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DECLARATION
I, the under signed AV NASH T WAR hereby declare
that the Project Work entitled “ JOB ANALYSIS FOR BIRLA
ERICSSON OPTICAL LIMITED” undertaken during the Period
For !eeks is the result o" #y $!n e""orts and the
sa#e has not been %re&iously sub#itted to any
'(a#ination o" the AWA)H'SH PRATAP S N*H
V SHWAV )+AA+A, R'WA -./P/0 or any other
1ni&ersity/
Avinash Tiwari
MBA(IR & PM)
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for my Summer Internship Program. I would also like to thank Mr.
Naringh M&rti, !Perona* and Adminitration Manager#, Mr. I.M.
Shei)h !D-M#, Mr. R.. La)hera !Peronne* Offi+er#, Mr. /ina'
Nigam !At. Peronne* Manager# and Mr. am*eh(ar Pd. D(i0edi
!Comp&ter " Data Operator# of ir*a Eri+on Opti+a* Ltd. At Re(a
!M.P.# for giving me an opport&nit' to (or) &nder hi g&idan+e .M'
e1tended than) to Dr. A.. Shri0ata0a ,HOD,Deptt of IR " PM for
his guidance during the course of my project for his suggestions which has
lead to a successful completion of my Summer Internship Program. Last but
not the least I would also like to acknowledge contributions of various
official websites and books named in the references for helping me with the
data collection and analysis which have provided me with the relevant
information for me to successfully complete my Project Report.
Avinash Tiwari
MBA(IR & PM)
TALE OF CONTENT
Sr. No. Content Page No.2 E3EC$TI/E S$MMAR4
5 INTROD$CTION OF HRM
6 7O ANAL4SIS
8 O7ECTI/ES OF ST$D4
9 RESEARCH METHODOLO-4
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: COMPAN4 PROFILE
; SCOPE OF 7O ANAL4SIS
< DATA ANAL4SIS AND
INTERPRETATION
= S$--ESTION AND
RECOMMENDATION
2> LIMITATION OF ST$D4
22 ILIO-RAPH425 ANNE3$RES
E3EC$TI/E S$MMAR4
ob !"!L#SIS in regards to one$s feeling or state of mind regarding nature of their
work. ob can be influenced by variety of factors like %uality of one$s relationship with
their supervisor& %uality of physical environment in which they work& degree of
fulfillment in their work& etc.
Positive attitude towards job are e%uivalent to job !"!L#SIS where as negative attitude
towards job has been defined variously from time to time. In short job !"!L#SIS is a
person$s attitude towards job.
ob !"!L#SIS is an attitude which results from balancing ' summation of many
specific likes and dislikes experienced in connection with the job( their evaluation may
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rest largely upon one$s success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.
!ccording to pestonejee& ob !"!L#SIS can be taken as a summation of employee$s
feelings in four important areas. )hese are*
+. ob(nature of work ,dull& dangerous& interesting-& hours of work& fellow workers&
opportunities on the job for promotion and advancement ,prospects-& overtime
regulations& interest in work& physical environment& and machines and tools.
. /anagement( supervisory treatment& participation& rewards and punishments&
praises and blames& leaves policy and favoritism.
0. Social relations( friends and associates& neighbors& attitudes towards people in
community& participation in social activity socialibility and caste barrier.
1. Personal adjustment(health and emotionality.
ob !"!L#SIS is an important indicator of how employees feel about their job and a predictor of work behavior such as organi2ational citi2enship& !bsenteeism& )urnover.
ob !"!L#SIS benefits the organi2ation includes reduction in complaints and
grievances& absenteeism& turnover& and termination3 as well as improved punctuality and
worker morale. ob !"!L#SIS is also linked with a healthier work force and has been
found to be a good indicator of longevity.
ob !"!L#SIS is not synonyms with organi2ational morale& which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
/orale is the by(product of the group& while job !"!L#SIS is more an individual state
of mind.
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INTROD$CTION TO H$MAN RESO$RCE
MANA-EMENT
Definition 45dwin 6lippo defies 7R/ as 8planning& organi2ing& directing& controlling of
procurement& development& compensation& integration & maintenance and separation of
human resources to the end that individual& organi2ational and social objectives are
achieved.9
Feat&re of HRM or +hara+teriti+ or nat&re
+. 7R/ involves management functions like planning& organi2ing&
directing and controlling
. It involves procurement& development& maintenance of human resource
0. It helps to achieve individual& organi2ational and social objectives
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1. 7R/ is a mighty disciplinary subject. It includes the study of
management psychology communication& economics and sociology.
:. It involves team spirit and team work.
E0o*&tion of HRM
)he evolution of 7R/ can be traced back to ;autilya !rtha Shastra where
he recommends that government must take active interest in public and private enterprise. 7e says that government must provide a proper procedure
for regulating employee and employee relation
In the medieval times there were examples of kings like !llaudin
;hilji who regulated the market and charged fixed prices and provided fixed
salaries to their people. )his was done to fight inflation and provide a decent
standard of living
<uring the pre independence period of +=> the trade union emerged. /any
authors who have given the history of 7R/ say that 7R/ started because of
trade union and the 6irst ?orld ?ar.
)he Royal commission in +=0+ recommended the appointment of a labour
welfare officer to look into the grievances of workers. )he factory act of
+=1 made it compulsory to appoint a labour welfare officer if the factory
had :>> or more than :>> workers.
)he international institute of personnel management and national
institute of labour management were set up to look into problems faced by
workers to provide solutions to them. )he Second ?orld ?ar created
awareness regarding workers rights and +=1>$s to +=@>$s saw the
introduction of new technology to help workers.)he +=@>$s extended the scope of human resource beyond welfare.
"ow it was a combination of welfare& industrial relation& administration
together it was called personnel management.
?ith the second : year plan& heavy industries started and professional
management became important. In the A>$s the focus was on efficiency of
labour wile in the B>$s the focus was on new technology& making it necessary
for new rules and regulations. In the =>$s the emphasis was on human values
and development of people and with liberali2ation and changing type of
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working people became more and more important there by leading to 7R/
which is an advancement of personnel management.
S+ope of HRM?f&n+tion of HRM
)he scope of 7R/ refers to all the activities that come under the banner of 7R/.
)hese activities are as follows
2. H&man reo&r+e p*anning @
7uman resource planning or 7RP refers to a process by which
the company to identify the number of jobs vacant& whether the
company has excess staff or shortage of staff and to deal with this
excess or shortage.
5. 7oB ana*'i deign @
!nother important area of 7R/ is job analysis. ob analysis
gives a detailed explanation about each and every job in the company.
Cased on this job analysis the company prepares advertisements.
6. Re+r&itment and e*e+tion @
Cased on information collected from job analysis the company
prepares advertisements and publishes them in the news papers. )hisis recruitment. ! number of applications are received after the
advertisement is published& interviews are conducted and the right
employee is selected thus recruitment and selection are yet another
important area of 7R/.
8. Orientation and ind&+tion @
Dnce the employees have been selected an induction or
orientation program is conducted. )his is another important area of
7R/. )he employees are informed about the background of the
company& explain about the organi2ational culture and values andwork ethics and introduce to the other employees.
9. Training and de0e*opment @
5very employee goes under training program which helps him
to put up a better performance on the job. )raining program is also
conducted for existing staff that have a lot of experience. )his is called
refresher training. )raining and development is one area were the
company spends a huge amount.
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:. Performan+e appraia* @
Dnce the employee has put in around + year of service&
performance appraisal is conducted that is the 7R department checks
the performance of the employee. Cased on these appraisal future
promotions& incentives& increments in salary are decided.
;. Compenation p*anning and rem&neration @
)here are various rules regarding compensation and other benefits. It is the job of the 7R department to look into remuneration
and compensation planning.
<. Moti0ation, (e*fare, hea*th and afet' @
/otivation becomes important to sustain the number of
employees in the company. It is the job of the 7R department to look
into the different methods of motivation. !part from this certain health
and safety regulations have to be followed for the benefits of the
employees. )his is also handled by the 7R department.
Cha**enge Before the HR manager?Before modern peronne*
management
Personnel management which is know as human resource management has
adapted itself to the changing work environment& however these changes are
still taking place and will continue in the future therefore the challenges
before the 7R manager are
2. Retention of the emp*o'ee @
Dne of the most important challenge the 7R manager faces is
retention of labour force. /any companies have a very high rate of
labour turnover therefore 7R manager are re%uired to take some actionto reduce the turnover
5. M&*ti+&*t&ra* (or) for+e @
?ith the number of multi cultural companies are increasing
operations in different nations. )he work force consists of people from
different cultures. <ealing with each of the needs which are different
the challenge before the 7R manager is integration of multicultural
labour work force.
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6. %omen in the (or) for+e @
)he number of women who have joined the work force has
drastically increased over a few years. ?omen employees face totally
different problems. )hey also have responsibility towards the family.
)he organi2ation needs to consider this aspect also. )he challenge
before the 7R manager lies in creating gender sensitivity and in
providing a good working environment to the women employees.
8. Handi+apped emp*o'ee @)his section of the population normally faces a lot of problems
on the job& very few organi2ation have jobs and facilities specially
designed for handicapped workers. )herefore the challenge before the
7R manager lies in creating atmosphere suitable for such employees
and encouraging them to work better.
Signifi+an+e?importan+e?need of HRM
7R/ becomes significant for business organi2ation due to the following
reasons.
2. OBe+ti0e @
7R/ helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage
and making maximum use of resources etc.
5. Fa+i*itate profeiona* gro(th @
<ue to proper 7R policies employees are trained well and this
makes them ready for future promotions. )heir talent can be utili2ednot only in the company in which they are currently working but
also in other companies which the employees may join in the future.
6. etter re*ation Bet(een &nion and management @
7ealthy 7R/ practices can help the organi2ation to maintain
co(ordinal relationship with the unions. Enion members start reali2ing
that the company is also interested in the workers and will not go
against them therefore chances of going on strike are greatly reduced.
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8. He*p an indi0id&a* to (or) in a team?gro&p @
5ffective 7R practices teach individuals team work and
adjustment. )he individuals are now very comfortable while working
in team thus team work improves.
9. Identifie peron for the f&t&re @
Since employees are constantly trained& they are ready to meet
the job re%uirements. )he company is also able to identify potential
employees who can be promoted in the future for the top level jobs.)hus one of the advantages of 7R/ is preparing people for the future.
:. A**o+ating the oB to the right peron @
If proper recruitment and selection methods are followed& the
company will be able to select the right people for the right job. ?hen
this happens the number of people leaving the job will reduce as the
will be satisfied with their job leading to decrease in labour turnover.
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DEFINITIONS OF 7O ANAL4SIS
<ifferent authors give various definitions of job !"!L#SIS. Some of them
are taken from the book of <./. Pestonjee 8/otivation and ob
!"!L#SIS9 which are given below*
ob !"!L#SIS is defined as a pleasurable& emotional& state resulting from
appraisal of one$s job. !n effective reaction to one$s job.
%ei
ob !"!L#SIS is general attitude& which is the result of many specific
attitudes in three areas namely*
Specific job factors.
Individual characteristics.
Froup relationship outside the job
*&m and Na'*or
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ob !"!L#SIS 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.
-*immer
ob !"!L#SIS is defined as 8any contribution& psychological& physical& and
environmental circumstances that cause a person truthfully say& GI am
satisfied with my job.9
ob !"!L#SIS is defined& as employee$s judgment of how well his job on a
whole is satisfying his various needs
Mr. Smith
HISTOR4 OF 7O ANAL4SIS
)he term job !"!L#SIS was brought to lime light by hoppock ,+=0:-. 7e
revived 0: studies on job !"!L#SIS conducted prior to +=00 and observes
that ob !"!L#SIS is combination of psychological& physiological and
environmental circumstances. )hat causes a person to say. 8I m satisfied with
my job9. Such a description indicate the variety of variables that influence
the !"!L#SIS of the individual but tell us nothing about the nature of ob!"!L#SIS.
ob !"!L#SIS has been most aptly defined by pestonjee ,+=A0- as a job&
management& personal adjustment ' social re%uirement. /orse ,+=:0-
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considers ob !"!L#SIS as dependent upon job content& identification with
the co.& financial ' job status ' priding group cohesiveness
Dne of the biggest preludes to the study of job !"!L#SIS was the
7awthorne study. )hese studies ,+=1(+=00-& primarily credited to 5lton
/ayo of the 7arvard Cusiness School& sought to find the effects of various
conditions ,most notably illumination- on workers$ productivity.
)hese studies ultimately showed that novel changes in work conditions
temporarily increase productivity ,called the 7awthorne 5ffect-. It was later
found that this increase resulted& not from the new conditions& but from the
knowledge of being observed. )his finding provided strong evidence that people work for purposes other
than pay& which paved the way for researchers to investigate other factors in
job !"!L#SIS.
Scientific management ,aka )aylorism- also had a significant impact on the
study of job !"!L#SIS. 6rederick ?inslow )aylor $s +=++ book& Principles
of Scientific /anagement& argued that there was a single best way to perform
any given work task. )his book contributed to a change in industrial
production philosophies& causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.
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)he initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. 7owever&
workers became exhausted and dissatisfied& thus leaving researchers with
new %uestions to answer regarding job !"!L#SIS.
It should also be noted that the work of ?.L. Cryan& ?alter <ill Scott& and
7ugo /unsterberg set the tone for )aylor$s work.
Some argue that /aslow$s hierarchy of needs theory& a motivation theory&
laid the foundation for job !"!L#SIS theory. )his theory explains that
people seek to satisfy five specific needs in life 4 physiological needs& safety
needs& social needs& self(esteem needs& and self(actuali2ation. )his model
served as a good basis from which early researchers could develop job
!"!L#SIS theories.
IMPORTANCE OF 7O ANAL4SIS
ob !"!L#SIS is an important indicator of how employees feel about
their job and a predictor of work behavior such as organi2ational&
citi2enship& !bsenteeism& )urnover.
ob !"!L#SIS can partially mediate the relationship of personality
variables and deviant work behavior.
Hommon research finding is that job !"!L#SIS is correlated with
life style.
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)his 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.
)his is vital piece of information that is job !"!L#SIS and job
performance is directly related to one another. )hus it can be said that&
8! happy worker is a productive worker.9
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 organi2ation.
IMPORTANCE TO %ORER AND
OR-ANIATION
ob !"!L#SIS and occupational success are major factors in personal
!"!L#SIS& self(respect& self(esteem& and self(development. )o the worker&
job !"!L#SIS brings a pleasurable emotional state that can often leads to a
positive work attitude. ! satisfied worker is more likely to be creative&
flexible& innovative& and loyal.
6or the organi2ation& job !"!L#SIS of its workers means a work
force that is motivated and committed to high %uality performance. Increased
productivity( the %uantity and %uality of output per hour worked( seems to be
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a byproduct of improved %uality of working life. It is important to note that
the literature on the relationship between job !"!L#SIS and productivity is
neither conclusive nor consistent.
7owever& studies dating back to 7er2berg$s ,+=:A- 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
organi2ation.
Enhappy employees& who are motivated by fear of loss of job& will not
give +>> percent of their effort for very long. )hough fear is a powerful
motivator& it is also a temporary one& and also as soon as the threat is lifted
performance will decline.
%ORERS ROLE IN 7O ANAL4SIS
If job !"!L#SIS is a worker benefit& surely the worker must be able to
contribute to his or her own !"!L#SIS and well being on the job. )he
following suggestions can help a worker find personal job !"!L#SIS* Seek
opportunities to demonstrate skills and talents. )his often leads to more
challenging work and greater responsibilities& with attendant increases in pay
and other recognition.
<evelop excellent communication skills. 5mployer$s value and rewards
excellent reading& listening& writing and speaking skills.
;now more. !c%uire new job related knowledge that helps you to perform
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tasks more efficiently and effectively. )his will relive boredom and often
gets one noticed.
<emonstrate creativity and initiative. ualities like these are valued by most
organi2ations and often results in recognition as well as in increased
responsibilities and rewards.
<evelop teamwork and people skills. ! large part of job success is the ability
to work well with others to get the job done.
!ccept the diversity in people. !ccept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
See the value in your work. !ppreciating the significance of what one does
can lead to !"!L#SIS with the work itself. )his help to give meaning to
one$s existence& thus playing a vital role in job !"!L#SIS.
Learn to de(stress. Plan to avoid burn out by developing healthy stress
management techni%ues.
FACTORS OF 7O ANAL4SIS
7oppock& the earliest investigator in this field& in +=0: suggested that there
are six major components of job !"!L#SIS. )hese are as under*
)he way the individual reacts to unpleasant situations&
)he facility with which he adjusted himself with other person
)he relative status in the social and economic group with which he
identifies himself
)he nature of work in relation to abilities& interest and preparation
of worker
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Security
Loyalty
7erberg& mausaer& Peterson and capwell in +=:A reviewed more than +:>
studies and listed various job factors of job !"!L#SIS. )hese are briefly
defined one by one as follows*
2. Intrini+ ape+t of oB
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.
5. S&per0iion
)his aspect of job !"!L#SIS pertains to relationship of worker with his
immediate superiors. Supervision& as a factor& generally influences job
!"!L#SIS.
6. %or)ing +ondition
)his includes those physical aspects of environment which are not
necessary a part of the work. 7ours are included this factor because it is
primarily a function of organi2ation& affecting the individuals comfort
and convenience in much the same way as other physical working
conditions.
8. %age and a*arie
)his factor includes all aspect of job involving present monitory
remuneration for work done.
9. Opport&nitie for ad0an+ement
It includes all aspect of job which individual sees as potential sources of
betterment of economic position& organi2ational status or professional
experience.
:. Se+&rit'
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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.
;. Compan' " management
It includes the aspect of worker$s immediate situation& which is a function
of organi2ational administration and policy. It also involves the
relationship of employee with all company superiors above level of
immediate supervision.
%HAT IS THE IMPACT OF 7O ANAL4SIS
/any managers subscribe to the belief that a satisfied worker is
necessarily good worker. In other words& if management could keep the
entire worker$s happy9& good performance would automatically fallow.
)here are two propositions concerning the !"!L#SIS performance
relation ship. )he first proposition& which is based on traditional view& is
that !"!L#SIS is the effect rather than the cause of performance. )his
proposition says that efforts in a job leads to rewards& which results in a
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certain level of !"!L#SIS .in another proposition& both !"!L#SIS and
performance are considered to be functions of rewards.
Jarious research studies indicate that to a certain extent job !"!L#SIS
affects employee turn over& and conse%uently organi2ation can gain from
lower turn over in terms of lower hiring and training costs. !lso research
has shown an inverse relation between job !"!L#SIS and absenteeism.
?hen job !"!L#SIS is high there would be low absenteeism& but when
job !"!L#SIS is low& it is more likely to lead a high absenteeism.
%hat oB ANAL4SIS peop*e need
5ach employee wants*
+. Recognition as an individual
. /eaningful task
0. !n opportunity to do something worthwhile.
1. ob security for himself and his family
:. Food wages
@. !de%uate benefits
A. Dpportunity to advance
B. "o arbitrary action( a voice a matters affecting him
=. Satisfactory working conditions
+>.Hompetence leadership( bosses whom he can admire and respect as
persons and as bosses.
7owever& the two concepts are interrelated in that job !"!L#SIS can
contribute to morale and morale can contribute to job !"!L#SIS.
It must be remembered that !"!L#SIS and motivation are not synonyms.
/otivation is a drive to perform& where as !"!L#SIS reflects the
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individual$s attitude towards the situation. )he factors that determine
whether individual is ade%uately satisfied with the job differs from those that
determine whether he or she is motivated. the level of job !"!L#SIS is
largely determined by the comfits offered by the environment and the
situation . /otivation& on the other hand is largely determine by value of
reward and their dependence on performance. )he result of high job
!"!L#SIS is increased commitment to the organi2ation& which may or may
not result in better performance.
! wide range of factors affects an individual$s level of !"!L#SIS. ?hile
organi2ational rewards can and do have an impact& job !"!L#SIS is
primarily determine by factors that are usually not directly controlled by the
organi2ation. a high level of job !"!L#SIS lead to organi2ational
commitment& while a low level& or dis!"!L#SIS& result in a behavior
detrimental to the organi2ation. 6or 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 !"!L#SIS if they are given
the freedom to make their own decisions.
MODELS OF 7O ANAL4SIS
)here are various methods and theories of measuring job !"!L#SIS level
of employees in the orgni2ation given by different authers.
List of all the theorise and methods measuring job !"!L#SIS level is given
below*
A MODEL OF FACET ANAL4SIS
!ffect theory,5dwin !. Locke +=A@-
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<ispositional )heory, )imothy !. udge +=BB-
)wo(6actor )heory ,/otivator(7ygiene )heory- ,6rederick
7er2berg$s-
ob Hharacteristics /odel ,7ackman ' Dldham-
Rating scale
Personal interviews
action tendencies
ob enlargement
ob rotation
Hhange of pace
Scheduled rest periods
MODEL OF FACET OF 7O ANAL4SIS
Skill5xperience)raining
5fforts
!geSeniority
5ducation
Ho loyalty
Past performance
aKb satisfaction
ab dissatisfactionaMb guilt
Perceivedamount that
should be
received ,a-
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Fig.no.2 Model of determinant of facet of job ANALYSIS
5dward 5.lawler in +=A0 propoed a model of facet !"!L#SIS. )his model
is applicable to understand what determines a person$s !"!L#SIS with any
facet of job.
!ccording to this model actual outcome level plays a key role in a person$s
perception of what rewards he recieves. 7is perception influenced by his
perception of what his referent others recieves.
Level
<ifficulty
)ime span!mount of
responsibility
Perceived
outcome ofreferent others
!ctualoutcome
received
Perceived jobcharacteristics
Perceived
amount
received,b-
aKb
satisfactionab
dissatisfaction
aMb guiltIne%uity
<iscomfort
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O7ECTI/ES OF
ST$D4
• )o find that whether the employees are satisfied or not.
• )o analyse the company$s working environment.
• )o check the <egree of !"!L#SIS of employees.
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• )o find that they are satisfied with their job profile or not.
• )o find that employees are working with their full capabilities or not.
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Reear+h
Methodo*og'
RESEARCH METHODOLO-4
8.2 INTROD$CTION
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
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the formulated problem and arriving at certain conclusions over the problem
based on collected data.
)hus 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. )he problem formulation starts with defining the
problem or number of problems in the functional area. )o 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.
!ccording to Hlifford ?oody research comprises defining and redefining
problems& formulating hypothesis or suggested solutions* collecting&
organi2ing 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 8the manipulation of things& concepts or
symbols for the purpose of generali2ing to extend& correct or verify
knowledge& whether that knowledge aids in construction of theory or in the
practice of an art9In short& the search for knowledge through objective and systematic
method of finding solution to a problem is research.
8.5 DRAFTIN- $ESTIONNAIRE
)he %uestionnaire is considered as the most important thing in a survey
operation. 7ence it should be carefully constructed. Structured %uestionnaire
consist of only fixed alternative %uestions. Such type of %uestionnaire is
inexpensive to analysis and easy to administer. !ll %uestions are closed
ended.
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8.6SAMPLIN-
It was divided into following parts*
Samp*ing &ni0ere
!ll the employees are the sampling universe for the research.
Samp*ing te+hniG&e
udgmental sampling
Sample was taken on judgmental basis. )he advantage of sampling are that it
is much less costly& %uicker and analysis will become easier. Sample si2e
taken was +>> employees.
8.9 DATA COLLECTION
)he task of data collection begins after the research problem has been
defined and research design chalked out. ?hile deciding the method of data
collection to be used for the study& the researcher should keep in mind two
types of data vi2. Primary and secondary data.
Primar' Data@
)he primary data are those& which are collected afresh and for the first
time and thus happen to be original in character. )he primary data were
collected through well(designed and structured %uestionnaires based on the
objectives.
Se+ondar' Data@
)he secondary data are those& which have already been collected by
someone else and passed through statistical process. )he secondary data
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re%uired of the research was collected through various newspapers& and
Internet etc.
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COMPANY PROFILE
-ir(a Erisson .ptia( #imited /-E.#0, an IS1IS. 233456333 and
IS1IS. 7 4833456338 ertified ompany under t*e M+P+ -ir(a roup ofIndustries entered into t*e fie(d of optia( ommuniation, by )ay ofmanufaturin$ optia( fibre ab(es, in te*nia( and finania(o((aboration )it* Erisson 9ab(es A-, S)eden /no) :no)n asErisson Net)or: Te*no(o$ies A-, S)eden0+
Erisson is a (eadin$ name in te(eommuniations for t*e (ast 443years, )it* ativities ran$in$ from turn:ey te(eom net)or:s to9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuniations+
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M1s Erisson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon9ab(e te*no(o$ies for optia( fibre ab(es+
-E.# *as insta((ed apaity of above more t*an <=,333 ab(e >ms+per annum to produe omp(ete ran$e of optia( fibre ab(es in(udin$ribbon type opti fibre ab(e made to desi$n and onstrutiononformin$ to nationa( and internationa( standards+ -E.# *as t*eapabi(ity to produe speia(ity fibre opti ab(es for use in media(
e?uipment, omputers and (oa( area net)or:s, ab(e T! net)or: orany ot*er type as per ustomi'ed speifiation+
-E.# a(so *as insta((ed apaity to produe 8=+6< (a ondutor>ms+ of %e((y fi((ed opper te(ep*one ab(es omp(yin$ to nationa( andinternationa( standards ran$in$ from < pair to 6833 Pair and a(so *asapabi(ity to produe s)it*board ab(es for s)it*in$ e?uipment+
-E.# *as fu((y omputeri'ed system for proess monitorin$ and?ua(ity ontro( to ensure onsisteny and re(iabi(ity of its entire produt
ran$e+ A(( prodution ativities are arried out as per approved ?ua(ityassurane p(an+ -E.#, t*erefore, provides t*e best possib(e so(utions)it* (atest state of t*e art te*no(o$y+
-E.# *as an e(usive mar:etin$ a$reement )it* M1s A@#Te(eommuniations for sa(e of *i7te* over*ead fibre opti ab(es,speia((y .PW and assoiated aessories )*i* find app(iations)it* e(etri po)er uti(ities et+
-E.# *as mar:etin$ arran$ement )it* M1s I#SINTE9H 9o+ #td+
Quality policy
-ir(a Erisson .ptia( #imited /-E.#0, an IS1IS. 233456333 andIS1IS. 7 4833456338 ertified ompany under t*e M+P+ -ir(a roup ofIndustries entered into t*e fie(d of optia( ommuniation, by )ay of
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manufaturin$ optia( fibre ab(es, in te*nia( and finania(o((aboration )it* Erisson 9ab(es A-, S)eden /no) :no)n asErisson Net)or: Te*no(o$ies A-, S)eden0+
Erisson is a (eadin$ name in te(eommuniations for t*e (ast 443years, )it* ativities ran$in$ from turn:ey te(eom net)or:s to9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuniations+M1s Erisson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon
9ab(e te*no(o$ies for .ptia( @ibre 9ab(es+
-E.# *as insta((ed apaity of above more t*an <=,333 ab(e >ms+per annum to produe omp(ete ran$e of optia( fibre ab(es in(udin$ribbon type opti fibre ab(e made to desi$n and onstrutiononformin$ to nationa( and internationa( standards+ -E.# *as t*eapabi(ity to produe speia(ity fibre opti ab(es for use in media(e?uipment, omputers and (oa( area net)or:s, ab(e T! net)or: orany ot*er type as per ustomi'ed speifiation+
ENVIRONMENT L POLICY
Birla Ericsson Optical Ltd is co!!itt"d to #• 9omp(y )it* Environmenta( (e$is(ations and prevention of
po((ution
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Ma:e a(( efforts for ontinua( improvement in t*eEnvironmenta( performane$" s%all cons"r&" t%" r"so'rc"s and !ini!i(" t%"En&iron!"ntal i!pact o) o'r op"rations on Air* $at"r* and LandB+ #
• Imp(ementin$ Environmenta( Mana$ement System to meet t*eob%etives and tar$ets
•
-rin$in$ a)areness amon$st a(( emp(oyees
PRODUCT PROFILE
PROD$CT OF .E.O.L.
The main prod&+t of +ompan' i@
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fiber cables.
Dptical elly filled cables ,PI6)H-
6iber Ribbon Hable ,6RH-.
,- OPTICAL FIBRE CABLES# .
Cirla 5ricsson Dptical Limited /anufactures all type of optical fiber
cables for use in communication type of optical fiber cables for use in
communication data transmission& Internet& 5(commerce and multimedia.)he company is fully e%uipped to manufacture all types of <uctN!rmored
optical fibro cables including ribbon type optical& custom made to shit the
individual re%uirement of any customer conforming to any national or
international specification.
COMCENTRIC LOOSE T/BE CABLE# .
PRI/!R# coated fibers are protected in loose tube of
PC)PNPolyamide filled with a special thyrotrophic gel in order to prevent
water penetration. )he loose tube containing fibers are standard around thecontrol strength member of fiber(reinforced plastic for better pulling
strength.
! later of polyethylene sheath acts as a cushion for the cable core&
the outer jacket is made of polyamide to offer a more resistance to
mechanical and environmental efforts.
CENTRAL LOOSE T/BE CABLE# .
Primary coated fiber are protected in loose tube PC)PNPolyamide
filled with a special thyrotrophic gel in order to prevent water penetration. )o
provide cushioning& a circular layer of polyethylene is executed around
the loose tube containing fibers. )he strength members are embedded
this layer of polythene to provide the re%uired pulling strength.
0- JELLY FILLED CABLES# .
Cirla 5ricsson Dptical limited manufactures polythene insulated ,both
solid and from skin- elly filled underground telephone cables for use in local
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distribution network and for unctions between exchanges3 these cables form
a vital link for telecommunication distribution system. )hese can be used for
large capacity exchanges used by department of telecommunication& /)"L&
on /ajor cities and also for small exchanges used in ruler areas and for local
networks in industries. )hese are also use by railways defense departments
and various others specials users.
Hable is available in conductor si2e >.1& >.:& .@0 and .= mm diameter
with cables si2es varying from +> pair to 1>> pairs.
)hese cables are generally conforming to Indian P ' ) department
specification. )hese can also be custom made suitable to individual
re%uirement of any customer or to other national or international
specifications.
1- OPTICAL FIBRE RIBBON# .
!fter decreasing sales of Dptical 6iber Hable Hompany diversify his
product in to fiber ribbon cable.
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DATA ANAL4SIS
ANDINTERPRETATION
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I %a&" 2""n pass"d 'p at l"ast onc" )or
a pro!otion in t%" past )"3 +"ars
3 63
=3
<3
3
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that >O of employees are strongly agree about the point &
>O of employees are agree on the point& 0>O are neither agree nor
disagree&:>O are disagree and rest >O of employees are strongly disagree.
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I sp"nd parts o) !+ da+ da+dr"a!in4
a2o't a 2"tt"r 5o2
B34<
4<
43 3
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$reeStron$(y Disa$ree
)his graph shows that @>O of employees are strongly agree about the point &
+:O of employees are agree on the point& +:O are neither agree nor
disagree&+>O are disagree and rest >O of employees are strongly disagree.
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I )ind !'c% o) !+ 5o2 r"p"titi&" and
2orin4
C<
43
43 < 3
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that A:O of employees are strongly agree about the point & +>O of
employees are agree on the point& +>O are neither agree nor disagree&:O are disagree and
rest >O of employees are strongly disagree.
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I a! !"ntall+ and6or p%+sicall+
"7%a'st"d at t%" "nd o) a da+ at 3or8
<
43 < 33
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that B:O of employees are strongly agree about the point & +>O of
employees are agree on the point& :O are neither agree nor disagree&>O are disagree and
rest >O of employees are strongly disagree.
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I )""l t%at !+ 5o2 %as littl" i!pact on t%"
s'cc"ss o) t%" co!pan+
<3
=3
63 33
Stron$(y A$ree A$reeNeit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that :>O of employees are strongly agree about the point &
0>O of employees are agree on the point& >O are neither agree nor
disagree&>O are disagree and rest >O of employees are strongly disagree.
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I %a&" an incr"asin4l+ 2ad attit'd"
to3ard !+ 5o2* 2oss* and "!plo+"r
33 63
B3
63
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that >O of employees are strongly agree about the point &
>O of employees are agree on the point& >O are neither agree nor
disagree&@>O are disagree and rest >O of employees are strongly disagree.
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I a! no lon4"r 4i&"n t%" r"so'rc"s I
n""d to s'cc"ss)'ll+ do !+ 5o2
43
=3B3
33
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
Thi graph ho( that 2> of emp*o'ee are trong*' agree aBo&t the point , 6> of
emp*o'ee are agree on the point, :> are neither agree nor diagree,> are
diagree and ret > of emp*o'ee are trong*' diagree.
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I a! not 2"in4 's"d to !+ )'ll
capa2iliti"s
3
83
63
83
3
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that >O of employees are strongly agree about the point &
1>O of employees are agree on the point& >O are neither agree nor
disagree&1>O are disagree and rest >O of employees are strongly disagree.
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I %a&" r"c"i&"d no 2"tt"r t%an 9)air9
"&al'ations r"c"ntl+
83
=<
6< 33
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that 1>O of employees are strongly agree about the point &
0:O of employees are agree on the point& :O are neither agree nor
disagree&>O are disagree and rest >O of employees are strongly disagree.
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I )""l as t%o'4% !+ 2oss and "!plo+"r
%a&" l"t !" do3n
33 43
<<
=<
Stron$(y A$ree A$ree
Neit*er A$ree nor Disa$ree Disa$ree
Stron$(y Disa$ree
)his graph shows that >O of employees are strongly agree about the point &
>O of employees are agree on the point& +>O are neither agree nor
disagree&::O are disagree and rest 0:O of employees are strongly disagree.
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Finding
o 5mployees are not completely satisfied with their job although
their salary is good enough.
o 5mployes are not getting value to their work.
o /ost of employees think that they are nt on their actual path.
o /ost of the employees think that the organi2ation haven$t fulfill
their promises&what they do in beginning especially regarding
Promotion.
o
)here is negatively comparison between peers especiallyregarding targets.
o )hey often feel overworked.
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S$--ESTIONAND
RECOMMENDATION
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)o increase the job !"!L#SIS level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.
• Ideal employees should concentrate on their job.
• 5ducational %ualification can be the factor of not an effective job.
• Hompany should give promotion to those employees who deserves it.
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LIMITATIONS OF ST$D4
7owever I shall try my best in collecting the relevant information for my
research report& yet there are always some problems faced by the researcher.
)he prime difficulties which I face in collection of information are discussed
below*(
+. Short time period@ )he time period for carrying out the research was
short as a result of which many facts have been left unexplored.
. La+) of reo&r+e@ Lack of time and other resources as it was not
possible to conduct survey at large level.
0. Sma** no. of repondent@ Dnly > employees have been chosen
which is a small number& to represent whole of the population.
1. $n(i**ingne of repondent@ ?hile collection of the data many
consumers were unwilling to fill the %uestionnaire. Respondents were
having a feeling of wastage of time for them.
:. Sma** area for reear+h@ )he area for study was ;aithal& which is
%uite a small area to judge job !"!L#SIS level.
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ILIO-RAPH4
oo)@
7itt& /iller& Holella 8Drgani2ational Cehavior ! Strategic !pproach9&
?iley Student$s 5dition.
Luthans 6red 8Drgani2ational Cehavior9& /cFraw 7ill A th 5dition.
"ewstrom ohn ?.& <avis ;eith& 8Drgani2ational Cehavior 7uman
Resource !t ?ork9& =th 5dition& )ata /cFraw 7ill 5dition.
Pestonjee <. /. 8/otivation and ob !"!L#SIS9& + st 5dition.
/acmillan India Limited.
;othari H.R.& Research /ethodology& "ew <elhi3 "ew !ge
International
Publication& second edition.
%eBite* (
www.hrcouncil.com
www.workforce.com
www.google.com
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QuestionnaireS for JOB
ANALYSIS
"!/5* .
<5SIF"!)ID"* .
HD/P!"#* .+. I have been passed up at least once for a promotion in the past few years.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
. I spend parts of my day daydreaming about a better job.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
0. I find much of my job repetitive and boring.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
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1. I am mentally andNor physically exhausted at the end of a day at work.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
:. I feel that my job has little impact on the success of the company.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
@. I have an increasingly bad attitude toward my job& boss& and employer .
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
A. I am no longer given the resources I need to successfully do my job.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
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B. I am not being used to my full capabilities.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
• Strongly <isagree
=. I have received no better than QfairQ evaluations recently.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree
•
Strongly <isagree
+>. I feel as though my boss and employer have let me down.
• Strongly !gree
• !gree
• "either !gree nor <isagree
• <isagree