Satisfaction survey final report

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Chapter 1

INTRODUCTION

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INTRODUCTION

1.1 Introduction of study

Job satisfaction, a worker's sense of achievement and success, is

generally perceived to be directly linked to productivity as well as to personal wellbeing. Job

satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for

one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work and is

considered as the keying radiant that leads to recognition, income, promotion, and the

achievement of other goals that lead to a general feeling of fulfillment. Job satisfaction is a

general or global affective reaction that individuals hold about their job. While researchers

and practitioners most often measure global job satisfaction, there is also interest in

measuring different "facets" or "dimensions" of satisfaction. Examination of these facet

conditions is often useful for a more careful examination of employee satisfaction with

critical job factors. Traditional job satisfaction facets include: co-workers, pay, job

conditions, supervision, nature of the work and benefits."

For the organization, job satisfaction of its workers means a work force

that is motivated and committed to high quality performance. Increased productivity the

quantity and quality of output per hour work seems to be a byproduct of improved quality of

working life. It is important to note that the literature on the relationship between job

satisfaction and productivity is neither conclusive nor consistent. Unhappy employees, who

are motivated by fear of job loss, will not give 100 percent of their effort for very long.

Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is

lifted performance will decline. Tangible ways in which job satisfaction benefits the

organization include reduction in complaints and grievances, absenteeism, turnover, and

termination; as well as improved punctuality and worker morale. Job satisfaction is also

linked to a healthier work force and has been found to be a good indicator of longevity. And

although only little correlation has been found between job satisfaction and productivity,

some employers have found that satisfying or delighting employees is a prerequisite to

satisfying or delighting customers, thus protecting the bottom line.

http://www.answers.com/topic/punctuality-2

http://www.answers.com/topic/longevity

http://www.answers.com/topic/prerequisite

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1.2 About the study

The project titled as ‘A study on Job satisfaction of employees’ was

carried out at Rucha Engineers Pvt. Ltd., Aurangabad, to determine the satisfaction level of

employees based on various factors. Since its Inception in 1994, the Rucha Group has grown

into a multi- location company from single unit, multiple product range in Automobile

Ancillary. Auto component industry is an important part of the manufacturing industry and is

playing an increasingly important role in nation building. Human resource has always played

a vital role in any manufacturing industry and therefore, it can be inferred higher the

satisfaction level of human resource leads to more optimum level production.

Significance of the study-

To understand the main factors which are directly related to employee satisfaction.

To help company understand the employee’s views on their policies and initiatives, so

that, accordingly they can be enhanced.

To identify the factors that are causing most of the dissatisfaction among employees.

To learn and enhance Employee – Management communication channel.

The basis for study was formed by gathering data majorly by two means, i.e.

through personal interviews and internet searches which included meetings with the

employees and having a face to face interaction with the managers, engineers, supervisors

etc. A questionnaire was designed and used as a data collection instrument to record

responses from the respondents.

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Chapter 2

INDUSTRY

PROFILE

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INDUSTRY PROFILE

2.1 Introduction:

The global auto components industry is estimated at US$1.2 trillion. The Indian auto

component sector has been growing at 20% per annum since 2000 and is projected to

maintain the high‐growth phase of 15‐20% till 2015. The Indian auto component industry has

been navigating through a period of rapid changes. Driven by global competition and the

recent shift in focus of global automobile manufacturers, business rules are changing and

liberalization has had sweeping ramifications for the industry. The Indian auto component

industry is one of the few sectors in the economy that has a distinct global competitive

advantage in terms of cost and quality. The value in sourcing auto components from India

includes low labour cost, raw material availability, technically skilled manpower and quality

assurance. An average cost reduction of nearly 25‐30% has attracted several global

automobile manufacturers to set base since 1991.

India’s process engineering skills, applied to re‐designing of production processes,

have enabled reduction in manufacturing costs of components. Today, India has become the

outsourcing hub for several global automobile manufacturers. Innovation and cost pruning

hold the key to meeting the global challenge of rising demand from developed countries and

competition from other emerging economies. Several large Indian auto component

manufacturers are already gearing to this new reality and are in the process of substantially

investing in capacity expansion, establishing partnerships in India and abroad, acquiring

companies overseas and setting up Greenfield ventures, R&D facilities and design

capabilities.

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2.2 Turnover of Auto Component Industry:

Fig. 2.1 – Turnover of Auto component industry import

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2.3 Auto Component Industry Import Statistics:

Fig. 2.2 – Auto component industry import statistics

2.4 Auto Component Industry Export Statistics:

Fig. 2.3 – Auto component industry export statistics

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2.5 Segmentation of the auto component industry:

The industry, over the years, has developed the capability of manufacturing all

components required to manufacture vehicles, which is evident from the high levels of

indigenization / localization achieved in the vehicle industry as well as the components

developed for the completely Indian made vehicles like the Tata Indica, Tata Indigo,

Mahindra Scorpio, Bajaj Pulsar etc.

The component industry has now holistic capability to manufacture the entire range of

auto-components Indian auto component industry can be broadly segmented into six major

segments Engine parts, Drive, Transmission Parts, Suspension & Braking Parts, Electricals,

Body and Chassis Parts, Equipment etc. Engine and drive transmission parts together

contribute about 50 per cent of the auto component industry production. Engine parts, which

constitute 31 per cent of the production, mainly comprise of pistons, engine valves,

carburetors, fuel injection systems, camshafts, crankshafts and cooling systems. Drive

transmission parts, which constitute 19 per cent of the total production, include axle

assembly, steering parts and clutch assembly.

Fig. 2.4 – Represents classification of Auto industry products

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2.6 Structure of Indian Auto Component Industry:

The domestic auto components industry consists mostly of unorganized players, who

are largely small and medium enterprises. However, it is the organized segment that

contributes about 72 per cent of the industry’s total revenues. The organized sector is

dominated by large promoter groups. Of this, while MNCs contribute 12 per cent of

revenues; the domestic promoter groups contribute 35 per cent, while the balance comes from

smaller companies.

Prevalent business models are:

• Full Indian ownership

• Indian owner and MNCs in technical alliance

• Indian owner and MNC JV

• Complete MNC subsidiary

Fig. 2.5 – Represents structure of Indian Auto industry products

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2.7 SWOT Analysis of Auto components industry:

Fig. 2.6 – Represents SWOT analysis of Auto industry products

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Chapter 3

COMPANY

PROFILE

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COMPANY PROFILE

3.1 Vision

In the global landscape of manufacturing, RUCHA Group visualizes organic

and inorganic growth, to be a respected conglomerate of innovative Fully Finished Products

and brands through cutting edge technology. We commit to Corporate Social Responsibility,

well-being of employees, creating values and prosperity for stakeholders.

3.2 Mission

Transform RUCHA Group with professional management, management practices and

competent aligned workforce.

Mergers and acquisitions of hi-tech businesses which has a cutting edge technology to

increase our competence.

Increase profitability through equally distributed diversification and innovative products

with strong engineering capabilities.

Enhance automation.

Ensure safe and healthy work environment.

Foster a work culture of excellence and innovation

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3.3 Rucha Group of Industries:

Rucha Group is a leading manufacturer of stampings and assemblies in the automotive sector

with equipped facilities of concept design, tool manufacturing and surface treatment like wet

on wet single bake painting, heat resistance painting, powder coating e tc. Mr. Umesh M

Dashrathi, Managing Director, Rucha Engineers, the Group's flagship, worked for six years

with Bajaj Auto before setting out on his own in 1998.

The organization continually focuses on innovative technical solutions and new ways

by which optimum care for customers being taken. Their conduct toward the customers is

aboveboard and they respect their desires and needs.

Their prime motto is customer satisfaction through excellent teamwork and the

continual improvement of products, processes and services, through the applications of ISO /

TS 16949: 2002, Total Productive Maintenance , Kaizen and ERP. This allows Rucha to

contribute to its customers' competitive advantage by keeping cost optimum.

Rucha Engineers Pvt. Ltd. (Unit - 1)

K-249 A, MIDC Waluj, Aurangabad (Maharashtra)

Rohit Exhaust Systems Pvt. Ltd.

K-245 A, MIDC Waluj, Aurangabad (Maharashtra)

Rucha Technologies Pvt. Ltd.

L-23 A, MIDC Waluj, Aurangabad (Maharashtra)


B-3, TML Vendor Park, Sanand, Ahemadabad (Gujrat)


C-1, MIDC Waluj, Aurangabad (Maharashtra)

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3.4 Introduction of Company:

Chief Executive of corporate group Mr. Umesh Dashrathi

Year of Establishment June 1998

No. of Employees 439

Products Heavy duty / Light duty press parts & fabricated

assemblies such as – Chassis Frame assly for 3Wh, Hi-Deck Tray, Low Deck Tray, Cargo Tray assly., 3Wh Silencer assly, 3Wh fuel tank assly, 2Wh Petrol Tank

Inner assly.

Key Manufacturing Process Pressing & Welding (MIG welding, Spot welding, Projection welding, Seam welding, TIG welding )

No. of suppliers 23

Special awards received Jagatik Marathi Chamber of Commerce & Ind.- National

Award for Best Enterpreneurship

Institute of Trade & Industrial Development – Udyog Patra Award

Ministry of Small Scale Industries – Small Scale Enterpreneur – 1st Award

ACMA Award for Quality & Productivity

BAL TPM Award – 2012

Capital Employed (Rs. In Cr.) 4197.4

Turnover (Rs. in Cr.) for 2011-12 375

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3.5 Organizational chart:

UM DASHRATHI

MD

SR CHAVAN

VP

SR. MGR

(MFG)

AGM

(AC & FIN)

GM

(MATERIALS)

SR. MGR

(HR & SYSTEMS)

Dept. Head

(Production)

Asst. MGR

(QA)

DY. MGR

(MAINT)

MGR

(EXCISE)

SR. MGR

(VD & PPC)

DY. MGR

(STORES)

MGR

(HR & ADMIN)

Asst. MGR

(HR & ADMIN)

Officer

(HR & ADMIN)

Product Heads, Sr. Engrs, Engineers, Sr. Officers, Officers, Engineers, GTEs, DTEs, Jr. Officers,

Supervisors, Sr. Asst., Assistants, Trainees.

TECHNICIANS / INSPECTORS / OPERATORS

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3.6 Products:

Fig. 3.1 Chain cover assemblies

Fig. 3.2 4-Wheeler seat assembly

Fig. 3.3 Chassis assemblies

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Fig. 3.4 Fuel tank assemblies

Fig. 3.5 Jack assemblies

Fig. 3.6 Three wheeler deck

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Fig. 3.7 Silencer assemblies

Fig. 3.8 Plastic molded parts

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3.7 Key Competitors:

3.7.1 JBM Auto Components:

JBM Auto Limited is an India-based company. The Company is engaged in the

manufacturing of tools, dies and moulds. The Company operates in three segments: Sheet

Metal Division (for manufacturing sheet metal components, assemblies, sub-assemblies),

Tool Room Division (for manufacturing tools, dies and moulds) and Special Purpose Vehicle

(SPV) division (for development and assembly of SPV). The Company's products include

parcel shelf, bonnet for tractor, rear assembly for tractor, stiff assembly, panel C pillar,

marcopolo Frassy, shelf center rear assembly and Tunnel Assy. JBM Auto Ltd. was set up in

1990, mainly to manufacture Tools, Dies and Moulds at Faridabad. The Company also

established a Press Shop for manufacturing Sheet Metal Components and Welded Sub-

assemblies to meet the growing stringent quality requirements of automobile industry. The

company shares were listed in Bombay Stock Exchange (BSE) and National Stock Exchange

(NSE). In April, 2009, the Company acquired a 73.89% interest from Thyssen krupp Tallent

Limited (TKTL) in the ThyssenKrupp JBM (P) Ltd., a joint venture between JBM and

TKTL, known as JBM Auto System Private Limited (JBMASL). After this acquisition,

JBMASL has become subsidiary of the Company.

3.7.2 CAPARO:

Caparo Engineering India Pvt. Ltd. manufactures automotive metal stampings in

India. Its products include body parts, chassis parts, reinforcements, brackets, frame add-on

parts, and various general stampings. The company also offers skin and inner panels, as well

as undertakes hemming and welding of HCV and LCV doors. Caparo Engineering India Pvt.

Ltd. has manufacturing facilities in Pithampur, Noida, Halol, and Chopanki, India. The

company was incorporated in 2000 and is based in Pithampur, India. Caparo Engineering

India Pvt. Ltd. has manufacturing facilities in Pithampur, Noida, Halol, and Chopanki, India.

Caparo Engineering India Pvt. Ltd. operates as a subsidiary of Caparo Group Limited.

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3.7.3 RASANDIK

Rasandik Engineering Industries India Limited is an India-based company. The

Company’s business line include Tailored Welding Blanks, Engineering Solutions, Training

Center, Tools and Dies, Body parts , Suspension parts , Fuel Tank, Exhaust Line and CNC

Bending, Scissors Jack Development and White Goods. As of March 31, 2012, the

Company’s customers include Maruti Suzuki Motors Ltd, Tata Motors Ltd, New Holland

Tractors, Honda Siel, Fiat India, General Motors, Mahindra, Renault, Swaraj Mazda, Honda

Motorcycles and Scooters, Ashok Leyland, and Force Motors . The Company has plants in

Roz KaMeo Industrial Area, Sohna, Distt. Gurgaon; Plot No 1 Roz KaMeo Industrial Area,

Sohna, Distt. Gurgaon; MIDC Ranjangaon, Distt. Pune, Maharashtra, and Surajpur Industrial

Area, Distt. Gautambudh Nagar, Uttar Pradesh. Incorporated in the year 1984 the company is

mainly engaged in Steel Fabrication and components and spares. The Company is headed by

Chairman S C Kapoor. Due to prevailing market conditions the company's growth rate was

just 23% over the previous year. To supply several components the company has received

letter of intent from Maruti Udyog Ltd. The company has diversified into manufacturing of

Press Tools & Dies and offering a 'One Stop Shop' to customers and has also received orders

from Fiat India Ltd, The company made a preferential issue of 7,50,000 equity shares of

Rs.10/- each to promoters and associates of the company.

3.7.4 Shreyash Chassis Pvt. Ltd.

Shreyash Chassis Pvt. Ltd. was established in 1989 is a manufacture and

exporter of many type of automobile product like, Silencers for Motorcycle, Chassis for Rear

Engine Rickshaw, Chassis for Motorcycle and other allied products such as Engine Mounting

Bracket Assembly, Mirror Bracket, Fender, Silencer Shield, etc. We also manufacture Plastic

molded parts for Refrigerator, Washing machine, Television etc also plastic painted parts like

Handle base plated, Balance ring, etc. We manufacture Break and Clutch Plate for Trucks

and Press parts for Refrigerator, Washing Machine, Television etc.

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3.8 Key Customers & Their Segments:

BAJAJ AUTO LIMITED

India’s largest 3W and 2W manufacturer

TATA MOTORS LIMITED

India’s Major name in LCV and Car manufacturer

MAHINDRA & MAHINDRA

India Major name in LCV/ MCV and Car manufacturer

PIAGGIO VEHICLES PVT. LTD.

India’s Major name in 3Wh manufacturer

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Chapter 4

LITERATURE

REVIEW

LITERARTURE REVIEW

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1) Aswathappa (2010), says that the Job Satisfaction of employees can be judged through

the system of wage payment. Different organisation adapts different type of wage payment

system. Along with wages and salaries they are paying incentives, perquisites and non-

monetary benefits.According to him, he explained 3 theories of remuneration:

A. Expectancy Theory

B. Equity Theory

C. Performance-satisfaction Theory

People join organisation expecting rewards. Firms distribute money and other benefits in

exchange for the employee’s availability, competencies and behaviors. The four types of

rewards:

A. Membership and Seniority

B. Task Performance

C. Competency

D. Job Status

Job design has a critical impact on organisation and employee objectives. From the

organizations’ perspective, the way tasks and responsib ilities are grouped can affect

productivity and costs. For an employee, motivation and job satisfaction are effected by the

match between job factor and personal needs. Job design, therefore, can help both the

organisation and its employees achieve their objectives. The five core job characteristics are:

A. Skilled variety

B. Task identity

C. Task significance

D. Autonomy

E. Feedback

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2) S.Seetharaman and B.Venkateshwara Prasad (2009), says Morale is a mental condition

or attitudes of individuals and groups which determines their willingness to co-operate. Good

morale is evidenced by employee enthusiasm, voluntary conformance with regulations and

orders, and willingness to cooperate with others in the accomplishment of an organization’s

objectives. Poor morale is evidenced by surliness, insubordination, a feeling of

discouragement and dislike of the job, company and associates.

A.H. Maslow developed a conceptual framework for understanding human motivation which

has been widely acclaimed. He defined a person’s effectiveness as a function of matching

man’s opportunity with the appropriate position of hierarchy of needs. Maslow proposed that

human needs can be arranged in a particular order from the lower to the higher as:

1. Basic Physiological Needs.

2. Safety and Security Needs.

3. Social Needs.

4. Esteem and Status Needs.

5. Self-Fulfilment Needs.

Herzberg’s theory says that job conditions operate primarily to dissatisfy employees when

they are absent, but their presence does not motivate employees in a strong way. Many of

these factors are traditionally perceived by management as motivators, but the factors are

really more potential as dissatisfiers. They are called maintenance factors in job because they

are necessary to maintain a reasonable level of satisfaction among the employees. Their

absence proves to be strong dissatisfier. They are also known as dissatisfiers or ‘hygienic

factors’ because they support employees’ mental health. Thus, the two factors are:

1. Maintenance or Hygienic Factors

2. Motivational Factors

3) Halil Zaim, Selim Zaim, Fatih University (TURKEY) in “MEASURING

EMPLOYEE SATISFACTION IN SMALL AND MEDIUM SIZED ENTERPRISES”

states that employee satisfaction is considered to be a critical success factor for organizations.

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The concept of employee satisfaction has gained a special concern from both academicians

and practitioners. This study aims to provide a framework for employee satisfaction and

determine the critical factors of employee satisfaction and to measure their effect on overall

evaluation of employee satisfaction in small and medium sized enterprises (SME) based on

the data collected from Turkey. Data analysis revealed that there is a positive relationship

between the each factor of employee satisfaction which are named satisfaction from pay and

benefits (P&B), satisfaction from peers (P), satisfaction from management (M), satisfaction

from working environment (WE), satisfaction from superior (S) and overall employee loyalty

in SMEs. Furthermore, relevant recommendations and measures for improving the employee

satisfaction are proposed.

4) Z. Kotulski, Z.Wąsik and B. Dorożko in “Employee is also a customer. How to

measure employees’ satisfaction in an enterprise?” states that Satisfaction is fulfillment of

a need or desire and the pleasure obtained by such a fulfillment. Satisfaction is a good

measure to evaluate personal attitude to the professional activity of enterprises. It also

expresses a level of happiness of a person in his professional environment connected with

interpersonal relations with colleagues and superiors. Satisfaction is a feeling that is of

continuous range. However, to quantify measuring satisfaction, authors of dedicated papers

introduce three levels of satisfaction. They are:

a. Dissatisfaction (expectations are higher than reality),

b. Satisfaction (expectations are fulfilled),

c. High satisfaction (reality exceeds expectations).

5) INDIAN AUTO COMPONENTS INDUSTRY – ICRA Rating feature report (March

2012) which states that the Rs. 1,600 billion Indian auto components industry has been

witnessing a moderation in its revenue growth since the beginning of this fiscal following the

deceleration in sales volume growth across all automobile segments. As per industry

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estimates, out of the total turnover of the Indian auto components industry, around 60% is

derived from sales to domestic OEMs, around 25% comes from sales to the domestic

replacement market and around 15% is derived from exports. While lower YoY volume

growth of domestic OEMs in 9m 2011-12, particularly those belonging to the passenger

vehicle (PV) and Medium and Heavy Commercial Vehicle (M&HCV) segments, translated

into muted revenue growth for the auto components industry during this period; the

sluggishness was partly arrested on the back of rise in component exports and higher

domestic replacement market sales. While the long term prospects for the industry remain

strong in line with the outlook for the OEM segment, the industry faces strong challenges in

the form of threat of low cost imports, currency volatility and ability to invest on product

development to be able to move up the value chain.

6) Velury Vijay Bhasker, CIRD, Bangalore, Karnataka, INDIA in Indian Auto

Component Industry: A Decade of Growth and Way Forward states that The growth of

Indian Auto Component Industry in the little over first decade of the 21st Century is

phenomenal. The Industry transformed gradually in stages from serving just Indian market –

majority to replacement market - to global OEMs and replacement market. The Auto

Component Manufacturers Association (ACMA) has significance for global recognition and

has an impact on GDP. It has a supporting role in the growth of Indian Automobile Sector

and in future as per Automotive Plan 2006-16, Vision 2020:21 and Automotive Sector five

year plan (2012 – 17) as projected by Department of Heavy Industry, Ministry of Heavy

Industries and Public Enterprises. The growth of this sub sector has a bearing on the

developments and growth of Indian Automobile Industry rather it is dependent on

Automobile Industry growth – Locally and

worldwide – expanding and aftermarket

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Chapter 5

OBJECTIVES

AND SCOPE OF

STUDY

OBJECTIVES & SCOPE OF STUDY

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This study is conducted to judge the level of Job Satisfaction of employees who are working

in Rucha Engineers Pvt. Ltd., Aurangabad.

5.1 Objectives of the study:

1. To assess the satisfaction level of employees.

2. To identify the factors that will improve the satisfaction level of employees.

3. To obtain valuable suggestions from employees to improve the satisfaction level.

5.2 Scope of the study:

The study was conducted to judge the level of Job Satisfaction of employees who are

working in Rucha Engineers Pvt. Ltd., Aurangabad.

The duration of the study was two months.

The study was confined only to Staff level employees.

The study was carried out as a part of Human resource division of the company.

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Chapter 6

RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood

has a science of studying how research is done scientifically. In it we study the various steps

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that all generally adopted by a researcher in studying his research prob lem along with the

logic behind them.

The scope of research methodology is wider than that of research method.

6.1 Meaning of Research

Research is defined as “a scientific & systematic search for pertinent information on a

specific topic”. Research is an art of scientific investigation. Research is a systemized effort

to gain new knowledge. It is a careful inquiry especially through search for new facts in any

branch of knowledge. The search for knowledge through objective and systematic method of

finding solution to a problem is a research.

6.1.1 Research Design:

A research is the arrangement of the conditions for the collections and analysis of the data in

a manner that aims to combine relevance to the research purpose with economy in procedure.

In fact, the research is design is the conceptual structure within which research is conducted;

it constitutes the blue print of the collection, measurement and analysis of the data. As search

the design includes an outline of what the researcher will do from writing the hypothesis and

its operational implication to the final analysis of data.

The design is such studies must be rigid and not flexible and most focus attention on the

following;

Research Design can be categorized as:

TYPES OF RESEARCH DESIGN

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Fig. 6.1 Classification of research design

The present study is descriptive in nature, as it describes characteristics of the population

under consideration. Research design is flexible enough to provide opportunity for

considering different aspects of problem under study. It helps in bringing into focus some

inherent weakness in enterprise regarding which in depth study can be conducted by

management.

SAMPLE DESIGN

6.2 Sampling plan:

In carrying out a survey relating to research, first select the problem and study its implication

in different areas. Selection of the research problem should be in line with the researcher’s

EXPLORATORY

RESEARCH

DEGISN

DESCRIPTIVE

RESEARCH DESIGN

EXPERIMENTAL

RESEARCH DESIGN

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interest, chain of thinking and existing research in the same area and should have some direct

utilities. The topic should have the practical feasibility to study feasibility, what is important

to prepare a preliminary questionnaire on research topic and then selecting a sample.

6.2.1 Sampling design:

A sample design is definite plan for obtaining a sample from a given population. It refers to

the technique or the procedure the researcher would adopt in selecting items for the sample.

Here, we have made use of Stratified Random Sampling for the same.

6.2.2 Population:

The population of the current study is the 120 staff employees of Rucha Engineers Pvt. Ltd.

The designations of staff employees that were included in this study were as follows:

Senior and Junior Managers.

Senior and Junior Engineers.

Senior and Junior Officers.

Senior and Junior Assistants.

Supervisors.

Trainees.

6.2.3 Sample size:

Sample size refers to the total number of respondents targeted for collecting the data for the

researcher. The sampling size of my study is 82 respondents and this sampling size was selected on

the basis of convenience sample.

DATA COLLECTION

6.3 Data collection:

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For any study there must be data for analysis purpose. Without data there is no means of

study. Data collection plays an important role in any study. It can be collected from various sources. I

have collected the data from two sources which are given below:

6.3.1 Primary Data

Personal Investigation & Observations.

Questionnaire.

Information from superiors of the organization.

6.3.2 Secondary Data

Sources such as Books, Research papers, Reports etc.

Sources such as Company Internal reports, Company website as well as

competitors’ website.

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Chapter 7

DATA ANALYSIS

AND

INTERPRETATION

A. Management

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Q. NO. - A.01 There are clear cut instructions from the management

for carrying out the tasks.

No. of Respondents Percentage response (%)

Strongly Agree 62 76%

Somewhat Agree 17 21%

Somewhat Disagree 1 1%

Strongly Disagree 2 2%

Not Applicable 0 0%

82 100%

Table 7.1 – Response to question A.01

The communication channel between employees and management seems fairly to be good as

it can be clearly seen that majority of the employees are strongly in the favour of

management’s way of giving instructions. But, still improvements can be made by reducing

the gaps in channel.

A. Management

76%

21%

1% 2% 0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable

Fig. 7.1 – Represents response of question A.01

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Q. NO. - A.02 The instructions from the management are effective

and productive.






Not Applicable 1 1%

82 100%


While majority of the employees agree that the communication channel of management is

fairly good, compared to that less number of employees feel that the instructions they get are

productive. Management should take care that proper instructions are provided to right

people at right time so, that could apply them in their work.

A. Management

70%

26%

2%1%

1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable


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Q. NO. – A.03 There are clear cut instructions from my immediate seniors

for carrying out the tasks.






Not Applicable 0 0%

82 100%


Only slightly high majority of the employees agree that they get instructions from their

seniors, while others somewhat agree or disagree with it. Management should assess the

senior-junior relationship and the necessary misunderstandings should be solved from time

to time in order to make it a healthy relationship as lack it can adversely affect the

productivity.

A. Management

61%

30%

9%

0%0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable


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Q. NO. – A.04 The instructions from my immediate seniors are effective

and productive.






Not Applicable 0 0%

82 100%


Less than 60% of the employees strongly agree and others somewhat agree that the

instructions given by their seniors are productive and help them to perform their work as per

requirements. Management should take care that the instructions are clearly understood by

seniors so, that they can guide their juniors in the right direction and make most of it.

A. Management

59%

33%

6%

2%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable


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Q. NO. – A.05 Management gives me authority which enables me to take

operational decisions in time.






Not Applicable 2 2%

82 100%


Majority of the people believe in the fact that management gives them the required freedom

to take decisions regarding their work that helps in improving the efficiency of work. But,

management should regularly assess viability about the use of authority as, there is high

chance of using it for unauthorized purposes.

A. Management

67%

21%

6%4% 2%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable


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Q. NO. – A.06 Necessary and required communications are made to

concerned people in time.


More than 70% of employees strongly agree with communication channel that is being used

by management which shows that it is of fairly good quality. Still, management should strive

to make it better as it is one of important component that directly affects productivity.

A. Management

Q.NO. – A.07 There are no operating confusions because of the clear

72%

21%

7%0%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


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timely communication.


Although employees seem to be satisfied with the communication channel that is being

followed in organisation but, they are somewhat satisfied with its operative effectiveness.

Management should make sure that there is no ambiguity between the instructions that are

being given to the employees which will help to increase its effectiveness.

B. Working conditions

Q. NO. – B.01 The goals of the managements are communicated and are

56%34%

8%1% 1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 1 1%

82 100%


42

understood by all.

Table 7.8 – Response to question B.01

Majority of the employees are of the view that the goals that are set by the organisation are

properly conveyed to them which, in turn help the employees to work towards it. This shows

that the management is making good use of its communication channel and goal setting

strategy. However, if the goal setting is made on individual basis it can increase the

satisfaction level.


Q. NO. – B.02 There is professional coordination between various cross

functions resulting in overall efficiency.

73%

16%10% 1%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%

Fig. 7.8 – Represents response of question B.01

43


Only 56% of the employees feel that the inter-departmental communication channel in

organisation is at par while, others somewhat agree or disagree with the fact. This is an

important factor and management should take some initiatives to improve it as, it adversely

affects the relationships among the departments and in turn the productivity.


Q. NO.- B.03 There is a climate of teamwork in the organization. Every one

works in the same direction.

56%

38%

3% 2% 1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 1 1%

82 100%


44


Nearly 60% employees are satisfied and others are somewhat satisfied with the structure of

teamwork in organisation which, shows that it is at a par level and needs massive changes in

order to bring that to the good level. This would definitely take some time but it will help to

increase the productivity.

C. Pay & Benefits

Q.NO. – C.01 The remuneration and perquisites are matching my

potential and performance.

60%

31%

7%

2%0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 1 0%

82 100%


45

Table 7.11 – Response to question C.01

There is a high variance in the response to this question, as remuneration forms a big part of

employee satisfaction. Still, management can make the process more transparent which will

let the employee know why they are getting it and how can they improve it.

C. Pay & Benefits

Q.NO. – C.02 There is an effective and unbiased performance

evaluation system.

34%

32%

18%

13%3%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 2 3%

82 100%

Fig. 7.11 – Represents response of question C.01

46


Although majority of employees are satisfied or somewhat satisfied there seems to be

somewhat dissatisfaction with the performance evaluation system that is being followed in

the organisation. Management should regularly assess the process and enhance it to make it

more and more unbiased as, it will negatively affect the employee morale.

C. Pay & Benefits

Q.NO. – C.03 There are methods of appreciating and rewarding good

performance.

60%

28%

7%

5% 0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


47


Less than 60% of employees are satisfied while some are dissatisfied with the methods that

are being followed in the organisation for appreciating and rewarding the good performance

of employees. Management should regularly check the response received on these methods

and based on that should revise it accordingly as, it plays a vital role in employee motivation.

C. Pay & Benefits

Q.NO. – C.04 There are methods of highlighting and punishing bad

58%27%

4%7%

4%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 3 4%

82 100%


48

performance.


Only a slight majority is in favour of methods of highlighting and punishing bad performance

while, some are dissatisfied with it. This shows that the process is not up to the mark and

needs to be revised. Management should find some alternatives which are more effective and

productive.

C. Pay & Benefits

Q.NO. – C.05 I know how I am going to grow and how my salary is going to

54%35%

6% 4% 1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 3 1%

82 100%


49

increase in this organization.


Again here, we can say that because of the good communication channel of organisation

majority of the employees are aware of the performance appraisal techniques being followed

in the organisation.

D. Feedback & Support

Q.NO. – D.01 The roles and responsibilities of each position are clearly

63%

22%

5%7%

3%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 2 3%

82 100%


50

defined.

Table 7.16 – Response to question D.01

Majority of the employees know the roles and responsibilities of the position that needs to be

performed while holding it. This is achieved by conducting regular meeting between the

seniors and juniors.


Q.NO. – D.02 The roles and responsibilities of each person are clearly

defined.

72%

21%

6%

1%0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%

Fig. 7.16 – Represents response of question D.01

51


Majority of the employees know the roles and responsibilities that need to be fulfilled while

performing their job. This is achieved because the goal setting technique followed in the

organisation is highly efficient and transparent.


Q.NO. – D.03 The employees are given feedback regularly to improve their

74%

17%

5% 1% 3%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 2 3%

82 100%


52

performance in a professional way.


Slight majority of employees agree or somewhat agree with the feedback and the way they

receive it regarding their work. Management should keep a record of feedbacks that are being

given to the employees which will make the process less redundant and more effective.


Q.NO. – D.04 The employees are shouted upon regularly to improve their

57%

34%

4% 5% 0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


53

performance.


Only slightly more than 50% of employees were of the view that they get regular warnings

and harsh feedbacks if the quality of the work is not followed. Instead of making feedbacks

more harsh the management should come down to the level of employee to make them

realize what the problem is and how it can be solved.

E. Job security & Stability

Q.NO. – E.01 There is job security in the organization. The employees look

52%38%

5%5%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


54

forward to make a career with this company.

Table 7.20 – Response to question E.01

Employees feel that the job security in the organization is at par and management needs to

improve it so, that they will look forward to a make career with the organization.


Q.NO. – E.02 The Sense of belonging and loyalty of employees towards the

55%31%

6%7%

1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 1 1%

82 100%

Fig. 7.20 – Represents response of question E.01

55

company is very high


Majority of the employees feel comfortable working with organization which increase their

sense of belonging towards the organization.


Q.NO. – E.03 The employees in personal difficulties are taken care of by

the

71%

23%

1%

5%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


56

management.


Less than 40% or equal to number employees are satisfied with the management’s policy

regarding personal help that is being offered. Management can start some new activities in

which employee’s personal needs are taken care of to some extent. It will make sure that the

employees concentrate more on their work rather than their personal problems.

F. Creating opportunities

Q.NO. – F.01 Management initiatives are helpful to improve employee

performance

40%

40%

12%8%

0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


57

Table 7.23 – Response to question F.01

More than 75% of the employees are of the view that most of the management’s newly

created initiatives are welcomed and are wholly accepted which helps them to improve their

performance.


Q.NO. – F.02 Management initiatives are helpful to increase employee

capabilities and growth.

76%

18%

4% 1% 1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 1 1%

82 100%

Fig. 7.23 – Represents response of question F.01

58


71% of the employees believe that management’s initiatives regarding their capabilities and

growth, positively affect their work and help them to excel.


Q.NO. – F.03 Management initiatives are helpful to improve working

conditions

71%

24%

4% 1% 0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


59


Majority of the employees are of the view that management is continuously taking initiatives

for improving the working conditions in order to make them more suitable for work.


Q.NO. – F.04 Management initiatives are helpful to improve working

culture


68%

26%

5% 1% 0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%


60

More than 75% of the employees believe that management is constantly enhancing the

working culture followed in the organisation by undertaking new initiatives.


Q.NO.- F.05 Management initiatives are helpful to improve organization

productivity

76%

23%

0% 1%0%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 0 0%

82 100%



61


More than 90 % of the employees are of the view that management is doing all the possible

activities which will improve the organizational productivity.

G. Personal satisfaction

Q.NO. – G.01 I am very happy working in this organization.

94%

4%1% 0%

1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable


Somewhat Agree 3 4%



Not Applicable 1 1%

82 100%



62

Table 7.28 – Response to question G.01

Only slight majority of the employees feel fully happy working in the organization while

others somewhat agree or disagree with it. Management should try to find the factors that are

responsible for this and then accordingly work them.

G. Personal satisfaction

Q.NO. – G.02 I would recommend to my friends to join this company.

54%35%

4% 5% 2%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable





Not Applicable 2 2%

82 100%

Fig. 7.28 – Represents response of question G.01

63

Table 7.29 – Response to question G.02

Employees are not much comfortable in recommending this company to their friends and

relatives. Management should take a note of it and needs to introduce new and attractive

employee recommendation schemes which form one of the best sources to recruit new

employees.

Factorwise Average Score Distribution:

54%33%

4%8%

1%

Strongly agree

Somewhat agree

Somewhat Disagree

Strongly Disagree

Not Applicable






Not Applicable 2 1%

82 100%

Fig. 7.29 – Represents response of question G.02

64

Fig 7.30 – Factorwise distribution of average score

FACTOR AVERAGE SCORE

MANAGEMENT 1.45

WORKING ENVIRONMENT 1.48

PAY AND BENEFITS 1.74

1.45 1.48

1.74

1.48

1.65

1.28

1.68

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

65

Table 7.30 – Factorwise distribution of average score

The above graph and the data in the table represent the factorwise distribution of

average score. Here, it can be clearly seen that the employees are highly satisfied

with the management’s initiatives for creating opportunities and highly dissatisfied

with Pay and benefits. Personal satisfaction is also another area of concern.

Management needs give special attention to these factors and should take care that it

doesn’t affect the productivity in a negative way.

FEEDBACK AND SUPPORT 1.48

JOB SECURITY AND STABILITY 1.65

CREATING OPPORTUNITIES 1.28

PERSONAL SATISFACTION 1.68

66

Chapter 8

FINDINGS

&

OBSERVATIONS

FINDINGS & OBSERVATIONS

67

Most of the employees believe that they receive proper directions from manage ment

regarding their work but, few think that they effectively increase productivity. (A.01

& A. 02)

Senior – junior relationship is an important part of management. Here, it seems that it

is at a fair level but, needs to be improved. (A.03, A.04 & A.05)

Majority of the employees are of the view that interdepartmental communication is

not at par and needs to be improved as it hampers the overall efficiency. (A.07)

The communication channel and goal setting strategy adopted by the organisation is

of fairly good level and can be improved to a better level. (B.01 & B.02)

Only 60 % of employees are satisfied with the structure of teamwork followed in

organisation, which shows lack integrity to some extent while performing teamwork.

(B.03)

Employees feel that they are not being remunerated in accordance with their work and

are also, unhappy with the methods that are followed for appreciating and rewarding

good performance. (C.01,C.02 & C.03)

Majority of the employees are fully satisfied with the roles and responsibilities

defined to them by the management. (D.01 & D.02)

Most of the employees are somewhat satisfied with the feedbacks and the way they

receive it regarding their good or poor performance. (D.03 & D.04)

Only 55% of the employees feel that their jobs are fully secure with the organization,

while others doubt about it. (E.01)

More than 70% of employees have a high sense of belonging towards the company.

(E.02)

Less than 50 % of employees are of the view that management helps them in their

personal difficulties. (E.03)

Employees seem to be happy with management’s initiatives, for improving

productivity by increasing their capabilities. (F.01, F.02 & F.03)

A whopping 94% of employees say that management is performing all possible

activities for improving the organizational productivity. (F.05)

Though the employees are somewhat satisfied in their work by and large, it is found

that there is a negative attitude among them to recommend this company to others.

(G.01 & G.02)

69

Chapter 9

CONCLUSION

CONCLUSION

70

I had an enriching experience during the internship. I learnt a great deal of things by being a

part of the team. It has also exposed me to the work style and culture followed by the

organisation. Every organisation must conduct employee satisfaction survey every year to

compare the present satisfaction level with the past. These surveys help to indicate the mirror

of management in the minds of the employee as well as management about their feelings,

opinions and attitude. Observations, interviews and questionnaire helped me to understand

the perception of job satisfaction.

From various feedback obtained and observations made, it can be concluded that the job

satisfaction level of employees in Rucha engineers Pvt. Ltd. is somewhat satisfied. Perhaps

there may be some areas where the organization could not fulfill the expectations of the

employees; but still in order to improve the satisfaction level to some extent management

should focus their attention on factors in which minimum satisfaction level was observed

according to this study and work towards it.

71

Chapter 10

SUGGESTIONS

Suggestions

1. To increase the job satisfaction level of the employees the company should

concentrate mainly on the incentive and reward structure to be more specific and

72

transparent. So, that employees should know how exactly they are being evaluated

and on what basis they are getting the incentives.

2. Though the employees are satisfied in their work by and large, it is found that there

is a negative attitude among them to continue with the same organization. It

may be due to certain areas in the working environment or organizational culture

for which the organization may conduct counseling for employees.

3. If an employee has gained additional skill he should be assigned task so that he can

utilize his skills. This will not only help the employee but also help organization to

improve productivity.

4. In case of vacancy, advertisement should be made within the company and internal

recruitment should be given more preference over external recruitment .this will give

the employees opportunity for career development and increase loyalty.

5. Cultural activities should be held to further motivate the employees to work in teams

and break the communication barriers that obstructs while achieving a common goal.

6. Attractive employee recommendation schemes should be introduced and promoted

which will form a good source to recruit new potential employees.

BIBLIOGRAPHY

73

1. Aswathappa K., Human Resource Management (sixth edition), Tata McGraw Hill

Publication Company Ltd. (Page no. 413-462).

2. S. Seetharaman and B. Venkateshwara Prasad, Human Resource Management, November

2009. (Page no. 19.1- 19.29)

3. Halil Zaim, Selim Zaim, Fatih University (TURKEY) in “MEASURING EMPLOYEE

SATISFACTION IN SMALL AND MEDIUM SIZED ENTERPRISES”

http://www.epoka.edu.al/new/icme/2.pdf

4. Z. Kotulski, Z.Wąsik and B. Dorożko in “Employee is also a customer. How to measure

employees’ satisfaction in an enterprise?”

http://www.turing.tele.pw.edu.pl/~zkotulsk/Kotulski_Wasik_Dorozko.pdf

5. Judith M. Tanur - State University of New York at Stony Brook, Brigitte Jordan, Xerox

Palo Alto Research Center and Institute for Research on Learning in “MEASURING

EMPLOYEE SATISFACTION: CORPORATE SURVEYS AS PRACTICE”

http://www.amstat.org/sections/srms/Proceedings/papers/1995_072.pdf

6. Mehran Nejati – Department of Economics, Management and Accounting Yazd

University, Iran, Mostafa Nejati – Faculty of Management University of Tehran, Iran,

Azadeh Shafaei – Faculty of Humanities, Rasht Islamic Azad University, Iran in “TO

MEASURE EMPLOYEE SATISFACTION : AN IRANIAN CASE STUDY”

http://www.lexetscientia.univnt.ro/ufiles/12.%208pgEmplSatIran.pdf

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2012)

http://www.icra.in/Files/ticker/SH-2013-Q1-1-ICRA-Auto%20Components.pdf

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Industry: A Decade of Growth and Way Forward.

http://www.isca.in/IJMS/Archive/v2i3/4.ISCA-RJMS-2013-014.pdf

9. http://www.acma.in/pdf/Status_Indian_Auto_Industry.pdf

http://www.epoka.edu.al/new/icme/2.pdf

http://www.turing.tele.pw.edu.pl/~zkotulsk/Kotulski_Wasik_Dorozko.pdf

http://www.amstat.org/sections/srms/Proceedings/papers/1995_072.pdf

http://www.lexetscientia.univnt.ro/ufiles/12.%208pgEmplSatIran.pdf

http://icra.in/Files/ticker/SH-2013-Q1-1-ICRA-Auto%20Components.pdf

http://www.isca.in/IJMS/Archive/v2i3/4.ISCA-RJMS-2013-014.pdf

http://www.acma.in/pdf/Status_Indian_Auto_Industry.pdf

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10. http://www.ruchagroup.com/GroupCompanies.htm

11.http://www.dnb.co.in/smes/Company%20Profiles/R/Rucha%20Engineers%20Private%20

Limited.pdf

12. http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/JBM-

Auto-Ltd/532605

13. http://www.caparo.co.in/aboutus.html

14. http://www.rasandik.com/milestones.htm

15. http://www.indiadekh.com/detail-shreeyash-chassis-pvt-ltd-841338.html

http://www.ruchagroup.com/GroupCompanies.htm

http://www.dnb.co.in/smes/Company%20Profiles/R/Rucha%20Engineers%20Private%20Limited.pdf

http://www.dnb.co.in/smes/Company%20Profiles/R/Rucha%20Engineers%20Private%20Limited.pdf

http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/JBM-Auto-Ltd/532605

http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/JBM-Auto-Ltd/532605

http://www.caparo.co.in/aboutus.html

http://www.rasandik.com/milestones.htm

http://www.indiadekh.com/detail-shreeyash-chassis-pvt-ltd-841338.html

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ANNEXURE

Satisfaction survey final report

Recruiting & HR

Transcript of Satisfaction survey final report