A STUDY ON“ FACTORS INFLUENCING JOB SATISFACTION AMONG EMPLOYEES TO CREATE ORGANISATIONAL COMMITMENT ” AT RAIL WHEEL FACTORY, YELAHANKA, BANGALORE.
Submitted in partial fulfillment of the requirements of the BACHELOR OF BUSINESS MANAGEMENT In HUMAN RESOURCE MANAGEMENT
DECLARATION I hereby declare that this dissertation entitled “A STUDY ON FACTORS
INFLUENCING
JOB
SATISFACTION
AMONG
EMPLOYEES TO CREATE ORGANISATIONAL COMMITMENT ” with special reference to RAIL WHEEL FACTORY, Yelahanaka, Bangalore, is Original and bonafied work carried out in partial fulfillment of the requirements for the award of Bachelor of business management of Bangalore University, Bangalore under the guidance of Mr.XYZ, department of commerce, Dr. N.S.A.M. Bangalore, during the academic Year 2006 – 2007 This dissertation does not form a basis for any other degree or diploma by Bangalore University or any other University. Place: Bangalore Date XYZ
XYZ
Chapter 1 INTRODUCTION HUMAN RESOURCE MANAGEMEN Human Resource Management is a philosophy of people management based on the belief that human resource is uniquely important to sustained business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meat defined objectives. HRM is aimed at recruiting capable, flexible and imitated people, managing and rewarding their performance and developing key competencies. The management of employee received more attention than it does currently. By choice and default, a new era of HRM practices and philosophy has emerged and assumed an increased significance in the modern organization. Indian industry is making up to the challenges thrown in by the market economy. To survive in this highly competitive scenario managers are being pressurized to improve quality, increase productivity, cut down waste and eliminate inefficiency. The collective efforts of employer and employee assumes relevancy in this context. And this is where human resources managent plays a crucial role.
Human resources managent is a management function that helps managers’ recruit, select, brain and develops employees for an organization. HRM helps to ensure that personnel activities are integrated into the system for achieving organization goals. It evaluates recruiting, labour relations and all personnel activities to assess how well they help organizations and employees achieve the objectives. It ensures that activities are integrated with each other and with the overall organization objectives. Definitions: Edwin. B. Flippo;Management is the planning, organizing, directing and controlling
of
the
procurement,
development,
compensation,
integration, maintenance and separation of human resource to the end that individual, organizational and social objectives are accomplished. Scope of HRM HRM studies all activities of HR from the time of its entry into the organization to its exit. These activities include HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations and the like.
HRM Objectives and functions
HRM Objectives 1. Societal objectives
Supporting Functions o Legal compliance o Benefits o Union-Management relations
2. organizational objectives
o Human
resource
planning o Employee relations o Appraisal o Training
and
development o Placement o Assessment 3. functional Objectives
o Appraisal o Placement o Assessment
4. personnel objectives
o Appraisal o Training development o Placement o Assessment o Compensation
and
ORGANISATIONAL CHALLENGES An organization is a consciously co-ordinated social unit, composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. An organization is a formal group of people with one or more shared goals.
The Challenges: 1. Organizations need to find a balance between meeting the individual needs of their members and maintaining a vision of their longer goals. There is a tendency for members to fight their own corner. Meeting individual members needs in organizations can make it difficult to maintain longer term vision and achieve quick decision making and business like procedures.
2 Organizations have to find a balance between member benefit and public benefit goals and activities. The need to face both ways (inwards to members and. outwards to external constituencies) can be a source of difficulty. This is a crucial
organizational significance, as it is largely through the provision of public benefits, that organizations are able to attract new members. This is an important element in securing long term organizational survival. 3. Setting priorities in organization is constrained by the presence of competing internal interest's arid factions. In the face of competing internal interests and values, choosing and setting priorities can be problematic. The needs of one individual or faction may be incompatible with meeting the needs of another, or of avoiding alienating another. This may lead to tension in choosing one interest over another which can impact on the very survival of the organization. The overall impact of the problem of priority setting can be a strong disincentive to organizational change of any kind. Competition may exist between groups for the sane limited resources were there is no feasible compromise position. Energy may be deflected from task achievement towards the balancing of competing internal interest and achievement towards the balancing of competing internal interest and building of consensus. 4. The fact that members participate in organization as volunteers limits the extent to which they can be directed or managed.
The features of organizations of involving volunteers have important implications for what can he achieved. The failure of members to carry cut tasks or do a. job completely can have serious organizational implications. Organizations find it difficult to ‘unseat or control people’ who become entrenched and who choose to treat theft volunteer jobs as a personal domain. There may also be ‘uncontrolled volunteerism’ with volunteers going off doing their own thing. It things go wrong, the reputation of the whole organization can be called into question and force priority to be given to group rather than individuals.
JOB A JOB ANALYSIS Job:
A job may be defined as a “collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees. And which is different from other assignments”.
In other words, when the total work to be done is divided and grouped into packages, we call it a ‘lob”. Each job has a definite title based upon standardized trade specifications within a job; two or more grades may be identified, where the work assignments may he graded according to the skill, the difficulty in doing them, or the quality of workmanship.
Further, a job may include many positions, for a position is a job performed by, related to, particular employees.
Thus it may be noted that a position is a “collection of tasks and responsibilities regularly assigned to one person”, while a job is a “group of positions, which involve essentially the same duties, responsibilities, skill and. knowledge’
A position consists of a particular set of duties assigned to an individual, it may be noted that a position is a, ‘lob is impersonal the position is personal”. Job analysis: It is a procedure by which pertinent information is obtained about a job i.e. it is a detailed and systematic study of’ information relating to the operations and responsibilities of a specific job. An authority has defined job analysis as “the process of determining, by observation and study, and reporting pertinent information relating to the nature of a specific job”. It is a the determination of the tasks which comprise the job and skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiate tone job from all other. After a job has been defined, it is analyzed i.e. each task is described in detail Job analysis is a procedure and a tool for determining the specified tasks, operations and requirements of each job. It is the process of getting information about the jobs, especially what the worker does, how he gets it done, why he does it, skill, education and training required, relationship to other jobs, physical demands, environmental conditions.
It also emphasizes the relation of one job to others in the organization. Job analysis is the process for determining the duties and skill requirements of a job and the type of person who should be employed for it.
Definition: Job analysis is a process of defining a job in terms of its components, tasks and duties and knowledge or skills required to perform them. Job analysis focuses on the job rather than the job holder.
Methods to conduct job analysis: 1. Job oriented — Focusing on describing various tasks that are performed on the job very specific to the task. 2. Work oriented — Where in the human behaviour involved in work activities are examined.
Purpose and uses of job analysis:
A comprehensive job analysis programme is an essential ingredient of sound personnel management. It is the major input to forecasting future human resources major input to forecasting Future human resources requirements, job modifications, job evaluation, determination of proper Compensation, and the writing of job evaluation of proper compensation, and the writing of job determmation. It is a fundamental importance to man power management programmers because of the wider applicability of its results. The information provided by job analysis is useful, if not essential, in almost every phase of employee relations.
Uses of job analysis: 1. Organization and Manpower Planning: It is helpful in organization planning, for it defines labour needs in concrete terms and co-ordinations the activities of the work force, and clearly divides duties and responsibilities.
2. Recruitment and Selection:
By indicating the specific requirements of each job (i.e. the skills and knowledge), it provides a realistic basis for hiring, training, placement, transfer and promotion of personnel. Basically, the goal is to match the job requirements with a worker’s aptitude, abilities and interests. It also helps in charting the channels of promotion and in showing lateral lines of transfer.
3. Wage and Salary Administration: By indicating the qualifications required for doing a specified job and the risks had hazards involved in its performance, it helps in salary and wage administration. Job analysis is used as a foundation for job evaluation.
4. Job Re-engineering: Job analysis provides information which enables us to change jobs. in order to permit their being manned by personnel with specific characteristics and qualifications. This takes two forms: a. Industrial engineering activity- which is concerned with operational analysis, motion study, work simplification methods and important in the place of work and its measurement, and aims at improving efficiency, reducing unit labour cost, and establishing the production standard which the employee is expected to meet.
b. Human Engineering Activity — This takes into consideration human capabilities, both physical and psychological, and prepares the ground for complex operations of industrial administration, increased efficiency and better productivity.
5. Employee Training and Management Development: Job analysis provides the necessary information to the management of training and development programmes. It helps to determine the content and the subject matter of in-training courses. It also helps in checking application information, interviewing, weighing test results, and in checking references.
6. Performance Appraisal: It helps in establishing clear-cut standards which may be compared with the actual contribution of each individual.
7. Health and Safety:
It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so that corrective measures may be taken to minimize and avoid the possibility of accidents.
Contents of Job analysis: A job analysis provides the following information: * Job identification * Significant characteristics of a job * What the typical worker does * Which materials and equipment a worker uses * How a job is performed * Required personnel attribute * Job relationship
JOB SATISFACTION
Job satisfaction is in regard to one’s feelings or state of mind regarding the nature of their feelings. Job satisfaction can be influenced by a variety of factors, for e.g. the quality of one’s relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work etc. Job satisfaction is an individual’s general attitude towards his or her job. Locke gives a comprehensive definition of job satisfaction, as involving cognitive, affective and evaluative reactions or attitudes and states it as “a pleasurable or positive emotional state resulting from the appraisal of one’s Job or job experience.” Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person’s parents. There are wide varieties of factors that influence a person’s level of job satisfaction. Some of them are: includes the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of
the working conditions, leadership and social relationships, and the job itself.
The happier an individual is within their job, the more satisfied they are said to be. Job satisfaction is not the sane as motivation although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and, culture employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attitude which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of yes or no questions while others ask to rate satisfaction on 1-5 (where 1 represents “not at all satisfied” and 5 represents extremely satisfied”).
We have previously defined lob as an individual’s general attitude towards his or her job. This definition is clearly a very broad one. Yet this is inherent, in the concept. A person’s job is more than just the obvious
activities of shuffling papers, writing programme code, waiting on customers, or driving a truck. Jobs require interactive action with co-workers and bosses, following organizational policies, meeting performance standards, living with working conditions that are often less than ideal, and the like. This means that an employee’s assessment of’ how satisfied or dissatisfied he or she with his or her job is a complex summation of a number of discrete job elements. How, then do we measure the concept?
The two most widely used approaches to measure the concept are: 1. Single Global Rating: The single global rating such as “All things considered, how satisfied are you with your job?” Respondents then reply by circling a number between one and five that corresponds to answers from “highly satisfied” to “highly dissatisfied.”
2. Summation Score Made Up Of Number Of Job Factors: It is the other approach. It is a more sophisticated one. It identifies key element in a job and asks for the employee’s feelings about each. Typical factors that would be included are the nature of the work,
supervision, present pay, promotion opportunities, and relations with co -workers. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.
The Effect of Job Satisfaction on Employee Performance: Mangers interested in job satisfaction tend to center on its effect on the employee performance. Researchers recognized this interest, so we find; large number of studies that have been designed to assess the impact of job satisfaction on employee productivity, absenteeism and turnover. Satisfaction and Productivity: At the individual, the evidence suggests the reverse to be more accurate – that productivity is likely to lead to satisfaction. If we move from the individual level to that of the organizational there is renewed support for the original satisfaction-performance relationship. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with fewer satisfied employees. So while we might not be able to say a happy worker is more productive, it might be true that happy organizations are more productive.
Satisfaction and Absenteeism: Research has not only demonstrated a weak negative relationship between satisfaction and absenteeism. As with turnover, many other variables enter into decision to stay home besides satisfaction with the job. For e.g. there are moderating variables such as the degree to which people feel that their jobs are important. Additionally, it is important to remember that although high job satisfaction will not necessarily result in low absenteeism, low job satisfaction is more likely to bring about high absenteeism.
Satisfaction and Turnover: Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet again, other factors such as labor market conditions expectations about alternative job opportunities and length of tenure with the organization are important constraints on the actual decision to leave one’s current job. Evidence indicates that an important moderator of the satisfactionturnover relationship is the employee’s level of performance. Specifically,
level of satisfaction is less important in predicting turnover for superior performances. The organization typically makes considerable efforts to keep these people. They get pay raises, praise, recognition, increased promotional opportunities, and so forth. Just the opposite tends to poor performers. Few attempts are made by the organization to retain them. There may even be subtle pressures to encourage them to quit. We would expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Regardless of level of satisfaction, the latter are more likely to remain with the organization because the receipt of recognition, praise and other rewards gives them more reasons for staying.
JOB DESIGN It is the division of the total task to be performed into the manageable and efficient units — positions, departments and divisions and to provide for their proper integration. The sub of work is both on a horizontal scale with different tasks across the organization being performed by different people and on the vertical scale, in which higher levels of the organization are responsible for the supervision of more people, the co ordination of sub more complex etc. Job design may be defined as the methods that management uses to develop the content of a job, including all relevant tasks, as well as the processes by which jobs are constructed and revised. Job design is an increasingly important application technique in the study of organizational behavior, especially in light of various recent trends. Most importantly, the nature of work is changing because f the intrusion of advanced information technology. Initially, the field of organizational behavior paid attention only to job enrichment approaches to job design. Now, with quality of work life, becoming a major societal issue in this country and through out the world job design has taken a broader perspective.
Job enrichment still dominates the job design literature on organization behavior, but from the perspective of job characteristics rather than from Hertzberg’s motivators. The social information processing approach recognizes the over all importance of the climate or culture and the role of more specific socio technical and team techniques in job design.
CHAPTER II RESEARCH DESIGN 1.Title of study : Analytical study of “factors influencing job satisfaction among employees to create organizational commitment at rail wheel factory�
2.. Statement of problems: Job satisfaction is an attitude of a person. It depends upon the job itself, nature of the job and the importance of the job as well as the interest of the person doing the job. Job satisfaction has the impact on job performance. If the employees do not have job satisfaction it may result in absenteeism, loss of productivity etc. The Rail Wheel Factory is one of the leading factories manufacturing railway wheel needed for railway engines and bogies. Employee should have job satisfaction to fully involve himself in the job. The a project study is carried out to find out the level of job satisfaction among the employees and also to know the efforts made by the company to satisfy the employees.
3. Objectives of the study: The main objective of the study is to understand what are the factors that influence job satisfaction and also the other objectives is to find whether these factors have been useful in the company to create job satisfaction.
4. Hypothesis: Since Rail Wheel Factory is a vital factory in transport industry where safety is most important, employees must be highly satisfied.
5. Scope of the study: This study has a very wide scope. It has capacity to make the managers to follow these factors to employee satisfaction and bring about original commitment.
6. Limitations of the study: The main limitations are the number of respondents which is restricted to thirty five respondents. Hence the project study suffers from data insufficiency to emphasize project report.
7. Research methodology:
A. Type of research: This is a HR survey made with reference to job satisfaction and organizational commitment.
B. Sample design: It is a random sampling technique.
C. Sample size: Thirty five respondents.
D. Tool for collection of data: Structured questionnaire, copy of witch is placed in the project report.
E. Method of collecting the data: The questionnaires were distributed among the selected respondents. They were explained with the objectives. They have been instructed how to fill the questionnaire, therefore the respondents themselves have filled the, questionnaire.
F. Method of analysis: Data was collected. Data were checked for consistency and inconsistency. Data were tabulated. Percentage was worked to know the weight age given for each response. Each response was analyzed and evaluated. Findings were recorded. Conclusions are written. Suggestions are given. Objectives are tested. The project work is completed in the following chapters. Chapter 1 – Introduction This chapter gives an introduction to HRM and Job Satisfaction of the employees. Chapter 2 – Research Design This chapter gives an over view of the research design . 1. title of study 2. Statement of problem 3. objective of the study 4. hypothesis 5. scope of study 6. limitation of the study 7. research methodology
Chapter 3 - Company Profile This chapter gives complete profile of RAIL WHEEL FACTORY. Chapter 4 – Analysis and Evaluation.
An analysis of the employees
job satisfaction at RAIL WHEEL FACTORY.
Chapter 5– Findings and Conclusions Chapter 6- recommendations and suggestions Chapter 7- Bibliography. Chapter 8-Questionnaire.
CHAPTER IV ANALYSIS AND EVALUATION
Job satisfaction is an attitude of a person. It depends upon the job itself, nature of job and the importance of the job as well as the interest of the person doing the job. Job satisfaction has the impact on job performance. If the employees do not have job satisfaction it may result in absenteeism, loss of productivity.
The Rail Wheel Factory is one of the leading factories manufacturing railway wheel needed for railway engines and bogies. Employee should have job satisfaction to fully involve himself in the job.
Therefore a project study is carried out to find out the level of job satisfaction among the employees and also to know the efforts made by the company to satisfy the employees.
TABLE NO:1 Table showing name profile of the respondents
Particulars Name given Name not given Total
No. of respondents 29 6 35
Percentage 83% 17% 100%
ANALYSIS: It is seen from the above table that 83% of the respondents have given name while 7% of the others have not identified their name.
GRAPH SHOWING NAME PROFILE OF RESPONDENTS
17%
Name given Name not given
83%
INFERENCE: In view of the above it is confirmed that there is no restrictions from the employers to the employees to give data. However a few of them are in secured to give their name though they have given the data.
TABLE:2 Table showing Age of the respondents Particulars 20-30yrs 31-48yrs 41-51yrs 51-above Total
No. of respondents 4 13 17 1 35
Percentage 11% 37% 49% 3% 100%
ANALYSIS: It is observed from the above table that 49% of the respondents are aged between 41-50 years and 37% of the remaining is aged group is very low in % is not analyzed.
GRAPH SHOWING AGE OF THE RESPONDENTS
3%
11%
20-30yrs 31-48yrs 41-51yrs
49% 37%
INFEARENCE:
51-above
From the above analysis it is evident that the respondents are well matured to understand the importance of job satisfaction.
TABLE NO:3 Table showing Sex profile of employees Particular Men Women Total
No. of respondents 24 11 35
Percentage 69% 31% 100%
ANALYSIS: It is seen from the above response that 69% of the respondents are men and remaining 31% of the others are women.
GRAPH SHOWING SEX PROFILE OF EMPLOYEES
31% Men Women 69%
INFERENCE Considering the above response it is felt that the factor of job satisfaction to be considered is more in men than women. Women also count important to have job satisfaction for organizational commitment.
TABLE NO:4 Table showing Educational qualification of Employees Particular
No. of respondents
Percentage
Matriculation Graduates Diploma
8 15 12
23 43 34
holders Total
35
100
ANALYSIS:
Here it is seen that 34% of the respondents are diploma holders and 43% of the respondents are graduates and 23% of remaining are matriculates.
GRAPH SHOWING EDUCATIONAL QUALIFICATION OF EMPLOYEES
23% 34% Matriculation Graduates Diploma holders
43%
INFERENCE Therefore it is implied that respondents are adequately qualified to understand the importance of job satisfaction.
TABLE NO:5 Table showing Designation profile of employees Particulars Clerks Technicians Engineers Typists Private secretary Vigilance advisor Financial advisor Stenographer Office super indent
No. of respondents 8 12 4 2 1 3 1 2 1
Percentage 22% 34% 11% 6% 3% 9% 3% 6% 3%
Fitter Total
1 35
3% 100%
ANALYSIS: From the above list of designation it is found that 46% of them are in the technical filed and other 54% are in administrative filed.
GRAPH SHOWING DESIGNATION PROFILE OF EMPLOYEES
Clerks 3% 6%3% 3%
23%
9%
Engineers Typists Private secretary
3%
Vigilance advisor
6% 11%
Technicians
Financial advisor 33%
Stenographer Office super indent Fitter
INFERENCE: Therefore it is construed that job is important for both technical and non technical employees.
TABLE NO:6 Table showing Experience of the Employees in the organization Particulars 1-10yrs 11-20yrs 21-30yrs Total
No. of respondents 2 18 15 35
Percentage 6 51 43 100
ANALYSIS: The data reveals that 51% of the respondents have put in ii to 20 years of service and 43% of the others have put in 21 to 30 years of service.
GRAPH SHOWING EXPERIENCE OF THE EMPLOYEES IN THE ORGANISATION
6%
43%
1-10yrs 11-20yrs 21-30yrs 51%
INFERENCE: Therefore it is very clear that respondents have adequate experience to understand the factors of job satisfaction.
TABLE NO:7 Table showing separate HRD unit in the company Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly agree Total
23 2 9 1 35
66 6 26 2 100
ANALYSIS: The data reveals that 72% of the respondents have agreed with the statement. There are28% of the respondents have disagree.
GRAPH SHOWING SPERATE HRD UNIT IN THE COMPANY
3% 26% Agree Strongly agree Disagree 6%
65%
Strongly agree
INFERENCE: It is felt that respondents have agreed that there is HR department in their company but not a separate HRD unit. Large number of people has understood that HR unit as HRD unit, which means HR unit itself monitors all HR activities.
TABLE NO:8 Table showing employees development in the organization Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
23 3 6 3 35
66 9 16 9 100
ANALYSIS: Here the pattern of response is changed. 75% of the respondents have agreed and 25% of the remaining has disagreed.
GRAPH SHOWING EMPLOYEES DEVELOMENT IN THE ORGANISATION
17% 9%
9%
Agree Strongly agree 65%
Disagree Strongly disagree
INFERENCE: However those who have agreed have also just agreed and not strongly agreed. Therefore it is understood that HR management itself monitors HR development.
TABLE NO:9 Table showing the employees commitment to the organization
Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
23 3 6 3 35
66 9 16 9 100
ANALYSIS: It can be seen from the above table that 91% of the respondents have agreed whereas only 9% of the remaining has disagreed.
GRAPH SHOWING EMPLOYEES COMMITMENT WITH THE ORGANISATION
9% 17%
Agree Strongly agree
9%
Disagree 65%
Strongly disagree
INFERENCE: According to the response it is confirmed that the employees are highly committed to the organization.
TABLE NO:10 Table showing whether the employees are treated as HR Asset in company Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
24 4 7 0 35
69% 11% 20% 0% 100%
ANALYSIS: The table shows that 805 of the respondents have agreed that the employees are treated as HR asset and 20% of the remaining have disagreed.
GRAPH SHOWING WHETHER THE EMPLOYEES TRATED HR ASSET IN COMPANY
20%
0%
Agree Strongly agree
11%
Disagree 69%
Strongly disagree
INFERENCE: Therefore it is clear that the company gives more importance for the utilization of HR.
TABLE NO:11 Table showing job satisfaction of employees Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
19 6 9 1 35
54 17 26 3 100
ANALYSIS: It is seen from the above table that 71% of the respondents have agree that they are satisfied with the job they are performing and 29% of the respondents have disagreed to the above.
GRAPH SHOWING JOB SATISFATION OF EMPLOYEES
3% 26%
Agree Strongly agree 54%
Disagree Strongly disagree
17%
INFERENCE: In view to the above analysis it is said job satisfaction describes how content an individual is with his/her job and leads to high productivity
TABLE NO:12 Table showing better understanding and co-ordination between employees Options
No.of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
19 8 8 0 35
54 23 23 0 100
ANALYSIS: The data reveals that 67% of the respondents have agreed there is better understanding and co-ordination among the employees and 23% of the respondents have disagreed to the above.
GRAPH SHOWING BETTER UNDERSTANDING AND COORDINATION BETWEEN EMPLOYEES
23%
0%
Agree Strongly agree 54%
23%
Disagree Strongly disagree
INFERENCE: It is therefore clear that there is a better understanding among the employees which shows the unity among the employees.
TABLE NO:13 Table showing participation of employees in management decisions Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree No response Total
21 2 9 2 1 35
60 6 25 6 3 100
ANALYSIS: The above table tells that 66% of the respondents have agreed that they are allowed to participate with the management and 31% of the respondents have disagreed.
GRAPH SHOWING PARTICIPATION OF EMPLOYEES IN MANAGEMENT DECISIONS
6% 3% Agree Strongly agree
26%
Disagree 59%
Strongly disagree No response
6%
INFERENCE: It is can be said that the organization encourages employee participation with management to certain extent.
TABLE NO:14 Table showing Quality circles among the workers and mutual discussions Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
25 5 9 1 35
57 14 36 3 100
ANALYSIS: The above table tells that 71%. of the respondents have agreed that there is formation of quality circles and 29% of them do not agree to the above.
GRAPH SHOWING QUALITY CIRCLES AND MUTUAL DISCUSSION
3% 22% Agree Strongly agree Disagree 13%
62%
Strongly disagree
INFERENCE: Therefore it can be said that mutual discussion and formation of quality circles is the tool to solve the work related problems and the organization encourages it.
TABLE NO:15 Table showing whether the organization is well organized Options
No.of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
25 7 2 1 35
71 20 6 3 100
ANALYSIS: The above table tells that 71%. of the respondents have agreed that there is formation of quality circles and 29% of them do not agree to the above.
GRAPH SHOWING THE WHETHER THE ORGANISATION IS WELL ORGANIZED
6% 3% 20%
Agree Strongly agree Disagree Strongly disagree 71%
INFERENCE: Therefore it can be said that mutual discussion and formation of quality circles is the tool to solve the work related problems and the organization encourages it.
TABLE NO: 16 Table showing supervision of employees by supervisors Options
No. of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
23 4 8 0 35
66 11 23 0 100
ANALYSIS: The data collected so tells that. 77% of the respondents have agreed that they are directed by the supervisor where as 23% have disagreed.
GRAPH SHOWING SUPERVISION OF EMPLOYEES BY SUPERVISIORS
23%
0%
Agree Strongly agree
11%
66%
Disagree Strongly disagree
INFERENCE: Therefore it can be said that most of the employees are directed by supervisors so that they can do their job properly.
TABLE NO:17 Table showing high standard of quality fixed by company Options Agree Strongly agree Disagree Strongly disagree Total
No. of Respondents 21 10 2 2 35
Percentage 60 28 6 6 100
ANALYSIS: The above table shows that 88% of the respondents have agreed and 12%of the remaining have disagreed that the company has set high standard of quality.
GRAPH SHOWING HIGH STANDARD OF QUALITY SET BY THE COMPANY
6%
6%
Agree Strongly agree 29% 59%
Disagree Strongly disagree
INFERENCE: It is therefore clear that the company has maintained a high level of quality of their products which is shown in the response.
TABLE NO:18 Table showing training programmes in quality management to employees
Options
No.of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
21 8 3 3 35
60 22 9 9 100
ANALYSIS: Here it is seen that 82% of the respondents have agreed that they are been sent for training and only 18% of them do not agree.
GRAPH SHOWING TRAINING PROGRAMMES IN QUALITY MANAGEMENT
9% 9% Agree Strongly agree 23%
INFERENCE:
59%
Disagree Strongly disagree
So from the observation it can be said that training programs helps to improve the products and the company too is organizing for that.
TABLE NO:19 Table showing the employees who are weak are corrected by way of training
Options
No.of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
25 5 5 0 35
72 14 14 0 100
ANALYSIS: The above table reveals that 80% of the respondents have agreed that there is periodical training for the employees who are weak in performance and 14% of them have disagreed to the above.
GRAPH SHOWING THE EMPLOYEES WHO ARE WEAK ARE CORRECTED BY THE WAY OF TRAINING
14%
0%
Agree
14%
Strongly agree Disagree Strongly disagree 72%
INFERENCE:
Therefore it is evident that the company organizes periodical training to improve the performance of the employees who are weak.
TABLE NO:20 Table showing whether the HR department selects effective employees Options
No.of Respondents
Percentage
Agree Strongly agree Disagree Strongly disagree Total
18 2 13 2 35
51 6 37 6 100
ANALYSIS: The table shows that 57% of the respondents have agreed that HR department selects effective employees but 43% have disagreed to this.
GRAPH SHOWING WHETHER THE HR DEPARTMENT SELECTS EFFECTIVE EMPLOYEES
6%
Agree 37%
51%
Strongly agree Disagree Strongly disagree
6%
INFERENCE:
Therefore it can be said that the not many employees agree that HR department selects effective employees for the organization.
TABLE NO:21 Table showing standard of recruitment Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 18 5 8 4 35
Percentage 52 14 23 11 100
ANALYSIS: It is seen from the above response 65% of the respondents have agreed and remaining 35% of them have disagrees=d to that recruitment is very high.
GRAPH SHOWING STANDARD OF RECURITMENT
11%
Agree 23%
Strongly agree 52%
Disagree Strongly disagree
14%
INFERENCE: Considering the above response it is felt that recruitment standard is high, which helps in charting the channels of promotion and showing lateral lines of transfer
TABLE NO:22 Table showing whether group gives high satisfaction Options
Percentage
Agree Strongly agree Disagree Strongly disagree No response
No.of Respondents 24 5 3 2 1
Total
35
100
69 14 8 6 3
ANALYSIS: It can be observed from the above table that 83% the respondents have agreed that working in group gives job satisfaction where as 14% of them have disagreed.
GRAPH SHOWING WHETHER THE GROUP WORK GIVES HIGH SATISFICATION
6% 3% 8% Agree Strongly agree 14%
Disagree Strongly disagree 69%
No response
INFERENCE: It is evident from the above response that most of the employees are highly satisfied with doing work in groups. Job satisfaction is a’ very important attitude which is a very important attitude which is frequently measured by the organization.
TABLE NO:23 Table showing job design to achieve productivity in products Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 23 7 2 3 35
Percentage 65 20 6 9 100
ANALYSIS: The data collected so tells that 85% of the respondents have agreed that the jobs are designed to achieve high productivity but only 15% of them have disagreed to this.
GRAPH SHOWING JOB DESIGN TO ACHIVE PRODUCTIVITY IN PRODUCTS
9% 6% Agree Strongly agree
20%
Disagree 65%
INFERENCE:
Strongly disagree
Therefore it is clear from the above analysis that jobs are designed well by the organization as job design is an increasingly important application technique in achieving high productivity.
TABLE NO:24 Table showing whether the company products are well appreciated by the customers Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 24 11 35
Percentage 69 31 100
ANALYSIS: It is observed from the above table that 100% of the respondents have agreed that the products are well appreciated by their customers.
GRAPH SHOWING WHETHER COMPANY’S PRODUCTS ARE WELL APPRECIATED BY THE CUSTOMERS
0% 0% 31% Agree St rongly agree Disagree St rongly disagree 69%
INFERENCE:
In view to the above analysis it is confirmed that the corn products are very well appreciated by their customers due to high quality of the products.
TABLE NO: 25 Table showing whether the company is ISO Certified Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 21 11 3 35
Percentage 60 31 9 100
ANALYSIS: The above table reveals that91% of the respondents has agreed that their company is ISO certified company. But 9% of the remaining has disagreed to the above
GRAPH SHOWING COMPANY IS ISO CERTIFIED
9%
0%
Agree Strongly agree
31%
Disagree 60%
Strongly disagree
INFERENCE: Therefore it is clear that the company is ISO certified and the employees like the goals of their company which is ISO certified and the employees like the goals of their company which is set to produce standard quality of the products.
TABLE NO 26 Table showing safety provisions according to nature of job
Options Agree Strongly agree Disagree Strongly disagree Total
No.ofRespondents 22 8 5 0 35
Percentage 63 23 14 0 100
ANALYSIS: The above table shows that 86% of the respondents have agreed that there are safety provisions at work place but 14% of the respondents have disagreed.
GRAPH SHOWING SAFETY PROVISION ACCORDING TO NATURE OF JOB
14%
0%
Agree Strongly agree
23%
Disagree 63%
Strongly disagree
INFERENCE: It is clear from the above analysis that the company has analyzed the jobs well and there are safety provisions to avoid and minimize the possibility of accidents.
TABLE NO: 27 Table showing whether the tools and machines are highly effective
Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 18 8 8 1 35
Percentage 51 23 23 3 100
ANALYSIS: Here it is seen that 74% of the respondents have agreed that tools and machines are highly effective and 26% of them have disagreed.
GRAPH SHOWING WHETHER TOOLS AND MACHINES ARE EFFECTIVE
3% 23% Agree 51%
Strongly agree Disagree Strongly disagree
23%
INFERENCE:
Therefore it is clear that the products manufactures by the organization are highly effective and the organizations are highly effective and the organization has maintained a high level of quality in their products.
TABLE NO 28 Table showing whether employees are sent for training periodically
Options Agree Strongly agree Disagree Strongly disagree Total
ANALYSIS:
No. of Respondents 23 5 7 0 35
Percentage 66 14 20 0 100
It is seen from the above that 80% of the respondents have agreed that the employees are sent for periodical training and 20% of the respondents have disagreed.
GRAPH SHOWING WHETHER EMPLOYEES ARE SENT FOR TRAINING PERIODICALLY
0% 20% Agree Strongly agree 14%
Disagree 66%
Strongly disagree
INFERENCE: Considering the above analysis it is clear that periodical training helps in development of the employee’s performance in the organization.
TABLE NO 29 TABLE SHOWING EARNINGS AND INCENTIVES OF EMPLOYEES
Options Agree Strongly agree Disagree Strongly disagree Total
ANALYSIS:
No.of Respondents 20 3 11 1 35
Percentage 57 9 31 3 100
The above table reveals that 66% of the respondents have agreed that every employee earns job incentives and 34% of the remaining have disagreed.
GRAPH SHOWING EARNINGS AND INCENTIVES OF EMPLOYEES
3%
31%
Agree Strongly agree 57%
9%
INFERENCE:
Disagree Strongly disagree
So, it can be said that most of the employees are earning job incentives which motivates them to work better and this leads to high productivity.
TABLE NO 30 Table showing low absentisum among the employees
Options Agree Strongly agree Disagree Strongly disagree Total
No.of Respondents 23 2 6 4 35
Percentage 66 6 17 11 100
ANALYSIS: It is seen from the above response that 72% of the respondents have agreed that absenteeism is very minimum among the employees and 28% of the respondents have disagreed to the above.
GRAPH SHOWING LOW ABSENTISM AMONG THE EMPLOYEES
11%
Agree
17%
Strongly agree Disagree 6%
INFERENCE:
66%
Strongly disagree
Therefore it can be said that job satisfaction is more likely to bring about the level of absenteeism in the employees.
TABLE NO 31 Table showing whether every employees feels that he is the citizen of this organization
Options Agree Strongly agree Disagree Strongly disagree No response
No.of Respondents 22 7 5 0 1
Percentage 63 20 14 0 3
Total
35
100
ANALYSIS:
The above table tells that 83% of the respondents have agreed that every employee is treated as the citizen of the organization; where as 17% of them have disagreed to the above.
GRAPH SHOWING WHETHER EVERY EMPLOYEE FEELS THAT HE IS THE CITIZEN OF THIS ORGANISATION
3% 0% 14%
Agree Strongly agree Disagree
20%
Strongly disagree 63%
No response
INFERENCE: Therefore it is clear form the above analysis that organization is a consciously coordinated social unit composed of two or more people, where the employees are treated as citizens of the organization.
CHAPTER V FINDINGS AND CONCLUSIONS Findings: 1. All the respondents have participated in the project study without fear. 2. Respondents are well matured to understand the level of job satisfaction. 3. Women are also working and they also. need motivation to improve job satisfaction 4. Respondents are adequately qualified to understand the importance of job satisfaction. 5. The respondent’s designation is both technical and nontechnical.
6. The respondents have adequate experience in the organization. 7. Respondents have agreed that there is a HR unit in the organization which monitors all the HR activities. 8. The HR unit itself monitors HR development. 9. Respondents are highly committed to the organization. 10.Respondents have agreed that they are treated as HR asset by their organization. 11.Majority of the respondents are satisfied with the job they are performing. 12.The employees have mutual understanding and unity each other. The organization encourages employee participation with the management. 13.With the help of formation of quality circles and mutual discussion among the employees it has helped to solve work related problems. 14.The company is well organized and it is recognized in the society. 15.The junior employees are supervised by their supervisors. 16.The company maintains high level of quality in production.
17.Training programs are conducted periodically to improve the quality of the products. 18.Weak employees are periodically trained. 19.The company has effective HR department. 20.Recruitment standard adopted by the company is very high. 21.Employees are highly satisfied with the group work. 22.The jobs are well designed in the organization 23.The company products are well appreciated and accepted by the customers. 24.The company is an ISO certified company. 25.The jobs are analyzed and safety provisions are implemented. 26.The products are of high quality because of effective tools and 27.Machines used by the organization. 28.The employee's performance is developed by periodical training. 29.Job incentives are given to employees. 30.Absenteeism is very low in the organization. 31.The organization provides a good co-ordination and every employee feels that he is a citizen of the organization and it gives raise to ‘we’ feeling ness.
Conclusions: The project study was carried out at M/s Rail Wheel Factory to find out the factors that have influenced job satisfaction among the employees to crate organizational commitment. The data has revealed that there is high job satisfaction among the employees. The special areas of high satisfaction are group work, mutual discussion, periodical training, company’s products and the job itself, Considering all these factors the project report comes to conclusion that at M/s Rail Wheel Factory, the level of job satisfaction and organizational commitment is high.
CHAPTER 6: RECOMMENDATIONS AND SUGGESTION: • The organization can give more job incentives to encourage the employees for better performance. • The organization has to provide better working conditions. • The management should take suitable measures so that all employees are aware of participate of management system through HR policies. • Management should encourage the workers to take part in management activites. • There should be rotation of staff from one section to another section once in 3 years.
• The training programmes should be still improved with latest technology which helps employees to perform better. • They should be given certain promotions based of experience and merit.
BLBLIOGRAPHY I have referred the following books to complete the project work: Organizational Behavior by Stephen.P; Robbins Organizational Behavior by Fred Luthans Organizational Behavior by Keith Davis Personnel Management by C.B. Memoria
“Factors influencing Job Satisfaction among employees to Create organizational commitment� A project study conducted at M/s Rail Wheel Factory.
Questionnaire Part-A Personal Data 1. Name (optional) 2. Age 3. Sex 4. Qualification 5. Designation 6. Experiences
Part - B 1. There is a separate I unit in our company. • Agree • Strongly agree • Disagree • Strongly disagree
2 This unit monitors employee development. • Agree • Strongly agree • Disagree • Strongly disagree
3. Our employees are highly committed to the organization. • Agree • Strongly agree • Disagree • Strongly disagree
4. Employees are treated as a HR asset in our Co. • Agree • Strongly agree • Disagree • Strongly disagree
5. The job 1 am doing is highly satisfactory. • Agree • Strongly agree • Disagree • Strongly disagree 6. There is a good team work and jobs are perfumed with better u and co • Agree • Strongly agree
• Disagree • Strongly disagree 7. Employees are allowed to participate with the management. • Agree • Strongly agree • Disagree • Strongly disagree
8. Our employees have formed quality circles and we solve work related problems by mutual discussion. • Agree • Strongly agree • Disagree • Strongly disagree
9. Our company is well organized. • Agree
• Strongly agree • Disagree • Strongly disagree 10. Every employee is directed by the supervisor to do the job properly. • Agree • Strongly agree • Disagree • Strongly disagree
11. The company has set h standard of quality. • Agree • Strongly agree • Disagree • Strongly disagree
12 Employees are trained in quality management. • Agree
• Strongly agree • Disagree • Strongly disagree
13. Employees who are week in performance are corrected by way Of Training. • Agree • Strongly agree • Disagree • Strongly disagree
14. Normally our HR department selects effective employees. • Agree • Strongly agree • Disagree • Strongly disagree 15. Our recruitment standard is very high. • Agree
• Strongly agree • Disagree • Strongly disagree 16. The group work gives us very high job satisfaction. • Agree • Strongly agree • Disagree • Strongly disagree 17. The jobs are designed to achieve high productivity. • Agree • Strongly agree • Disagree • Strongly disagree .. 18. Our products are well appreciated by our customers • Agree • Strongly agree • Disagree • Strongly disagree
19 Our company is ISO certified company and I like my goals of the company. • Agree • Strongly agree • Disagree • Strongly disagree 20. The jobs are well analyzed and safety provisions aie rn according to nature of the job. • Agree • Strongly agree • Disagree • Strongly disagree
21. The tools and machine are highly effective. • Agree • Strongly agree • Disagree • Strongly disagree
22. The employees are sent for training periodically. • Agree • Strongly agree • Disagree • Strongly disagree 23 Every employee earns job incentives. • Agree • Strongly agree • Disagree • Strongly disagree
24. Absenteeism is very minimum among the employee's because of job satisfaction. • Agree • Strongly agree • Disagree • Strongly disagree 25. Every employee has a feeling that he is the citizen of this organization.
• Agree • Strongly agree • Disagree • Strongly disagree