it has to
make of its employees because of pressure exerted by the environment
in which it operates. This means that job satisfaction should be
1
considered with reference to what the organization requires of its
employees and what the employees seek from the firm
OBJECTIVES
To have an idea about the factors effecting Job satisfaction and
the factors relating to the Job satisfaction.
To assess the importance of effective Job satisfaction.
To discuss various methods to improve Job satisfaction.
To analyze various problems inhibiting effective Job satisfaction.
To appraise the need of Job satisfaction by conducting general
interviews and survey through statistical tools and techniques.
To analyze and comment upon the major strengths and
weaknesses of the system of Job satisfaction in
To discuss the Shriram Pistons & Rings Ltd.practices for
employees’ Job Satisfaction system.
How it is beneficial for the company.
What is the satisfaction level of employees for the job
SCOPE OF JOB SATISFACTION
IN
SHRIRAM PISTONS AND RINGS LIMITED
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It is an established fact that the job satisfaction usually leads to
quantitative and qualitative improvement in performance. Every
individual has special abilities aptitudes, inherited capacities, interest
and aspirations. Those job which provide the worker a chance to fulfill his
interest and aptitudes, give him satisfaction and pleasure.
Job satisfaction not only increases efficiency, it also provides intrinsic
motivation of work. More over, Job satisfaction is also conductive to the
all- round development of the organization because directly and
indirectly it influences attitude, morale, absenteeism, and production
level.
Balchin has remarked, “An effort should be made to give the average
worker a job which is not merely a means of earning living but which has
in all the ingredients of life itself.”
Hence, empirical research on job satisfaction in the field, with the aim to
determine the contributory factors of job satisfaction and the measures
to be taken to improve it should be conducted on a large scale.
JOB SATISFACTION ACCORDING TO JOB
CATEGORY
In any organization, jobs are arranged in a hierarchy. This system of
stratification divides people in an organization broadly into three groups:
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1. Managers
2. Supervisors or Foreman; and
3. Workers
Managers occupying the top position; supervisors, the middle; and the
workers the lowest.
Financial remuneration in an organization follows system of differential
payment for different occupational levels. Those at higher levels of the
occupational hierarchy are usually paid more than those at the middle
and lower levels.
Besides this, managerial jobs require a high degree of intelligence,
higher education and training (sometimes of a specialized nature)
initiative, drive and ability to command and co-ordinate activities of
hundreds of workers in such a manner that the targets set are achieved.
More often, a managerial job is not only paid more, but the perquisites
attached to it may actually mean that the salary has been “doubled or
even more”. It is thus the hypothesized that:
1) The higher the occupational level, the greater would be the
satisfaction of physical needs.
Not only jobs differ in terms of financial rewards in industry, but also in
terms of security, which they provide to an individual. Some jobs are
more secure, than others.
The feeling of security seems to increase as one goes up in the
organizational hierarchy.
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2) Man is a social being. He wished to satisfy many of hit social
needs both at work and outside. The chances of social need
satisfaction seem to decrease as one goes down in the
organizational hierarchy.
3) The higher the occupational level the greater will be the social
need satisfaction.
Besides the satisfaction of physical, security and social needs, one
seeks the satisfaction of ego needs, both at work and outside it. Once
again satisfaction of ego needs usually goes on decreasing with the
decline in the occupational level of the individual. A managerial job
has a higher status, than a supervisory job, and a supervisor is ranked
higher than a worker.
From the above discussion following may be pointed out:
a) The higher the occupational level the greater would be the
satisfaction of the ego needs.
b) The extent of total need satisfaction would go on decreasing with
the decline in occupational level.
It is further suggested that there is a close relationship between need
satisfaction and job satisfaction. Thus, the greater the need satisfaction,
the more positive will be the attitude of the workers towards their jobs,
and the result will be better and more production.
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TOTAL SATISFACTION AND JOB SATISFACTION
It is therefore necessary to find out the relationship between the
satisfaction of human needs and job satisfaction of human need and job
satisfaction. The “NEED THEORY” as stated by Maslow, has had a fair
degree of acceptance in the literature on human motivation. According to
this theory human behavior is caused by an individuals need patterns
and is directed towards the satisfaction of these needs. Needs when
activated, which motivated him to take such action as will lead to
reduction or elimination of the tension created.
For the purpose of the present study, four of the human needs, which
have been considered rather universal in the literature on propounded
theory, have been taken into consideration. It is generally agreed needs
by and large, for there physical and psychic satisfaction. In the present
study the basic contention has been that an individual is an organized
whole and his behavior can only be understood in its totally. He makes
constant efforts to satisfy these needs both at work and outside it. The
satisfaction or non-satisfaction of these needs, it appears lead to the
development of certain attitudes that are carried over from life of work,
and it is not possible to separate his economic self from the rest of the
personality. The classification of human needs into the above four
categories is for the purpose of discussion. In an individual these needs
appear to be inseparable.
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Dr. Menninger states as follow:
“The psychiatrist believes that the mind and the body are inseparable the
holistic concept. The former tendency to regard the mind and the body
as separate has been discarded. Now we study the physical, the
chemical, the psychological and the social factor of every individual who
comes to us for help.”
The satisfaction of these needs seem to be the end, for which various
means may be adopted by individuals. An individual, job also stratifies
many of physical, social, security and egoistic needs, or it may become a
means of satisfying these needs in and outside the work. A composite
index was used to measure the total need satisfaction of the individual.
This index was the sum total of an individual’s score on four separate
indexes of need satisfaction. These separate indexes of need
satisfaction were:
1. An index of psychical needs stratification.
2. An index of security needs satisfaction.
3. An index of social need satisfaction.
4. An index of ego needs satisfaction.
Taken together they constituted the total need satisfaction of the
individual.
The extent to which these needs can be satisfaction differ form individual
to individual. By and large, it would be logical to state that those at
higher occupational level would be able to satisfy these needs to greater
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extent than those at lower levels. It has already been discussed that
satisfaction of each of these needs to a greater extent goes on
decreasing with the decline in occupational level. Thus, it may be stated
that total need satisfaction will go on decreasing with the decline in
occupational level of the individual as well.
As stated earlier, an individual seeks the gratification of his needs.
Although for the purpose of analysis these need have been categorized
into physical, security, social and ego needs but they are not separated
into water-tight compartments and seems to be interrelated and
interdependent. Thus an individual is likely to be concerned with are
totally of satisfaction of these needs. It has already been showed that
total need satisfaction goes on decreasing with the decline in
occupational level.
Thus, it may not be illogical to suggest that, not only total need
satisfaction would go on but job satisfaction will also go on decreasing
simultaneously.
To conclude, it may be stated that the present chapter concerned with
measuring the total need satisfaction of the workers and establishing its
association with job satisfaction.
The study confirms that total need satisfaction goes on decreasing with
the decline in occupational level. It also confirms that not only total need
satisfaction goes on decreasing with the decline in occupational level,
but job satisfaction also goes on decreasing simultaneously. This is true
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even when occupational level is kept constant. In a slightly the number
of needs that are satisfied, the greater is the job satisfaction.
MOTIVATION AND JOB SATISFACTION
The prosperity, if not survival of the business organization today largely
depend on the performance of its employees. Thus, blending the
individual goals with organizational objectives for achieving their
commitment to the organization assumes vital importance. Not
withstanding improved monetary compensation, better working
conditions, job security and comprehensive conditions for employment, it
has been observed that fairly a large majority of employees are not only
unwillingly to direct their energies for the attainment of the direct their
energies for the attainment of the organizational goals but also don’t
enjoy their work assignments. Lack of involvement on their part results in
low levels of productivity and job performance. Experience over the
years has show that the provisions of such facilities does not itself create
high tempo of work or the degree of identification with the organization
which the management expects and also for job satisfaction. In this
context, job motivation has, in recent years, emerged as an important
area of concern.
The reason for motivation of personnel is the desire to secure optimum
performance from the employees. Performance (P) is a function of
individual’s ability (A), knowledge (K) and motivation (M). This can be
depicted as:
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P= M (A+K)
The mere presence of ability and knowledge cannot guarantee that the
individual will put forth his best effort. There is another factor, namely
motivation (M) that ensures the expected performance of the employees.
Motivation comprises of two factors namely (a) “incentives” (I) i.e. the
forces which motivate the employee to put forth his “best” efforts, and (b)
“Disincentives” (DI) i.e. the forces which motivation is M= 1-Di when
combined the above two presentations can be depicted as below:
P = (I-DI) (A+K)
This shows that higher (I-DI) should result in better performance of the
employees with (A+K) factors remain constant. Hence, job performance
is dependent not only on an employee’s skill and ability but also on
motivation which transforms ability to do into “will to do”.
Thus motivation is a productivity factor in industry. The word motivation
has been derived from ‘motive’ initiated activity and is an inner force with
directs behavior towards goals. Behind every activity of a human being
there is a motive.
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MOTIVATION DEFINED
Webster defines motivation as “to provide with a motive; to impel, incite”,
and motive as “that within the individual rather than without, which incites
him to action; any idea, need emotion, or organic state that prompts to
an action”. Incite is defined as “that which incites, or tends to incite, to
determination or action”. Incite is defined as “to arouse to action, spur or
urge on. Therefore to activate the employee or move him into action, it is
advisable to ascertain the motive involved. As the motive is within the
individual, it is first necessary to study his “needs, emotions etc.” After
this an investigation must be made of the factors likely to incite him (i.e.
incentive) and also, those, which have the opposite effect (i.e.
disincentive). Austin defines disincentive as “that which impedes or
tends to impede determination or action.”
According E.L.F. Brech “motivation is a general inspiration, all process
which gets the members of the team to pull their weight effectively to
give their loyalty to the group to carry out, properly to play an effective
part in the job that the groups has undertaken”.
Motivation may be defined as to how a manager works to induce his
ordinates to act in a desired manner by satisfying there needs and
desire.
Motivation can be either positive or negative. Positive motivation induces
people to work in a healthy way and to improve their performance while
negative motivation forces people to work under pressure of punishment,
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reprimand or fear of loss. The results of positive motivation are always
better and permanent in nature.
THE BENEFITS OF MOTIVATION
In brief the benefits of motivation are as follows:
1) It increases employee productivity.
2) It creates a favorable image of the company.
3) It provides means of satisfying the needs of employees.
4) It helps in boosting group morale.
5) It encourages discipline among the employees.
It is, therefore necessary for the mangers to understand their
subordinates and the factors, which make them, tick. This is possible
only if an analysis is made of the needs craving satisfaction in the minds
of their subordinates.
Motivation is mainly psychological. It refers those factors, operating
within an individual, which induces him to act or not to act in a certain
way. It may be defined as propensity, or the level of desire of an
individual to behave in a certain manner at, a certain time and in a
certain situation. Being motivated means to behave in a particular way.
Motivation in an organization is the willingness of the employee to work
for organizational goals. The more positively an employee is motivated
towards the organization, the more effective is his performance, his
motivation, to a large extent, is determined by his perception. When his
employees perceive incentive schemes differently all employees are not
equally motivated to work efficiently.
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It is also misleading to talk about motivation without specifying the goal
of motivation. For effective motivation employees’ needs should be
identified and also the extent to which these needs are important to
them, without this motivational efforts of the management are not likely
to give results.
An individual’s needs are determined by certain psychological
imbalances within him, his past experience, social expectations and the
interaction of two or more of these forces. Social motives should be
recognized for understanding human behavior. Some kind of behavior
may be caused by various social motives, or different types of behavior
may be caused by the some motives. For example, the motive for doing
overtime work may be to earn extra money for some, while for others it
may be to get relief from family tensions and worries. Similarly some
people accept extra work once to earn extra money to meet their present
needs but refuse the same second time. In the same way motives vary
in intensity also from people to people and also for same person at
different times.
AIMS OF MOTIVATION
The aims of motivation may be:
A) To develop smooth human relations in the organization.
B) To satisfy the economic, social and psychological needs of the
employees.
C) To boost morale of the employees.
D) To create a feeling of job satisfaction amongst employees as a
result of which the employees are motivated to do more work.
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E) To increase productivity and job performance.
F) To seek maximum cooperation of employees and establish
harmonious relations between labour and management.
G) To get maximum exploitation of human recourses.
H) To achieve the goals of the organization.
THEORIES OF MOTIVATION
It is relevant to understand the different theories advanced in connection
with motivation. The important theories are:
1) The Interaction Theory.
2) The Participation Theory.
3) The Pattern Concept and
4) The Achievement Expectoration Theory.
1) The Interactive Theory
In this theory, emphasis is placed on the organization as a social
system consisting of three variables namely (a) activities (b)
interactions and (c) sentiments.
Activities can be noted and described, interaction can be
measured and their results noted. As against this, sentiments are
“part of what is called individual self-interest”. According to him, if
motives are examined it would generally be noticed that they are
“neither individual nor selfish but they are the product of group life
and serve the gains of the whole group, not just the individual.
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2) The Participation Theory
Some physiological advance the participative leadership style for
securing maximum motivation. Here participation is used to
motivate person towards predetermined goals. Douglas Mc Gregor
presented two opposite sets of assumptions “X and Y” which
represent the anchor points in a scale, implicit in most approaches
to supervision and utilized to motivate people between the two
extremes, several assumptions based on the combinations of the
two extremes can be made.
Theory X is based on assumptions and beliefs which are based on the
study of many people at work, and the nature and structure of many
organizations and their style of supervision. These assumptions imply
that the supervision has a low opinion of the workers and still has
expectation from them. Such workers beliefs reduce the supervisor
efforts to increase satisfaction in work, which in turn confirms a workers
view that work is a necessary evil.
Theory Y puts forward the opposite assumptions which provide a
totally different picture of human nature. Therefore, theory Y
implies that on the job satisfaction is necessary to motivate
employees.
3) The Pattern Concept
Likert, on the basis of his studies of the pattern of management
practices of highly successful companies have invoked a pattern,
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which he believes can establish a system of maximum
effectiveness.
His findings indicate that managers and supervisor, whose pattern
of leadership yield consistently favorable attitude, more often think
of employees” as human being rather than just person to get work
done”. He emphasizes that workers should be treated as “human
being” rather than as “Cogs in a machine”.
Whilst this is commendable, he fails to appreciate that given F.W.
Taylor evinced considerable awareness of individual’s importance
and the limitation of money as a motivator.
4) The Achievement Theory
David Mc Clelland stresses the need to achieve which exists in
human beings. According to him, if a person is given a thorough
understanding of the theoretical concept relating to achievement
motivation and his own scores, such an individual would
subsequently perform more effectively in competitive achievement
situations.
Thus, there are several theories of motivation, which indicate that
the area is still not very explicit. The best approach would be to
analyze the needs of human being to develop a theory of
motivation.
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IMPLICATION OF HUMAN NEEDS
Needs can be defined as “a condition requesting supply or relief, the lack
of any thing requisite, desired or useful”. A motivation situation has two
aspect i.e. (1) subjective and (2) objectives. Subjective aspect is a need,
a drive or a desire and the objective side is the incentive or goal. If the
process of obtaining the incentive satisfies the need, the situation is
considered as motivating. Hence, it is necessary to understand the role
played by “needs” of human beings, if one desired to secure maximum
motivation.
Human needs have to be inferred from human behavior. There are
different theories but Maslow’s need hierarchy theory is most popular.
MASLOW’S NEED HIERARCHY THEORY
Mallow’s theory encompasses all human needs and classifies them into
five categories. His approach is direct, simple and practical. The five
needs clusters are Physiological needs, Safety needs, Love needs,
Esteem needs and Self Actualization needs.
1. PHYSIOLOGICAL NEEDS
Are being to life and include need for food, shelter, air and
companionship with others. They are relatively independent to each
other and in some cases can be identified with a specific location in the
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body. Theses needs are cyclic. In other words, they are satisfied for a
short period only and they reappear again for example, a person feels
hungry three times a day and drinks water several times, depending on
the weather. That is, these needs are involved in maintaining the body
fit.
2. SAFETY NEEDS
Also called Security Needs, find expression in such desires as economic
security and protection from physical dangers. These needs become
inactive once they are satisfied. An individual who is safe, feels
endangered no longer, and hence makes no attempt to ensure further
security. In an industrial environment, safety needs are of primary
importance to employees, because they are dependent on others for
safety i.e. supervisors.
3. BELONGINGNESS AND LOVE NEEDS
Man is a social animal. All individuals want to associate with others to
gain acceptance and friendship. People do not work for money alone but
also for companionship. Cohesive informal groups indicate that
employees have found an outlet for their social needs. A simple index of
the satisfaction of social needs in organized settings is the frequency
with which employees spend their free time together, and away from
work situations, e.g. games and outings. However, association with
others is also based on like-mindedness. Thus, people become friendly
only with those who are like-minded.
4. ESTEEM NEEDS
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Refer to a desire for high evaluation by others for self-respect and self-
esteem. These include those needs, which indicate self-confidence
achievement, competence, knowledge and independence, competitive-
ness and a desire for the approval of one’s performance by peers.
Efficient managers satisfy these needs to create a feeling of worth
among employees so that the employees may feel motivated to put in
their best and organizational goals may be achieved.
5. SELF ACTUALIZATION NEEDS
Refer to self-fulfillment. KURT GTOLDSTEIN and means, to become
actualized in what one is potentially good at, coined the term “self-
actualization”. A person may achieve self-actualization in being the ideal
fitter, supervisor, teacher or an eminent artist. Hence self-actualization
refers to realization of one’s own potentialities and continued self-
development i.e. “what one can be he must be” some of the important
points of the needs hierarchy theory are:
1. As the name suggests, these needs are arranged in a lowest
to highest hierocracy. Unless the lower-order needs are first,
though partially, satisfied, the satisfaction of higher order needs
will not be possible. Thus psychological needs have will not be
possible. Thus psychological have to be satisfied before we can
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think of security. Security one moves up to the social needs i.e.
belongingness and love needs. Then esteem and self-actualization
2. As suggested above, a satisfied need is no motivator of
behavior. Once a need is fully satisfied, it does not remain a
potential motivator. Only unsatisfied or partially satisfied needs
motivate behavior. Thus a hungry person when fully fed stops
looking for food till this hunger remanifests itself.
3. Since the theory assumes, that human beings are “normal”
exceptions to the general ranking of the need hierarchy will exist. A
highly motivated artist may forgo his need for food and shelter to
complete a painting, which might satisfy his ego or self-
actualization needs.
4. A behavior may be motivated by several needs at a given
time, though one of the five needs will predominate in causing this
behavior. One needs my lead different kinds of behavior in
different situations. Deprivation of a need may lead to aggression,
assertion, compliance, shrewdness, etc. hence it may be difficult to
segregate needs from behavior.
5. Finally Maslow points out that though satisfaction of higher
order needs can be postponed, their satisfaction leads to greater
biological efficiency. Organizations should motivate their
employees to attain these higher needs. This is in consonance
with the human desire to get closer to higher order needs.
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Although Maslow first propounded his theory in 1943, researchers have
attempted only recently to determine its relevance as a model for
studying work motivation. In the west, the major work had been done by
porter using a 15-item questionnaire to measure the relative satisfaction
of the first sets of needs pointed out by Maslow. The items were checked
on three seven points scales referring to importance to respondent.
Need – fulfillment was defined as the difference between expected and
existing needs. The higher the difference, the lower was the need
fulfillment. Porter’s conclusions were:
1. Vertical location of management position is in important variable in
determining the extent to which psychological needs are fulfilled.
2. Esteem, security and auto my needs were significantly more
satisfaction in middle then in bottom management.
3. Higher-order needs were relatively least satisfied in both bottom
and middle management.
4. Self-actualization and security were perceived as being important
areas of need satisfaction.
Saiyadain recently carried out a study of Indian samples. He collected
data from randomly selected samples of four adjacent levels from the
same organization and administered Porter’s questionnaire and a job
satisfaction questionnaire to them. The result showed increased
satisfaction with higher levels, particularly for the esteem, autonomy
satisfaction of belongingness needs was higher than at higher levels.
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HERZBERG ET AL’S MOTIVATION HYGIENE THEORY
This theory suggests a non-linear relationship between man’s
performance and environment. It tests the concept that man has two
sets of needs the need to avoid pain and the needs to grow
psychologically. It proposes that job satisfaction and job dissatisfaction
are two independent and distinct experiences, and that one is not the
adverse of the other. The theory implies that both the outer needs.
The analysis revealed that when positive feelings were described as
achievement recognition, responsibility work achievement, and growth
predominated. Herzberg called them motivators and noticed that they
when negative feelings content factors, supervision, company policy and
administration, working conditions, relationship with superiors, peers and
subordinates, status, job security and personal life dominates, the
narration. These were called Hygiene factors and were found to be job
context variables. Thus the results suggested that hygiene variables lead
to job dissatisfaction because of the need to avoid unpleasantness.
Motivations lead to job satisfaction because of the need for growth and
self-actualization.
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Traditional View
Satisfaction Dissatisfaction
Satisfaction No Satisfaction
Satisfaction Dis Satisfaction
Herzberg’s View
(Motivation
Contrasting Views of Satisfaction –Dissatisfaction
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(a) Employee Needs
(b) Employees
Outcome
Expectations
(c) Employees Self-
efficacy
(a) Job Behaviour(e) Employees
Experience of
(f) Feedback
THE BASIC MOTIVATION CYCLE
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LEADERSHIP STYLES AND JOB SATISFACTION
Job satisfaction and consequent productivity is also a function of
leadership styles. Leadership styles have their effect on motivation,
which in turn influences the performance of the subordinates. It is
therefore an important function of manpower management, to ensure
that an adequate leadership style is adopted, so that the subordinates
are motivated to give their best to the organization and organizational
goals are achieved.
LEADERSHIP DEFINED
The relation between a superior and subordinate “triggers a person’s
will-to-do and transforms lukewarm desires for achievement into burning
passions for successful achievements”. (George R. Terry Principles of
Management). This is in essence the result of good leadership.
According to David C. Mc Clelland, “a strong drive for achievement is an
important attribute for motivation and the quality which characterize
outstanding leaders”. Taunenbaum defined leadership as “the
interpersonal influence, exercised in situations and directed, through the
communication process, towards the attainment of goals”. According to
Terry “the relationship in which one person, or the leader, influences
others to work together willfully on related tasks to attain that to which
the leader desirers”.
Thus leadership is a process of purposive behavior. It must be realized
that in management the term leadership does not refer to excelling. It is
concurred with guiding others or the activities of followers towards
predetermined objectives or goals. Therefore, the leaders’ act must be
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goal oriented. He must use his influence to achieve some desired goals
or goals through his followers.
LEADERSHIP STYLES AND ASSUMPTIONS
The leadership style is a result of leaders own philosophy personally,
experience and value system. It also depends upon the types of his
followers and the organizational atmosphere or climate prevailing in the
company.
POSITIVE V. NEGATIVE LEADERSHIP
Leadership styles can be positive or negative, depending on the leader’s
approach influencing these subordinates. Where the leader uses fear
and force in directing his subordinates towards the organizational goals,
the approach I described as negative. Such a leader relies heavily on
control and uses his authority to fine, reprimand, discharge or to ridicule
his subordinates. The result is that subordinates are not motivated. They
continuously remain tension and only that much which saves them from
punishment. There is no job satisfaction for them and they leave
whenever they get a better place to work.
On the other hand the positive approach is based upon praise, reward
and incentives. The relation between the leader and subordinates is
friendly. This approach induces subordinates to work for the
achievements of goals prescribed by their leader. This approach
requires analysis of human needs for maximum motivation. It requires a
study of a individual to find out his needs and wants and then provide a
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work situation which enables the followers to satisfy such needs whilst
simultaneously working toward the accomplishment of organizational
goals. It is based on the need to integrate needs and goals those of the
organization with those of the employees. This approach leads to job
satisfaction and increased productivity.
For convenience of discussion leadership style can be classified as (a)
Autocratic or Authoritarian (b) paternalistic (c) Laissez Faire or free-rein
(d) job oriented as against employee centered supervision and (e)
Democratic and participative. In practice, a leader adopts a combination
of style, as these classifications are arbitrary.
At attempt has, therefore, been made to measure the extent of physical,
security, social and ego need satisfaction (as well as the total need
satisfaction of the individuals) both at work and outside it.
MOTIVATION AND INCENTIVES-
FINANCIAL
In the previous chapter it has been made clear that the role of motivation
in job satisfaction and performance of workers is significant. Motivation
can be positive or negative. A positively motivated employee is sincere
and devoted to his job. He remains achieved. Incentives motivate
workers to a great extent. It is therefore Shriram Pistons & Rings Ltd.
use both incentives financial & non financial in cash. Invectives for job
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satisfaction can be financial or non financial. Present chapter is devoted
to the role played by financial incentives in job performance.
In the light of the need hierarchy concept, in case of persons operation
at the lower level, where physiological needs are not yet fully satisfied,
money can be very powerful motivator of human conduct. However, as
one rises higher in the management hierarchy, money may still be
important in view of rising prices and inflation in the country, but its
importance diminishes and other non-financial incentives became more
powerful.
There is no escaping the fact that it is necessary to have and adequate
compensation programme, which will attract and retain key people of
superior caliber in the organization. Such a program would also stimulate
such person to improve their performance.
COMPENSATION PROGRAMME
IN
SHRIRAM PISTONS AND RINGS LIMITED
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An effective compensation programme would have a base pay an
incentive element such as commission on sale achieved, besides fringe
benefits. The basic pay must be equitable when compared with salaries
prevailing outside and within the organization for similar jobs. The
importance of base pay lies in that it determines many other payments
such as the bonus payable and certain fringe benefits. The base pay
represents the long term value of the position, whilst bonus and
commission type benefits are the short term values. The incentive
aspect of pay can be used to secure the desired conduct from the
employees.
For example, to sales man, different rates of commissions can be given
on different types of products. A higher rate should be given for selling a
product, which is more difficult to sell, but which provides the company
with a higher margin of profits. Thus an adequate compensation
structure can be devised to motivate the employees in the desired
direction by integrating the employee’s goal with those of the company.
Fringe benefits like provident fund, free medical facility, leave travel
concession, leave encashment, gratuity etc. do not generally motivate
employees. This is because, after some time, these are taken, as
granted and employees begin to consider these as a part of their
salary. Also these have no relationship with their job performance and
productivity. All the most fringe benefits can generate loyalty of the
employee’s towards the organization.
REWARD SYSTEMS
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The idea of rewards is deeply rooted in every culture and society.
Organizations incur huge amounts in financing the reward system. Often
more than 50 percent of the total operating cost. In many service
industries and public sector organization, reward costs can go as high as
80 percent. The investment of such enormous resources makes sense
only when reward systems are designed and managed to specifically
support the organization’s mission and strategies. For all practical
purpose, this macro level perspective means that the reward system
should enable the organization to achieve the following objectives.
1. To attach individuals with the knowledge, ability and talents
demanded by specific organization task.
2. To retain valued and productive employees in the organization.
3. To promote specific job behaviors conducive to higher level and
job promoting.
4. To promote attitude conducive to loyalty and commitment to the
organization, higher job involvement, and job satisfaction.
5. To stimulate employee growth that enables the employees to
accept more challenging jobs.
6. To comply with the requirements that may be imposed by the
laws of the land (Kanungo and Mendonca. 1992 pp 11-121.)
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MOTIVATION AND INCENTIVES-NON
FINANCIAL
Money is an important motivator of human behavior, but in terms of the
need hierarchy it satisfies only ‘physiological’ need of the human being.
This brings into focus the importance of non-financial incentives or
psychic wages, aimed at satisfying the other needs in the hierarchy i.e.
safety needs, belongingness and love needs, esteem needs and self
actualization needs. The psychological need for “safety and security” can
be satisfied by the psychological climate or environment of the
workplace. Some organizations are noted for their policies of hiring and
firing at will, whereas in other organizations even an inefficient employee
may retire at the age of superannuating. In the former worker’s need o
security and safety is not satisfied while in the later there is no motivation
for work, though the job of the employee is safe and secure. What is
needed is that a balance should be struck so that sufficient sense of
security is created without encouraging complacency. The need for
“belongingness and love” in the work situation can be met by providing
appropriate interactions. In this connection “workers participation in
management” scheme can play in important role.
As one moves up the employees’ hierarchy or the management
hierarchy, the need higher up in the Maslow’s need hierarchy come into
operation. For example, a high level executive has his “esteem” needs
which can often be satisfied by giving him an air-conditioned cabin,
motor car and other benefits of this nature which increases his prestige
and satisfies his ego.
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The employee must be made to feel that he has achieved something
through his contribution; such a feeling of achievement can motivate
him, for extra efforts. However, achievement should be followed by
recognition also. Human beings want others to know of their
accomplishments. Therefore, the person who has achieved something
should be praised in public and given recognition for good work.
The needs for self-actualization in present in almost every human being
and should be stimulated by providing him opportunities for growth and
promotion. The only limitation would be that his activities must be
directed towards the achievement of appropriate organizational goals.
Some of the non-financial incentives, in brief are as follows:
1. Providing responsibility through job enlargement.
2. Providing involvement or participation.
3. Creating a sense of achievement.
4. Providing recognition for accomplishment.
5. Offering inducement of promotion and growth as a result of
effective performance.
1) PROMOTION POLICY AS MOTIVATION
Adequate policy regarding promotion generate job satisfaction and
motivate employees for better work. Promotion refers to
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assignment to an employee of a position of grater responsibility
and increased authority. It normally involves ascending in the
management hierarchy and increase in pay and status of the
employee. It can be used to satisfy the employees’ needs for self-
actualization and thereby to motivate him. In addition, promotion
using employee’s skill for more production. Promotion is also a
source for recruitment for higher appointments and also provides a
motivational environment. It also offers careers to efficient
employees within the organization.
Promotion policy should be open and know to each employee.
When employees know that every one of them can rise higher,
provided they work efficiently and give better results, they will be
motivated for better and more work.
2) QUALITY CIRCLES
The concept of quality circle (QC) is the outcome of the Japanese
concern for satisfaction quality control. QC is primarily based on
the recognition of the value of employees as human beings. Hence
managers have to treat them with dignity and train them to accept
responsibility and contribution to their job. Thus motivated, they
would be capable of making their valuable suggestions through the
use of their initiative, suggestions through the use of their initiative,
experience and intelligence without just putting in physical efforts.
QC is defined as a small group of 5-10 workers voluntarily
performing quality control activities within the workshop to each
they belong. QC is a voluntary group effort. This group which
consists of a
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cross-section of employees then a cost finds way and means to
improve quality of their product.
3) WORK REDESIGN
Work redesign is basically the change in the nature of the job of
the employees as a motivational technique. The managers have a
number of alternatives to bring about change. However, by the
large, job rotation enlargement are extensively used. Job rotation
is a systematic movement of people from one job to another. It
provides them the broad-based understanding of various functional
activities of the organization and helps them develop the
perspective to relate their own job. It however entails some prior
training before the person is rotated. Job rotation has been found
to be a good motivational device but can become expensive if it
needs the dislocation of employees and meeting the costs of this
dislocation. Job enlargement, on the other hand, would necessitate
giving more tasks to be performed by employee on a given day. It
is the horizontal extension of the job more of same things.
However, such an exercise entails the complete redefining the job
of the employees and would often require extra payment to the
change in the job description.
4) FLEXIBLE WORK HOURS
Organization frequently use modified work schedules to increase
employee motivation. The flexible work hours can take many
forms. It can mean a change in traditional 8-5, Monday through
Friday, work schedule (flex time). It can also mean doing work at
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home. Many variations are available. One alternate is the
compressed work week. Instead of working 8 hours/days, one can
work for 10 hours/day for 4days. Another popular method is the
flexible work schedule. Hence, all the employees are required to
work for certain core hours, the rest of the hours can be flexible, as
long as eight hours of work/day has been done. Thus, the
employees can come one hour late and can stay one hour after
work. Yet another system is working at home. Giving, the easy
availability of computer technology and networking, employees
stay home and still do a full day’s work. This is particularly more
suitable for working mothers.
5) DEMOCRATIZATION OF WORK
If worker have to be provided sense of participation, importance,
pride, freedom and self self-expression, it is necessary that they
are involved in the decision making process, particularly those
decisions that affect them the most. Democratization entitles
sharing in an appropriate way, the decision-making powers with
the lower levels in the organization, so as to generate a feeling of
involvement with the job and the organization. It is also called
participative management or codetermination. Many organizations
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that have experienced this idea have found that it leads to high
satisfaction and productivity, provided that there is trust between
the participation levels, liberal sharing of information and a positive
top management attitude.
6) SCIENTIFIC MANAGEMENT APPROACH
In the 1900s, Frederick Winslow Taylor proposed scientific
management principles designed to maximize production
efficiency. He sought to replace the seat-of-the-plants approach
determining each element of a worker’s job with a scientific
approach. The centerpiece management was the elimination of
time and motion waste. This was done by carefully studying
jobs to determine the most efficient way in which they could be
completed. Jobs were partitioned into small and simple segments,
and the workers were given specific instructions on how each
segment was to be done.
The results of Taylor’s efforts in economic terms were nothing
short of spectacular. He was consistently able to achieve
productivity improvements in the range of 200 percent or more.
Many workers, however, did not like the jobs designed according
to the dictates of scientific management. They found the repetitive
work depersonalized, boring and unchallenging. Because their job
often represented small “cogs” in a big “wheel” employees
increasingly complained that their work was meaningless. To offset
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the boredom of their highly repetitive jobs, workers would do things
that were not always in the best interest of the organization. They
came to work late, they took three or four days weekends, and
they quit to find more interesting work.
Probably one of the most publicized reactions to overspecialized
jobs was the action by automobile assembly-line workers in the
early 1970s at the Lords town, Ohio, Chevrolet plant. Workers
were found to be welding empty soda pop bottles inside doors,
purposely gauging the paint on cars as they went by, and
engaging in other dysfunctional behaviors.
The Lords town workers, it was said, were frustrated and looking
for ways to overcome the dull, repetitive and unchallenging tasks
they were assigned. Welding a bottle inside a door or putting a
deep scratch into car’s paint without getting caught provided a
diversionary outlet.
The Lords town events occurred in the early 1970s, but the
recognition that a good thing work simplification could be carried
too far began to get attention in the late 1940s and early 1950s. As
a result of insights from psychologists, sociologists, and other
social scientists, attention began to shift to the human needs of
people. The job themselves had been engineered to be efficiently
performed by the robot like workers. But people are not robots.
They have needs and feelings. No matter how well engineered a
job is, if the design fails to consider the human element, the
economics of specialization.
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It should be more than offset by the diseconomies of employee
dissatisfaction. And on many jobs, this is exactly what was
happing. So attention becomes increasingly focused on job
approaches that would make work less routine interesting and
more meaningful.
Problem
Solutions
Reviewed
Problem
Problem
Problem
Problem Management
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RESEARCH METHODOLOGY
The present study on job satisfaction is an outcome of the various
methods and procedures followed while collecting and analyzing
the data. The following is a brief discussion on such issues:
Reference period : The present study covers the job
satisfaction techniques followed during the year 2005 in
Shriram Pistons & Rings Ltd. This implies that the
employee’s performance for the 2004-05 has been
considered for review.
Selection of location : The present study was conducting in
Shriram Pistons & Rings Ltd. This was done with a view to
gain an insight in to the satisfaction techniques being
followed in the service industry.
Problem
Problem
Circle Team Members
Management an Circle Team Member
HOW A TYPICAL QUALITY CIRCLE OPERATES
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Sampling procedure & design : The total strength of Shriram
Pistons & Rings Ltd. is 1800 employees. This includes
manager, including General Manager. Only those employees
were considered for the purpose of study that had completed
one year of service as on 31-3-2005. The Shriram Pistons &
Rings Ltd. count of such employee was only 1300. I have
selected Random selection techniques for the sample size of
40.This was
done for both the management and non-management
employees of the organization. Help was taken from the
Personal Executive and Manager.
Tools and techniques used : Interview method was adopted
to collect the information from management and non-
management employees. This was done with the help of
questionnaires being given out to them for their completion.
Collection of data : Data for the competition of this study was
collected both from primary and secondary sources. Primary
data was collected from the respondent through
questionnaire based survey while the internet, magazines,
books and journals were used for the collection of secondary
data.
Analysis of data : The data was collected with help of
schedules that was later fed into the master tabulation
sheets. The data then was subjected to specific classification
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and was further tabulated for the purpose and interpretation.
The analysis and interpretation of data was based on only
simple percentage and average method.
Figure 1
Figure 2
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Figure 3
Figure 4
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Figure 5
Figure 6
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Figure 7
Figure 8
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Figure 9
Figure 10
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Figure 11
Figure 12
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Figure 13
Figure 14
1
Figure 15
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RESULTS
1. The finding of the study reveals that the occupational level of the
individual is significantly associated with need satisfaction. The
higher the occupational status the greater is the need satisfaction.
2. There is a high and positive correlation between the total need
satisfaction of the individual and the satisfaction he derives from
his job. Satisfaction from job has impact on his productivity.
3. An important finding is that job satisfaction varies with the level of
jobs one holds. The higher the occupational level, the grater is the
job satisfaction.
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INTERPRETATION
These results or survey that 80% employees are satisfied with their job
but 15% of the sample had negative attitude or job dissatisfaction. This
early finding is quite similar to the performance of evidence that has
since been reported.
These figures are quite different from the “commonsense” view in which
workers are considered as robots doom to dissatisfaction in their work
because the working hour of the organization is not very good. So the
employees are dissatisfaction.
The view that is clearly taken is that the majority of the gain fully
employed tend to have job satisfaction are at best natural. Only a small
percentage of job satisfaction is there. This survey indicated that is
considerably more job satisfaction than dissatisfaction then the entire
person who are gainfully employed is included in the survey.
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CONCLUSION
The present study is concerned mainly with the role of satisfaction which
an individual drives from job in increasing his productivity. The question
as to why man work is considered rather irrelevant as man has been
working in every society through out the ages. Whatever may be the
reason for working, men have continued to work. The urge to work
seems, to be deep rooted in most men, and work is viewed much more,
than a means of seeking economic gratifications.
In can be said that work forms an essential part of human activity. Work
occupies so much of man’s life span, that the satisfaction or
dissatisfaction from it can affect the individual considerably in all walks of
life. Besides this, a man’s job satisfied so many of his needs, which it
becomes extremely important to enquire about the factors that are
associated with satisfaction or dissatisfaction with the job. The impact of
work on men cannot be denied. It operates as a great stabilizing,
integrating and ego satisfying, central influence in the pattern of each
person life. If a job fails to satisfy these needs of an individual, it is
problematic whether man can find adequate substitutes to provide a
sense of significance and achievement, purpose and justification for his
life.
The role that work plays in the life of many may easily be seen when one
is unemployed. Not merely because it means loss of money, but
also because of loss of status in the society and he finds it difficult to
save his face.
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As an individual’s work means so much to him and since its impact on
the individual is considerable, social scientists, the world over started
focusing their attention on the problem of satisfaction or dissatisfaction
with work.
Different workers in the field have dealt with the problem of satisfaction
or dissatisfaction with work in different manner. The earliest researches
on job satisfaction were primarily production oriented rather than
employee oriented. The idea was to isolate those factors on the job,
which were generally considered desirable by the employees. This
approach to the study of work and the accompanying satisfaction or
dissatisfaction with it was termed as the incentive approach with it
literature on vocational motivation.
The incentive approach was considered insufficient to explain the
phenomenon of job satisfaction.
Similarly, the human relations approach to the study of job satisfaction
was also considered inadequate to explain the phenomenon.
The two-factor theory, proposed by Herzberg to explain the phenomenon
of job satisfaction has received considerable attention
in the literature on vocational motivation recently. His motivation and
maintenance factors approach to the study of job satisfaction is a novel
one. However, research findings explanation of job satisfaction rather
than confirm it.
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Certain psychologists proposed a rather useful approach to the study of
job satisfaction. They advocated that there is very little difference
between general adjustment and occupational adjustment. Some
thinkers suggest employee cantered approach to job satisfaction. The
argument is that it created a feeling of confidence among the employees
and motivates them to do their best for the organization.
In view of such contradictory evidence, it was decided to utilize a
comprehensive approach to explain the phenomenon of job satisfaction;
the present study has utilized the concept of human needs as the basic
analytical tool. The theory of human needs states that man has several
needs to satisfy.
Some of these needs have been called primary and others as secondary
needs. It states that whenever any of these (or all of these) needs are
activated, they create a sort of dissonance in the individual, who is thus
motivated to task such action as may be necessary to reduce this
tension.
Analyzing the job situation in the context of the need theory, it is
apparent that when an individual comes to work, he brings with him
certain needs. He is constantly seeking the gratification of his needs
on the job situation. He expects to satisfy these needs on the jobs and in
return work to achieve organizational goals. In this process of seeking
adjustment with the various physical, social and psychological aspects of
the work environment, if the individual feels he is able to satisfy those
needs which are of significant importance to him, he is likely to be
positively oriented towards his job.
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The phenomenon of satisfaction with work, however, can only be
understood in its totally. An individual in an organized whole and his
behavior has to be understood in its totality. Not only does he seek
satisfaction of his needs on the job, but outside it as well. It is necessary
to satisfy his needs, both, at work situation and outside it. The
satisfaction or dissatisfaction of these needs leads to the development of
certain attitudes of life and work.
Socio-Cultural and
Environmental
Variables
Employee
Motivation to
Perform
Employee
Performance
Behavior
Productivity or
performance outcome
for Organization
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FRAMEWORK OF JOB SATISFACTION
ASSUMPTIONS AND LIMITATIONS
UNDERTAKEN STUDY
ASSUMPTIONS
Organization Support System
Employee
Motivation To
Perform
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Due to lack of sufficient knowledge, I had to make a number of
assumptions for the sake of a useful & reasonably accurate project in the
field of Job satisfaction. While I believe that al such assumption were
justice and have put in all possible efforts to reduce assumptions to a
minimum by procuring the facts all techniques from wherever they were
available some assumptions and limitations remain to keep every thing
honest. I would like to list them here:
The permanent employees have been considering for this study.
Only the employees who have completed their one-year completed
year of service have been considered for this study.
LIMITATONS
In few cases, the respondent had refused to give the information.
Confidentiality of certain information at the unit level also major
limitation of this study.
Contacting managers of the organization was time consuming
exercise
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The study covers only the permanent employees of the
organization who have completed their on e year service hence
the study is just based on a limited number of people.
Since the Shriram Pistons & Rings Ltd. was newly established
hence the permanently count of employees was too less and thus
the sample size of was also small.
SUGGESATIONS
AND
RECOMMENDATIONS
The following recommendations and suggestions are made on the
bases of study conducted in Shriram Pistons & Rings Ltd.
Ghaziabad:
The study shows that the employees want feedback as to how
they are doing. The job satisfaction system hence should be
capable enough to give them that feedback.
General interviews and survey should not be conducted without
knowing what is it needed
Measures of job satisfaction should always be conducted on the
bases of sufficient and relevant in formations.
The employees should always be aware of the standard and the
job content expected out of them.
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Job satisfaction tools should be selected carefully after taking in
to consideration the requirement of the study.
The manager should try silence, use open ended questions to
understand the feelings of the sub ordinates.
Financial reward and promotional opportunities should be
provided.
Ethics for working conditions and working hours should be
practical.
To avoid boredom and motivate to workers cultural programs
and vocational tours should be organized.
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BIBLIOGRAPHY
1.- Calhoon Harper Richard P, Managing Personnel ,New York.
2.Bhatia S.K. , Principles and Techniques of personnel Management
New Delhi, Deep & Deep Publication,
3.Shahdra Naveen, Personnel Management and Industries Relations
in India – Delhi, R.S. Daver Vikas Publishing House .
4.Flippo Edwai B, Principles of Personnel Management, Mc Graw Hill
Bogalusa Ltd.
5.Argyris, Chris (1964),Integrating the individual in the organization,
New York: John Wiley,.
6.Bernard, Chester I (1956,)Functions of the Executive, Cambridge
and Mass: Harvard University Press,.
7.Brown, J.A.C.(1962), Social psychology of Industry, Hamondsworth,
and Middleses: Penguin Books, Inc.,.
8.Brown, J.S. (1961), the Motivation of Behaviour, New York: Mc
Graw Hill,.
9.Carnarius, Stanely, E. (1962), Motivating Managers, Opinion
Research Corporation.
10. Chakraborty, Paul, (1965) “Job Satisfaction”, Industrial
Relations,. (May-June), 17, No. 3, PP. 131-135.
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QUESTIONNAIRE
Q.No Question Options Dimensions
Tick
1. Worker’s satisfaction in monetary
level
Highly Satisfied
Satisfied
Below Satisfied
Can not say
2. Social Security Very Satisfied
Average
Not Satisfied
3. Working Condition Highly Satisfied
Average
Not Satisfied
4. Selection Process Satisfied
Not Satisfied
Cannot Say
5. Motivation Level in Employee Monitory
Non-Monitory
Reward
Cannot say
6. Attitude & Behaviors of
Management
Very Good
Good
Average
Cannot say
7. Medical help provide to the
Employee
Highly Satisfied
Satisfied
No Satisfied
Cannot say
8. Training facility
Highly Satisfied
Satisfied
No Satisfied
Cannot say
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9. Recruit policy of the Company to
Employee
Very True
True
Average
Not Satisfied
10. Different Cultural Activities in the
Organizations taken by
management through employees
satisfactory level
Very True
True
Average
Cannot say
11. Loan/Advance given by
Management in case of need
Very True
True
Average
Cannot say
12. Role of Company in Social
Welfare activities
Very True
True
Average
Cannot say
13. Facility given by company for the
education of their Children
Highly Satisfied
Satisfied
No Satisfied
Cannot say
14. Safety measurement taken by the
Company for employees
Highly Satisfied
Satisfied
No Satisfied
Cannot say
15. Employees satisfy from their job Highly Satisfied
Satisfied
No Satisfied
Cannot say
(NAME OF THE WORKER)
Designation:
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