CHAPTER 1

INTRODUCTION TO
AMCO GROUPS
COMPANY PROFILE

Business initially focused on supplying 2&3 wheelers tires, tubes & flaps for
bicycles, scooters, motorbikes and three wheelers segments. AMCO manufactures
garden tools, automotives & railway forged machines and assembly components.
Our worldwide, business is transforming constantly, in order to get better and
better. AMCO offers a smart choice for its customers, capturing the essence of
luxury, style, utility and sales. We offer a product for varying customer need.
AMCO products are engineered to precision, accuracy and perfection. Their
performance is the testimony of their durability in international standards. These
include regular Hand Held Tools such as screwdrivers, hoes, chisels, wedges, drift
pins and hammers; Pneumatic Tools which are powered by compressed air and
include chippers, drills, hammers, and sanders; Electric Tools such as chainsaws,
electric drills, high grade motors, angle grinders, impact electric drills, jigsaw
cutters, tappers, fasteners, or grinders; Hydraulic Power Tools; Powder Actuated
Tools and, Garden Tools like hoes, shovels, picks and spades.
EXPORT AREAS
Europe, USA, CIS, Asia, Middle east and Africa, Canada. Australia etc.
BACKGROUND
AMCO group was established 38 years ago. Our total asset base exceeds hundreds
of millions and our staff strength members over 3,000. Production offices are over
different locations over across India and China, at the time, rubber was the “new
gold” for south east Asia with both India and Thailand expanding aggressively into
new industry, by the virtue of our established manufacturing organization,
technical skills and through professionalism in our patrons have recognized us out
rightly.
VISION AND VALUES
Always empowering and backing our people, being brave and unbounded in
realizing our dreams. We innovate new ideas. We believe to work with honesty,
trust. The trust that we earn from the people in the company makes us proud of our
company. Our pride is our companies encourage us to do even better in exceeding
people highest expectations. We assure prompt attention and services to all
esteemed customers at all times and always like to establish long lasting cordial
business relationship.

QUALITY
Our quality system is compatible with ISO requirements and ensures reliable
products to each and every customer, on time, every time. Leading the quality
charts in the tires industry, AMCO also provides value-added services to all of its
worldwide valuable customers. Hard work and undivided focus on delivering only
the superior quality products has helped AMCO, gain trust of its global customers.
Continuing to set a new bench marks for its competitors, AMCO has become
synonymous to quality. AMCO will strive to provide value for money to our
buyers. We will also strive to attain national leadership and provide competitive
returns to our employees, associates, suppliers and customers. Product quality is
what the company promises and delivers always. Strict quality control is
maintained at every level of production. Our products are manufactured under the
supervision of skilled professionals who are experts in their fields. Care is taken to
use the latest technology available and is subjected to stringent quality tests in
order to produce flawless products comparable to international standards.
QUALITY OBJECTIVES
o To meet Delivery Schedule.
o Cut Cost to be Competent.

MILESTONES
AMCO group is a process of expanding and upgrading in production facilities with
latest and highly advanced technologies, aiming to completely fulfill high volume
requirement of worldwide valued customers. We assure that we will be supply in
good packing standards and scheduled delivery. We look forward to be your term
business partners

OUR CORNERSTONES
1. QUALITY
2. CUSTOMER SERVICES
3. TECHNOLOGY and R&D
4. INFRASTRUCTURE

ALLIANCE
Complex business challenges on today’s climate require both deep knowledge and
cutting edge technological solution. That’s why AMCO aligns with partners that
will help leverage all the knowledge at our finger tips in a market place to allow us
to rapidly deploy teams and technologies.

AMCO combines technology with people, process and alliances to create results
that are:
o Proven and dependable
 o Reliable
o Honest

SOCIAL RESPONSIBILITY
AMCO is deeply engaged in human and economic development at the national
level. We are conscious about environment and use all possible energy
conservations. AMCO is commuted in letter and spirit to corporate social
responsibility. AMCO engaged in community and social initiatives on labor and
environmental standards. Adding positively to the income of a country, hand tools
industry has contributed to economy in terms of development and technology up-
gradation all illustrations depicting our products are as true as possible but not
binding on us. In view of the continuous improvement taking place in the products,
we reserve our right to modify the design and the dimensions of our products
without prior notice.

AMCO WILL BE THE ONLY NAME YOU REMEMBER FOR YOUR NEXT
REQUTRMENT.
 CHAPTER 2

INTRODUCTION TO
JOB SATIFACTION
INTRODUCTION TO JOB SATISFACTION
The structure comprises of all Head of Departments of different functions
in AMCO — Mobility. It consists of nine Band 2 and Band3 officials at the top level,
each reporting to the CEO. The main function is to coordinate the activities of different
functions in the organization. All the departmental heads are accountable and answerable
to the efficiency and effectiveness of their concerned departments.
Job satisfaction is a term used to describe how contended an individual is
with one’s job. It is relatively recent term, since in the previous centuries, the job
available to a particular person was often predetermined by their parents occupation.
There are variety of factors that can influence a person’s level of job satisfaction. These
factors include the of pay and benefits, the perceived fairness of the promotion system
within a company, the question of working condition , leadership and the social
relationship.
Human beings are important assets of an Organization. As human beings,
members of work oriented organization have thoughts and feelings which strongly
influence their behaviour on job. These thoughts and feelings are part of their mental
state and provided the inputs used by them to make decision about their action and
reacting of their jobs. It is necessary that we understand more about their conscious
states. For efficient and progressive functioning of any organization job satisfaction is of
great significance.
As people spend sizeable proportion of their liven in working place or
environment and would want that proportion of their lives to be pleasant, agreeable and
fulfilling. As working in any organization, his job is more than just obvious activities of
shuffling paper, or waiting for customers etc. Job requires interaction with co-workers
and supervisors, following organizational rules and policies, performance standards,
living with working conditions that are giving less than ideal life.
So, if people feel bad about their work apt to feel bad about many things
including leisure activities and even about life itself That is why you cannot deny that job
satisfaction is important for an individual in his profession progress so that individual can
attain optimum development of his potentialities if he is satisfied with his job.

MEANING AND CONCEPT OF JOB SATISFACTION:

Job satisfaction is a general pleasurable or positive emotional state of an
individual which result from his appraisal of various dimensions of his job. As a matter of
fact, by working of job, most men qualify many of their need. So in this regard want is a
potent source of need , gratification of all types such as physical , security, social and ego
need etc.
Job satisfaction can be described as a process in which the employees feel
themselves contended or satisfied with their work which they do informally organized
sectors to accomplish the objective so the organization. It is a end feeling of a person
after performing a task. The feeling would be positive or negative depending upon
whether the need is satisfied or not. If a person’s job- fulfills his dominant needs and is
consistent with his expectation and values, the job will be satisfying. Job satisfaction also
relates to working conditions like good infrastructure and working conditions, proper
working hours, lighting, ventilation, drinking water and urinal facilities, healthy
relationship with seniors, subordinates and peer group and also with salary packages. All
this facilities motivate the employees to do better work for his organization. As if
employee is satisfied it develops right type of attitude, high morale and enthusiasm for
work.
Job satisfaction in industrial psychology is frequently used for individual
attitude towards the specific aspects of the total work situation. Job satisfaction is based
on five major factors which are as follows:
1. The nature of work in relation to his abilities, interest and preparation.
2. The way in which individual reacts to the unpleasant situation.
3. The facility to which he adjusted him to other persons.
4. Security.
5. Loyalty.
 So, the Job satisfaction refers to person’s feeling of satisfaction on the job,
which motivate the employee to work with great zeal and confidence which will be
helpful for him to attain the set goal of organization.

FACTORS IN JOB SATISFACTION:

Job satisfaction is a complex and multidimensional phenomenon. The
nature and extent of factors contributing to it are not yet fully known but good deal of
research studies in various countries with different cultures have certainly advanced our
understanding of factors. The following factors have been generally agreed to have direct
bearing on the level of satisfaction of employees: -
1. Organizational factors
2. Personal factors

Organizational factors
1. Occupational Level :- Studies revealed higher the occupational level, higher the
level of job satisfaction because higher level jobs carry greater prestige and self
control.
2. Job- Content :- If there is variation in job content and job is less repetitive with
which the task must be performed, the greater the satisfaction of the individual is
involved,
3. Job- Security:- Job security is a crucial factor in the face of wide spread
unemployment and uncertainties in the employment market.
4. Type and Nature of work:- If employee finds type and nature of work according
to his attitude and capability he feels satisfied, otherwise dissatisfied.
5. Pay and Promotional Opportunities:- These variables are of great importance
and are positively related to job satisfaction.
6. Considerate Leadership:- It results in higher job satisfaction as compared to
inconsiderate leadership, because people like to be treated with consideration.
7. Interaction in work group:- Interaction could be satisfying when other person’s
attitude is similar to one’s own. It results in being occupied by other and facilitates
the achievement of goals.

PERSONAL FACTORS
1. Age:- The relationship between age and satisfaction could be positive upto pre-
retirement years, then there is sharp decrease in satisfaction. An individual aspires
for more prestigious jobs in later years of his life.
2. Length of Service:- It may be argued that beginners starts with a favourable
attitude towards their job and employees. As the months pass, the job becomes
routine and co- workers familiar and hence their enthusiasm weakness resulting in
problems of adjustment of training.
3. Education / Intelligence:- Too much education / intelligence i.e. more than the
job requires will lead to dissatisfaction.
4. Considerate Leadership:- It results in higher job satisfaction as compared to
inconsiderate leadership, because people like to be treated with consideration.
5. Interaction in work group:- Interaction could be satisfying when other person’s
attitude is similar to one’ own. It results in being occupied by other and facilitates
the achievement of goals.
SIGNIFICANCE OF JOB SATISFACTION:-
Employee satisfaction and retention have always been important issues for
organizations. After all, high level of absenteeism and staff turnover affect your bottom
line as temps, recruitment and retraining take their toll but few practices have made job
satisfaction a top priority, perhaps because they have failed to understand the significant
opportunity that lies in front of them. Satisfied employees tend to be more productive,
creative and committed to their employers and recent studies have shown a direct
correlation between staff satisfaction and customer satisfaction.
Organisation who can create work, environments that attract, motivate and
retain had working individuals will be better positioned to succeed in a competitive
environment that demands and cost efficiency. What is more, Chief Executives of
organizations may even discover that by creating a positive workplace for their
employers, they have increased their own job satisfaction as well.
Since job satisfaction is a multinational phenomenon which lives with
employees and influence whole organization. The spirit of job satisfaction has great
impact on the job performance of an employee. If an employee has the sense of
satisfaction it is evident in the form of his morale output and productivity, but on the
contrary if a person is devoid of job satisfaction then he can no longer have high morale
and high performance. When a person is at work place, he cannot be forced to do the
work like a machine. He is human being who has his dignity, self respect, values,
sentiments, aspirations apart from the economic status.
So if the employees of an organization has spirit of job satisfaction it
ultimately fetches prosperity and success to the organization by achieving desired goals
and objects of the organization. But if this is not so, it leads to frustration and is very
much harmful to the existence of the organization.
Job satisfaction also relates to the working conditions, if there is proper
arrangement of infrastructure, drinking water, ventilation, temperature, lighting, toilet and
attractive surrounding, it will increase the job satisfaction among employees.
 From the above description, it is obvious that job satisfaction is essential
for growth, productivity and development of organization. It is only the job satisfaction
that develops right type of attitude, high morale and enthusiasm for work. To achieve
organizational and individual goals in an economic and efficient manner there must be a
spirit of job satisfaction among the employees. It will be appropriate to sum up the
importance of job satisfaction of job satisfaction in the words of ROBERT KHAN, “Job
satisfaction does seem to reduce absenteeism, turnover and perhaps accident rates.”

EFFECT OF JOB SATISFACTION:

Manager’s interest in job satisfaction tends to centre on its effects on
employee performance. Researchers have recognized this interest, so we find a larger
number of studies that have been designed to assess the impact of job satisfaction.

Physical and mental health:

The degree of job satisfaction affects on individual’s physical and mental
health. Since job satisfaction is type of mental feeling, its favourablenss or
unfavourableness affects the individuals psychologically which ultimately affects his
physical health. For example Lawler has pointed out that drug abuse, alcoholism and
mental and physical health result from psychologically harmful jobs. Further, since a jobs
is an important part of life, job satisfaction influence general life satisfaction.
The result is that there is spill over effect which occur in both directions
between job and life satisfaction.
Job Satisfaction and Employee Turnover:
Turnover of employee is the rate at which leave the organization within a
given period of time. High employee turnover is of considerable concern for employees
because it disrupts normal operations, causes morale problems for those who stick on and
increase the cost involved in selecting and training replacement. The employer does
whatever possible to minimize turnover, making the employees feel satisfied on their
jobs, being one such.
In the major reviews of the relationship between satisfaction and turnover
has been demonstrated low levels of jobs satisfaction are the most likely to quit their jobs
and that organizational units with the lowest average satisfaction levels tend to have the
highest turnover rates. However, is not the only cause of employee turnover, the other
cause being opportunity elsewhere. For exchange, in the present context the rate of
turnover of computer software professionals is very high in India. However, these
professional leave their organizations that simply because they are not satisfied but
because of opportunities offered from other services particularly from foreign companies
located abroad.
However, the withdrawal behaviour of employees is modified by certain
factors. Loyality organization is one such. Some employees can imagine themselves
working elsewhere, however dissatisfied they are in their present jobs. Availability of
other places of employment also influences turnover. If greener pastures are available, an
employee does not mind going in search of them notwithstanding the present level of job
satisfaction he enjoys.
Satisfaction and Absences:-
Correlation of satisfaction to absenteeism is also proved conclusively.
Workers who are dissatisfied are more likely to make “mental — health” days i.e. days
off not due to illness or personal business. Simply stated, absenteeism is high when
satisfaction is low. As in turnover, absenteeism is subject to modification by certain
factors. The degree to which people feel that their jobs are important has a moderating
influence on their absence, Employees who feel that their work is important tend to clock
in regular attendance. Besides it is important to remember while high job will not
necessary result in low absenteeism, low satisfaction is likely to bring about high
absenteeism.
Satisfaction and Safety:
Poor safety practices are a negative consequence of low satisfaction level.
When people are discouraged about their job, company and supervisors, they are more
liable to experience accidents. An underlying reason for such accidents that
discouragement may take one’s attention away from the task at hand. Inattention leads
directly to accidents.
Satisfaction and Job stress:
Job stress is the body’s response to any job related factor that threatens to
disturb the person’s equilibrium. In the process of experience stress, the employee’s inner
state change. Prolonged stress can cause the employee ailments such as heart disease,
ulcer, blurred, vision, lower back pain, dermatitis and muscle aches.
Chronic job- dissatisfaction is a powerful source of job stress. The
employee may see no satisfactory short-term solution to escaping this type of stress. An
employee trapped in a dissatisfying job may withdraw by such means as high
absenteeism and tardiness or the employee may quit.
Employees under prolonged stress stemming from job- dissatisfaction often consume too
much alcohol, tobacco and drugs. These employees are costly to the management in
terms and time lost due to frequent absences and increased payment towards medical
reimbursements.
THEORIES OF JOB SATISFACTION:
Theories exist concerning the different dynamics of job satisfaction and its
general impact upon employees behaviour. Mecormic and Hegen (1984)gave six general
orientations of theories of job satisfaction, all of which describe the process by which job
satisfaction is determined for individual.
1. Comparison process theory.
2. Maslow’s need Hierarchy theory.
3. Herzberg’s two factors theory.
4. Vrooms instrumentality theory.
5. Equity theory.
6. Social refrence group theory.

1. Comparison theory:
In case of comparison process theory, the attitude towards job of different
employees is compared with each other and best of them could be chosen.
2. Maslow’s need hierarchy theory:
In case of Maslow’s need hierarchy theory it is believed that a person is
satisfied if he gets what he wants and more he wants something, the more satisfied be
gets it and more dissatisfied be is when he does not get it.
According to this concept of need hierarchy the satisfaction of
physiological needs results in the safety need becoming more potent and these are
fulfilled need, for belonging becomes uppermost. Ultimately, need for esteem and self—
actualization come into play.
3. Herzberg Motivation Hygiene theory:
This theory is based upon two types of factors
1. Hygiene factors
2. Motivational
1. Hygiene factors:- Hygiene factors are maintenance factors which are necessary to
maintain at a reasonable level of satisfaction in employees. These cause
dissatisfaction if such conditions are absent but increase in their presence beyond a
level does not motivate the employees in a strong way. There are ten such factors
like company policy, supervision, relationship with supervisors, peers,
subordinates, salary, job security, working conditions etc.
2. Motivational factors:- Motivational factors operate primarily to build strong
motivation and high job satisfaction, but their absence rarely proves dissatisfying.
 There are six factors which actually motivate employees like achievement,
recognition, advancement, work itself, growth and responsibility.
4. Vroom’s theory:- Vroom’s instrumentality theory prepared by Tolman argued
that individual’s purpose in behaving must be analysed. According to Vroom
people will be motivated to do things to achieve some goals to the extent that
certain actions on their part will help them to achieve the goal.
Vroom was the first individual to specifically relate this theory to
motivation in the work environment which further leads to job satisfaction.
5. Equity theory:- Under this theory, it is believed that a person’s job satisfaction
depends upon its perceived equity as determined by his input output balance in
comparison with the input output balance of others. Every individual compares his
rewards with those of refrence group. If he feels rewards are equitable in
comparison with other during similar work, he feels satisfied. It is, thus a function
of the degree of which job characteristics meets the desires of the refrence group.
Equity theory takes into account not only the needs of an individual but also the
opinion of the refrence group to which the individual looks for guidance.
6 Social Refrence Theory: Social refrence group theory is same as need fulfillment
theory except that it takes into account not the desired needs and desired needs and
interest of the individual, but rather the point of view and opinion of the group to
whom individual looks for guidance. Such groups are called reference groups for
the individual in that they define the way in which he should look at the world and
evaluate various phenomenon in the environment. It would be predicted, according
to the theory if job meets the interest desired and requirements of a person’s
reference groups, he will like it and if it does not he will not like it.

JOB INVOLVEMENT
Job involvement (Employee engagement, or Work engagement, is a concept that is
generally viewed as managing discretionary effort, that is, when employees have choices,
they will act in a way that furthers their organization’s interests. An engaged employee is
a person who is fully involved in, and enthusiastic about, his or her work.

In his book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge
explains that truly engaged employees are attracted to, and inspired by, their work (“I
want to do this”), committed (“I am dedicated to the success of what I am doing”), and
fascinated (“I love what I am doing”).

Kahn was the first scholar to define “personal engagement” as the .harnessing of
organization member’s selves to their work roles: in engagement, people employ and
express themselves physically, cognitively, emotionally and mentally during role
performances”. Based on this definition a questionnaire was developed that assesses three
dimensions: cognitive, emotional and physical engagement.

An alternative academic considers work engagement as a psychological state of

fulfillment and the positive antithesis of burnout. It is defined as “,..a positive, fulfilling,
work-related state of mind that is characterized by vigor, dedication, and absorption” .
Whereby vigor is characterized by high levels of energy and mental resilience while
working, the willingness to invest effort in one’s work, and persistence even in the face
of difficulties; dedication by being strongly involved in on&s work, and experiencing a
sense of significance, enthusiasm, inspiration, pride, and challenge; and absorption by
being fully concentrated and happily engrossed in one’s work, whereby time passes
quickly and one has difficulties with detaching oneself from work. These three aspects
are assessed by the Utrecht Work Engagement Scalc (UWES), which is currently
available in 20 languages and can be used freely for non-commercial purposes. In
addition a short form and a student version are available. The reliability and validity of
the UWES is documented is various studies.
RESEARCH FINDINGS
Work engagement as measured by the UWES is positively related with, but
can nevertheless be differentiated from, similar constructs such as job involvement and
organizational commitment, in-role and extra-role behavior; personal initiative, Type A,
and workaholism. Moreover, engaged workers are characterized by low levels of burnout,
as well as by low levels of neuroticism and high levels of extraversion. Also they enjoy
good mental and physical health.
Work engagement is found to be positively associated with job resources
such as social support from co-workers and from one’s superior, performance feedback,
coaching, job control, task variety, opportunities for learning and development, and
training facilities. In short: engaged workers work in challenging jobs.
Engagement is related to better performance. For instance, engaged contact
workers from hotels and restaurants produce better service quality as perceived by their
customers; the more engaged university students feel the higher their next year’s Grade
Point Average; the higher the level of engagement of flight attendants, the better their in-
and extra-role performance on the flight; and the more engaged restaurant workers, the
higher the financial turnover of the shift.

STUDIES
Engaged employees care about the future of the company and are willing to
invest the discretionary effort. Engaged employees feel a strong emotional bond to the
organization that employs them.

EMOTIONAL ATTACHMENT
It was found that only 29% of employees are actively engaged in their jobs.
These employees work with passion and feel a profound connection to their company.
People that are actively engaged help move the organization forward. 84% of highly
engaged employees believe they can positively impact quality of their organization’s
products, compared with only 31% of the disengaged. 72% of highly engaged employees
believe they can positively affect customer service, versus 27% of the disengaged. 68%
of highly engaged employees believe they can positively impact costs in their job or unit,
compared with just 19% of the disengaged. Engaged employees feel a strong emotional
bond to the organization that employs them. This is associated with people demonstrating
a willingness to recommend the organization to others and commit time and effort to help
the organization succeed. It suggests that •people are motivatec by intrinsic factors (e.g.
personal growth, working to a common purpose; being part of a larger process) rather
than simply focusing on extrinsic factors.

INVOLVEMENT
When I studied AMCO group mills, 17 apparel manufacturers. The purpose
was to compare traditional production systems with flexible high- performance
production systems involving teams, training, and incentive pay systems. In AMCO, the
plants utilizing high-involvement practices showed superior performance. In addition,
workers in the high-involvement plants showed more positive attitudes, including trust,
organizational commitment and intrinsic enjoyment of the work. The concept has gained
popularity our study has demonstrated links with productivity. It is often linked to the
notion of employee voice and empowerment.

COMMITMENT
It has been routinely found that employee engagement scores account for as
much as half of the variance in customer satisfaction scores. This translates into millions
of dollars for companies if they can improve their scores. Studies have statistically
demonstrated that engaged employees are more productive, more profitable, more
customer-focused, safer, and less likely to leave their employer.
Employees with the highest level of commitment perform 20% better and
are 87% less likely to leave the organization, which indicates that engagement is linked to
organizational performance. It was found that engaged employees were five times less
likely than non-engaged employees to have a safety incident and seven times less likely
to have a lost-time safety incident. In fact, the average cost of a safety incident for an
engaged employee was less, compared with for non-engaged employee. Consequently,
through strengthening employee engagement, the company saved in safety costs. In
addition, savings were found in sales performance teams through engagement. Low-
engagement teams were seen falling behind engaged teams, with a difference in
performance-related costs of low- versus high-engagement teams.

LIFE INSURANCE COVER

Two studies of employees who had life insurance cover, we examined the
impact of employee perceptions that they had the power to make decisions, sufficient
knowledge and information to do the job effectively, and rewards for high performance.
Both studies included large samples of employees. In both studies, high-involvement
management practices were positively associated with employee morale, employee
retention, and firm financial performance. We found that high-commitment organizations
(one with loyal and dedicated employees) out-performed those with low commitment.

PRODUCTIVITY
While during our study in the AMCO group we found that offices with
engaged employees were up to 43% more productive.
The most striking finding is the almost 52% gaps in operating incomes
between highly engaged employees and employees who have low-engagement scores in
company. High-engagement companies improved 19.2% while low- engagement
companies declined 32.7% in operating income during the study period. It was found that
account executives in the wholesale division who were actively disengaged produced
28% less revenue than their colleagues who were engaged. Furthermore, those not
engaged generated 23% less revenue than their engaged counterparts. Engaged
employees also outperformed the not engaged and actively disengaged employees in
other divisions. It comes as no surprise, then, that engaged employees have been
statistically linked with innovation events and better problem solving.

GENERATING ENGAGEMENT
Recent research has focused on developing a better understanding of how
variables such as quality of work relationships and values of the organization interact and
their link to important work outcomes. 84% of highly engaged employees believe they
can positively impact the quality of their organization’s products, compared with only 31
percent of the disengaged. From the perspective of the employee, “outcomes” range from
strong commitment to the isolation of oneself from the organization. And during our
study seen that only 29% of employees are actively engaged in their jobs. Those
“engaged” employees work with passion and feel a strong connection to their company.
About 2 of the business units scoring above the median on employee engagement also
scored above the median on performance. Moreover, 54% of employees are not engaged
meaning that they go through each workday putting time but no passion into their work.
Only about V below the median on employee engagement scored above the median on
performance.
Access to a reliable model enables organizations to conduct validation
studies to establish the relationship of employee engagement to productivity/performance
and other measures linked to effectiveness.
It is an important principle of industrial and organizational psychology (i.e.
the application of psychological theories, research methods, and intervention strategies
involving workplace issues) that validation studies should be anchored in reliable scales
(i.e. organized and related groups of items) and not simply focus on individual elements
in isolation. To understand how high levels of employee engagement affect
organizational performance/productivity it is important to have an a priori model that
demonstrates how the scales interact. There is also overlap between this concept and
those relating to well at work and the psychological contract.
 As employee productivity is clearly connected with employee engagement,
creating an environment that encourages employee engagement is considered to be
essential in the effective management of human capital.

INFLUENCES
* Employer engagement - A company’s “commitment to improving the partnership
between employees and.., employer.” Employers can stay engaged with their employees
by actively seeking to understand and act on behalf of the expectations and preferences of
their employees.

* Employee perceptions of job importance - According to a 2006 study by Gerard Seijts

and Dan Crim, “...an employees attitude toward the job ithportance] and the company had
the greatest impact on loyalty and customer service then all other employee factors
combined.”

* Employee clarity of job expectations - “If expectations are not clear and basic materials
and equipment not provided, negative emotions such as boredom or resentment may
result, and the employee may then become focused o surviving more than thinking about
how he can help the organization succeed.”

* Career advancement/improvement opportunities - “Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the
subsequent cost savings.”

* Regular feedback and dialogue with superiors - “Feedback is the key to giving
employees a sense of where they’re going, but many Organizations are remarkably bad at
giving it.” “What I really wanted to hear was ‘Thanks. You did a good job.’ But all my
boss did was hand me a check.”
* Quality of working relationships with peers, superiors, and subordinates - “... if
employees’ relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct
reflection of how employees feel about their relationship with the boss.”

* Perceptions of the ethos and values of the organization - “Inspiration and values’ is the
most important of the six drivers in our Engaged Performance model. Inspirational
leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees.”

* Effective Internal Employee Communications - which convey a clear description of

“what’s going on”. “If you accept that employees want to be involved in what they are
doing then this trend is clear (from small businesses to large global organizations). The
effect of poor internal communications is seen as its most destructive in global
organisations which suffer from employee annexation - where the head office in one
country is buoyant (since they are closest to the action, know what is going on, and are
heavily engaged) but its annexes (who are furthest away from the action and know little
about what is happening) are dis-engaged. In the worst case, employee annexation can be
very destructive when the head office attributes the annex’s low engagement to its poor
performance... when its poor performance is really due to its poor communications.

* Reward to engage - Look at employee benefits and acknowledge the role of incentives,
“An incentive to reward good work is a tried and test way of boosting staff morale and
enhancing engagement.” There are a range of tactics you can employ to ensure your
incentive scheme hits the mark with your workforce such as: Setting realistic targets,
selecting the right rewards for your incentive programme, communicating the scheme
effectively and frequently, have lots of winners and reward all achievers, encouraging
sustained effort, present awards publicly and evaluate the incentive scheme regularly.
POTENTIAL RED FLAGS
Inappropriate use of Benchmark Data - some of the more well established
Employee Engagement survey companies will state that the most important part of post
survey follow up is related to comparison of internal survey data to numerous external
benchmarks. This seems to have rubbed off onto internal sponsors who demand very
specific benchmarks, being unaware that they are diluting the accuracy of their analysis.
Steve Bicknell, research analyst in over 100 Employee Engagement global projects
concluded that the standard comparisons by industry sector are flawed. Is it right to
compare a Bentley employee to one from Vauxhall (GM) because they are in the same
automotive sector? He concluded that more information can be obtained by looking at the
kind of organisation that employees were a part of (and its employee proposition), its
stage in development, internal communication, its brand, motivation and culture.
 CHAPTER 3

REVIEW
OF
LITERATURE
 REVIEW OF LITERATURE

Cobb (1975) has the opinion that the responsibility plays an important role
in job satisfaction among employees and managers. If the manager can cope with the
increased responsibility than it may lead to high job satisfaction.

Brook (1973) reported that the interpersonal relationship between the

employees also effects the job satisfaction. If the relation between the employees or
between the employees and the manager is good than there will be higher level of job
satisfaction.

Miles and Perreault (1976) identify that the proper solution of the conflict
situation results in high job satisfaction.

Lvancevich and Matteson (1950) indicate that group cohesiveness may

explain various outcomes in job satisfaction. Positive interpersonal relations are the
sources of high job satisfaction?

Participation in decision making process, effective consultation and

communication, justified restrictions on behaviour, participation in work activity,
restrictions in smoking and drinking during the working hours results in job satisfaction
(Caplan 1975).

Gardell and Lindell (1992) was in the opinion that the salary status is a
important factor in the job satisfaction. If the proper salary is distributed among the
employees and the managers than there will be higher level of job satisfaction, Because if
the salary is not given to the employees according to their work than there will be the
situation of job dissatisfaction.
 Vansell, Brief and Schuler says that the level of job satisfaction will be high
if the individual is assigned with the proper authority and delegation of power.
Interpersonal factors such as group cohesiveness , functional dependence ,
communication frequency ,relative authority and organizational distance between the role
sender and the focal persons are important topics in organization behaviour.

Job satisfaction is a significant cause of the fruitful! results. It reduces both

psychological and physiologic disabilities. It results increase in productivity (Murphy,
Hurrel ,Oman 1992).

A job satisfaction is likely to have decreased absenteeism, decreased

frequency of drinkiinf and smoking , decrease in negative psychological symptoms and
increase self esteem ( Jick and Payne 1980).
 CHAPTER 4

OBJECTIVES
OF THE STUDY
 OBJECTIVES OF THE STUDY

1. To study Job Satisfaction and involvement level among the employees.

2. To study various factors influencing satisfaction level among Employees.
3. To define the concept of job satisfaction.
4. To describe the relationship between Job Satisfaction and involvement and other
Variables such as personality, class and age.
5. To study various problems faced by employees.
 CHAPTER 5

RESEARCH
METHODOLOGY
 RESEARCH METHODOLOGY
DEFINITION
Research means scientific investigation on specific topic. In fact research is
an art of scientific investigation and also a search for knowledge. Research consists
defines problem, formulating hypothesis, collecting, organizing and evaluating data
suggesting solutions. The advance learner’s dictionary of current English lays down the
meaning of research as “A careful Investigation or Inquiry especially through search for
new facts in any branch of knowledge”

RESEARCH DESIGN
Research design is very important part of the research methodology. To
gain familiarity with the phenomenon or to achieve new insights into the study so we go
for exploratory research design.

SIZE OF SAMPLE
The overall sample involved in the study consisted of 100 individuals.
Keeping in view the limited resources of time, a limited sample of 100 employees from
local area of city of Ludhiana was picked up.

COLLECTION OF DATA
Data collection is one of the important tasks of market research project which is based on
primary data. While collecting data utmost care must be exercised because data constitute
the foundation on which the super structure of market research is built. Data may be
obtained either from the primary resources or secondary resources.
Primary Data
In primary data collection, we collect the data using methods such as interviews and
questionnaires. The key point here is that the data collected is unique to research.
There are many methods of collecting primary data and the main methods include:
• questionnaires
• interviews
• focus group interviews
• observation
• case-studies
• portfolios
The primary data, which is generated by the above methods, may be qualitative in nature
(usually in the form of words) or quantitative.

For our research purpose we collected data by the mean of:-

• questionnaires
• case-studies

Secondary Data Collection

All methods of data collection can supply quantitative data (numbers, statistics or
financial) or qualitative data (usually words or text). Quantitative data may often be
presented in tabular or graphical form. Data that has already been collected by someone
else for a different purpose to us is called secondary data.

Sources of Secondary Data

• Books
• Company’s records
• Journals
• Websites
 CHAPTER 6

ANALYSIS
AND
INTERPRETATION
 ANALYSIS AND INTERPRETATION

Analysis of Job Satisfaction and involvement among employees.

1. Your pay scale:-

Table 1
Value table Value frequency
<50,000 0
50,000-1,50,000 37
Above 1,50,000 63

Figure 1

Your pay scale

0%
37%
<50,000
50,000-1,50,000

63% Above 1,50,000

Analysis study shows that from 100 respondents 37 have the income between 50,000 to
1,50,000 and 63 have above 1,50,000 and nobody has less than 50,000.
2. For how long you are in present job?

Value table Value frequency

Less than 1 year 18
1-3 years 47
3-5 years 30
Above 5 years 5

Table 2

Time period for the present job?

5% 18%
30% Less than 1 year
1-3 years
3-5 years
Above 5 years
47%

Figure 2
Analysis study shows that from 100 respondents 47 are in between 1-3 years and 30 are
in between 3-5 years and 18 are less than 1 year and only 5 are above 5 years.
3. For how long period you are working on your present designation?

Table 3
Value table Value frequency
Less than 1 year 48
1-3 years 27
1-5 years 15
Above 5 years 10

Figure 3

For how long period you are working in the present

designation?

10%
15% Less than 1 year
48% 1-3 years
1-5 years
Above 5 years
27%

Analysis shows that from 100 respondents 27 are in between 1-3 years, 15 are in between
3-5 years, 48 are less than 1 year and 10 are above 5 years.
4. Your job involves:

Table 4
Value table Value frequency
Public relation 35
No public relation 5
Both 60

Figure 4

Your job involves

35%
Public relation
No public relation
60% Both
5%

Analysis shows that from 100 respondents 35 people have public relation and 5 people
have no public relation and 60 people have both public and non public relation.
5. Your job involves:

Table 5
Value table Value frequency
Always supportive 52
Always non-supportive 0
Some time supportive 40
Some time non-supportive 8

Figure 5

How do you find your seniors?

8%
Always supportive
Always non-supportive
52% Some time supportive
40%
Some time non-supportive
0%

Analysis shows that from 100 respondents 52 find their seniors always supportive, no
body find their seniors non-supportive, 40 find some time supportive, 8 find some time
non-supportive.
6. Do you get adequate payment for your work?

Table 6
Value table Value frequency
Yes 85
No 15

Figure 5

Do you get adequate payment for your work?

15%

Yes
No

85%

Analysis shows that from 100 respondents 85 are satisfied for the payment given to them
and 15 are not satisfied for the payment given to them.
7. How will you rate your adequate payment for your work?

Table 7
Value table Value frequency
Highly satisfied 40
Satisfied 30
Neutral 20
Dis-satisfied 10
Highly dis-satisfied 0

Figure 7

How will you rate your adequate payment for your

work?

10% 0%
Highly satisfied
20% 40% Satisfied
Neutral
Dis-satisfied
Highly dis-satisfied
30%

Analysis shows that from 100 respondents 40 are highly satisfied, 30 are satisfied, 20 are
neutral, 10 are dis-satisfied and nobody is highly dissatisfied.
8. If given an opportunity, you would like to:-

Table 8
Value table Value frequency
Stick to your present job 25
Shift to another job in same field 60
Shift to another job in other field 15

Figure 8

If given an opportunity, you like to:

15% 25% Stick to your present job

Shift to another job in

same field
Shift to another job in
60% other field

Analysis shows that from 100 respondents 25 will avail in the present job, 60 will shift to
another job in same field and 15 will another job in the other field.
9. If given an opportunity, will you leave this job?

Table 9
Value table Value frequency
Yes 68
No 32

Figure 9

If given an opportunity, will you leave this job?

32%

Yes
No

68%

Analysis shows that from 100 respondents 68 will leave their job if given an opportunity
and 32 will not.
10. Are you satisfied with the medical facility?

Table 10
Value table Value frequency
Highly satisfied 60
Satisfied 20
Neutral 10
Dis-satisfied 10
Highly dis-satisfied 0

Figure 10

Are you satisfied with the medical facility?

10% 0%
10% Highly satisfied
Satisfied
Neutral
20% 60% Dis-satisfied
Highly dis-satisfied

Analysis shows that from 100 respondents 60 are highly satisfied, 20 are satisfied, 10 are
neutral, 10 are dis-satisfied and no body is highly dis-satisfied.
11. Are you satisfied with the medical facility?

Table 11
Value table Value frequency
Highly satisfied 50
Satisfied 30
Neutral 20
Dis-satisfied 0
Highly dis-satisfied 0

Figure 11

Are you satisfied with the working hours?

20% 0%
Highly satisfied
Satisfied
Neutral
50%
Dis-satisfied
30% Highly dis-satisfied

Analysis shows that from 100 respondents 50 are highly satisfied, 30 are satisfied, 20 are
neutral, no body is dis-satisfied and dis-satisfied.
12. Is salary given to you in the leave period?

Table 12
Value table Value frequency
Yes 100
No 0

Figure 13

Is salary given to you in the leave period?

0%

Yes
No

100%

Analysis shows that from 100 respondents all the 100 respondents are satisfied with the
salary given to them in the leave period and no body is dis satisfied.
13. Was training given to you before you job started?

Table 13
Value table Value frequency
Yes 100
No 0

Figure 13

Was training given to you before you job started?

0%

Yes
No

100%

Analysis shows that from 100 respondents all the 100 respondents are satisfied with the
training given to them before their job started and no body in dis satisfied.
14. Are you satisfied with the rest intervals?

Table 14
Value table Value frequency
Highly satisfied 60
Satisfied 30
Neutral 10
Dis-satisfied 0
Highly dis-satisfied 0

Figure 14

Are you satisfied with the rest intervals?

10% 0%
Highly satisfied
Satisfied
Neutral
30%
60% Dis-satisfied
Highly dis-satisfied

Analysis shows that from 100 respondents 60 are highly satisfied with the rest intervals,
30 are satisfied, 10 are neutral and nobody is dis-satisfied and highly dis-satisfied.
15. Do you get other payment for the over time?

Table 15
Value table Value frequency
Yes 0
No 100

Figure 15

Do you get other payment for the overtime?

0%

Yes
No

100%

Analysis shows that from 100 respondents all the 100 says that they get no payment for
the over time.
 CHAPTER 7

FINDINGS
OF THE STUDY
 FINDINGS OF THE STUDY

On the basis of study, major findings of the research are as follows:

1. Employee mostly in 20 -30 age group get promotion through better
Performance in shorter period.
2. Employees are mostly highly educated. Since highly educated persons have
very high expectations from their jobs.
3. Most of the employees fall in less than 1 year and 1-3 years of service.
4. Percentage of employees who want to leave firm is less.
5. Relationship with seniors and peer group is satisfactory.
6. Employees have better coordination with subordinates.
7. Participation in decision making, suggestion schemes and grievance Handling
procedure is more.
8. Good working hours, good infrastructure ranges from neutrality to
Satisfactory.
9. Good working conditions are more satisfied.
10. Lunch periods and rest periods are less satisfied.
11. Medical facilities and accommodation facilities are good.
12. Incentives and remuneration is satisfactory.
13. The problem of overload work is faced by employees.
14. The problem of noise pollution is neutral.
15. The problem of limited holidays is neutral.
 CHAPTER 8

LIMITATIONS
OF THE STUDY
 LIMITATION OF THE STUDY

Some unavoidable limitations that cropped up are as follows:-

1. Time constrains.
2. The sample size was restricted to 100 only.
3. Sample was chosen according to convenience and such sample might Not be
representative of the universe.
 CHAPTER 9

SUGGESTIONS
 SUGGESTIONS

1. Job Satisfaction and involvement surveys is that give management an

indication of general levels of satisfaction in a company.
2. From the above study indicates specific areas of satisfaction or dissatisfaction
and particular groups of employees.
3. In other words, a survey tells how employees feel about their jobs, what parts
of their jobs these feelings feel about their jobs, what part of their jobs these
feelings are focused on, which departments are particularly affected and whose
feelings are involved.
4. Improved communication is another benefit of the surveys. Communication
flow in all directions as people plan the survey, talk and discuss its results.
Particularly beneficial to the company is, the upward communication when
employees are encouraged to comment about what they really have in their
minds.
5. An unexpected benefit from a job — satisfaction survey is improved attitudes.
6. This Job Satisfaction and involvement survey can help discover the cause of
indirect productivity problems, such as absenteeism, turnover and poor quality
of work. In an organization is disturbed by a high rate of absenteeism or
turnover, it might appropriately turn to Job Satisfaction and involvement
surveys to diagnose the cause. The cause could be low pay, lack of proper
surveys, there could be random guessing on the part of management. A Job
Satisfaction and involvement survey helps management both to get a better
handle on why employees are lagging and to plan better solutions to problems.
7. Another benefit to satisfaction surveys is that they help management assess
training needs. Usually, employees are given an opportunity to report how they
feel this supervisor performs certain parts of this job, such as delegating work
and giving adequate job instructions,
8. A Job Satisfaction and involvement survey is an indicator of the effectiveness
of organizational rewards system. As was discussed earlier, there is a positive
relationship between performance and satisfaction. This relationship will be
strong when rewards are distributed equitably contingent upon performance.
9. One of the best uses of Job Satisfaction and involvement surveys is in the
evaluation of the impact of organizational changes on employee attitudes.
 CHAPTER 10

CONCLUSION
 CONCLUSION

Job Satisfaction and involvement is the combination for psychological,

physiological and Environmental circumstances that cause a person fully satisfied with
his job. It is the process in which the employees feel themselves contended or Satisfied
with their work which they do in formally organized sectors to Accomplish the objectives
of the organization.
BIBLIOGRAPHY
 BIBLIOGRAPHY

 www.google.com
 www.scribd.com
 www.ask.com
 www.shareslide.com
 www.docstoc.com
ANNEXURE
 QUESTIONNAIRE

Name:
Age Group: ( ) 20 — 30 ( ) 30 — 40 ( ) 40 50 ( ) 50 — 60
Designation:

1. Your pay scale

a) <50,000
b) 50,000- 1,50,000
c) Above 1,50,000

2. For how long you are in present job? a) 3-5 year

a) 3-5 year
b) Above 5 year
c) l year
d) 1-3year

3. For how long period you are working in the present designation?
a) Less then l year
b) 1-3year
c) 1-5year
d) Above 5 year

4. Your job involve

a) Public relation
b) No public relation
c) Both
5. How do you find your senior?
a) Always supportive
b) Always non supportive
c) Sometime supportive
d) Some time non supportive

6. Do you get a adequate payments for your work?

a) Yes
b) No

7. How will you rate your adequate payment for your work?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

8. If you given an opportunity, you like to

a) avail in the present job
b) shift to another job in same field
c) shift to another job in other field

9. If given an opportunity, will you leave this job?

a)Yes
b) No

10. Are you satisfied with the medical facility?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
11. Are you satisfied with the working hours?
a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

12. Is salary given to you in the leave period?

a) Yes
b) No

13. Was training given to you before you job started?

a)Yes
b) No

14. Are you satisfied with the rest intervals?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
c) Highly dissatisfied

15. Do you get other payment for the over time?

a) Yes
b) No
 PROJECT REPORT

ON

“STUDY ON JOB SATISFACTION”

Conducted At

AMCO GROUPS

In partial fulfillment of requirement

for the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by:
Kanika Aggarwal
(1176096)

Department of Business Management

Guru Gobind Singh College of Modern Technology

Kharar
 ACKNOWLEDGEMENT

It gives me tremendous pleasure in acknowledging the valuable assistant extended to me

by various personalities in the successful completion of this project.

Above, I render my gratitude from core of my heart to the almighty God who bestowed
confidence, ability and strength in me to complete this project.

I would like to express my heartiest gratitude towards Mr. Karandeep Singh, HR

Manager, who allowed me to undergo this project in AMCO Groups.

I am also thankful to all the employees of AMCO Groups who cooperated with me every
time.

KANIKA AGGARWAL
 PREFACE

This study is undertaken as a requirement for the award of two years full time degree in
“Masters of Business Administration” from “GGS College of Modern Technology”,
Kharar.

The study was carried out under the guidance of Human Resource Department, AMCO
Groups, Ludhiana.

The purpose of this study is to know about the various employee involvement activities
and work environment facilities and their impact on Job Satisfaction Level of the
employees at AMCO Groups, Ludhiana.
 TO WHOM IT MAY CONCERN

This is to certify that Ms. Kanika Aggarwal, student of GGS College of Modern
Technology, Kharar has undergone her training in our organization. The title of her
project is, “Job Satisfaction Among Employees”.

She is very hard working, disciplined & punctual student. She has completed her project
with full dedication & sincerity. We hope that with her positive and leaning attitude she
will achieve new heights in her future.

We wish her all the success in his life.

Thanking you,

Yours faithfully,
For AMCO Industrial Enterprises Pvt. Ltd.

Director
 CERTIFICATE OF ORIGINALITY

This is to certify that the project report entitled “Study on Job Satisfaction among
employees on AMCO Groups” submitted for the degree of MBA in subject of HR of
Guru Gobind Singh College of Modern Technology, Kharar is a bonafide research work
carried out by Kanika Aggarwal under my supervision. The assistance and help received
during the course of research have been fully acknowledged.

Signature of the student

___________________
Date:

Signature of project supervisor

____________________
Date:
____________________
 DECLARATION

I, Kanika Aggarwal, student of Master of Business Administration from Guru Gobind

Singh College of Modern Technology, Kharar hereby declare that I have completed my
project on “Study on Job Satisfaction among Employees conducted at AMCO
Groups” as a part of the course requirement. I further declare that the information
presented in this project is true and original to the best of my knowledge.

Kanika Aggarwal
 TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO.

1. Company Profile

2. Introduction to Total Employee Involvement

3. Review of Literature

4. Objectives of the Study

5. Research Methodology

6. Analysis & Interpretation

7. Findings

8. Limitations

9. Suggestions

10. Conclusion

Bibliography

Annexure