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Job satisfaction among foundries worker

AKP FOUNDRIES(P)LTD

BELGAUM

Minor Research Project

A comparative study on

employeeS job satisfaction IN AKP

FOUNDRIES (P) LTD

By :

Mr. Nagaraj.B.Nayak

BIRDS SOCITIES

MASTER OF SOCIAL WORK COLLEGE,

TUKKANATTI

2009-2010

Birds MSW college Tukkanatti

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DEPARTMENT OF SOCIAL WORK

BIRDS B.S.W. College P.G. Dept of Studies inSocial Work Tukkanatti.

Tq: Gokak Dist:Belgaum

This is to certify that the dissertation entitled

EMPLOYEES JOB SATISFACTION IN AKP

FOUNDRIES(P)LTD. is research work completed

by Mr. NAGARAJ.B.NAYAK during the blockplacement training at AKP

FOUNDRIES(P)LTD,BELGAUM for the partial

fulfillment of the Degree of Master of Social

work, Karnataka University Dharwad

Mr.S.M. Jiralimath Dr. (Smt) V B. Pai

Co-ordinator of BIRDS B.S.W Chairperson

College P.G.Dept of studies in Dept of studies insocial

Social work ,Tukkanatti work.K U Dharwad

DEDICATION


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DEDICATED TO

MY RESPECTED FAMILY MEMBERS

GRAND FATHERS

FRIENDS

ALL MY BROTHERS

SISTERS

RESPECTED LECTURERS

AND

BELOVED ONCE

DECLARATION


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This is to state that the titled EMPLOYEES JOB

SATISFACTION IN AKP FOUNDRIES(P) LTD. Is based on

the original work carried by me during the block

placement AKP FOUNDRIES(P) LTD BEKGAUM, and

submitted to BIRDS B.S.W. College andP.G.Department of Studies in social work Tukkanatti,

Karnataka University Dharwad for the award of the

degree of MASTER OF SOCIAL WORK.

I also declare that this study has not been submitted

either in full study has not been submitted either in full

or in part of any other university.

Place- Tukkanatti

Date

Mr .Nagaraj .B.NayakM.S.W 4th SEMESTERBIRDS

B.S.W. College AndP.G.Department of studiesIn social work Tukkanatti


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ACKNOWLEDGEMENT

I express my sincere thanks to Mr.s.m.Jirlimath

Coordinator Birds M.S.W. College for their guidelines andtechnical advice for every step of research.

I heartly thanks to our research guide Miss Ashwini

Shetty for their career guidelines of research and

supported or reason to success my research.

I personally thanks to all my M.S.W. Staff and akp

foundries staff for their advice to research and support to

hole process of research.

My special thanks to all respondents who isresponded answer to my research question and for their

valuable time spend with us sincerely.

I especially thanks to those who are supported

directly and indirectly to me. This is dedicated to all my

family members and M.S.W. lecturers and all my friends

for their advice and encouragement.


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CONTENTS

Capter No Name of the topic Page number

1 Introduction.

2 Industrial profile

3 Research methodology.

4 Data analyses and interpretation.

5 Findings and suggestion.

6 Conclusion.& Questionnaire

7 Bibliography


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Chapter I

Theoretical Review of Literature.

INTRODUCATION

Job satisfaction describes has content on individual in with his or job. The happier people

are within this job, the more satisfied they are said to be job satisfaction in not the same on

motivation although it is only clearly linked. Job design aims to enhance job satisfaction &

performance methods include the job rotation job employment and job enrichment. Other

influences on job satisfaction include the management style and attune employs involvement

empowerment and autonomous work groups job satisfaction is a very impenitent attribute which

is Frequently measured by the origination. The most common way of measurement is the use of

rating scales were employees report their reactions to their job question relate to rate of pay work

responsibilities, variety of tasks promotional opportunities the date itself and co-workers some

questions are yes or no questions while others are to rate satisfaction on 1-5 seale (where 1

represents not at all satisfied and 5 represents extremely satisfied)

In each country the participating work place included both private and state owned

organization retail and manufacturing organization & small and large scale organization. To

facilitate souses full completion of the project organization responsible for Security either at the

local or national level were not included in the study. Altogether more than 5,800 employees

participated in the survey project Table 1 submerges the basic characteristics of the participating

employees by country

Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of

ones job an affective reaction to ones job and an attitude towards ones job. Weiss (2002) has

argued that job satisfaction is an attitude but points out that researchers should clearly distinguish

the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This


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definition suggests that we form attitudes towards our jobs by taking into account our

feelings, our beliefs, and our behaviors.

Scope Of the Problem

Executive Briefing:

The objective here is to report job satisfaction results from an employee

survey conducted between 2005 and 2007 in four formerly socialist economies: Russia, Armenia,

Kazakhstan, and Kyrgyzstan, with a focus on gender and generational differences in response

patterns. Personal contacts, the currency used to achieve objectives in formerly socialist

economies, dictated the survey locations. Foreign scholars, part of a mentoring program that

involved training in survey research, became the local project coordinators; so by default, the

project locations included: Ufa, Russia; Yerevan, Armenia; Almaty and Taldyquorgan,

Kazakhstan; and Bishkek, Kyrgyzstan. While a single location cannot possibly capture the

population or workforce diversity in the country, for convenience, I refer to country name when

discussing results.


Russia Armenia Kazakhstan Kyrgyzstan All

Satisfied with job % 62.8 56.9 64.8 63.3 62.1

Satisfied with my work on this job 65.4 54.7 61.8 65.8 61.3Mean age (Years) 38.8 37.6 33.6 37.1 36.3

Young (% of Total) 38.8 45.3 59.8 50.1 47.7

Older (% of Total) 14.2 12.6 4 15.5 14.4

Women (% of Total) 40.8 56.5 52.6 63.1 59

Mean education (Year) 14.9 15.1 14.6 14.3 14.8

Men Job Time (Year) 9.6 6.5 5 7 6.7

Unemployed (% of Total) 21.5 28 41.9 37.9 31.9

Supervisor (% of Total) 43.9 36.2 47.5 33.1 40.7

Employed in Soe (% of Total) 50.8 30.4 24 70.1 39

Employed in Mfg (% of Total) 29.2 23.9 31.3 2.1 23.8

Observations 1111 1509 2179 1004 5803

Year of serve 2005 2005 2005 2007a= les then 21 years in 1992

b = More than 40 years in 1992

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History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,

sought to find the effects of various conditions (most notably illumination) on workers

productivity. These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this increase resulted,

not from the new conditions, but from the knowledge of being observed. This finding provided

strong evidence that people work for purposes other than pay, which paved the way for

researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book contributed to

a change in industrial production philosophies, causing a shift from skilled labor and piecework

towards the more modern approach of assembly lines and hourly wages. The initial use of

scientific management by industries greatly increased productivity because workers were forced

to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving

researchers with new questions to answer regarding job satisfaction. It should also be noted that

the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors

work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and

self-actualization. This model served as a good basis from which early researchers could develop

job satisfaction theories


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http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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Models of job Satisfaction

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory states

that how much one values a given facet of work (e.g. the degree of autonomy in a position)

moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a

person values a particular facet of a job, his satisfaction is more greatly impacted both positively

(when expectations are met) and negatively (when expectations are not met), compared to one

who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory It is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

toward a certain level of satisfaction, regardless of ones job. This approach became a notable

explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over

time and across careers and jobs. Research also indicates that identical twins have similar levels

of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core

Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general

self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-

esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own

competence) lead to higher work satisfaction. Having an internal locus of control (believing one


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http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticism


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has control over her\his own life, as opposed to outside forces having control) leads to higher job

satisfaction. Finally, lower levels ofneuroticism lead to higher job satisfaction

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for

collecting data regarding job satisfaction is the Likert scale (named afterRensis Likert). Other

less common methods of for gauging job satisfaction include: Yes/No questions, True/False

questions, point systems, checklists, and forced choice answers. This data is typically collected

using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific

questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five

facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.

The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in

response to whether given statements accurately describe ones job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual facets

and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire

(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job

satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and

a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire

that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of

the first scales used widely, measured overall job satisfaction with just one item which

participants respond to by choosing a face.


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http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1


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RESULTS

Occupational stress:

The results obtained above show significant decreases in the mean stress score could be

seen from young adult group to late middle age. The t values obtained in the table 1 show

significant difference between young adults (25-35 yrs.) and those in early middle age (36-45

yrs.) and late middle age (46-60 yrs.). Young adults were The issue of job satisfaction, what it is

and why it is important, brings with it a great deal of research and opinion accompanied by a

vast store of written material. However , the topic j ob satisfaction lacks clarity and is sometimes

controversial. The term job satisfaction is understood to mean everything from making all

aspects of a job easy for employees to making the job meaningful, significant and

challenging. Research on the importance of job satisfaction can be equally confusing with

some research clearly indicating no correlation between job satisfaction and job effectiveness

while other research indicates there is a definite connection between the two. The likely reason

for this confusion, beyond a lack of understanding on the topic, is that all factors associated with

job satisfaction are not understood, agreed upon, measured or correlated. Moreover, all the

factors contributing to employee motivation and effectiveness are not captured in any one of the

single ambiguous concepts of job satisfaction. Thus, much of the qualitative research has not

been verified by qualitative data. Research conducted by Schleicher, Watt and Greguras (2004)

indicates that individuals with identical responses to questions on job satisfaction often possess

entirely different behaviors relating to job performance. Additionally, differing factors relating to

job satisfaction hold varying degrees of importance to individuals. Thus, a proven model

showing the relationship between job satisfaction and performance has been elusive despite the

vast quantity of qualitative data supporting the relationship. These issues are very complex and

have simply not been fully deciphered by researchers.

Dispositional Theory

Some of the theories relating to job satisfaction may further illustrate the complexity of

the issue and help the understanding of how management may positively affect job performance

through job satisfaction. The first theory is the dispositional theory. The idea that people who

are happy in life are happy in their job is called the dispositional theory and there is significant

research to support this idea. Heller(2002) connects three behavioral theories to aid in the


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understanding of the dispositional theory. These three theories include research on positive

affectivity and negative affectivity, the big five personality attributes and core self evaluations.

Positive affectivity is a personality characteristic described as high energy, enthusiastic and

pleasurable engagement while negative affectivity is a personality type characterized as

distressed, unpleasurable engagement and nervousness (Heller, 2002). Research has shown that

people with positive affectivity are happier in their work and happier in life than those with

negative

affectivity. The big five personality attributes introduced by Goldberg (1990) have a near

consensus agreement from behavioral experts as the comprehensive personality taxonomy.

According to Heller (2002) these five traits include: extraversion (or surgency), neuroticism (or

emotionalist ability ) , a g r e e a b l e n e s s , conscientiousness, and openness (or culture).

Research has shown a strong correlation between these five factors and job satisfaction. Thethird facet of dispositional theory, core self evaluation theory, developed by Judge, Locke, and

Durham (1997) is gaining acceptance as a model for determining job satisfaction

and job performance. Core self evaluation theory has four facets i n c l u d i n g : s e l f - e s t e e

m , generalized self-efficacy, locus of control, and emotional stability (low neuroticism). This

theory again links personality attributes and practices with motivation, job satisfaction and job

performance. All three dispositional theories recognize the connection between job satisfaction,

motivation and performance but focus on the attributes of the person entirely. Thus, the

dispositional theory suggests that some people will be satisfied, motivated and high performing

at work regardless of how poorly managed while other people will not be happy no matter how

great an organization. However, the

data indicates that despite the correlation, personality can only explain less than half of the level

of job satisfaction. This tells us that there are likely some elements within organizational control

which can affect employee job satisfaction.

Hygiene Theory

Fredrick Hertzberg developed the hygiene theory on job satisfaction and employee motivation

which can tie the principles of the disposition theory together with the influence management has

on job satisfaction, performance and motivation. According to Herzberg (1974) there are two

factors relating to satisfaction and motivation in the workplace; satisfiers and dissatisfies.

Satisfiers relate to the content of the work such as achievement, recognition for achievement,


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interesting work, increased responsibility, growth, and advancement. Herzberg (1974, p18).

Dissatisfies are related to how employees are treated and include such items as company policy

and administration practices , supervision , interpersonal relationships, working conditions,

salary, status, and security. Herzberg (1974, p18). If we combine this theory with the

disposition theory we can more clearly see a model for job satisfaction in which some

satisfaction or dissatisfaction is inherent in the nature of each individual worker, some

satisfaction comes from the content of the work and some dissatisfaction comes from the way

they are treated. Managers have some influence on the level of satisfaction by fostering

achievement, recognizing achievement, making the work interesting, giving employees

responsibility and providing for opportunities for growth and advancement. More importantly, m

angers can create dissatisfaction with inequitable pay, poor company personal policies, working

conditions or job security. The importance of each of these job dissatisfies relates to thefrequency it occurs and the intensity of the shortfall. In other words a policy that treats

employees poorly every day is a bigger dissatisfies than a policy which treats them poorly only

once per month. Moreover, the severity of the dissatisfies affects the importance of that

dissatisfies. Therefore, if pay is at such a level that people cannot meet their basic needs, then

pay would overshadow all other dissatisfies

and eclipse job satisfiers. How do you improve on job satisfaction? Now that you may

have a feel for the complexity of the issue you may better understand how improving job

satisfaction in your organization can be an illusive goal. The first

step in improving job satisfaction might be to hire people who are satisfied with their life. This

step should be fairly easy if you are hiring Christians who are putting Christ at the center of their

lives. One school superintendent who led a school certified as a Best Christian Workplace told

his staff that he wanted people who wanted to work at the school, liked the kids and were happy

with the work. If they were not happy then they owed it to themselves to move on and find a job

where they were happy. This might not have been the singular policy making this school a great

place to work, but the job satisfaction theories certainly support the idea that this policy would

have a significant impact on the overall positive culture of the workplace. Of course there is

more management must do to make a great workplace. Management must minimize dissatisfies

and maximize satisfiers. Although there is not a single instrument developed to measure and

guide management in creating a satisfied workforce, the Best Christian Workplace survey


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provides some excellent insights. Taking a look at the survey instrument, we see there are several

questions in the survey which are lagging indicators of job satisfaction. These lagging

indicators include:

1) I would rate my organization as an exceptional place to work.

2 All in all, I am satisfied with my job.

3 In general, I like working for this organization

6) Legal enactment on Issue.

Apprentices Act:

The main purpose of the Act in to provide practical training to technically qualified persons in

various trades the objective is promotion of new skilled manpower. The scheme is also extended

to engineers and diploma holders.

The act applies to area and industries on notified by central government (section 1 (4) )

Obligation of Employer-

Every employees is under obligations to take apprentices in prescribed ratio of the skilled

workers in his employment in different trades (section 11) in every trade, there will be reserved

places for schedules castes and schedule tribes (section 3A) Ratio of trade apprentices to workers

shall be determined be central goat employer can engage more number of apprentice than

prescribed minimum (section 8) The employer has to make arrangement for practical training of

apprentices (section 9)employer will pay stipends to apprentices at pressurized rates if employee

are less than 250. 50% of cast is shared by goat if employer is employing more than 250 workers.

he has to bear full cost of training.

Who can be apprentice should be of minimum age 14 years and he should satisfy the standard

of education and physical fitness as prescribed (section 3).

Duration of Training: duration of training period and ratio of apprentices to skilled workers for

different trades has been prescribed in Apprenticeship Ruler 1991 Duration of Apprenticeship

may be from 6 months to 4 years depending on the trade, an prescribed In rules. period of

training is determined by national council for training in vocational trades (established by goat of

India)

Legal position apprentices:

As apprentices is not a workman during apprentices training (section 18) provision of a lobar

law like bones. PF ESI act. Gratuity, industrial dispute Act etc. are not applicable to him

however provision of factories act regarding health safety and welfare will apply to him.


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Apprentice is also entitled to get compensation from employee for employment injury (section

16)

An employee in under no obligation to employee the apprentice after compaction of

apprenticeship (section 22(1))however in op state road transport coupon v up pariah enigma

shack Beranger sang Air 1995 sc 1114 - 1995 2scc 1t was held that other things being equal, a

trained appurtenance should be given preference over direct recruits at was also held that he need

hot be sponsored by the coursed institute should maintain a list of persons already trained and in

between be given in up rajya vidyat parished v state of up 2000 869 (sc).

Contract Labour (Regulation and abolition Act 1970.)

Purpose of the act in to regular employee of contract labour and to provide for a abolition of

contract labour in certain cases.

Establishment to which Act applier.

The act in applicable to every establishment in which 20 or more workman are employed as

contract labour as were so employed any time during last 12 month section 1(3)(a)) at will not

apply to establishment where work of an intermittent al casual nature 5 performed (selection 1

(5)(a).

Contract labour.

A workman n deemed to be employed an contract labour in as n relation to work of the

establishment it he in hired for such work by al through a contractor, with as without knowledge

of principle employee (section 2 (1)(6) Corrector.

The act appliance to every corrector who employee 20 or more workman (1 (3)6)) The

contractor sill be likened (section 12) contractor in required to maintain muster roll and register

of wages (section 29) He in required to follow other provision an my be contained in ruler made

by appropriate Govt. contractor in regarded to pay wages to workman on line in presence of

authorized representative of signature as there impression on wage register it contract fails to

make payment can wages principle Employee in riable to make payment of wages to contract

labor he can recover this amount from contract contractor in require to provide canteen

facilities, first aid , rest rooms, drinking water, latrines and washings facilities an per rules made

by state Govt (section 16 & 17)


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Employees Provident funds & misc provisions Act 1952 & The schemes.

Eligibilities:

Any person who 5 employed for work of an established as employed through contractor in as

connection with the work of an establishment

Applicability,

*every establishment which in factory engaged in which 20 as more persons are employed.

*Any other establishment employee 20 as more persons which central Govt may by notification

specialty in thin half

*Any establishment employing even less than 20 persons can be covered voluntarily u/s 1cu) of

the act.

BENEFITS:

Employees covered enjoy a befit of social security in the farm of an unattachable and un with

draw able (except in severely restricted ciroemstanees like buying house. Marriage 1 education

etc) finanest egg to which employees and employees court 6ute equality throughout the covered

persons employment

This some is payable normally on retirement or death other bluefish mle employees pension

scheme end employees Deposits linked insurance scheme.

Clarification about contribution :

After revision in wage siling, from Rs.5000 to 6500 WEF 1-6-2001 per month the govt will

coalmine to contribute 1-167-up to the actual wage of maximum as. 6500 1 month towards

employees pension scheme the employees scheme in the pension scheme will be Rs.541 w e f

1.6.2001 under employees Deposits linked insurance scheme the contribution a)0.50% in

required to be paid up to a maximum limit of Rs 6500.

Penal provision:

Liable to be arrested without warrant being a cognizable offence.


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Default by employer in paying contribution as inspection / distraction.

Charge attract imprisonment up to 3 years and lines up to rs 10.000(s.14) for any retrospective

with damage up to 100% of arenas

EMPLOYEES STATE INSURANCE Act 1948 Applicability of the Act &

scheme.

In extended in area wise to factories using power and employing was more person and to man

power using manufacturing units and establishment employing 20 or more person up to rs

75000/- per month w e f I 4-2004 it has also been extended up on shops, hole restaurant road

motor transport undertaking equipment main ten staff in hospital.

To be deemed as wages

Basic pay

Dearness allowance

House rent allowable

Over time wages (but not to be taken into account for determining the coverage of an

employee)

Payment for day of rest

Production in centime

Bonus other than statuary bonus

Night shift allowance

Payment for unsubstantiated holidays

Meal 1 food allowance suspense allowance

Lay off impanation

Children education allowance.

Benefits :

To the employees under the act

Medical, sickness extended sickness for certain diseases enshrined sickness, dependentmaturity 6.esides feral expenses rehabilitation allowance medical 6 benefits to insured

person and his or less spouse.

Contribution period


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1st April to 30th September

1st October to 31st march

FACTORIES ACT 1948-

Applicability of the act

Any premises whereon 10 more persons with the aid of power al 20 or more workers are

were without aid of power working on any days preceding 12 months where in

manufacturing process in being carried on.

Employer to ensure health of workers pertaining to

Clean lines Dispose of wastes and effluent ventilation and temperature dust and fume

over eroding artificial humidification lighting Drinking Water spittoons.

Safety Measures.

Facing of machinery.

Work on near machinery in motion

Employment prohibition of young persons on dangerous machines

Stinking gear and devices for carting off power

Self acting machines

Casing of new machinery Prohibition of Employment of womens and children near cotton openers.

Working Hours spread over & over time of Adult.

Weekly hours not more then us

Daily hours not more than 9 hours

Intervals for rest at least hour on working for 5 hours

Spread hours not more then 10 hours

Over tapping shift prohibited

Extra wages for over time double than normal rate of wages.

Restrictions on employment of women before 6 am and beyond 7 pm.


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Employment of young persons

Prohibition of employment of young children e g 14 year non Adult workers to carry

tokens. E g certificate of fitness.

Working hours for childrens not more then 4 hrs & not permitted to work during

urgent shift.

Welfare Measures

washing facility

facilities for staring and drying clothing

facilities for setting

first aid appeals one first aid box not less then every 150 workers

shelters rest rooms and lunch rooms when there are 150 or more workers

crches when there are 30 or more women workers

Welfare office when there are 500 or more workers

MATERNITY BENEFIT ACT 1961.

Objective of Act

To protect the dignity of mother hood and the dignity of a new persons birth by

providing for the full and healthy maintenance for child at this important time when she

is not working.

Coverage of the Act

Upon all women employees either employed directly or through curator except domestic

women employees employed in mines factories plantation and also in otherreestablishment it the state Govt decided to apply thin act to women employees in shop

and commercial establishment they also will get the benefit of thin Act Bihar Punjab,

Haryana, west Bengal, up Orissa & authors have done so.

Condition for eligibility of benefit


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Ten week before the date of her excepted delivery, she may ask the employer to give her

light work for a month At that time she should produce a certificate that she is pregnant.

She should give written notice to the employer about seven week full the date of her

delivery that she will be absent for six weeks before and after her delivery she should also

name the person to whom payment will be made in case she can net take at her self.

She should take the payment for the first six week before she given to leave

Their employer cannot discharge her or change her conditional of service while she is on

materiel leave.

Cash Benefits

leave with average six week before the delivery

leave with average pay for six weeks after the delivery

A medical bonus of 25 it the employer does not provide free medical call to the women.

An additional leave with pay op to the month it the women shows proof of it nests due tothe pregnant I delivery, miscarrying or premature birth in care of miscarrying six week

leave with average pay from the date of miscarrying.

MINIMUM WAGES ACT 1948.

Objective of the Act

To provide for fixing minimum rates of wages in certain employment

Minimum rate of wages

Such as basic rate of wages etc. variable DA and value of other wineskins etc.

Fixing House for normal working

shall constitute a normal working day inclusive of one or more specified lateralsTo provide for a day of rest in every period of seven days with remuneration

To provide for payment for work on a day of rest at a rate not then the over time rate.

Fixation of minimum rates of wages

the appropriable government to fix minimum rates of wages the employees employed in

par alas of schedule either at 2 or either part of notification U/s 27.

To make review at such intervals not exceeding five years the minimum rates or so fixedand revised the minimum rates government can also minimum wages for

Time work piece work at piece rate

Piece work for the purpose of security to such employees on a time work basic


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Overtime done by employees for piecework or time rate workers.

Impact of the Problem

Research indicates that employees who are satisfied with their jobs are more likely to stay

with their employers. According to this survey, 86% of employees indicated overall satisfaction

with their current position, with 41% of employees reporting they were very satisfied. Whats

more, majority of employees (58%) reported that the current economic climate has not made any

difference in their level of satisfaction and this is good news for employers, especially during the

economically challenging time.

It is not surprising that during the current economic downturn, which some have

compared to the 1929 Great Depression, employees selected job security for the second

consecutive year as the most important aspect of their job satisfaction. It was also at the top ofHR professionals list this year for the first time. Benefits, compensation/pay, opportunities to

use skills and abilities and feeling safe in the work environment rounded off employees top five

very important job satisfaction contributors nearly identical to the top five of 2008.

Factors that were not strongly connected to employees overall job satisfaction were

organizations commitment to a green workplace, networking, career development

opportunities, paid training and tuition reimbursement programs, and organizations commitment

to

professional development.

Other noteworthy findings include the following:

Employees whose organizations had been somewhat affected by the current

financial crisis were more satisfied overall with their current jobs compared with

employees whose organizations had been greatly affected by the recession.

Nearly three out of 10 employees were very satisfied with their compensation

pay.

The most common methods companies used to measure and monitor employee jobsatisfaction were exit interviews, feedback from employees performance reviews, speaking

with employees on an individual basis, tracking turnover data and conducting employee

attitude surveys.

What Do These Findings Mean for Employers? Conduct Environmental Scanning:


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The external forces or trends that affect the organization is an integral part of the

organizations strategic plan. Through a process called environmental scanning, organizations

systematically gather and analyze all relevant data about external opportunities and threats that

may affect them at present and in the future. Examples of external forces include changing

demographics, economic conditions, emerging marketplaces, advances in technology and

increased global competition. Organizations can then use these data to evaluate their

mission/vision, develop goals and develop/train employees.

Review of Similar Research

Job satisfaction influences a firms bottom line understanding factors contributing to

job satisfaction improves firm performance. Studies conducted in developed market economies

and formerly socialist economies show that the majority of workers report themselves satisfied

with their job. Many factors contributing to job satisfaction are the same across countries, and

quite surprisingly do not hinge solely on pay or hours of work. Numerous job attributes, worker

characteristics and workplace environment contribute to job satisfaction. Expectations of

receiving a desired reward are clearly important. While additional pay might not be an option,

understanding that job security or the opportunity to learn new skills or the friendliness and

respect of co-workers is important does illuminate ways that workplace conditions and policies

might be configured to enhance job satisfaction.Sources of managerial stress have been well documented since the late 1970s. Ivancevich

and Matteson (1980) identified four categories of work stressors: physical environment,

individual level (amixer of role and career development variables), group level (primarily

relationship-based) and organizational level (a mixture of climate, structure, job design and task

characteristic) Schuler (1982) also identifies seven categories of work stressors in organizations:

job qualities, relationships, organizational structure, physical qualities, career development,

change and role in the organization. Quick and Quick (1984) proposed four categories of

stressors: task demands, physical demands and interpersonal demands.

Stress is involved in an environmental situation that perceived as presenting demand

which threatens to exceed the persons capabilities and resources for meeting it, under conditions

where he or she expects a substantial differential in the rewards and costs from meeting the

demand versus not meeting it (Mc Grath, 1976). From the documented evidence, it is clear that


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as far as work life is concerned extreme stress is so aversive to employees that they will try to

avoid it by withdrawing either psychologically (through disinterest or lack of involvement in the

job etc.) Physically (frequent late coming, absenteeism, lethargy etc.) or by leaving the job

entirely (Beehr and Newman, 1978). It predisposes the individual to develop several

psychosomatic illness, in contrast, the absence of extreme stress would result in more satisfied,

happy, healthy and effective employees. However, the stress one experiences in the job vary

from mild to severe depending ones physiological, psychological and social make up (French

and Caplan, 1970, Margolis et al., 1974., Miller 1960 and Wardwell et al., 1964).

Stressors at the individual level have been studied more than any other category. Role

conflicts, role ambiguity, role overload and under load, is widely examined individual stressors

(Mc Grath 1976;

Newton and Keenan, 1987). It is also reported by many researchers that the low job satisfactionwas associated with high stress (Hollingworth et al., Abdul Halim, 1981; Keller et al., 1975;

Leigh et al, 1988).

Age can be explained in the terms, that the individuals matured personality disposition

related to the attainment of developmental tasks specific to each developmental tasks specific to;

each developmental phase and its influence on individuals perception of the situations as

stressful or otherwise. Several researchers reported that in industrial setting job satisfaction and

job involvement increases with age and as a result occupational stress would decreases

(Cherrington, 1979) in view of dearth of conclusive studies about whether the same this is true

with the teachers at different age levels in India, the present study was conducted.


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Chapter No II

COMPANY PROFILE

Introduction

Founded in 1978, AKP Foundries rapidly became the leader of high quality Ductile and Gray

Iron castings. They are a TS 16949 company.

Their company distinguishes itself by its high level performances in the precision Ductile and

Gray iron casting industry because of their team work, meticulous quality control, optimum

production capacity, better skills of their technicians and specialized engineers and also their

state of the art equipment. One of the major advantages is that AKP Foundries has an in-house

sophisticated CNC and conventional machine shop. They are capable of providing the castings in

finished condition.

Their investment in Research & Development is well known and along with universities, allied

industry partners and other sources, they seek to identify, develop, and more importantly, apply

new and improved technologies in order to produce the evolving specifications of their clients.


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Management in an industrial environment which is in perpetual change, demands flexibility, that

is why at AKP Foundries, they have given themselves the mission to precise their productivity,

quality and innovations and thus without forgetting to turn their undivided attention to their

skills, constant quality of product, efficient service and all with respecting delivery delays.

History

Mr. B K Bhandare and Dr. D Pharmikar established AKP Foundries in the year 1978.

Earlier both used to work in Kirloskar Bros. With the great vision both started the

company as a small-scale unit with around about 90 employees.

Initially the company adopted a traditional method of casting named Cupola

Method for the production process, which was time consuming and had low

capacity of production.

The company has adopted a new technique of production named Furnace Method

for the production process in the year 1990. This method has high production

capacity of around about 500 Kgs. A latest technique has been adopted to identify

quality of products and raw materials through spectrometer.

Mr. R B Bhandare joined the company as a Chief Executive in 1985. Pride to join AKP

he was working as a metallurgist in Mysore Kirloskar Bros in Harihar and promoted


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as Joint Managing Director in 2000. Mr. Paraj Bhandare joined the company as a

Chief Executive in 2002 and was promoted as Joint Managing Director in 2005.

Infrastructure Facilities

1. Two storey building administration office and laboratory with corporate look

2. Production line beside corporate office, which include

a. Canteen facility

b. Shelter, rest rooms and dining hall

c. Purified drinking water, lighting facility to avoid stress & strain to the

eyes of the workers.

3. Exhaust fun, and maintained open space to get used of natural resources.

Vision

AKP Foundries (P) Ltd will maintain a path of sustained growth by responding

proactively to new market opportunities and consumer needs. They will continue to

harness emerging technology to match global technology standards. In our pursuit

of growth, they will remain totally committed to quality and customers satisfaction.

Mission

Efficiency in production

Up gradation of technology in work of changing technological need.

To provide better salary and welfare facilities to Employees.

Being the best in customer satisfaction.

Creating a diverse, global culture.

AKP Group Profile

AKP Group was established in 1978. The main activities are Foundry, CNC machining, Trading

in Foundry raw material and other ancillaries relating to the foundry industry.


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The AKP Group consists of the following companies:

AKP Foundries (P) Ltd.

AKP Ferrocast (P) Ltd.

Belgaum CNC (P) Ltd. Integral Alpha (P) Ltd.

Vishal Traders.

Objectives of AKP

The basic objective of AKP Foundries is customer satisfaction by improved products

at regular intervals as per requirement of the customer. Better service with

standard quality at lower price is the motto of the company. The company aims at

becoming a leader in the foundry industry by producing larger amount of Gray Iron

and Ductile Castings at lower price without affecting quality and by earning new

customers and which in turn needs in increasing their profit both at domestic

market and international market.

Research and Development

They constantly seek to identify, develop and apply new and improved technology in order toproduce the evolving specifications of their customer. With this view AKP is working in

collaboration with various research institutions and allied industry partners. AKP today makes

use of modern simulation tools for methoding and other research activities.

They work closely with their Customers' Technical Team right from the initial stage of

development of the Product in the following ways:

Reduce the weight of the product Help in better design

Reducing cost

System integration


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Quality

Quality Policy

We at AKP Group of Companies are committed to enhance the satisfaction of allstake holders by manufacturing cost effective products by implementing the best

practices in all areas of operations.

We are also committed towards building a safe and healthy environment through

effective implementation and continual improvement of the management systems.

Certifications

AKP Foundries is certified by TUV for the following.

ISO 9001:2000 & ISO/TS 16949:2002 Company certified by TUV

Suddeutschland, Germany.

AD 2000-Merkblatt WO/PED by RWTUV Essen, Germany.


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Quality Objectives Achieving best performance rating from customers aiming at fullest

customer satisfaction.

Minimizing wastage and rejection levels to optimize the cost.

Upgrading technology.

Employee development through continuous training.

Products and Markets/ Capabilities and Services

Products

Manifolds

Valve bodies

Bearing caps

SiMo parts

Compressor parts

Markets

Engines/power generation

Compressors

Valve components

Separating Technology

Construction mining

Capabilities and Services

Capabilities

o Castings weights, 5 kgs (11 lbs) to 180 kgs (400 lbs) per piece


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o Box sizes

600mm*700mm*(300mm+300)

1100mm*800mm*700mm

o Core making: shell & cold box

o Moulding process: green sand

Services

Ductile Iron (Nodular Iron/Spheroid graphite iron/SG Iron) & Gray Iron

Castings, Silicon Moly alloyed Castings (SiMo).

CNC Machining (HMC/VMC/Turning Centres)

High Tech Inspection Facilities (All equipments including CMM)

Painting (all types)

Heat TreatmentArea of Operation

AKP has its presence in national as well as in global market.

The esteemed domestic customers are:

Customers (India)

Atlas Copco Alfa Laval

Cummins India Caterpillar

Wartsila India

Crane Process Flow Technologies

L&T Komatsu Eicher Motors

Intervalve India York Refrigeration

Customers (Export)

Atlas Copco, Belgium Cummins, UK

Wartsila, Finland Aasted Mikroverk Aps, Denmark

Eaton Corp, USA Exporting to other customers in Europe & USA.


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Future Plans

To achieve increase in productivity every year by 5-10% to meet the

target of 4200 Tons/annually by 2009.

Increase in productivity by way of adding latest machinery, using correct

technology and automation for proper utilization of manpower.

To give maximum emphasize on quality, both at foundry stage and

customer end by adopting good system and satisfy the customer by

supplying 100% components in time at competitive price.

Supply maximum number of components direct online.

Having basic infrastructure as above, company plans to get into

collaboration or joint venture of any product for home market and

worldwide.

Company has purchased additional land of 50000 sq. mtrs. for expansion

of a new foundry, Ferrocast. Construction has started and the production

will begin by the month of March- April 2009.


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Structure


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Production Department

Production is the functional area responsible for turning inputs into finished outputs through a

series of production processes. The Production Manager is responsible for making sure that raw


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materials are provided and made into finished goods effectively. He or she must make sure that

work is carried out smoothly, and must supervise procedures for making work more efficient and

more enjoyable.

The production department further consists of six small departments that are

essential to carry out the production.

Moulding Department:

Objectives:

Large number of boxes to be moulded.

Reduce rejection percentage.

Process management responsibility:


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Production manager.

Moulding supervisor.

Input required:

Daily scheduled plan given by the planning department.

Raw materials.

Pattern.

Metal required for the production of casting.

In moulding department there are two types viz.:

Machine moulding.

Hand moulding.

Activities carried out:

Preparation of sand as per the work instruction set by the department in

charge.

If required any hollow is made in casting.

Output:

Achievement of objectives.

Ok mould as per control plan.

Required records to be maintained by moulding in charge people.

Melting Department:

Objectives:

To give a required quality of material as per control limits to achieve product

quality.

To increase the productivity.

Optimal utilization of electricity.

Process management responsibility:

Melting in charge.


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Melting supervisor.

Input required:

Inspection report.

Metal.

Raw material.

Pattern Department:

Objectives:

To provide defect free pattern for production.

To develop first time right casting.

Resources required:

Drilling machine.

Skilled manpower.

Work environment.

Provide on the job training.

Input required:

Incoming pattern from customer pattern maker/suppliers/sub contractor.

Customer complaints related to patterns.

Receipt of sample casting from fettling department..

Output:

Achievement of objectives.

Ok casting dimension.

On time casting development.

Production carried out as per plan.

1. Maintenance Department


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Objectives:

To reduce break down hours of machines

To maintain plant and machine operating condition to achieve the product

quality

Responsible persons for maintenance department:

In charge maintenance

Maintenance engineer

Input required:

Machine break down slip

Suggestions from top management

List of machinery

Utilities and equipments, manufacturers manual

Output:

Achievement of the objectives

Necessary records are to be maintained by the maintenance in charge.

2. Planning Department

Objectives:


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Improvement of delivery performance

To achieve the sales target

To maintain the finished components inventory

To improve suppliers delivery performance

Responsible persons for planning department:

Manager planning

Input required in managing the process & for the department:

Computer, software, manpower, fax machine

Purchase order, fax/emails, and pattern correction intimation from pattern

shop

3. Purchasing Department

Objectives:

To improve suppliers daily performance

To provide better service to production i.e., to ensure uninterrupted raw

material supply

Responsible persons for purchasing process:

Store in charge.

Production manager.

Input required:

Previous years consumption

List of raw materials required for production.

List of suppliers names that supply raw materials.

Output:

Achievement of objectives

Procurement of material on time and uninterrupted production

Required records to be maintained by stores manager


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4. Quality Control

Quality control is a process employed to ensure a certain level of quality in a

product or service. It may include whatever actions a business deems necessary to

provide for the control and verification of certain characteristics of a product or

service.

Objectives:

To ensure that the products, services, or processes provided meet specific

requirements and are dependable, satisfactory, and fiscally sound

To identify products or services that does not meet a companys specified

standards of quality

Responsible persons for quality control:

Quality control manager

Well-trained and qualified lab personnel

Input required:

Full fledged and well equipped laboratory with sophisticated instrument and

apparatus

6. Management Representative


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The Management Representative (MR) is expected to play a key role in the

development and maintenance of the Quality Management System of an

Organization. The ISO 9001 Standard places multi dimensional responsibilities on

the MR which includes establishing, implementing and maintaining the quality

system, infusing customer orientation in the organization and keeping the systemdynamic through continuous tracking of achievement levels. The unspecified

responsibilities of a MR extend manifold and, in effect, he assumes a pivotal role in

the journey towards continual improvement and excellence.

Objectives:

Establish, implement and maintain the quality management system

Report performance through data analysis to top management via

management review

Promote quality awareness throughout the organization

Responsibilities:

Reporting to top management on the performance of the Integrated

Management System and need for improvement

7. Customer Representative

Customer representative are those who have been trained to handle customer

concerns and questions. It is expected for those customer representatives to

provide service to its customers, and give immediate action to their issues.

Companies should see it that their customers are happy.

Responsibility of a Customer Representative:

To communicate with the customers and gather information as to their

concerns. This information will enable a customer service representative to

provide answers or facilitate the processing of their request.


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The customer representatives are in charge of managing and finding

solutions to the customers complaints.

Some of the forms where customer service representative reach out to its

customers are as follows: E-mail, telephone, and mail correspondence, fax,

personal service

Qualities of a good Customer Representative:

A customer representative is required to have good communication skills as

his work involves communicating and handling customers.

Computer knowledge is likewise required, as most information will be drawn

over the computer.

But to top it all, you should have good interpersonal skills as you are dealing

with customers problems and concerns.

8. Quality Management System

Quality Management System (QMS) can be defined as a set of policies,

processes and procedures required for planning and execution

(production/development/service) in the core business area of an organization. QMS

integrates the various internal processes within the organization and intends to

provide a process approach for project execution.

QMS enables the organizations to identify, measure, control and improve the

various core business processes that will ultimately lead to improved business

performance.

Implementing a Quality Management System (QMS) within an organization needs tobe a decision by top management. The objective of the quality system needs to be

clearly defined so that the system can be effective.


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The design and implementation of quality management system in AKP vary

depending on the type, size and products of the organization. Each company will

have it's own objective, however most companies objective is to increase

profitability. AKPs Quality Management System assists by:

Managing costs and risks

Increasing effectiveness and productivity

Identifying improvement opportunities

Increasing customer satisfaction

Objectives:

Customer loyalty and repeat business

Market share

Operational efficiencies

Flexibility and ability to respond to market opportunities

Effective and efficient use of resources

Cost reductions

Competitive advantages

Participation and motivation of human resources

Industry reputation

Control on all processes

Requirements:

ISO 9001:2000 requires a quality system to be documented, tested,

measured and assessed.

Management commitment is essential for the implementation and ongoing

success of the Quality Management System.

QMS objectives must be measurable and reflect the overall company

objectives.


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The QMS must be able to be managed properly, adequate resources must be

allocated.

The system must be reviewed regularly and measured for effectiveness;

adjustments must be made to reflect major changes to the organization and

business practices.

The system must be practical and accessible to all employees within the

organization.

9. Finance Department

The role of the Finance Unit in AKP Foundries is the overall management of the

financial affairs of the Department.

Key elements are to:

Negotiate and co-ordinate budgets in respect of the administrative costs of

the Department and funding the various services provided by the

Department and its Agencies

Administer the Department's funds in compliance with all required accounting

and financial procedures

Fulfill the Department's public accountability obligations through the

production and publication of Annual Appropriation Accounts


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Drive forward the modernization of this Department's financial systems and

procedures

10. Human Resource Department

Human resource is a term with which many organizations describe the

combination of traditionally administrative personnel functions with performance,

Employee Relations and resource planning. The field draws upon concepts

developed in Industrial/Organizational Psychology. Human resources have at least

two related interpretations depending on context. The original usage derives from

political economy and economics, where it was traditionally called labor, one of four

factors of production. The more common usage within corporations and businesses

refers to the individuals within the firm, and to the portion of the firm's organization

that deals with hiring, firing, training, and other personnel issues.

The objective of Human Resources is to maximize the return on investment from

the organization's human capital and minimize financial risk. It is the responsibility

of human resource managers to conduct these activities in an effective, legal, fair,

and consistent manner.


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Though the total number of employees in AKP Foundries is around 250, the person

in charge of Human Resource Department is only one. No format organization

structure (for HRD) exists. Here everything is cross-functional.

HR policies such as recruitment, selection, promotion etc are only for workers

category and not for staff. In staff, a person retires, the successor subordinate will

take up the position after undergoing some basic learning or skill development

required to meet the requirement of the post.

Compensation: when a worker meets with an accident he is firstly given first aid and

then referred to the doctor (in contact by the organization) for further treatment.

Welfare facilities: the organization has provided the workers with uniforms, shoes,

goggles, helmets and safety equipments.

Facilities: canteen facility is provided; good sanitary facilities are also provided. A

get-together for all employees is held once in a year.

Overtime/Shift: no overtime/shift exists. Eight hours is a fixed time meant to

achieve the target.

11. Marketing Department

Marketing consists of the strategies and tactics used to identify, create and

maintain satisfying relationships with customers that result in value for both the

customer and the marketer.

Marketing is defined by the American Marketing Association as the activity, set of

institutions, and processes for creating, communicating, delivering, and exchanging

offerings that have value for customers, clients, partners, and society at large.


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Marketing practice tends to be seen as a creative industry, which includes

advertising, distribution and selling. It is also concerned with anticipating the

customers' future needs and wants, which are often discovered through market

research.

Marketing is influenced by many of the social sciences, particularly psychology,

sociology, and economics. Anthropology is also a small, but growing influence.

Market research underpins these activities. Through advertising, it is also related to

many of the creative arts. The marketing literature is also infamous for re-inventing

itself and its vocabulary according to the times and the culture.

But in the foundry business the word marketing has connotations of heavy

machinery, mining, construction etc. this can also be stated as Industrial Marketing-

marketing of goods and services from one business to another.

Chapter III

Methodology


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1)Title of the study

Employee job satisfaction in akp foundries(p)ltd

Introdu

ction to the Problem

Job satisfaction describes how constant an individual is with his or her job. The happier people

are within their job, the most satisfied they are said to be job satisfied is not the same on

motivation although at in clearly inked Tab design aims to en have Tab satisfaction and

performance methods include job rotation Tab enlargement style and culture employee

involvement empowerment autonomous work groups. job satisfaction is a very important

attribute which is frequently measured by organization. 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 verify of tasks promotional opportunities the work it self and

co- workers some questioners ask to rate satisfaction on 1-5 scale (where 1 represent not a all

satisfied and 5 represent extremely satisfied)

Definition

How people feel about their jobs over all and about different as aspects of them.

Satisfaction means the costiveness of Their jobs called an a satisfaction

2) Motivation for the study

Industrial labours are the of industry to seen the industry labor are the must essential for that

industry should give some facilities to the workers so industry should give self satisfaction to the

workers or labours in doing his work a should understand the problems of labours & do made

full solving such problems then only the labours are self satisfied in their workers industrial

labours should concentrate is mind & body complete his work other wise he has no interest in his

work one should be self satisfied when he is recognized & dignified in his work labor need

appreciation for thee work the salary, work environment composition should make an employee

to feel better to work.


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3) Objective of the study

1) To understand welfare provide for industrial labor

2) To understand the factory environment

3) To understand the socio- economic condition or status

4) To understand the industrial labor expenditures

5) Are they satisfied with his job

4) Conceptual clarification

The first objective is that to understand welfare proved for industrial labor what are the

facilities provide of industrial labor are the very important in factory because they will able to

do the what are the facilities provide for the labours or them what are the well fare functions

provided example, like worker loss the his any part of the body how will help the factory to

labor like all this to understand To understand the factory environment and what kind of

environment Provided for the labours and here we have to know about the are area of factory is

devolved or grown are they provide for the good environment to workers ? like a good food

facility (canteen) urine facility rest room from cleanness etc are they factory provided ?

Industrial labours are the facing a lot of socio-economics problem first we `the social

work we have to find the what kind of problem they are facility in society and oater we should

solve the problems of that all. Same like a economics status also how they balancing all factors.

And how much money they are spending for the food, shelter, cloth, medical & etc

To understand the labor behavior and that people good & bad habits how much money they

are spending per month are they keeping account dairy like expenditure book. Every month how

much money they are saving & where they keeping

6) Universe & sampling

Universe :

Universe : In this study the universe is employee of akp foundries, so the Universe include

all the department or sections of the akp foundries


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Sampling :

I have selected employee of akp foundries (p)ltd Belgaum all the department of factory.

Contacted the respondent through structured questionnaire

7) Data collection process

Data collection process, process is a systematic method of doing something to get expected

result. Every process has beginning & ending their is gap between there two

A way of doing something or any activity to which these is beginning and ending is called

the process, expected result is possible only when the process is done in a systematic or scientific

way. The way of doing something is an important aspect of every process which result in

achieving our expected goals.

Data Collection

Data collection implies to collection of information and facts about the respondents or

problems from the field situation

4 important things

a) Data from the respondents

b) About the problem

c) Interns of facts or information

d) From field selection

Data Collection will happen by the through the three ways that are

observation

Interview Questionnaire

Observation

An accurate watching and nothing down the phenomena an they occur in nature isObservation

Observation is not just seeing or watching but it is purpose full seeing


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Accor : P. V Young

Systematic and deliberate study through the eyes of spontaneous occurrences at

the time they occur along with nothing down is observation

Questioner:

Questioner is a device for securing answers to the questions by using a formed when the

Scope of research is very wide

We collected the information on personal behavior personal opinion Personal attitude of

past & future through questionnaire method of data collection

Interview

Interview is a person to person process. There will be two person a) Investigator b)

Respondent. There is verbal questioning in interview the interviewer asks question & the

respondent answer. Interview is like a purposive conversation A meeting of person face to face

especially for the purpose of formal conference on some pint in interview.

Accor to P.V Young

A systematic method by which a person enters more or less imaginatively in to the inner

life of respondents.

8) Advantages of Study

1) it help to understand the labor satisfaction

2) It is good for the understand the labor feeling

9) Limitation for study

It is only for AKP Foundries(p)ltd Belgaum

It is a Micro level Study


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Communication System

Compensation package

Performance Management

This are all comes under Job Satisfaction among foundries workers

Analysis of data means studying tabulated material in order to determine inherent facts or

meaning by analysis easily we understanding the inherent factors of the research topic. Analysis

refers to seeing data in the light of hypothesis or research Question and drawing conclusions by

analysis all trying to give meaning to each data.

Now I started to give analysis and interpretation about each data.

Area : AKP foundries(P)ltd.Belgaum

Table No: 1 Respondent age.

The about table shows the age level of respondent totally 5 types of age level mentioned

here those are 18.to 25, 26, 35, 36-45, 46-55,55 above


S No Explanation Total No %

1 18-25 Years 11 22%

2 26-35 Years 15 30%

3 36-45 Years 11 22%

4 46-55 Years 8 16%

5 55 Onwards 5 10%

Total 50 100%

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Here 18 to 25 age members are 22 %. 30 respondents are having 26 to 35 ages. 22%

respondent are have 36to45 years. 46- 55 years respondent are 16% and above 55 years people

are 10% only,

In this table we can know that 22% people are within the age of 18-25 years otherwise

30% people are of 26-35 years and 22% of the people are within the age of 36-45 years and 16%

of the respondents are the 36 to 45 years and 10% of the people are 55 years above

It means in the factory 26 to 35 years people are high.

Diagram No 01 level of education.

14%

46%

28%

8%4%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

1 2 3 4 5

Series1


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The above table shows the level of education by respondents. Totally 5 type of education

mentioned here those are primary education, High School, College, Degree, illiteracy

Here the primary educated are the 14% and 46 % of the people educated up to high

school level 28% of the education up the respondents are educated up to the college level. 8% of

the respondents are education up to the degree level and last 4% of the people are illiterate

In this table are can know the 46% of the people are high school level they educated and

28% of the people are the college level, 14% of the people primary educated, 8% of degree and

4% of the people are illiterate one.

It means the in factory high school level of the educated is working

Diagram No 02 like the work

64%8%

2%

26%

1

2

3

4

The above table shows that the respondent the work out of 50 respondent. The totally 5

type of options 1) strongly disagree 2) disagree 3) Neutral 4) Agree 5) strongly Agree.


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Out of the respondent 8% of the people are strongly disagree with work and 0% of the

people are disagree with work. 2% of the people are the neutral about work they like and 26% of

the people are agree and last 64% of the people are strongly agree with the work

In this table we know the 64% of the people are strongly agree about the like the work

and 26% of the people are agree the work and 8% of the people strongly disagree about like the

work 2% of people are Neutral

In means in factory out of 50 respondents 64% of people like the work.

Table No -02 Respondents performs for the job

S.No Explanation Total No %

1 strongly Disagree 1 2%

2 Disagree 0 0%

3 Neutral 2 4%4 Agree 14 28%

5 Strongly agree 33 66%

Total 50 100%

The above table shows this the respondent to performs for the out of 50 respondent

totally 5 type of option for those people 1) strongly disagree 2) disagree 3) neutral 4) Agree 5)

strongly agree

Out of the 50 respondent 2% of the people are strongly disagree about freedom to

perform 45 job and 0% of the people are disagree 4% of the people neutral 28% of the people

agree with his job and 66% of the people strongly agree with freedom to perform his job


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In this table we know 66% of the people strongly agree with freedom to perform his job

and 28% of people only agree. 4% of people neutral with performance and 2% of people are

strongly disagree with freedom to perform his job

It means in totally out of 50 respondents 66% of the people strongly agree to freedom to

perform his job

Table no-03 work load heavy of the respondents

S.No Explanation Total No %

1 Strongly disagree 4 8%

2 Disagree 6 12%

3 Neutral 8 16%

4 Agree 9 18%


Total 50 100%

The above shows that the work load heavy of the respondent 50 respondent 5 type of

option 1) strongly disagree 2) disagree 3) Neutral4) agree strongly agree.

Out of 50 despondence 8% of the respondents are strongly disagree 12% of the

respondent are disagree 16% of the people are neutral 18% of the people are agree and 46% of

the people who are the respondents are strongly agree with work load in heavy


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In this table we know the 46% the respondents are strongly agree with work load in

heaving and 18% of the people are agree 16% of people Neutral 12% of the respondents are

disagree and 8% of the respondent are strongly disagree with work load heavy of the respondent

It means out of 50 respondents 46% of the people are strongly agree with work load

heavy .

Table No-04 respondents Skills demands of the job

S.L Explanation Total No %

1 Strongly disagree 9 18%

2 Disagree 0 0%

3 Neutral 7 14%

4 Agree 11 22%


Total 50 100%

The above table shows that the respondents skill demands of the job out of 50

respondents the totally 5 type of options for respondents 1) Strongly Disagree 2) Disagree 3)

Natural 4) agree 5) Strong Ages


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Out of the 50 respondents 18 % of the respondents are strongly disagree, 14 % of the

people are natural, 22 % of the people agree with work and 46 % of the people who are

respondents are strongly agree with skills demands of the job are more then that I have.

In this table we know 46% of the respondents are strong agree 22 % of the people are

agree with respondents skills demands of the job

It means 46 % of the respondents are strongly agree about skills demands of the job are

more then that I have.

Diagram No 3 : colleagues understanding to help the respondents

41%

6%

1%

18%

72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1 2 3 4 5

Series1


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The above the table shows that the colleagues understand to help the respondents out of

50 respondents totally type of option we gave them 1) strongly disagree 2) disagree 3) natural 4)

Agree 5) Strange agree.

Out of 50 respondents 4% of the people says that colleagues not help us and 6 % of the

people are designee 1% of people are neutral 18% of people are agree they are and 72% of the

people are strongly agree with colleagues understand to help us

In the table we know that the 72% of the respondent all strongly agree with colleagues

understand to help the respondent and 18% agree 6% disagree 4% strongly disagree 1% neutral

It means that 72% of respondents are help to the colleagues in factory.

Diagram No 04 : respondents Get help from supervisor

66%4%

2%

10%

18%

1

3Nagaraj Nayak

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