CHAPTER-1

MISSION AND VISION STATEMENT OF

COMPANY

CHAPTER-1 : MISSION AND VISION STATEMENT OF COMPANY

1
INTRODUCTION TO THE “ESCORTS LIMITED
(FARMTRAC)”

Image 2.1 ESCORTS PLANT

THE ESCORTS SYMBOL

The Escorts symbol means more than a seen by the eye. It has been prepared with certain
objective in mind and is symbolic in more then one way.

The philosophy behind Escorts and the ‘E’ in the Escorts is “Enterprise”. The Hexagon is
a symbol of productivity, precision when interposed as a nut. It symbolizes a craftsmanship, and
mending productivity. The sprains superimposed on the Hexagon represent the workers and the
people of the Escorts. This forms the letter ‘E’ the first of Escorts a company even on the more
changing unveiling the future.

2
 Image 2.2 ESCORTS LOGO

ESCORTS AGRI MACHINERY GROUP

The Vision
We shall strive to be the Numero Uno in the Indian tractor industry and top five tractor
manufacturers in the world. We shall continuously strive to meet the ever rising expectations of our
valued customers at the lowest internal cost.
We shall aim to offer the farming community a range of innovative products and services, which
shall enable them to improve their productivity and competitiveness. We shall achieve a turnover of
RS. 20 Billion And profit of RS. 2 Billion By the year 2000.Transcending national boundaries, we
shall strive to attain exports of one tenth of our total tractor production by the year 2000.

MISSION

We will achieve leadership in market share & profitability in the domestic tractor market by the year
2004-2005 and shall be the world's largest supplier of sub 100 HP tractors. We shall proactively
contribute to the prosperity of the rural economy by defining a larger role for ourselves in the Food and
Agriculture sector.

COMPANY PROFILE

3
ESCORTS LIMITED are the holding company of Escorts groups. Post restructuring, Agri Machinery
or tractors has become the focus area of operations. Other businesses like I.T., construction
equipment are controlled through subsidiaries and joint ventures.

HISTORICAL BACKGROUND

Escorts came into being with a vision and a mission. A vision that led two brothers YUDI
NANDA and HARI NANDA to branch out from their family’s prospering transport business and
institute ventures that were to become the foundation of ESCORTS Ltd. Escorts agents limited was
born at Lahore on 17th Oct, 1944 with YUDI NANDA as managing director and HARI NANDA as
the chairman. After that owning to the opportunities lying in the Indian villages Escorts (Agricultural
Machines) Ltd., was launched in 1948 with YUDI NANDA as the director. Tragically, he died in an
accident in 1952. Then Escorts Agents Ltd. And Escorts (Agricultural Machines) Ltd. Was merged in
1953 to create a single entity Escorts Agents Pvt. Ltd. The company’s incorporation in its present
name, Escorts Ltd. was effected on 18th January 1960.

Having initially started with a franchise for vesting house domestic appliances, Escorts has
come a long way in manufacturing and marketing a large range of products. It has pioneered farm
mechanization in India through import and distribution of agricultural tractors.

The manufacturing operations commenced in 1954, and since then the following range of
products have been introduced in the country:-

1954: Piston rings and Cylinder liners

1960: Pistons

1961: Assembly of tractors

1962: Motorcycles and railway couplers

1963: Automotive shock absorbers

1965: Agricultural tractors under Escorts brand name

1969: Agricultural tractors under Ford brand name

1971: Industrial and construction equipment

4
1979: Excavator loaders

1981: 100cc motorcycles

1985: Electronic PABXs

1991: Harvester combines

1992: VSAT Satellite Communication System

1993: Mobile communications

1995: Fork lift trucks

1996: Disengagement of joint venture collaboration with New Holland and launch of FARMTRAC
Tractor.

The single word completely described the character philosophy and success of the company, which grew
from a small beginning to one of the ever-changing dimensions. For five decades Escorts has been in the
core sectors like Agriculture, Transportation, Construction & Resources for Engineering change through
optimum product performance.

Today Company is running with nearly 10,000 employees, 19 modern manufacturing plants and a
turnover exceeding Rs. 400 crores. The Escorts group ranks among India’s leading Engineering
Conglomerates.

From its inception Escorts has firmly believed that success inspiring on being close to the customer thus
every corporate endeavor addresses it to end used, adjusting to ever changing markets.

At every step of the way, Escorts had inducted the latest technology by forming alliances with the world’s
most advanced Engineering and Electronic companies, constantly adopting their technology according
to India’s need and situation.

To make sure the finished product delivers on its promise the company had created an extra-ordinary
distribution and service network that stays with the customer.

Escorts came into its own with a far reaching vision for the future to stay over close to the customers
with products made in India to international standards. The source of Escorts consistent growth is
commitment and contribution to the core needs of the country. Escorts have firmly believed that
success depends on being close to the customers. As early as in 1944 while others were concentrating

5
on selling their goods. Escorts sought to “Escorts” its merchandise right up to the customer’s
doorstep. This meant staying close to the customer, understanding their needs, giving them a product
that met these needs ensuring that it worked smoothly thereafter.

Today with Mr. Rajan Nanda as a Chairman and Mr. Anil Nanda as a Vice-Chairman the ideals have
not changed. Thus, every corporate endeavor addresses to the end users and the ever-changing
market, substantial man-hours are being devoted to planning a new range with the objective of
consistently offering greater value to the customer.

“In every area we touch our task has always remained one of engineering change” Rajan
Nanda. In every step, Escorts has induced the latest technology to make products that are not merely
“better” but those meet international standard. For Escorts, these are two benchmarks of industrial
achievements, the distinct, undisputed edge of technology and the internationalization of business.

In five decades Escorts has grown to become one of the top industrial conglomerates in the country.

FIVE DECADES OF ENGINEERING CHANGE

THE DECADE OF CREATION: 1944-1954

The launch of Escorts Agents Pvt. In Lahore and setting it all up again in Delhi after the
country’s partition. The beginning of an industry legend, with a tractor franchise, followed by India’s
first institute of farm mechanization and the company’s first industrial venture, Goetze (India) Ltd.,
at Patiala, in equity collaboration with Goetze of Germany.

THE DECADE OF AUTOMATION: 1955-1964

Escorts goes public. A full-fledged manufacturing orientation takes roots with the
commencement of Escorts’ own brand of tractors and next major field of operation: motorcycles. The
company joins hands with Mahle to produce India’s most advanced pistons.

6
THE DECADE OF CONSOLIDATION: 1965-1974
The foundation of the Ford-Escorts alliance for India’s finest tractors, soon to make the group
the largest selling tractor manufacturing. Escorts Employees Ancillaries Ltd., a unique venture in
industrial democracy, comes into being.

Escorts receives FICCI Award for outstanding contribution to Indian agriculture. The
company crossed national boundaries with its first export of 400 tractors to Afghanistan, won in a
global tender. A triumph of Escorts quality and competitiveness, this was perhaps the world’s largest
ever commercial airlift of its kind.

THE DECADE OF DIVERSIFICATION: 1975-1984

One with Knorr Bremse follows an epoch-making alliance with JBC for India’s first
Excavator-loaders for railway breaks. With the Yamaha collaboration, Escorts become the country’s
largest motorcycle manufacturer. Acknowledged leadership in automotive ancillaries- Mahle pistons
and Goetze rings.

THE DECADE OF GLOBALISATION: 1985-1995

Escorts enters into joint venture with buy back arrangement with Class (Harvester Combines)
and Herion (Hydraulic valves) providing an entry to world markets. A tie-up with Faun, powers the
company to supremacy in hydraulic mobile cranes. Escorts fights an epic battle against a corporate
raid, the ultimate victory providing the unshakable confidence of the company’s small shareholders
countrywide. Escorts Heart Institute commissioned, hailed as among Asia’s most advanced. Escorts
turnover crosses Rs. 15 billion.

THE DECADE AHEAD: 1996-

The Mission is Globalization and the emphasis will be on core sector investments. Escorts is
going in for a global network and for mega projects in the 21st century.

ESCORTS: RESTRUCTURING

7
Escorts Limited is all set to meet the future by drawing on its 50-year equity gained from its inherent
strengths, a strong presence in the Core Sector providing complementary product lines and a vast
marketing network; combining them with India’s intrinsic cost advantages to become a global source
point for high value engineering products.

In order to meet the challenge of the future and to leave an indelible mark on industrial scenario,
Escorts has restructured the group along 4 business lines, each headed by an independent CEO. The
business groups are as follows:-

1) Agri Machinery Group

2) Construction Equipments

3) Automotive Ancillaries

4) Financial Services

ESCORTS – THE GROUP INFRASTRUCTURE

The flagship of the Escorts group is Escorts Ltd. in the words of Mr. Rajan Nanda. Chairman
Escorts Limited., “in the last 50 years Escorts has been more than merely one of India’s largest
Engineering Companies. It has been a prime mover on the industrial front; at every stage introducing
products and technologies that helped take the country forward in key areas. Today as the nation
engages in its most momentous economic transformation ever, we are once again adapting ourselves
towards being catalysts for qualitative growth by Engineering Change with a global perspective.”

The group infrastructure comprises:-

 23 main associates/subsidiary companies

 12 manufacturing locations

8
  A full-fledged R&D facility

 Nearly 10,000 employees

 24 regional marketing offices

 Nearly 500 ancillaries forming the vendor base

 4 financial services companies

 Asia’s best training institute of Farm Mechanization with 100 acre demonstration farm.

 EDDAL
Escorts Dealer Development Association providing management and financial support to
dealers.

THE ESCORTS GROUP

THE FLAGSHIP COMPANY

Escorts Limited

OPERATING DIVISIONS
o Agri machinery division
o Engineering division
o International business division

SUBSIDARY COMPANIES

9
 o Escorts construction equipment Ltd.
(Cranes, excavators, truck loaders)

o Esconet services
o Escorts Automotives
(Investment)

o Escosoft technologies
o Escortal tele communication ltd.
o Cellnext solutions
o Automatrix India
o Escorts heart institute & research center
o Escorts hospital & research center
Medical care (erstwhile division of Escorts lived off 100% subsidy

ASSOCIATE COMPANIES
o India Ltd. GOETZE (India) Ltd.
o GOETZE TP (India) Ltd.
o GOETZE (India) assets management Ltd.
o Escorts securities ltd.
o Escorts Mahle Ltd.
o Escorts Employees Ancillaries Ltd.
o Escorts Finance Ltd.
o IFS India Escorts
o Hughes Escorts communication ltd.
o Carraro (India) ltd.
ESCORTS GROUP CORE BUSINESSES

BUSINESS GROUPS PRODUCTS

Agri-Machnary  Tractors

Construction equipment  Earth moving Machines

10
  Vibratory Rollers
 Material Handling Equipments
Automotives  Pistons, Piston Rings
 Aluminum Cylinders
 Shock Absorbers
 Carburetors
 Magnetos
 Clutches
Railways  Air Brakes
 Couplers
 Electro-Pneumatic Brakes
 Shock Absorbers
Telecom  Cellular Telephone services
 VSAT Services (satellite
communication system)
Financial Services  Automobile Financing
 Consumer Finance
 Mutual Funds
 Fixed Deposits
Manufacturing Facilities  Machining
 Painting
 Assembly
Product Units(Pus)  Engine PU
 Transmission PU
 Rear Axle PU
 Assembly/tractor PU
Departments  Personnel & HRD
 Finance
 Manufacturing Engineering
 Plant Engineering & Machine
Maintenance
 Information Systems

THE BIRTH OF FARMTRAC

11
 The Escorts Tractors Ltd, (ETL) came in existence as a separate company in 1969, after a
collaboration of Escorts Ltd. with R.J.Hampson, executive vice president, Ford Motor Company,
USA and Mr. H.P.Nanda, President ETL. The company entered to a capital market with a public-
cum-right issue of partly convertible debentures of 40.89 crores.

The Escorts group initiated the business reconstruction exercises in order to strengthen its
business in the face of reemerging challenges. New Holland the international partner too was looking
for ways to independently pursue its business goals in this country. This lead to an amiable
agreement between escorts and Ford Motors to end their joint venture association. Escorts acquired
the entire equity stack of its international partner whereby the company is now the subsidiary of
Escorts Ltd.

This acquisition has taken its logical conclusion on 1st April 1996 with the emergence of Farmtrac
division, which produces Farmtrac tractors with Escorts Ltd. This led to the emergence of Escorts
Agri-Machinery Group.

The parting of ways with New Holland also meant saying goodbye to Ford, a brand name that
has stood the company in excellent stead over two decades and half. The brand name has also been
changed from Ford to Farmtrac and the name of the Md. models Ford 3600, 3610 and 3620 has been
changed to Farmtac 50 and Farmtrac 60.

A TRADITION OF TRUST
Economy range 27 - 35 HP

The very first range of tractors introduced by Escorts range of tractors has a tradition of service and
trust behind them. They are farmer year round dependable friends.

MODELS

Escorts 325

Escorts 335

12
THE SUPER DIESEL SAVER
Value range 30- 47HP

The Powertrac range of tractor is designed to give spectacular diesel economy. They act as ambrosia
during there trying times of rising diesel costs.

MODELS

Escorts 430 powertrac- 30 HP

Escorts 435 powertrac- 35 HP

Escorts 440 powertrac- 40 HP

Escorts 450 powertrac- 47 HP

THE WORLD CHAMPIONS

Premium range 30- 75HP

Exported to the most advanced markets in the world, they are sophisticated machines
designed for the world demanding requirements of the progressive farmers. This range is accepted
very well in abroad. The farmtrac range is the ultimate icon in the tractor technology with the
advanced features for scientific farming and other applications.

MODELS

Farmtrac30- 30HP

Farmtrac35- 35HP

Farmtrac45- 42HP

Farmtrac50- 45HP

Farmtrac60- 50HP

Farmtrac70- 60HP

Farmtrac80- 75H

13
FARMTRAC DIVISION – A PROFILE

1) MANPOWER : 1659
MANAGERS : 162

SUPERVISORS : 156

TEAM MEMBERS : 1341

2) PRODUCTION CAPACITY
120 Tractors per day

3) CURRENT PRODUCT RANGE

 FT 30
 FT 35
 FT 45
 FT 50
 FT 55
 FT 60
 FT 70
 FT 80
4) TURNOVER
Rs. 400 CRORES

5) EXPORTS
EXPORTED TO USA, TURKEY

TRACTORS EXPORTED IN 2001-02:

PLANNED FOR 2002-03 :

6) ISO 9000 CERTIFIED

ISO 9001 CERTIFIED

14
THE PLANT

The plant is equivalent with the following units:-

 Engine Productive Unit (EPU)

 Transmission Productive Unit (TPU)
 Rear Axle Productive Unit (RAPU)
 Tractor Productive Unit (TPU)
 Paint Shop
Now transmission productive unit and rear axle productive unit have been merged and now it
is one productive unit known as transmission and rear axle productive unit.
The plant is equipped with the following facilities:-

MACHINE SHOP: EPU, RAPU AND TPU have separate machine shops equipped with several
purpose machine (SPM) as well as Computerized Numerically Controlled (CNC machine).
The different components machine in these shops with their respective sections
are listed below:

 Cylinder Head, Cylinder Block and Connecting Rod.

 Case Transmission.
 Center Housing & Trumpet Housing.
 Tool Room.
 Turning, CNC, Gear Cutting, Grinding & Heat Treatment.

In heat treatment shop following facilities are available :

 Gas Carbonizing, Hardening & Tempering

 Induction Hardening
Following facilities are available in the various productive units:

 Transmission assembly
 Rear axle assembly
 Engine assembly and testing
 Tractor assembly and testing

15
16
 CHAPTER 2
REVIEW OF EXISTING LITERATURE

17
CHAPTER 2: REVIEW OF EXISTING LITERATURE

What is job satisfaction?

Job satisfaction is one’s attitude towards his job (positive or negative). Satisfaction in work and
the work environment is the basic constituent of employee job satisfaction. Employee attitudes
and values influence their behavior. Positive outlook and backup from HR helps modify
behaviour resulting in higher performance levels.

" Job Satisfaction is a pleasurable or positive emotional state from the appraisal of one's job or

experience." ~ E. A. Locke

" Job satisfaction is a set of the favorable or unfavorable feelings with which employees view

their work." ~Keith Davis

" Job satisfaction is generally considered to be an individuals perceptual or emotional reaction

to important parts of work." ~ Vroom

INTRODUCTION OF JOB SATISFACTION

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job
can be influenced by variety of factors like quality of one’s relationship with their supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction whereas negative attitude towards
job has been defined variously from time to time. In short job satisfaction is a person’s attitude
towards job. Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may rest
largely upon one’s success or failure in the achievement of personal objective and upon
perceived combination of the job and combination towards these ends. Job satisfaction can be
taken as a summation of employee’s feelings in four important areas. These are:

18
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities
on the job for promotion and advancement (prospects), overtime regulations, interest in work,
physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments, praises and

blames, leaves policy and favorite.

3. Social relations- friends and associates, neighbors, attitudes towards people in Community,
participation in social activity scalability and caste barrier.

4. Personal adjustment-health and emotionality Job satisfaction is an important indicator of how

employees feel about their job and a predictor of work behavior such as organizational
citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier work force and has been found to be a good indicator
of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of feeling
have being accepted by and belonging to a group of employees through adherence to common
goals and confidence in desirability of these goals

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the
book of DR. PESTONJEE “Motivation and Job Satisfaction” which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s job.
An effective reaction to one’s job. Job satisfaction is general attitude, which is the result of many
specific attitudes in three areas namely :

Specific job factors, Individual characteristics, Group relationship outside the job

Blum and Naylor “Job satisfaction is defined, as it is result of various attitudes the person hold
towards the job, towards the related factors and towards the life in general.”

19
 Glimmer Job satisfaction is defined as “any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, ‘I am satisfied with my job.”

“Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying
his various needs”.

Mr. Smith Job satisfaction is defined as “a pleasurable or positive state of mind resulting from
appraisal of one’s job or job experiences Lock. ”

SIGNIFICANCE OF JOB SATISFACTION

 Lower Turnover-Turnover can be one of the highest costs attributed to the HR

department. Retaining workers help to create a better environment, and makes it easier to
recruit quality talent and save money. Medina (2012) found that job satisfaction was
strongly inversely correlated with turnover intention and this relationship was mediated
by satisfaction in workplace culture. The study provides evidence that should be further
explored to aid in the understanding of employee turnover and job satisfaction;
particularly how job satisfaction and employee turnover relate to workplace culture.

 Higher Productivity- Irrespective of job title and pay grade, employees who report high
job satisfaction tend to achieve higher productivity. When someone is happy with their
job, they focus well and they pay attention to their tasks. They seem themselves
responsible and accountable for achieving the organizational goal that does make them
happy. When one member of a team displays high productivity, it is natural for other
members of the team to try to increase productivity at the desired level.

 Increased Customer Satisfaction-Keeping employees safe and satisfied can lead to

higher sales, lower costs and a stronger bottom line. Basically, profit can be earned by
selling, the products or giving services to the customers. If the employees are satisfied
with their job then they can give better customer service and we know that customer

20
 retention and loyalty are dependent on the basis of the given service of the employees. If
customers’ loyalty is increased, automatically it will lead to increase profit.

 Employee Absenteeism-It is likely that a satisfied worker may miss work due to illness
or personal matters, while an unsatisfied worker is more likely to take “mental health”
days, i.e. days off not due to illness or personal reason.When people are .satisfied with
their job they may be more likely to attend work even if they have a cold; however, if
they are not satisfied with their job, they will be more likely to call in sick even when
they are well enough, to work.

 Helps to Earn Higher Revenues-No amount of training or motivation-would help,

unless and until individuals develop a feeling of attachment and loyalty towards their
organization. Employees waste half of their time fighting with their counterparts or
sorting out issues with them.

Satisfied employees are the happy employees Who willingly help their fellow workers and
cooperate with the organization even during emergency situations. For them, their organization
comes first, everything else later.

IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and a predictor of

work behavior such as organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personal its variables and deviant work

behavior.

Common research finding is that job satisfaction is correlated with life style. This correlation is
reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs
and the people who are satisfied their jobs tends to satisfied with their life.

21
This is vital piece of information that is job satisfaction and job performance is directly lated to
one another. Thus it can be said that, “A happy worker is a productive worker.” It gives clear
evidence that dissatisfied employees skip work more often and more like to resign and satisfied
worker likely to work longer with the organization.

CRUCIAL

HR must ensure pursuance of right assignment by the employee at the recruitment and selection
stage itself. HR should consider value systems as key credentials along with abilities and
experience to be compatible with that of the organization. Organizations, which give due
recognition to the perceptions, attitudes, motivation and learning abilities of employees,
successfully create an efficient workforce. Efficient workforces identify themselves with the
organization’s mission and aid in its success.

How to achieve?

Attitudes influence behavior and are the indicators of potential problems an organization might

encounter. HR must help employees to cope with frustrations and sustain job satisfaction.

Motivated employees stay on for long to achieve their goals. Job responsibilities, achievements,

growth, self-fulfillment and recognition enhance job satisfaction levels. A candid interaction of

managers with employees helps develop good relationships. Continuous coaching and genuine

appreciation by the managers also enhances job satisfaction.

To cultivate an attitude of excellence in their employees, managers must provide a certain degree
of autonomy. Organizations and managers desirous of excelling must therefore, work toward
ensuring employee job satisfaction. ‘A happy worker is a productive worker’. The Hawthorne
studies conducted at an electrical plant in Chicago from 1924-1932 revealed that employee
morale and satisfaction increase productivity. Since then, management has pursued the topic of
job satisfaction, as it is believed to enhance performance, reduce absenteeism, retain qualified
workers and establish smooth employment relations. Job satisfaction is a ‘pleasurable or
emotional state resulting from the appraisal of one’s job and experience. It is important to realize

22
that these attitudes vary according to individual experiences and expectations and hence there is
no single unitary concept of job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want to perform, and provide
people with satisfaction, for example achievement in work, recognition, promotion opportunities.
These motivating factors are considered to be intrinsic to the job, or the work carried out.
Hygiene factors include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions. While Hertzberg's model has stimulated
much research, researchers have been unable to reliably empirically prove the model, with
Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have
been a methodological artifact. Furthermore, the theory does not consider individual differences,
conversely predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. . Finally, the model has been criticized in that it does not specify
how motivating/hygiene factors are to be measured.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data is typically collected
using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five
facts:

23
pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The
scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response
to whether given statements accurately describe one’s job.

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

the Job Descriptive Index because the JDI focuses too much on individual facets and not enough
on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),
the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20
facets

and has a long form with 100 questions (five items from each facet) and a short form with 20
questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond to by
choosing a face.

Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. This
correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their
job and people who are satisfied with their job tend to be satisfied with life. However, some
research has found that job satisfaction is not significantly related to life satisfaction when other
variables such as network satisfaction and core self-evaluations are taken into account. With
regard to job performance, employee personality may be more important than job satisfaction.
The link between job satisfaction and performance is thought to be a spurious relationship;
instead, both satisfaction and performance are the result of personality.

24
Factors affecting job satisfaction

Factors affecting job satisfaction Job satisfaction can be influenced by a variety of factors, e.g.
the quality of one's relationship with their supervisor, the quality of the physical environment in
which they work, degree of fulfillment in their work, etc.. Numerous research results show that
there are many factors affecting the job satisfaction. There are particular demographic traits (age,
education level, tenure, position, marital status, years in service, and hours worked per week) of
employees that significantly affect their job satisfaction.

Satisfying factors motivate workers while dissatisfying ones prevent. Motivating factors are

achievement, recognition, the job conducted, responsibility, promotion and the factors related to
the job itself for personal development. Motivating factors in the working environment result in
the job satisfaction of the person while protective ones dissatisfy him/her.

Maslow connects the creation of the existence of people's sense of satisfaction with the
maintenance of the classified needs. These are: physiological needs (eating, drinking, resting,
etc.), security needs (pension, health insurance, etc.), the need to love (good relations with the
environment, friendship, fellowship, to love and to be loved), need to self-esteem (self-
confidence, recognition, adoration, to be given importance, status, etc.) need of self-actualization
(maximization of the latent [potential] power and capacity, development of abilities, etc).
Insufficient education, inability to select qualified workers for the job, lack of communications,
lack of job definitions, all affect job satisfaction negatively. It has been asserted that participating
in the management, having the decision making power, independence on the job and the unit
where the individual works, have positive impact upon the job satisfaction. The job itself (the
work conducted), and achievement and recognition at work result in satisfaction while the
management policy, relations with the managers and colleagues result in dissatisfaction. Factors
related to the job itself such as using talents, creativity, responsibility, recognition have influence
on the job satisfaction. Age is one of the factors affecting job satisfaction. Studies conducted in
five different countries prove that the elder workers are more satisfied. Kose has also found a
meaningful relation between the age and job satisfaction.

There is a strong connection between feeling secure and saying one is satisfied with a job. People
who state their job is secure have a much larger probability of reporting themselves happy with
25
their work. Similarly, by some researchers, gender is also found to have an influence on job
satisfaction. Besides, Wahba has found out that male librarians give more importance to personal
development and free decision making in their jobs than the female librarians, and the female
librarians are more dissatisfied than the male librarians.

Job satisfaction and devotion to the job, affected each other reciprocally, and they have great
impact upon performance. The most significant of the factors affecting performance are
economical, technical, socio-political, cultural and demographical ones.

However, most efforts to improve performance seem to center on improving the conditions

surrounding the work. These are worthwhile efforts, but they usually result only in short-term

improvements in attitudes and productivity, and the situation often returns quickly to normal.

There is no strong acceptance among researchers, consultants, etc., that increased job satisfaction

produces improve job performance -- in fact, improved job satisfaction can sometimes decrease
job performance. For example, you could let workers sometime sit around all day and do
nothing. That may make them more satisfied with their "work" in the short run, but their
performance certainly doesn't improve. The individual's willingness to get a result, his/her
endeavour and expectation of maintaining the result will push him/her to show the highest
performance. Job satisfaction varies a lot. (Researches suggests, the higher the prestige of the
job, the greater the job satisfaction). But, many workers are satisfied in even the least prestigious
jobs. They simply like what they do. Most workers like their work if they have little supervision.
The least satisfied workers are those in service occupations and managers that work for others.
Ethnic and religious orientation is associated to work attitudes, and job satisfaction is related to
education.

The difference between the results that the individual desire and those s/he maintained will affect

his/her satisfaction. There is a consistent relationship between the professional status and the job

satisfaction. High levels of job satisfaction are observed in those professions which are deemed
of good standing in the society.

26
The workers usually compare their working conditions with the conditions of the society, under
the variable of social conditions. If the social conditions are worse than the individual's working
conditions, then this will result in satisfaction of the individual, as the workers deem themselves
relatively in good position. No meaningful relationship between the job satisfaction and age,
professional experience, education level, level of wage, gender and professional group was
found. On the contrary, professional experience has been claimed to increase job satisfaction.

In today’s competitive environment organizations thrive and survive on their human resources.

Values, attitudes, perceptions and behavior, which form these resources, influence employee

performance. It is a key factor in realizing organizational and individual goals that in turn greatly

depends on individual’s self-motivation and job satisfaction.

MEASURES OF JOB SATISFACTION

Unlike other psychometric tools, used to test a sample of behavior, measures of job satisfaction
are prone to subjectivity. However a battery of tests can be conducted to make accurate
predictions. One approach is the Global Measure, which measures the overall satisfaction of the
job. The second approach is the Facet Measure where satisfaction is measured on each aspect of
the job.

Causes of job satisfaction/dissatisfaction

Since job satisfaction is subjective to individual experience and expectation, personality often
plays an influential role. Stable personality traits could influence satisfaction or dissatisfaction at
work. Type A’ personalities tend to be more aggressive, set high standards for themselves and
therefore are more susceptible to job dissatisfaction. In contrast, Type B’s seem to be more
relaxed and, this may reflect on their attitudes towards work. Today, there is an increasing
interest in the concept of the ‘person –job- fit’ theory. The managerial implications are that
people who get themselves into the right job that fit their attitudes and personalities seem to be
more satisfied.

27
The characteristics of the job may also influence one’ is attitude towards it. This could include
the physical environment like lighting, temperature and space. Work, when too difficult or easy
can lead to dissatisfaction. Reward is viewed as satisfactory only when it is equitable and is in
line with expectations. A friendly and supportive group at work is conducive to job satisfaction.

RECENT CONCEPT OF JOB SATISFACTION

There is a growing recognition that external environmental factors play an influential role in job

satisfaction. Another concept is that performance depends on the overall effectiveness of the

organization.

In today’s competitive world, management needs to continuously emulate practices that will
attract and retain a highly qualified and skilled workforce. Dissatisfied employees may be forced
to work due to unemployment or insecurity, but this is not in the interests of the long-term
success of the organization. Dissatisfaction may be expressed in other forms like internal
conflicts, poor interpersonal relations, low trust, and stress leading to workplace conflict,
violence and low productivity.

Though job satisfaction is difficult to measure and is dependent on a number of factors,

management may reduce levels of dissatisfaction and control workplace conflicts through
common objectives like career development, training, appropriate rewards and improvements in
the quality of working life.

Job Satisfaction: Strategies To Make Work More Gratifying

Stress mounts when work is no longer satisfying. Here's a look at the underlying causes and
ways you can boost your job satisfaction. You dreamed about an ideal job in which you'd be
motivated, inspired, respected and well paid. And for a while, your job may have been all that.
But now it seems the honeymoon is over. You've lost your job satisfaction, and you find it harder
and harder to get through the workday. And that means your stress is mounting. Learn what you
can do to reignite your job satisfaction and reduce your stress

28
Strategies to improve your job satisfaction

Depending on the underlying cause of your lack of job satisfaction, there may be several ways to

increase your job satisfaction.

Set new challenges

If you're stuck in a job because of lack of education or a downturn in the economy, it doesn't
mean your work has to become drudgery. With a little imagination, you can create new
challenges and make the best of the job you have. Here are some ideas that may help.

▪ Improve your job skills. Imagining yourself in your dream job, you might envision yourself

as an excellent project manager — a confident communicator and a highly organized person.

Why not work on these skills in your present job?

▪ Develop your own project. Take on a project that can motivate you and give you a sense of

control. Start small, such as organizing a work-related celebration, before moving on to larger

goals. Working on something you care about can boost your confidence.

▪ Mentor a co-worker. Once you've mastered a job, you may find it becoming routine. Helping

a new co-worker or an intern advance his or her skills can restore the challenge and the

satisfaction you desire.

Beat the boredom

Does your job seem boring sometimes? Do you run out of things to do? If so, your abilities may
not match your responsibilities. Here are some suggestions:

▪ Break up the monotony. Take advantage of your work breaks. Read. Listen to music. Go for

a walk. Write a letter.

▪ Cross-training. Does your work consist of repetitive tasks, such as entering data or working

29
on an assembly line? Talk with your boss about training for a different task to combat boredom.

Once you've completed the training, you can switch back and forth.

▪ Volunteer for something different. If you hear that your company is launching a new project,

volunteer for the work team.

Keep in mind that boredom can literally be deadly if your job involves working with machinery
or caring for people. If your mind wanders to the point that you put your life or the lives of
others in jeopardy, take action now. Talk to your supervisor about new challenges you can take
on or seek a new position.

Stay positive

Use positive thinking to reframe your thoughts about your job. Changing your attitude about
work won't necessarily happen overnight or increase your job satisfaction overnight. But if
you're alert to ways your view of work brings you down, you can improve your job satisfaction.
Try these techniques:

▪ Stop negative thoughts. Pay attention to the messages you give yourself. When you catch

yourself thinking your job is terrible, stop the thought in its tracks.

▪ Put things in perspective. Remember, everyone encounters good days and bad days on the

job.

▪ Look for the silver lining. "Reframing" can help you find the good in a bad situation. For

example, you receive a less than perfect Job Satisfaction and your boss warns you to improve

or move to another job. Instead of taking it personally or looking for another job right away,

look for the silver lining. Depending on where you work, the silver lining may be attending

continuing education classes or working closely with a performance coach and having the

satisfaction of showing your boss that you're capable of change.

30
▪ Learn from your mistakes. Failure is one of the greatest learning tools, but many people let

failure defeat them. When you make a mistake at work, learn from it and try again. It doesn't

mean that you're a failure.

▪ Be grateful. Gratitude can help you focus on what's positive about your job. Ask yourself,

"What am I grateful for at work today?" If it's only that you're having lunch with a friendly co

worker, that's OK. But find at least one thing you're grateful for and savor it.

More job satisfaction can mean less stress - Whether your work is a job, a career or a calling,
you can take steps to restore meaning to your job. Make the best of difficult work situations by
being positive. Doing so will help you manage your stress and experience the rewards of your
profession.

THEORIES OF JOB SATISFACTION

Job satisfaction theories have a strong overlap with theories explaining human motivation. The
most common and prominent theories in this area include: Maslow’s needs hierarchy theory ;
Herzberg’s motivator-hygiene theory; the Job Characteristics Model ; and the dispositional
approach .

These theories are described and discussed below

 Hierarchy of needs

Although commonly known in the human motivation literature, Maslow’s needs hierarchy
theory was one of the first theories to examine the important contributors to job satisfaction.
The theory suggests that human needs form a five-level hierarchy (Figure 1) consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualisation. Maslow’s
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met.

Maslow’s needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job satisfaction.

31
Within an organization , financial compensation and healthcare are some of the benefits which
help an employee meet their basic physiological needs. Safety needs can manifest itself through
employees feeling physically safe in their work environment, as well as job security and/ or
having suitable company structures and policies. When this is satisfied, the employee’s can focus
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they feel they
are a part of their team/ organisation.

Once satisfied, the employee will seek to feel as though they are valued and appreciated by their

colleagues and their organization. The final step is where the employee seeks to self-actualize;
where they need to grow and develop in order to become everything they are capable of
becoming. Although it could be seen as separate, the progressions from one step to the next all
contribute to the process of self-actualization. Therefore, organisations looking to improve
employee job satisfaction should attempt to meet the basic needs of employees before
progressing to address higher-order needs. However, more recently this approach is becoming
less popular as it fails to consider the cognitive process of the employee and, in general, lacks
empirical supporting evidence. In addition, others have found fault with the final stage of self
actualization. The lack of a clear definition and conceptual understanding of self-actualisation,
paired with a difficulty of measuring it, makes it difficult to measure what the final goal is or
when it has been achieved.

 Motivator-Hygiene Theory

Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement need
to be met in order for an employee to be satisfied with work. On the other hand, ‘hygiene’ factors
(such as, working conditions, company policies and structure, job security, interaction with
colleagues and quality of management) are associated with job dissatisfaction.

Because both the hygiene and motivational factors are viewed as independent, it is possible that

32
employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors
are low the employee is dissatisfied, but when these factors are high it means the employee is not
dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is satisfied is

dependent on the motivator factors. Moreover, it is thought that when motivators are met the
employee is thought to be satisfied. This separation may aid in accounting for the complexity of
an employee’s feelings, as they might feel both satisfied and dissatisfied at the same time; or
neither satisfied nor dissatisfied.

Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction from

dissatisfaction, the theory itself has received little empirical support. Herzberg’s original study

has been criticized for having been conducted with a weak methodology. As a result, subsequent

attempts to test this theory have obtained mixed results with some researchers supporting it and
others not .

 Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics. Five key job characteristics:
skill variety, task identity, task significance, autonomy and feedback, influence three
psychological states .

Subsequently, the three psychosocial states then lead to a number of potential outcomes,
including:

job satisfaction. Therefore from an organizations’ point of view, it is thought that by improving
the five core job dimensions this will subsequently lead to a better work environment and
increased job satisfaction.

Unlike the Maslow or Herzberg’s theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the direct
impact core job dimensions have on personal and work outcomes, completely disregarding the
critical psychological states. Despite this, the JCM and its impact on job satisfaction has been the

33
subject of three reviews, which further lend support to the model. Further to this, Behson and
colleagues’ meta-analysis of studies specifically focused on the role of critical psychological
states, and found these psychological states to play a crucial practical and theoretical role within
the JCM.

 Dispositional approach

This dispositional approach suggests that job satisfaction is closely related to personality. It
postulates that an individual has a strong predisposition towards a certain level of satisfaction,
and that these remain fairly constant and stable across time. The evidence for this approach can
be divided into indirect studies and direct studies. Judge and colleagues have reviewed these
areas in greater detail.

The indirect evidence comes from studies that do not explicitly measure personality. Data from
the National Longitudinal Studies in the United States found that measures of job satisfaction
tend to remain fairly stable over 2, 3 and 5 year periods. This even includes significant
employment changes, such as: changes in employer or occupation. Interestingly, a twin based
study examined 34 twins

whom had been raised independently of one another. This study found genetic factors accounted
for 30% of job satisfaction levels when assessed in later life.

The indirect studies, however, are vulnerable to a number of important criticisms, namely that
other unaccounted factors might be contributing to job satisfaction levels. This highlights the
respective importance of studies directly assessing the role of personality. Most prominently,
there is research evidence that self-esteem, self-efficacy, emotional stability and locus of control
comprise a broad personality construct, which contribute to how an individual sees themselves.
A review of 169 correlations between each of four affective constructs (i.e., self-esteem, self-
efficacy, emotional stability and locus of control) and job satisfaction, found that as self-reported
levels of self-esteem, self-efficacy, emotion stability and locus of control increased so did job
satisfaction. Similarly, investigations into the link between the five factor model of personality
and job satisfaction revealed neuroticism, conscientiousness and extraversion to have a moderate
relationships with job satisfaction.

34
 CHAPTER3
SYNOPSIS OF THE STUDY

35
3.1An Introduction

The training report is the result of my research study. The main objective of the study is to
prepare a detail field report on the job satisfaction procedure of Escorts and its linkage with
other system of human resource management (performance appraisal, promotion & transfer etc.)

The reason behind the whole study is to know the attitude and behavior of the employees of the
company and to study about the various performance appraisal techniques uses and to understand
the working environment of the organization.

The main purpose of the study is to know the whole system of job satisfaction in the company
and to fulfill the partial requirements, and to understand the satisfaction among employees who
working in the organization.

3.2Significance of the study

The study of the performance appraisal system provides much significance as the productivity of
the company is entirely depend upon the performance of the employees.

 To implement the appropriate job satisfaction method

 To understand the role of motivation and job satisfaction
 To know about the impact the of job satisfaction in the growth of the organization
 To know about the working condition of the employees
 To know about the entire system of job satisfaction in the organization

3.3 Problems of the study

 Employees were biased to give the information
 Some of the information might not be exactly correct
 Time constraint was a serious problem as time was limited.

36
3.4 OBJECTIVES OF THE STUDY
The study would focus on the collection of data from the desired sample size with a view to
attain the following stated objectives:

1. To study and analyze the present level of job satisfaction of the employees in industry.

2. To study about factors relating to job satisfaction of employees.

3. To study about the Causes of job satisfaction/dissatisfaction

4. To study about the consequences of job satisfaction / dissatisfaction

5. To study about the strategies to improve your job satisfaction

37
 CHAPTER-4

RESEARCH METHODOLOGY

38
 RESEARCH METHDOLOGY

The methodology used in project is Descriptive research. Descriptive research includes surveys and fact-
finding enquires of different kind. This type of research is done in order to describe the present situation,
trends. The main purpose of this research is to describe the state of affairs as it existing at present.

RESEARCH DESIGN

Research can be defined as a scientific and systematic search for pertinent information
on a specific topic. In fact, research is an art of scientific investigation. The purpose of
research is to discover answers to questions through the application of scientific
procedures. The main aim of research is to find out the truth which is hidden. Research
methods are used for conduction of research by the researches. Research methods can be
put into the following three groups:

 Methods which are concerned with collection of data

 Methods which are used for establishing relationships between the data and the unknown.

 Methods which are used to evaluate the accuracy of the results obtained.

Research Methodology is way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. Thus, when we
talk of research methodology we not only talk of the research methods but also consider
the logic behind the methods we use in the context of our research study and explain
why we are using a particular method or technique and why we are not using others so
that research results are capable of being evaluated either by the researcher himself or by
others.

Methodology includes a philosophically coherent collection of theories, concepts or

ideas as they relate to a particular discipline or field of inquiry: Methodology refers to
more than a simple set of methods rather it refers to the rationale and the philosophical

39
 assumptions that underlie a particular study relative to the scientific method. This is why
scholarly literature often includes a section on the methodology of the researchers.

This section does more than outline the researchers’ methods another key (though
arguably imprecise) usage for methodology does not refer to research or to the specific
analysis techniques. This often refers to anything and everything that can be
encapsulated for a discipline or a series of processes, activities and tasks. Examples of
this are found in software development, project management and business process fields.
This use of the term is typified by the outline who, what, where, when, and why. In the
documentation of the processes that make up the discipline that is being supported by
“this” methodology that is where we would find the "methods" or processes.

The processes themselves are only part of the methodology along with the identification and
usage of the standards, policies, rules, etc. Researcher will be required to prepare a research
design i.e. he will have to state the conceptual structure within which research would be
conducted. Research design helps in collecting of relevant evidence with minimal
expenditure of effort, time and money.

Research purpose may be grouped into four categories

 Exploration
 Description
 Diagnosis
 Experimentation

A flexible research design which provides opportunity for considering many different
aspects of a problem is considered appropriate if the purpose of the research study is that
of exploration.

SAMPLE SIZE & TECHNIQUES

SAMPLING

Sampling is sequential steps to identify a group of population to who questions, interview have to be
taken. It refers to techniques or procedure the researcher would adopt in selecting items for the sample.

40
Samples are respondents from whom data are to be collected for interpretation and to come to conclusion.

SAMPLE SIZE

This refers to the number of items to be selected from the universe to constitute a sample. The size of
sample should not be excessively too large or too small, so it must be optimum, so a normal sample size
of 97 is selected for research. An optimum sample is one, which fulfills the requirements of efficiency,
representativeness, reliability and flexibility

SAMPLING TECHNIQUES

When sampling, you need to decide what units (i.e., what people, organisations, data, etc.) to include in
your sample and which ones to exclude.

As you'll know by now, sampling techniques act as a guide to help you select these units, and you will
have chosen a specific probability or non-probability sampling technique:

 Probability or random sampling- It is one in which each and every unit of the
population has an equal chance of being selected into the sample.

 Non-probability or non-random sampling- In this the chance of including an

elementary unit of population in the sample cannot be determined and hence they do not
lend themselves to a statistical treatment and analysis.

The method used for sample technique is Convenient Sampling Method.

DATA COLLECTION

Data are facts, and other relevant materials, such as past and present are considered as
bases for study and analysis. For the study of research, the data requirement can be
classified as:

41
PRIMARY DATA:

Primary data is that data which has been collected for the research purpose from the
respondents with the help of different techniques of data collection like surveys,
observations. Primary data collected through face to face interview, observation, and by
participation in the selecting process.

Methods of collecting primary data:

We collect primary data during the course of doing experiments in an experimental

research but in case we do research of the descriptive type and performs surveys,
whether sample surveys or census surveys, then we can obtain primary data either
through observation.

Various ways of collecting primary data are:

 Observation method
 Interview method
 Through questionnaires
 Through schedules

 OBSERVATION METHOD: Under this method, information is sought by

way of investigators own direct observation without asking from the respondent. The
main advantage of this is that subjective bias is eliminated, if observation is done
accurately.

 INTERVIEW METHOD: One of the main methods of data collection is

conducting interviews. It takes place as a two-way conversation between the
researcher and respondent, whereby information is gathered by asking topic related
questions. In the same way in this research study I am asking some questions to the

42
 ( Manager) about the profit and loss statement of the company. Then the manager of
Escorts. LTD. providing the past three years data of profit and loss statement of the
company. It involves presentation of oral-verbal stimuli and reply in terms of oral-
verbal responses. It involves the following:

 Personal interview: This method requires a person known as the interviewer

asking questions generally in a face to face contact to the other person or persons. It
may be in the form of direct personal investigation or it may be indirect oral
investigation.

 Direct investigation: The interviewer has to collect the information personally

from the sources concerned.

 Indirect oral examination: It can be conducted under whose the interviewer has
to cross examine other person who are supposed to have knowledge about the
problem under investigation and the information, obtained is recorded, must of the
commission and committees appointed by the government to carry on investigation
make use of this method.

 Telephone Interviews: The method of collecting information consisting

contacting respondents on telephones itself. Its merits are:
 It is more flexible in comparison to mailing method
 It is faster than other methods
 It is cheaper than personal interview method
 Higher rate of response than mailing method

 QUESTIONNAIRES: this method of collection is quite popular, particularly in

case of big inquiries. It is being adopted by private individuals, research workers,
private and public organizations and even by governments. In this method a

43
 questionnaire is sent to the person concerned with a request to answer the questions
and return the questionnaire.

The merits are:

 There is low cost even when the universe is large and is widely spread geographically
 It is free from the bias of the interviewer, answers are in respondent’s own words respondents
have adequate time to give well thought out answers.

SECONDARY DATA:

The secondary data is collected from website, magazine, memorandum, journals, books
and some other relevant sources.
Both primary data and secondary will be used to generate this report. Primary data
sources are scheduled, survey, informal discussion with professionals. Secondary data
sources are the data used previously for the analysis and the results are undertaken for
next process. The researcher has made use of available articles, books, research studies,
reports, data and information from magazines and journals and visit to relevant websites
has also been made.
The Prowess data base of Centre for Monitoring Indian Economy has been extensively
used for secondary data of all companies.
Research process is viewed as separate process that includes a set of task, step and
specific procedure. The steps undertaken are logical, objective, systematic, reliable,
valid, impersonal and ongoing.

ANALYSIS PATTERN

The analysis and interpretation of employees is used to determine the human position
and result of operation as well. To summarize findings of any project study the data

44
collected needs analysis of the raw data can be made meaningful simple and appropriate.
Presentations of such interpretations help to draw conclusion from the analyzed data.
This analysis is based on the data collected from the Employees belonging to the Escort
Groups, who has used HR Policies for their employees similarly.
The researcher has made use of available articles, books, research studies, reports, data
and information from magazines and journals and visit to relevant websites has also
been made.
All the Results Are Illustrated Through the Appropriate Pie Charts and Graphs.

LIMITATIONS OF THE REPORT

Certain hindrances faced during the project work were:
1. Many employees were extremely occupied in their assignments/responsibilities and
therefore could not spare time for the interview/personal interaction.
2. The time allotted for the study was limited.
3. Some employees expressed their inability to come forward for interviews
4. Many employees were extremely occupied in their assignments/responsibilities and
therefore could not spare time for the interview/personal interaction.
5. The time allotted for the study was limited.
6. Some employees expressed their inability to come forward for interviews
7. Many employees were extremely occupied in their assignments/responsibilities and
therefore could not spare time for the interview/personal interaction.
8. The time allotted for the study was limited.
9. Some employees expressed their inability to come forward for interviews
10. Many employees were extremely occupied in their assignments/responsibilities and
therefore could not spare time for the interview/personal interaction.
11. The time allotted for the study was limited.
12. Some employees expressed their inability to come forward for interviews

45
 CHAPTER-5
ANALYSIS OF EXISTING SYSTEMS AND
PRACTICES

46
1. Job satisfaction helps the organization in achieving goal ?

Table No. 5.1: Achieving of organizational goal

Opinion No. of respondents Percentage %

yes 78 80%

Don’ know 9 10%

No 10 20%

Total 97 100

ORGANIZATIONAL GOAL
90%
80%
80%

70%
%OF RESPONDENTS

60%

50%
percentage
40%

30%

20%
10% 10%
10%

0%
yes Don’ know No

OPINION

Graph. No.5.1: Achieving of organizational goal

47
2.Is The salary provided by ESCORT Is adequate for fulfillment of basic needs of your family?

Table No.5.2:Salary according needs of family

Opinion No. of respondents percentage

Strongly Agree 49 51%
Agree 21 22%
Neutral 15 15%
Disagree 9 9%
Strongly disagree 3 3%
Total 97 100

SALARY ACCORDING FAMILY NEEDS

60%
51%
50%
%OF RESPONDENTS

40%

30%
22% percentage

20% 15%
9%
10%
3%

0%
Strongly Agree Agree Neutral Disagree Strongly disagree

OPINION

Graph. No.5.2:Salary according needs of family

48
3.Do you feel satisfy that salary provided by ESCORT is according to your merit?

Table No.5.3 Salary according merit

Opinion No. of respondent Percentage%

Fully satisfied 40 40

Satisfied 46 52

Dissatisfied 7 4

Uncertain 4 4

Total 97 100

SALARY ACCORDING MERIT

47%
50%
45% 41%
%OF RESPONDENTS

40%
35%
30%
25% Percentage
20%
15%
8%
10%
4%
5%
0%
Fully satisfied Satisfied Dissatisfied Uncertain

OPINION

Graph No.5.3 Salary according merit

49
4. Do you save from your present salary for future needs?

Table No.5.4 Salary for future need

Opinion No. of respondents Percentage%

Yes 87 80

No 10 20

Total 97 100

SALARY FOR FUTURE NEED

80%
80%

70%
%OF RESPONDENTS

60%

50%
percentage
40%

30% 20%
20%

10%

0%
yes No

OPINION

Graph No.5.4 salary for future need

50
5.Is ESCORT adequate opportunity for promotion?

Table No:5.5 Promotion Chance

Opinion No. of respondents Percentage%

Strongly Agree 49 51

Agree 21 22

Neutral 15 15

Disagree 9 9

Strongly disagree 3 3

Total 97 100

PROMOTION CHANCE
58%
60%
50%
40%
%OF RESPONDENTS

30% 26%
20%
13% percentage
10%
0% 3%
0%
ee

e
gr

re

l
A

ra
Ag

ee
ly

ut

ee
ng

gr
Ne

sa

gr
ro

isa
Di
St

d
ly
ng
ro
St

OPINION

Graph No:5.5 Promotion Chance

51
6.Is ESCORT gives promotion on time?

Table No:5.6 promotion on time

Opinion No. of respondents Percentage%

Yes 78 80

Can’t say 9 10

No 10 20

Total 97 100

PROMOTION ON TIME
80%
80%
70%
%OF RESPONDENTS

60%
50%
40%
percentage
30%
20% 20%
10%
10%
0%
yes
Can’t say
No

OPINION

GraphNo:5.6 Promotion on time

52
7.According to you what is the basis for promotion in your Company?

Table No:5.7 Basis for promotion

Opinion No. of respondents Percentage%

Promotion based 43 44
on seniority
Promotion based 54 56
on merits
Total 97 100

PROMOTION BASIS

56%
60%
%OF RESPONDENTS

44%
50%

40%
percentage
30%

20%

10%

0%
Promotion based on seniority Promotion based on merits

opinion

Graph No:5.7 Basis for promotion

8. Do you feel that you may be retrenched any time?

53
 Table No. :5.8 retrenchment

Opinion No. of respondents Percentage%

Strongly Agree 56 58

Agree 25 26

Neutral 13 13

Disagree 3 3

Strongly disagree 0 0

Total 97 100

RETRENCHMENT
58%
60%
50%
%OF RESPONDENTS

40%
26%
30%
20% 13% percentage
10% 3%
0%
0%
ee e l ee ee
gr re ra gr gr
A Ag eut sa sa
gly
N Di di
on gly
r n
St ro
St

OPINION

Graph No. :5.8 retrenchment

54
9.Do you want to join another job?

Table No.5.9 Want to Join another job

Opinion No. of respondents Percentage%

yes 20 20

Can’t say 23 24

No 54 56

Total 97 100

WANT TO JOIN ANOTHER JOB

56%
60%

50%
% OF RESPONDENTS

40%

percentage
30% 24%
20%
20%

10%

0%
yes Can’t say No

OPINION

Graph No.:5.9 Want to join another job

10. which of the following factors which motivates you most ?

55
 Table No.:5.10 motivational factor

Opinion No. of respondents Percentage%

Salary increase 36 38

Promotion 25 26

Leave 13 13

Motivational talk 13 13

Recognition 10 10

Total 97 100

MOTIVATIONAL FACTOR
38%
40%
35%
26%
%OF RESPONDENTS

30%
25%
20%
13% 13%
15% 10% percentage
10%
5%
0%
e on e alk on
as av lt
cre oti Le a gniti
yi
n om on co
lar Pr v ati Re
Sa oti
M

OPINION

Graph No.:5.10 Motivational factor

11. Welfare facilities provided to the employees by the company are satisfactory?

56
 Table No.:5.11 Welfare of employees

Opinion No. of respondents Percentage%

Strongly Agree 56 58

Agree 25 26

Neutral 13 13

Disagree 3 3

Strongly disagree 0 0

Total 97 100

WELFARE OF EMPLOYESS
58%
60%
% OF RESPONDENTS

50%

40%
26% percentage
30%

20% 13%

10% 3%
0%
0%
Strongly Agree Agree Neutral DisagreeStrongly disagree

OPINION

Graph No.:5.11 welfare of employees

12. Do your seniors provide regular feedback?

57
 Table No.:5.12 Regular feedback

Opinion No. of respondents Percentage%

Yes 64 66

Can’t say 13 13

No 20 21

Total 97 100

REGULAR FEEDBACK
70% 66%

60%
%OF RESPONDENTS

50%

40%
percentage
30%
21%
20%
13%
10%

0%
yes Can’t say No

OPINION

Graphno..:5.12 Regular feedback

13. Rate your overall satisfaction with your job ?

Table No.:5.13 job satisfaction

58
 Opinion No. of respondent Percentage%

Highly satisfied 40 41

Satisfied 33 34

Average 17 18

Dissatisfied 7 7

Highly Dissatisfied 0 0

Total 97 100

JOB SATISFACTION
41%
45%
40% 34%
35%
% OF RESPONDENTS

30%
25% 18%
20%
15% 7% Percentage
10%
5% 0%
0%
fie
d
fie
d ge fie
d
fie
d
s s era s s
ati Sa
ti
A v ati ati
lys Di
ss
Diss
gh ly
Hi igh
H
OPINION

Graph No.:5.13 job satisfaction

59
 CHAPTER-6
DATA ANALYSIS AND
INTERPRETATION OF THE STUDY

MACRO ANALYSIS

60
As evident from the graphs depicted, the systematic interpretation can be formulated in the
following way with respect to each of the variables taken into consideration for the survey.

6.1. Achieving of organizational goal- The graph3.1 shows that 78% employees agree that Job
satisfaction helps the organization in achieving goal the employees disagreeing with the
statement are 10%.

6.2. Salary according needs of family- 73% the employees consider that their salary is
adequate for fulfillment of basic need of their family and 15% employees are neutral and 12%
employees are not agree with this statement.

6.3. Salary according merit - It can be observed from the above data the percentage of
employees who feel satisfy that their salary is according to their merit works out to 92% and
who feel dissatisfy, works out to 8%.

6.4. Salary for future need - Majority of them employees says that they save from their present
salary for future needs.

6.5. Promotion Chance- The data shows that 73% employees feel that there is adequate
opportunity for promotion.

6.6. promotion on time -80% employees said that they were sure in getting promotion on time,
whereas 20% said that they were not sure.

6.7. Basis for promotion- According to the graph, the response received was 66% of the
employees agreed seniority to be the only criteria and 56% of them disagreed.

6.8. Retrenchment - The graph shows that the response received was 58% of the employees
agreed for retrenchment,18% of the employees disagreed

6.9. Want to Join another job- The data shows that 20% employees want to join another job
whereas 80% employees do not want to leave their present job, as they are satisfied with present
job.

61
6.10. Motivational factor - 38% employees agree that salary increment motivate 26%
employees agree that promotion motivate them most 13% agree with leaves, 13% agree with
motivational talk, and left are agree with recognition.

6.11. Welfare of employees -Annually 86% employees agrees that there is adequate welfare
facilities provided by company

6.12. Regular feedback- 66% employees says yes whereas 21% employees responded
negatively regarding the feedback system prevailing in their organization.

6.13.Job satisfaction- 75% employees satisfy with their overall job, whereas 7% dissatisfy with
their job and remaining employees are neutral.

62
 CHAPTER-7
RECOMMENDATIONS & SUGGESTIONS

63
 FINDINGS OF THE STUDY

 It is also observed from the study that 52% of sample library professionals are from
nuclear family and remaining are from joint family.
 It is more interesting to note from the study that more than half of the respondent
professionals with neutral opinion towards their ‘pay is highly paid’.
 It is clear from the study that only 65% of the respondent professionals were satisfied
with the benefits for the additional qualifications.
 Nearly three-fourth of the respondents accepted that the pay is their main motivational
factor at work.
 In this study, it is observed from the responses of the respondent professionals that all
most all the respondents have expressed that their job is secured and satisfied with the
certainty of career prospects in the organization.
 69.2% of the respondents accepted that they feel free from unnecessary stress because of
job security.
 It is also observed from the study nearly 50% of the respondents of all variables i.e., age,
experience, pay, qualification, gender, and nature of family were satisfied with the
promotional policy of the organization.
 In the study it is found that 38.9% of the respondent professionals stated that there are
infrequent promotions in the organization, on the other hand, nearly same percentage of
respondents strongly stated that they have frequent promotions in the organization.

64
 RECOMMENDATIONS & SUGGESTIONS

SUGGESTION

1. Each and every employee should be provided proper training. The person who needs

training should be properly interviewed about the kind of training he requires for his job. This
would enable the employees to perform better which will further lead to satisfaction.

2. A good promotion policy provides satisfaction because with every promotion the social

status and recognition of persons improves.

3. Therefore adequate opportunities should be given to each and every employee for

promotion and promotion should also be given after certain duration.

6. While giving promotion a proper balance should be made between seniority and merit

that means while giving promotion seniority and merit both should be taken into

consideration.

5. Proper feedback should be given to the employees for their overall development and

better future prospects.

6. The activity and potential of the employees should be given more consideration rather

than other factors.

7. Team spirit should be encouraged among the employees for better coordination, to

achieve individual as well as organizational goals.

65
 CONCLUSION

Escorts Company is quite good for give the employee’s job satisfaction according to the data
collection. For the company success employees are very important . If employees are not
satisfied in their job place they cannot achieve the goals of the company. For the workload the
employees are lose the effectiveness .

The public library forms an important and integral part of the society. It is the local gateway to
knowledge, provides a basic condition for lifelong learning, independent decision-making and
cultural development of the individual and social groups. The human element is perhaps most
important factor of ail, in determining the success or otherwise of Public Library. Low salaries,
bad working environment and some dull routine have always leads to dissatisfaction. A happy,
educated and willing employee is always an asset to the Public Libraries. The introduction of
new wage system, improvement of working conditions, provide promotional prospects to highly
qualified professionals who are working in lower cadre, improvement of human resource
development programs will certainly make the system more effective and qualitative. The
Directorate of Public Libraries, various organs in the top management like Grandhalaya Parishad
should work with more synergy to develop the Job satisfaction in Public Libraries and Scio-
economic development of the society

66
BIBLIOGRAPHY

67
BIBLIOGRAPHY

Books-
 Alas, Ruth (2005), “Job Related Attitudes and Ethics in Countries with Different
Attitudes”, Cross Cultural Management, 12(2): 69-86.
 Betz, Ellen L. (1969), “Need-Reinforcer Correspondence as a Predictor of Job
Satisfaction”, Personnel and Guidance Journal, 67(6): 878-883.
 Bhatt, D.J. (1997), “Job Stress, Job Involvement and Job Satisfaction of Teachers: A
Correlational Study”, Indian Journal of Psychometry and Education, 28(2): 87-96.
 Rahman, A.S., The Beautiful India: Punjab, Reference Press, Ansari Road, Daryaganj
New Delhi.
 Rai, S. and Sinha, A.K. (2002), “Job Delight : Beyond Job Satisfaction”, Indian Journal
of Industrial Relations, 37(6): 556-571.
 Randhawa, G. (2007), “Relation between Job Satisfaction and Turnover Intentions: An
Empirical Analysis”, Indian Management Studies Journal, 11: 169-159.
 Singh, N.K. and Suri, G.K. (1985), “Job Satisfaction of Women Workers: A survey”,
Personal Management, Chetra Printers, Delhi.
 Sinha, Durganand (1958), “Job Satisfaction in Office and Manual Workers”, Indian
Journal of Social Work, 19(1): 39-66.
 Sinha, Durganand and R. Raja Sekharan (1965), “A Study of Job Satisfaction in Factory
Workers”, Indian Journal of Social Work, 26(2)
Websites-

 www.google.com

 www.escortsagri.com

 www.indianfonline.com

 www.investopedia.com

68
APPENDICES

69
 QUESTIONNAIRE

1. Job satisfaction helps the organization in achieving goal ?

 Yes
 Don’ know
 no

2.Is The salary provided by ESCORT Is adequate for fulfillment of basic needs of your family?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree

3.Do you feel satisfy that salary provided by ESCORT is according to your merit?

 Fully satisfied
 Satisfied
 Dissatisfied
 Uncertain

6. Do you save from your present salary for future needs?

 Yes
 no

5.Is ESCORT adequate opportunity for promotion?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree

70
6.Is ESCORT gives promotion on time?

 Yes
 can’ say
 no

7.According to you what is the basis for promotion in your Company?

 Promotion based on seniority

 Promotion based on merits

8. Do you feel that you may be retrenched any time?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree

9.Do you want to join another job?

 Yes
 can’ say
 no

10. which of the following factors which motivates you most ?

 Salary increase
 Promotion
 Leave
 Motivational talk
 Recognition

71
11. Welfare facilities provided to the employees by the company are satisfactory?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree

12. Do your seniors provide regular feedback?

 Yes
 can’ say
 no

13. Rate your overall satisfaction with your job ?

 Highly satisfied
 Satisfied
 Average
 Dissatisfied
 Highly Dissatisfied

Give your suggestion for the job satisfaction in ESCORTS AGRI-POWERTRAC LTD, FARIDABAD

…………………………………………………………………………………………………………………
…………………………………..

………………………………………………………………………………………………………………
………………………………………

Thanks for your cooperation

72
 LIST OF TABLES

S.NO TITLE PAGE NO.

1. Achieving of organizational goal 65

2. Salary according needs of family 66

3. Salary according merit 67

6. Salary for future need 68

5. Promotion Chance 69

6. promotion on time 50

7. Basis for promotion 51

8. Retrenchment 52

9. Want to Join another job 53

10. motivational factor 56

11. Welfare of employees 55

12. Regular feedback 56

13. job satisfaction 57

LIST OF GRAPHS

73
S.NO TITLE PAGE NO.

1. Achieving of organizational goal 65

2. Salary according needs of family 66

3. Salary according merit 67

6. Salary for future need 68

5. Promotion Chance 69

6. promotion on time 50

7. Basis for promotion 51

8. Retrenchment 52

9. Want to Join another job 53

10. motivational factor 56

11. Welfare of employees 55

12. Regular feedback 56

13. job satisfaction 57

74