EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – I
INTRODUCTION
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EMPLOYEE EMPLOYEE JOB SATISFACTION
1. INTRODUCTION
Every organization has certain goals or objectives, for accomplishment of those
goals or objectives, the management had to utilize physical and financial resources
through the efforts of man. Thus HR is crucial sub system in the process of management.
HR is also a resource like any natural resource. The management has to get and use these
skills knowledge and ability thorough the training and development and then utilizing
them in proper and suitable manner to reach organization goals or objectives.
EMPLOYEE JOB SATISFACTION refers to one’s feeling towards ones job.
An individual having satisfaction is said to be one’s positive attitude towards the job
conversely a dis satisfied person will have negative attitude towards her/him job.
EMPLOYEE JOB SATISFACTION is the mental feeling of favorableness which one
individual has about his job. It is the condition of establishing healthy organizational
environment in an organization which acts as a motivation to the work.
HUMAN RESOURCES MANAGEMENT:
Management of any resources is entirely different from management HR. since
HR is complex being i.e. they include psychological ,sociological and ethical values the
proportion of these dimensions differ from one individual to another. Hence some extra
risk should be taken in the management of HR. Thus human resources are one of the most
important assets of organization and assessing its value is important if its utility is to be
optimized. The performance of HR will determine the efficiency of the organization.
Human Relations
The term relates to the total relationship between an individual and the
employer for which he is paid. Satisfaction does mean the simple feeling state
accompanying attainment of any goal, the end-state is feeling accompanying the
attainment of any goal, the end-state is feeling accompanying the attainment by an
impulse of its objective; Job dissatisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing to EMPLOYEE JOB
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EMPLOYEE EMPLOYEE JOB SATISFACTION
SATISFACTION and job dissatisfaction Hopsack describes EMPLOYEE JOB
SATISFACTION as, "any combination of psychological, physiological and
environmental circumstances that causes and person truthfully to say I am satisfied
with my job".
EMPLOYEE JOB SATISFACTION:
EMPLOYEE JOB SATISFACTION is defined as the "pleasurable emotional
state resulting from the appraisal of one's job as achieving or facilitating the
achievement of one's job values". In contrast job dissatisfaction is defined as "the
unpleasurable emotional state resulting from the appraisal of one's job as frustrating
or blocking the attainment of one's job values or as entailing disvalues". However,
both satisfaction and dissatisfaction were seen as", a function of the perceived
relationship between what on perceived relationship between what on perceives it as
offering or entailing".
EMPLOYEE JOB SATISFACTION is seen as one of the important factor for
business effectiveness. The high level of employee EMPLOYEE JOB SATISFACTION
contributes to low employee turnover and the outstanding company reputation.
In general, EMPLOYEE JOB SATISFACTION refers to an individual’s positive
emotional reactions to a particular job in words; EMPLOYEE JOB SATISFACTION is
the condition of establishing healthy organizational environment in an organization.
DETERMINANTS OF EMPLOYEE JOB SATISFACTION
While
analyzing
the
various
determinants
of
EMPLOYEE
JOB
SATISFACTION, we have to keep in mind that all individuals do not drive the same
degree of satisfaction though they perform the same job in the same job environment.
There are individual and variables that affect EMPLOYEE JOB SATISFACTION.
INDIVIDUAL FACTORS
Individuals have some expectations, when their expectations are met with their
jobs they feel satisfied. These expectations are based on individuals.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
 Level of education
 Age
 Other factors
Level of Education
The first individual factor is the level of education that determines the degree
of EMPLOYEE JOB SATISFACTION. For example, several studies have found
negative correlation between the levels of education particularly higher level of
education.
Age
Individuals experience' different EMPLOYEE JOB SATISFACTION at
different stages of their like. EMPLOYEE JOB SATISFACTION is high at the
initial stage gets gradually decreases. Starts rising up to certain stage and finally drop
to low degree. The possible reasons for this phenomenon are like those. When an
individual joins an organization, he may have some unrealistic assumptions about
what they are going to derive from their world. These assumptions fall short of
reality EMPLOYEE JOB SATISFACTION goes down. It starts rising again as the
people start to assess the jobs in right perspective and correct their assumptions. At
last, particularly at the fag end of career, EMPLOYEE JOB SATISFACTION goes
down because of fear of retirement and future outcome.
Other Factors
Besides the above two factors, there are other individual factors which affect
EMPLOYEE JOB SATISFACTION if an individual does not have favorable social
and family life, he may not feel happy at the work place. Similarly, other personal
problems associated with him may affect his level of EMPLOYEE JOB
SATISFACTION.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – II
INDUSTRY PROFILE
&
COMPANY PROFILE
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EMPLOYEE EMPLOYEE JOB SATISFACTION
1.1 INDUSTRY PROFILE
A Battery is an electrochemical device in which the free energy of a chemical
reaction is converted into electrical energy. The chemical energy contained in the
active materials is converted into electrical energy by means of electrochemical
oxidation reduction reactions. It is the only device, which can store electrical energy
in the form of chemical energy, and hence it is called as a storage battery.
Sealed Maintenance-Free (SMF) batteries and Valve Regulated Lead-Acid
(VRLA) technology are leading the battery industry in the recent years in automobile
and industrial battery sector around the Globe. VRLA batteries have become the
preferred choice in various applications such as uninterrupted power supply,
emergency lights, security systems and weighing scales.
i) Characteristics of VRLA batteries:
SMF batteries come under the rechargeable battery category so it can be used
a number of times in the life of a battery. SMF batteries are more economical than
nickel cadmium batteries. These Batteries are more compact than the wet type
batteries. It can be used at any position, these batteries are very popular for portable
power requirements and space constraint applications. VRLA batteries are leak proof,
spill proof, explosion resistant and having life duration of 15-20 years.
These batteries withstand the environment conditions due to high technology,
in built in the batteries. Each cell is housed in a power coated steel tray making the
convenient to transportation and installation, so transit damages are minimized in the
case of these batteries.
ii) Classification of Batteries
Batteries are broadly classified into two segments like automotive Batteries
and Industrial Batteries.
a) Automotive Batteries:
Apart from mopeds all other automobiles including scooters need storage
battery. So automotive batteries are playing pre-dominant role in automobile sector by
influencing the consumers in the automobile market. Automobile batteries can be
further distinguished as the original equipment.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
(OE) market and replaced market.
Operating margins in OE market are as low as 5-6%. OE segment has an
advantage of securing continuous orders and enquiries.
This enables manufactures to streamline production facilities, plan production
schedules and attain certain level of operational efficiency.
The replacement market on the other hand is much larger. It is characterized by
the presence of large unorganized sector, which continues around 55-60% of the total
replacement market. This is possible due to low capital entry barrier. These players
have the advantage of inapplicability of excise duties and sales tax.
b) Industrial Batteries:
Industrial batteries can be basically classified into two main categories
automotive batteries and stationary Batteries. The Automotive batteries used in
telephone exchange, Uninterrupted Power Supply (UPS) applications, railways,
switch gear operations and emergency lighting.
Batteries used in industries are basically of two types. Fluid Lead Acid and
Value Regulated Lead Acid Batteries (VRLA). VRLA batteries used in industries are
under Controlled conditions. The high atmospheric temperature doesn’t affect these
batteries. So VRLA batteries gaining more popularity and acceptance than the lead
acid batteries in the market.
The current years are not favorable to industrial batteries due to industrial
slowdown. The bull of battery industry admits that the sales are fallen but at the same
time they are expecting large orders especially from telecom industry, which gets
going. Due to strong consumers like Telecom, Railway and electricity Boards the
Industrial batteries are on prosperous scale.
iii) Major manufacturers in the battery industry in India are:
1. Exide Industry
2. Standard batteries
3. Amco
4. Tudor India
5. Amara Raja Batteries Limited (ARBL)
6. Hyderabad Batteries Limited (HBL)
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EMPLOYEE EMPLOYEE JOB SATISFACTION
iv) Prospects of SMF/VRLA Batteries in India:
The following factors are influencing the demand of VRLA technology batteries.
1. Entry of multinationals in telecom industry.
2. DOT’s policy decision to upgrade the overall technology base.
3. Constraints in the use of conventional battery in Radio paging and Cellular
Segments.
Due to projects expansion in Telecom and Railway works the demand for the
VRLA battery is greater than other industrial batteries.
v) Telecom:
The government’s policy to increase the capacity from 10 million to 21
million lines by 2000 increased the demand for storage batteries considerably. The
value added service like Radio paging and Cellular will increase the demand for
storage batteries in future considerably.
vi) Railway:
In Railways, the demand estimate is based on the annual coach production
which comes to 2,500 numbers by Railways itself and 1000 numbers more by various
other segments, plus replacement demand and annual requirements for railway
electrification.
vii) Power Sector:
In power sector the estimated 90 private power projects which are expected
to produce 40,000 MV with an approximate capital outlay of Rs. 1,40,000 crores
would keep the industry’s future brighter in the coming years. The demand for VRLA
batteries is increasing due to its performance over conventional batteries. So it is more
acceptable to the consumers.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
COMPANY PROFILE
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EMPLOYEE EMPLOYEE JOB SATISFACTION
1.2 COMPANY PROFILE
A BRIEF ABOUT THE PROMOTERS OF AMARA RAJA GROUP OF
COMPANIES
Sri Ramachandra N.Galla, a Non-Resident Indian now settled in India is the
main promoter. He is a post-graduate engineer with over 16 years experience in
power systems as an electrical engineer in Nuclear and conventional source power
generating stations across the USA. Mr. Galla went to USA after obtaining Bachelors
and Masters Degree from S.V. University, Tirupati & Roorkee University U.S.A. He
holds an M.S. Degree in system science from Michigan State University. After his
return to India, he promoted along with Andhra Pradesh Electronics Development
Corporation (APEDC). Rs.2 crores unit – Amara Raja Power Systems Ltd. – for the
manufacture of uninterruptable power supply systems (UPS), Battery Chargers, D.C.
power supplies & static inverters. For the year ending 31st March, 1990 this unit
achieved a sales turnover of Rs. 192 lacks and earned cash profit of Rs.14 lacks.
HISTORY OF THE COMPANY
Amara Raja Batteries Ltd was established in the year 1985 as a private limited
and then converted into public limited in the year 1990. The company is currently
poised on a healthy growth curve and ended the financial year 2008 – 09 with a
turnover of Rs.>1500 crores.
Amara Raja Batteries has a strategic tie up with Johnson Control Inc. of the
USA who owns 26% Stake in this company. Johnson Controls is a Fortune 500
company and also the largest manufacturer of Lead Acid Batteries in North-America
and a leading global supplier to major automobile manufacturers and industrial
customers.
Amara Raja has demonstrated its commitment to offer optimum system
solutions of the highest quality and has become the largest supplier of standby power
systems to core Indian utilities such as the Indian Railways, Department of
Telecommunications, Electricity Boards and power generation stations. Extensive
plans have been charted out for the future, wherein the company undertakes to
become the most preferred supplier for power back-up systems.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Amara Raja has always offered time tested world-class technology and
processes developed on international standards – be it high integrity VRLA systems
like Power Stack and Power Plus or the recently launched high performance UPS
battery – QUANTA and Amaron hi-life automotive batteries that are products of the
collaborative efforts of engineers at Johnson Controls Inc. and Amara Raja.
Amara Raja Batteries Limited comprises of two major divisions viz.,
Industrial Battery Division [IBD], Automotive Battery Division [ABD] and Small
Battery Division [SBD].
AMARA RAJA GROUP- CORE PURPOSE
“To transform our spheres of influence and to improve the quality of life by
building institutions that provide better access to better opportunities, goods and
services to more people…all the time”.
The Group Companies are:

Amara Raja Batteries Ltd., Karakambadi
- Industrial VRLA batteries & Automobile batteries

Amara Raja Power Systems Ltd., Karakambadi
- Industrial Power Electronic Products

Mangal Precision Products Ltd., Petamitta and Karakambadi
- Fasteners and connectors and sheet metal fabrication

Amara Raja Electronics Ltd., Diguvamagham
- Printed Circuit boards, Battery chargers, Digital home Inverters, Trickle
chargers

Galla Foods Ltd., Rangampet
- Fresh Processed fruits and concentrate

Amara Raja Infra Pvt. Ltd, Karakambadi
- Infra & Civil Constructions

Amara Raja Industrial Services Pvt. Ltd., Karakambadi
- Facility Management and other Services
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EMPLOYEE EMPLOYEE JOB SATISFACTION
AMARA RAJA BATTERIES LIMITED (ARBL):
OVERVIEW
Amara Raja Batteries Limited and Amara Raja-Johnson Controls Company
with 26% equity from Johnson Controls
is the technology leader in the Indian
Storage Battery industry, manufacturing batteries for both Industrial and Automotive
applications. Johnson Controls Inc is a Fortune 500 US$ 31, Bn Corporation and
world’s largest manufacturer of Automotive Batteries. This alliance Supplies batteries
to every major auto manufacturer in the world including General Motors, Ford,
Daimler Chrysler, Toyota, Volvo, Hyundai, Nissan, Honda, Volkswagen and Fiat
among others. Amara Raja Batteries Ltd, (ARBL) is also the largest manufacturer of
Stand by Valve Regulated Lead Acid (VRLA) batteries in the Indian Ocean Rim
comprising the area ranging from Africa and the Middle East to South East Asia
.Based in Chennai, with a fully integrated manufacturing unit for its industrial
batteries at Tirupati, Amara Raja has reached a position of leadership in a very short
span.
ARBL is the largest supplier of stand-by batteries to Core Indian utilities such
as Indian Railways, BSNL, and Power Generating stations, MTNL, VSNL, ITI and
HTL. Major MNCs like ABB, Alcatel, Ericsson, Fujitsu, Lucent, Motorola, Nokia,
APC and Siemens are among ARBL's clientele.
Industrial Batteries Division [IBD]:
Amara Raja has become the benchmark in the manufacture of industrial
batteries.
India is one of the largest and fastest growing markets for industrial
batteries in the world and Amara Raja is leading front, with maximum market share
for standby VRLA batteries. It is also having the facility for producing plastic
components required for Industrial & Automotive batteries.
Amara Raja pioneered the application of VRLA battery technology in India
with the launch of Power stack and Improved Power stack a high integrity, long
life battery designed to take care of Critical standby applications for sectors such as
Tele Communications, Railways, Power Generation and Distribution, Defense, and
the Oil and gas offshore. The success of this technology led to its Application in new
areas such as motive power, UPS and solar energy. Amara Raja's brands in the
industrial segment include Quanta - the long life UPS battery.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Incorporation:
ARBL is the first company in India to manufacture VRLA Batteries (Sealed
Maintenance Free). The company has set up Rs. 1920 Lakhs Plant in 18 acres in
Karakambadi Village, Renigunta Mandal.
Amara Raja Batteries Limited was established in the year 1985 as Private
Limited and then it has been shaped into Limited Company with the advent of GNB
Industrial Battery Co. U.S.A. for manufacturing sealed Valve Regulated Lead Acid
Storage Batteries (VRLA).
Products: Types of VRLA batteries manufactured in the Industrial Battery Division
and their applications are as follows:
Power Stack:
Applications:
The major application areas for power stack can be summed up as follows:
 Power Plants
 Process & Service industry
 Railways
 Telecommunications
 Uninterruptible power supply systems
 Electronic Private Automatic Branch Exchange [EPABX]
 Defense [Onshore & Offshore Wireless Communications, Cellular Radios]
 Motive Power
BRUTE
Applications:
 Forklifts
 Pallet trucks
 Stackers
 Platform trucks
 Scrubbers
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EMPLOYEE EMPLOYEE JOB SATISFACTION
QUANTA (UPS battery)
Applications:
Various critical applications in UPS Sector and become role model in INDIA.
 Banks, Insurance, Finance, Health Care,
 Education, Software, IT enabled services, Corporate, Industry, Government etc.
Customers:
Amara Raja Batteries being the first entrant in this industry had the privilege
of pioneering the VRLA technology in India.
With the requisite approvals and
manufacturing facilities, Amara Raja has established itself as a reliable supplier of
high-quality products to the major segments like Telecom, Railways and Power
control.
Automotive Battery Division (ABD):
Amara Raja Batteries Limited has prestigious OE clients like Ford, Daimler
Chrysler, General Motors, Ashok Leyland, Hindustan Motors, Tata Motors, Mahindra
& Mahindra, Fiat, Honda, Maruti and Hyundai. The company entered the replacement
battery segment with the launch of Amaron brand of automotive batteries in January
2000.These are the first zero-maintenance, high performance and long life batteries,
with long term warranty periods in these categories and have become the benchmark
for quality and reliability in their respective fields. The company has recently entered
into the upcountry markets with Power Zone brand of economy batteries. Power
Zone is a chain of formatted retail stores offering power solutions for automobile and
household applications. Batteries are made to the specific standards of ISO 9001, QS
9000 and ISO 14001and TS 16949 certificates using world- class Technology and
quality- controlled parameters
Incorporation:
Amara Raja batteries Limited inaugurated its new automotive plant at
Karakambadi in Tirupati on September 24th, 2001. This plant is part of the most
completely integrated battery manufacturing facility in India with all critical
components, including plastics sourced in-house from existing facilities on-site. This
gives Amara Raja complete control over inventory and product quality.
In this
project, Amara Raja’s strategic alliance partners Johnson Controls, USA have closely
worked with their Indian counterparts to put together the latest advances in
manufacturing technology and plant engineering.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Products:
1. Amaron Fresh batteries
2. Amaron Hi-way Truck Batteries
3. Amaron Harvest Tractor Batteries
4. Amaron PRO
5. Amaron Hi-life batteries for Automobiles
6. Amaron Shield for Inverters
7. Amaron GO batteries
8. Power Zone
AMARA RAJA POWER SYSTEMS LTD [ARPSL]
Amara Raja Power Systems Ltd, was incorporated in 1984 and was
co-promoted by AP ELECTRONIC DEVELOPMENT CORPORATION [APEDC].
By virtue of APEDC’s equity participation, ARPSL has become a deemed Public
Limited company as per section 43(A) of the Companies Act. ARPSL is engaged in
the manufacture of Uninterruptible Power Systems (UPS), Battery Chargers (BC) and
Inverters. The company had a technical collaboration with HDR Power System Inc.
USA. The operations of the firm are highly satisfactory. The present credit rating of
the company is ‘A’. Product(s): Conventional Chargers, Switch Mode Rectifiers
(SMR) & Integrated Power Supply System (IPS).
Customers: Telecom, Railways, Power Control segment and offshore platforms.
MANGAL PRECISION PRODUCTS LTD (MPPL1)
Mangal Precision Products Limited was incorporated in 1990 for manufacture
of MS Battery charger Cabinets, trays, and racks for batteries, UPS-cabinets, etc. It is
having all the sheet metal processing machinery starting from sheet cutting to final
painting with punching, bending, welding, phosphating, and powder coating
processes. The plant is located in same campus of ARBL plant in KARAKAMBADI
and is registered as an ancillary unit to ARBL and ARPSL. The operations of the
company are satisfactory.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
MANGAL PRECISION PRODUCTS LTD (MPPL2)
Mangal Precision Products Private Limited -2 was started in the year 1996-97
to produce battery components like copper connectors, copper inserts, hardware
required by ARBL & ARPSPL and other customers as required. The unit is located at
Petamitta Village, Puthalapattu mandal, Chittor District, AP at a distance of 65 kms
from Amara Raja Group of Companies, Karakambadi. To develop backward villages,
ARBL, EC located the unit in Petamitta and provided an employment to 100s of
people. The unit is having required machinery and equipment like power press break,
mechanical press, cold forging machine, thread forming machine, lathe, drilling,
trapping machine etc to produce the above components. These components are
electroplated and dispatched to ARBL and ARPSL.
AMARA RAJA ELECTRONICS LIMITED (AREPL)
Products:
Manufacturing home inverters in the name of XENON. Also manufacturing
the Printed Circuit Boards (PCB) assembly on job work basis for M/s Amara Raja
Power Systems Pvt. Ltd., Tirupati. Printed Circuit Board assembly for sale to original
Equipment Manufacturers [OEM]
GALLA FOODS LIMITED
GFL was inaugurated on May 4th 2005 and is located in the Agri Export Zone
in Chittoor, which is the second largest producer of fruits in India, with mango, being
the largest produced fruit.
Products:
1. Fruits pulp and Puree
2. Mango pulp and concentrate
3. Papaya pulp
4. Tomato puree/paste
5. Guava pulp
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EMPLOYEE EMPLOYEE JOB SATISFACTION
AMARA RAJA INFRA PRIVATE LIMITED (ARIPL)
Amara raja group entered into a new business venture like Infra & Civil
construction and it was established on 29th May ,2008.ARIPL is a part Amara Raja
Group of companies & taking responsibility of Internal Civil constructions, Electrical
projects and infra development across the Amara Raja Group.
AMARA RAJA INDUSTRIAL SERVICES Pvt.Ltd, (ARISPL)
After a recent launch of Infrastructure Company ARIPL by Amara raja last
year (2008), this year (2009) Amara raja ventured into another business of industrial
services. This company will focus on facility management, property management and
other hospitality related services.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
1.3 PRODUCT PROFILE
ARBL introduced Valve Regulated Lead Acid (VRLA) batteries for industrial
usage. These batteries cater to the telecom sector and UPS back-up systems while
end-user segments include the Indian Railways and power utilities.
The Company enjoyed enduring client relationships, registering a 50% growth
(compounded) over the four years leading to 2008-2009. It is the preferred battery
supplier to major cellular service providers, one of the largest battery suppliers to
Indian utilities are enjoys a preferred status with multinational telecom and power
companies.
INDUSTRIAL BATTERIES
Amara Raja pioneered the application of VRLA battery technology in India
with which they launched POWERSTACK a high integrity, long life battery. This
was designed for mission critical stand by application in sectors like
Telecommunication, Railways, Power Generation and Distribution, defense and the
oil and gas offshore.
The success of this technology led to its usage in new areas such as motive
power, UPS and Solar Energy POWERSLEEK the front access terminal battery
provides robust backup solutions for varied applications that include Wireless
Telecommunication, broadband connectivity, Wi-Wax, Micro BTS. The company
also provides AMARONQUANTA.
The industrial segment SMF battery for UPS application.
Industrial Products
 Power Stack
 Quanta
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Power Stack Batteries
Amara Raja’s Powerstack, is a high performance battery designed to meet the
demands of a wide range of industrial applications. The powerstack range is modular
in structure and is capable of accommodating a wide spectrum of capacities
depending on the application. Major application areas include Telecommunications.
Power Utilities, Railway, Defense and other heavy Industries.
Quanta Batteries
Amaron QuantaTM is not just another UPS battery; it is a UPS battery with
back-up for a back-up. What does this mean? Well, our UPS battery is further backed
by the world-renowned technology that others cannot provide you with. Put simply,
Amaron QuantaTM is the product of fail-safe, fool-proof battery technology, produced
and tested in our premier manufacturing facility and provides several functions.
AUTOMOTIVE BATTERTIES
The automotive batteries cater to some of the OE leads like For, Daimler,
Chrysler, General Motors, Ashok Leyland, Tata Motors, Mahindra & Mahindra, Fiat,
Honda, Maruti and Hyundai. The company entered the replacement battery segment
with the launch of AMARON Hi-life auto batteries in January 2000. The recent
success has been the launch of AMARON PRO BIKE RIDER the only 60 month
warranty batteries for the two wheeler segment alongside the prestigious PRO, FLO,
GO range of automotive applications with the highest CCA and RC. These are the
first zero-maintenance, high performance and long life batteries in these categories
and have become the benchmark for quality and reliability in the their respective
fields. The POWERZONE retail store is a one stop shop for all power needs
providing global quality at local prices it caters to the growing need for better
technology and better service at affordable prices.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Automotive Products

Amaron Hi-life

Hi-Way

Harvest

PRO

GO

Fresh

Optima

Shield
Harvest Batteries
Amaron Harvest, brought to you Amara Raja Batteries Limited (ARBL), the
largest manufactures of Stand-by VRLA Industrial Batteries in the Indian Ocean Rim
and Johnson Controls Inc, USA; the global leader in Interior experience, building
efficiency and power solutions.
Hi-way Truck Batteries
Amaron Hi-way truck batteries, brought to you by Amara Raja Batteries
Limited (ARBL), the largest manufacture of Stand-by VRLA Industrial Batteries in
the Indian Ocean Rim and Johnson Controls Inc, USA; the global leader in Interior
experience, building efficiency and power solutions. Long life – A robust plate design
and a ribbed container make this the ideal long life battery for application.
Optima Batteries
The Optima range of batteries comes in three kinds; yellow top, blue top and
red top. Each kinds has a specific application it is ideal for.
The key feature of the Optima range is the endurance and ability to waistband
the rigors of the most extreme of applications.
1. Optima Yellow Top : Deep cycle batteries for extreme applications
2. Optima Blue Top: For twice the life of traditional marine and RV
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Pro Hi-life Batteries
Amaron PRO Hi-life batteries are made in a QS 9000, ISO 14001 & TS 16949
Certified plant using world class technology and stringent quality control parameters
that make them last long, really long. Some of the other features that add to making
the Amaron PRO so good longest life, patented BIC vents for enhanced safety, the
highest cranking power and completely unnecessary 60-months warranty.
Shield Batteries
The new Amaron Shield, with an unheard of 24 months warranty. A product
of Amara Raja Batteries Ltd. (ABRL), Amaron Shield is a result of a partnership
between the Amara Raja Group and Johnson Controls Inc, USA, the global leader is
Interior experience, building efficiency and power solutions. Long life the robust plate
design and a ribbed container provide extra strength and improved resistance.
Black Batteries
Amaron Black, brought to you by Amara Raja Batteries Limited (ARBL), the
largest manufactures of Stand-by VRLA Industrial Batteries in the Indian Ocean Rim
and Johnson Controls Inc, USA; the global leader in Interior experience, building
efficiency and power solutions. Long life – Thanks to the reformulated Advantage
paste recipe maintenance Free-High heat technology, premium silver alloys.
Popular Products
1. Automotive batteries
2. Automotive battery charger
3. Tractor batteries
4. Passenger car batteries
5. Battery indicator
6. Truck battery
7. Automotive battery plates
8. Battery plates
9. Electric car battery
10. Automotive battery terminals
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Lead Acid Battery
The lead acid battery is an electrical storage device that uses a reversible
chemical reaction to store energy. Lead – acid batteries have a capacity of six or more
volts, enough to power a vehicle or boat.
Invented in 1859, the lead-acid battery has undergone many progressive
changes both in terms of its structure and use.
VRLA Battery
A VRLA battery (valve-regulated lead-acid battery) is the designation for
low-maintenance lead-acid rechargeable batteries. Because of their construction,
VRLA batteries do not required regular addition of water to the cells.
VRLA batteries are commonly further classified as
 Absorbed glass mat battery
 Gel battery (gel cell)
Because VRLA batteries use much less electrolyte (battery acid) than
traditional lead-acid batteries, they are also occasionally referred to as an “acidstarved” design. VRLA batteries are frequently employed in UPS (uninterruptible
power supply) or other high-rate applications. At high overcharge currents,
electrolysis of water occurs, expelling hydrogen and oxygen gas through the battery’s
valves. Care must be taken to prevent short circuits and rapid changing. Constant –
voltage charging is the usual, most efficient and fastest charging method for VRLA
batteries. VRLA batteries are more sensitive to high temperature environments and
more vulnerable to thermal run-away during abusive charging conditions.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
Absorbed glass mat battery (AGM)
AGM is a class of VRLA battery in which the electrolyte is absorbed into a
mat of fine glass fibers. The plates in an AGM battery may be flat like a wet call
lead-acid battery in a rectangular case. In cylindrical AGMs, the plates are thin and
wound, like most consumer disposable and rechargeable Cells, into spirals so they are
also sometimes referred to as spiral wound. The spiral constructions allow purer lead
in the plates, since the plate no longer needs to support its own weight as in traditional
cells. Their specific power is very good and they can be charged and discharged quite
rapidly, however their specific energy tends to be lower than traditional flooded
batteries. They are often used in high performance electric vehicles due to their high
power density.
Gel Battery
A gel battery (also known as a “gel cell”) is a VRLA battery with a gelified
electrolyte; the sulfuric acid is mixed with silica fume, which makes the resulting
mass gel-like and immobile. Unlike a flooded wet-cell lead-acid battery, these
batteries do not need to be kept upright. Gel batteries reduce the electrolyte
evaporation, spillage (and subsequent corrosion issues) common to the wet-well
battery, and boast greater resistance to extreme temperatures, shock, and vibration.
Chemically they are the same as wet (non-sealed) batteries except that the antimony
in the lead plates is replaced by calcium.
Applications
Many modern motorcycles on the market utilize AGM or factory sealed AGM
batteries for the combined benefits of reduced likelihood of acid spilling during
accidents, and for packaging reasons (lighter, smaller battery to do the same job; the
battery can be installed at an odd angle if needed for the design of the motorcycle).
Due to the higher manufacturing costs flooded lead-acid batteries, AGM
batteries are currently used on premium vehicles. As vehicles become heavier and
equipped with more electronic devices such as navigation, stability control, and
premium stereos, AGM batteries are being employed to lower vehicle weight and
provide better electrical reliability compared with flooded lead-acid batteries.
23
EMPLOYEE EMPLOYEE JOB SATISFACTION
New 5 series BMWs from March 2007 incorporate AGM batteries in
conjunction with devices for recovering brake energy using regenerative braking and
computer control to ensure the alternator charges the battery when the is decelerating.
Vehicles used in auto racing may be AGM batteries due to their vibration resistance.
Deep-cycle AGMs are also commonly used in large-scale amateur robotics.
Two examples are the FIRST and IGVC competitions.
AGM batteries are routinely chosen for remote sensors such as ice monitoring
stations in the Arctic. AGM batteries due to their lack of free electrolyte will not crack
and leak in these cold environments.
Gel Cell batteries are used extensively in power wheelchairs, as the extremely
low gas and acid output makes them much safer for indoor use.
SLA “Gel” Cells are also the standard power source in sailplanes, due to their
ability to withstand a variety of flight attitudes and a relatively large ambient
temperature range with no adverse effects. Both AGM and Gel Cells are commonly
used in powered aerobatic aircraft, for the same reasons.
Benefits of VRLA Batteries

Rugged Construction

Light and easy to install

Safe and explosion proof

No acid filling and initial charging required at site

Never required topping up of electrolyte

Compatible to office environments, as it is spill proof

Low self discharge rate, hence can be stored for longer periods (up
to 6 months, thereafter needs freshening charge)

Extreme temperature operation (-48AC to 55AC)

Deep cycle as well as high rate discharge capability

Long life without corrosion

High integrity

High energy density
24
EMPLOYEE EMPLOYEE JOB SATISFACTION
Major Products in Amara Raja

Product/Service Name: Kombat SMF battery

Product/Service Name : Power Stack

Product/Service Name : Amaron Hi-Life battery
25
EMPLOYEE EMPLOYEE JOB SATISFACTION
2. THEORITICAL BACKGROUND
EMPLOYEE JOB SATISFACTION
EMPLOYEE JOB SATISFACTION is one of the important factors that have
drawn attention of managers in the organization as well as academician. Various
studies have been conducted to find out the factors which determine EMPLOYEE
JOB SATISFACTION and the way it influences productivity in the organizations.
Though there is no conclusive evidence that EMPLOYEE JOB SATISFACTION
affects productivity directly because productivity depends on so many variables, it is
still a prime concern for managers.
Meaning of EMPLOYEE JOB SATISFACTION
EMPLOYEE JOB SATISFACTION is the mental feeling of favorableness,
which an individual has about his job. Dublin has defined EMPLOYEE JOB
SATISFACTION as in terms of pleasure and contentment when he says that;
EMPLOYEE JOB SATISFACTION is the amount of pleasure or contentment
associated with a job. If you like your job intensely, you will experience high
EMPLOYEE JOB SATISFACTION. If you dislike your job intensely, you will
experience job dissatisfaction.
Definitions
I.
According to Hoppak
"Any combination of psychological, physiological and environmental
circumstances that causes and person truthfully to say I am satisfied with my job".
"Pleasurable emotional state resulting from the appraisal of one's job as
achieving or facilitating the achievement of one's job values".
26
EMPLOYEE EMPLOYEE JOB SATISFACTION
THEORIES OF EMPLOYEE JOB SATISFACTION
The main theoretical approaches to EMPLOYEE JOB SATISFACTION are as
follows:
1. Need fulfillment theory
2. Equity theory
3. Two factor theory
4. Discrepancy theory
5. Equity discrepancy theory
1. Need Fulfillment Theory:
According to this theory a person is satisfied when he gets from his job what he
wants. The more he wants something or the more important it is to him, the more
satisfied he is when he received it. In other words, "EMPLOYEE JOB
SATISFACTION will vary directly with the extent to which those needs of an
individual which can be satisfied are actually satisfied". Vroom’s views satisfaction
in terms of the positively valued outcomes that a job provides to a person. Thus,
EMPLOYEE JOB SATISFACTION is positively related to the degree to which one's
needs are fulfilled. Satisfaction is a function of not only what a person receives but
that he feels he should receive. What may satisfy one individual may not satisfy the
other due to difference in their expectations. The strength of an individual's desire or
his level of inspiration is an important determinant of EMPLOYEE JOB
SATISFACTION. Thus, EMPLOYEE JOB SATISFACTION is a function of the
degree to which the employee's needs are fulfilled in the job situation.
2. Equity Theory:
Under this theory, it is believed that a person's EMPLOYEE JOB
SATISFACTION depends upon his perceived equity as determined by his input-
27
EMPLOYEE EMPLOYEE JOB SATISFACTION
output balance in comparison with the input-output balance of others. Every individual
compares his rewards will those of a 'reference group'. If he feels his rewards are
equitable in comparison with others doing similar work, he feels satisfied.
EMPLOYEE JOB SATISFACTION is thus a function of the degree to which job
characteristics meet the desires of the reference group.
Equity theory takes into account not only the needs of an individual but also
the opinion of the reference group to which the individual looks for guidance.
Perceived
Perceived
Personal inputs
Outcomes actually
A=B
Satisfaction
Received (A)
Perceived
Inputs of
Compariso
n others
Perceived
Personal
Outcomes that
should be
Received (B)
Perceived
Outcomes of
Comparison others
A<B
Dissatisfaction
A>B
3. Two Factor Theory:
Guilt discomfort
Frederick Herzberg and his colleagues developed the two factor theory.
According to this theory satisfaction and dissatisfaction are interdependent of each
other and exist on a separate continuum. One set of factors known as hygiene factors
(company policy, administration, supervision, pay, working conditions and
interpersonal relations) act as dissatisfies. Their absence causes dissatisfaction but
their presence does not .result in positive satisfaction. The other set of factors known
as satisfiers (achievement, advancement, recognition, work itself and responsibility)
lead to satisfaction.
Several studies designed to test the two factor theory provide little support
to this theory. The same factor may serve as a satisfier for one but a dissatisfier
for another. It appears from this theory that a person can be satisfied and
dissatisfied at the same time.
28
EMPLOYEE EMPLOYEE JOB SATISFACTION
4. Discrepancy Theory:
According to this theory EMPLOYEE JOB SATISFACTION depends
upon what a person actually receives from his job and what he expects to receive.
When the rewards actually received are less than the expected rewards lit causes
dissatisfaction. In the words of Locke, "EMPLOYEE JOB SATISFACTION and
dissatisfaction are functions of perceived relationship between what one wants from
one's job and what one perceives it is actually offering. In other words, satisfaction is
the difference between what one actually received and what he feels he should
receive. This theory fails to reveal whether over satisfaction is or is not a dimension
of dissatisfaction and if so, how does it differ from dissatisfaction arising out of the
situation when received outcomes one less than the outcomes one feels he should
receive.
Perceived out-comes
A=B
Received (B)
Perceived
Satisfaction
A>B
Outcomes one feels he should
receive (A)
Perceived
Satisfaction
A>B
5. Equity-discrepancy Theory:
over
This is a combination of equity and discrepancy theories.Perceived
Lawler has
adopted
the difference approach of discrepancy theory rather than the Satisfaction
ration approach of
equity theory. From equity theory the concept of comparison has been selected to
serve as an intervening variable. Under this theory satisfaction is defined as the
29
EMPLOYEE EMPLOYEE JOB SATISFACTION
difference between the outcomes that one perceives he actually received and
outcomes that one feels he should receive in comparison with others. When the
individual feels that what he actually received is equal to what he perceives he should
receive there is satisfaction. Thus, an individual' reception of his reward is influenced
by more than just the objective amount of that factor. Because of this psychological
influence the same amount of reward often can be seen quite differently by two
people, to one it can be a larger amount, while to another person it can be a small
amount".
Perceived personal
Job inputs
Perceived
amount that
should be
A=B
Satisfaction
Perceived inputs
and outcomes of
different groups
A>B
Dissatisfaction
Perceived
Actual outcomes
received
Perceived
amount
A<b
Guilt inequity
discomfort
This model reveals that a person's perception of what he should receive is
influenced by the inputs and out puts of others. If this inputs are similar to those of
referent groups but his outcomes are less he is likely to be dissatisfied. Lawler
suggests that those individuals are likely to be more satisfied who perceive:
(a) Their inputs are low;
(b) Their jobs are less demanding;
(c) Their reference groups have less favorable input-output balance;
30
EMPLOYEE EMPLOYEE JOB SATISFACTION
(d) They are receiving a high outcome level; and
(e) Their referent groups are receiving less outputs.
6. Social Reference Group Theory:
Reference group defines the way an individual looks at the world. According
to this theory EMPLOYEE JOB SATISFACTION occurs when the job meets the
interest, desires and requirements of a person's reference group. In other words,
EMPLOYEE JOB SATISFACTION is a function of the degree to which the job
meets the approval of the group to which the individual looks for guidance in
evaluating the world and defining social reality.
Factors of EMPLOYEE JOB SATISFACTION
EMPLOYEE JOB SATISFACTION refers to a general attitude, which an
employee retains on account of many specific attitudes in the following areas:
1.
EMPLOYEE JOB SATISFACTION
2.
Individual Characteristics
3.
Relationships outside the job
There are different factors on which EMPLOYEE JOB SATISFACTION
depends. Important among them are discussed here under.
Factors inherent in job
These factors have recently been studied and found to be important in the
selection of employees. Instead of being guided by their co-workers and supervisors,
the skilled workers would rather like to be guided by their own inclination to choose
jobs in consideration of 'what they have to do. These factors include; the work itself,
31
EMPLOYEE EMPLOYEE JOB SATISFACTION
conditions, influence of internal and external environment on the job which are
uncontrolled by the management etc.
Factors Controlled by the Management
They include the nature of supervision, job security, kind of work group-A
wage rate, promotional opportunities, and transfer policy, duration of work and sense
of responsibilities. All these factors greatly influence the workers.
Through performance and EMPLOYEE JOB SATISFACTION are influenced
by different set of factors, these two can be related if 'management likes rewards to
performance. It is viewed EMPLOYEE JOB SATISFACTION is a consequence of
performance of rather than a cause of it.
Satisfaction is strongly influences the
productive efficiency of an organization where as absenteeism, employee turnover,
alcoholism, irresponsibility, un-commitment,
are the result of job dissatisfaction.
However EMPLOYEE JOB SATISFACTION or dissatisfaction forms opinion about
x-y the job and the organization, which result in employee morale.
EFFECTS OF EMPLOYEE JOB SATISFACTION
EMPLOYEE JOB SATISFACTION has a variety of effects. These effects
may be seen the context of an individual's physical and mental health, productivity,
absenteeism, and turnover.
1. Physical and mental health
The degree of EMPLOYEE JOB SATISFACTION affects an individual's
physical and mental health. Since EMPLOYEE JOB SATISFACTION is a type of
mental feeling, its favorableness or unfavorable ness affects the individual
psychologically, which ultimately affects his physical health.
For example, lawyer has pointed out that, drug
abuse,
alcoholism,
and
mental and physical health results from psychologically harmful jobs. Further, since
a job is an important part of life, EMPLOYEE JOB SATISFACTION influence
general life satisfaction. The result is that there is spillover effect, which occurs in
both directions between job and life satisfaction.
32
EMPLOYEE EMPLOYEE JOB SATISFACTION
2. Productivity
There are two views about the relationship between EMPLOYEE JOB
SATISFACTION and productivity.
1) A happy workers is a productive workers,
2) A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between
EMPLOYEE JOB SATISFACTION and productivity; when EMPLOYEE JOB
SATISFACTION increases, productivity decreases, productivity decreases. The basic
logical behind this is that happy worker will put more efforts for job performance.
However, this may not be true in all cases. For example, a worker having low
expectations for his jobs may feel satisfied but he may not put his efforts more
vigorously because of this low expectations from the job. Therefore, this view does
not
explain
fully
the
compels
relationship
between
EMPLOYEE
JOB
SATISFACTION and productivity.
The other view, that is, a satisfied worker is not necessarily a productive
worker explains the relationship between EMPLOYEE JOB SATISFACTION and
productivity. Various research studies also support this view. This relationship may
be explained in terms of the operation two factors: effect of job performance on IA
satisfaction and organizational expectations from individuals for performance.
1. Job performance leads to EMPLOYEE JOB SATISFACTION and not the other
way round. The basic factor for this phenomenon is the rewards (a source ~ of
satisfaction) attached with performance. There are two types of rewards intrinsic
and extrinsic. The intrinsic reward stems from the job itself which may in he form
of growth potential, challenging job etc. the extrinsic reward is subject to control
by management such as salary, bonus, etc., any increase in these factors does not
help to increase productivity through these factors increase EMPLOYEE JOB
SATISFACTION.
2. A happy worker does not necessarily contribution to higher productivity because
he has to operate under certain technological constraints and, therefore, he cannot
go beyond certain output. Further, this constraint affects the management's
33
EMPLOYEE EMPLOYEE JOB SATISFACTION
expectations from the individual in the form of lower output. Thus, the work
situation is pegged to nominally acceptable level of performance.
1. Absenteeism
Absenteeism refers to the frequency of absence of a job holder form the
workplace either unexcused absence due to some avoidable reasons or long absence
due to some unavoidable reasons. It is the former type of absence which is a produces
a 'lack of will to work' and alienates a worker from work as far as possible. Thus,
EMPLOYEE JOB SATISFACTION is related to absenteeism.
2. Employee Turnover
Turnover of employees is the rate at which employees leave the organization
within a given period of time. When an individual feels dissatisfaction in the
organization, he tries to overcome this through various ways of difference
mechanism. If he is not able to do so, he opts to leave the organization. Thus in
general case, employee turnover is related to EMPLOYEE JOB SATISFACTION.
However, EMPLOYEE JOB SATISFACTION is not the only cause of employee
turnover, the rate of turnover of computer software professionals is very high in India.
However these professionals leave their organizations not simply because they are not
satisfied but because of the opportunities offered from other sources particularly from
foreign companies located abroad.
Significance
 Helps in increasing the productivity.
 It reduces absenteeism.
 It helps in reduce the employee turnover.
 It increases the retention rate.
NATURE OF JOB
34
EMPLOYEE EMPLOYEE JOB SATISFACTION
Nature of job determines EMPLOYEE JOB SATISFACTION, which is in the
form of
1. Occupational level
2. Job Content
OCCUPATIONAL LEVEL
Higher-level jobs provide more satisfaction as compared with lower levels.
This happens because high-level jobs carry prestige and status in the society which
itself become source of satisfaction for the jobholders.
JOB CONTENT
Job content refers to the intrinsic value of the job, which depends on the
requirement of skill for performing it and the degree of responsibility and growth it
offers. A higher content of these factors provide higher satisfaction.
EMPLOYEE JOB SATISFACTION AND WORK BEHAVIOR
EMPLOYEE
JOB
SATISFACTION
is
an
integral
component
of
organizational health and an important element in industrial relations. The level of
EMPLOYEE JOB SATISFACTION seems to have some relation with various
aspects of work behavior such as accidents, absenteeism, turnover and productivity.
Several studies have revealed varying degrees of relationship between EMPLOYEE
JOB SATISFACTION and these factors of work behavior. But whether work behavior
is the cause or effect of EMPLOYEE JOB SATISFACTION is not clear.
It is generally assumed that satisfied employees arc more productive. But
research reveals no relationship between EMPLOYEE JOB SATISFACTION and
productivity.
SITUATIONAL VARIABLES
35
EMPLOYEE EMPLOYEE JOB SATISFACTION
Situational variables related to EMPLOYEE JOB SATISFACTION lie in
organizational context formal and informal. Some of the important factors, which
affect EMPLOYEE JOB SATISFACTION, are given below.
1. Working Conditions
Working conditions particularly physical work environment, like conditions
of work place and associated facilities for performing the job determine
EMPLOYEE JOB SATISFACTION. This works in two ways, First, these provide
means for job performance. Second, provision of these conditions affects the
individual's perception about the organization. If these factors are favorable,
individuals experience higher level of EMPLOYEE JOB SATISFACTION.
2. Supervision
The type of supervision affects EMPLOYEE JOB SATISFACTION as in
each type of supervision: the degree of importance attached to individuals varies.
In employee-oriented supervision, there is more concern for people, which is
perceived favorable by them and provides them more satisfaction.
3. Equitable Rewards
The type of linkage that is provided between job performance and rewards
determines the degree of EMPLOYEE JOB SATISFACTION. If the reward is
perceived to be based on the job performance and equitable, it offers higher
satisfaction. If the reward is perceived based on considerations other than job
performance, it affects EMPLOYEE JOB SATISFACTION adversely.
4. Opportunity for Promotion
It is true that individuals seek satisfaction in their jobs in the contest of job
nature and work environment hut they also attach importance to the opportunities
for promotion that these job offer. It the present job offers opportunity of
promotion /// future, it provides more satisfaction. If the opportunity for such
promotion is lacking it reduces satisfaction.
5. Work Group
36
EMPLOYEE EMPLOYEE JOB SATISFACTION
Individuals working group is created either formally or they develop on
their own to seek their emotional. Satisfaction at the work place to the extent such
groups are coercive, the degree of satisfaction is high if not satisfaction is low.
Effect of EMPLOYEE JOB SATISFACTION
EMPLOYEE JOB SATISFACTION has a variety of effects. These effects
may be seen in the context of individuals.
• Physical and mental health
•
Production
•
Absenteeism
•
Employee turnover
37
EMPLOYEE EMPLOYEE JOB SATISFACTION
RESEARCH ON EMPLOYEE JOB SATISFACTION
POOL.S.W. (1997)
The relationship of EMPLOYEE JOB SATISFACTION with substitutes of
leadership, leadership behavior, and work motivation. The Journal of Psychology 131,
271-283.
Pool examines the relationship of EMPLOYEE JOB SATISFACTION with a
number of variables (substitutes of leadership, leadership behavior, leadership styles
and work motivation) to see how strong the impact is of each. He divides his sample
into occupations (workers, managers, and executives) and analyzes his results.
The author cites the work of Weiss, Dawis, England, and Lofquist, and their
five essential dimensions of EMPLOYEE JOB SATISFACTION. Using the same
five-item scale (determined by a combination of the job itself, pay, promotion
opportunities, supervision, co-workers), Pool looks at the relationship between
EMPLOYEE JOB SATISFACTION and substitutes of leadership, leadership
behavior, leadership styles and work motivation.
The author suggests that the sub-ordinates motivation may predict his/her
EMPLOYEE JOB SATISFACTION. He cites the expectancy theory of Nadler,
Cammam, Jenkins, and Lawler (1975), which says that a worker perceives two levels
of outcomes from work: the first tier is the degree to which the job performance is
successful; the second tier is the set of valued rewards attainable from this successful
outcome. The theory describes the link in the mind of the employee between high job
performance and valued rewards for his or her work.
In the results of his survey, Poll finds that the most important predictor of
EMPLOYEE JOB SATISFACTION was work indeed motivation. Weaker predictors
were consideration- leadership style, and task and organizational substitutes (both
substitutes being characteristics which either neutralizes or replace a leader’s
behavior). This coincides with the earlier work of Vroom (1964), which proposes a
bi-directional relationship between work motivation and EMPLOYEE JOB
SATISFACTION.
38
EMPLOYEE EMPLOYEE JOB SATISFACTION
Pool’s findings help to explain the contradictory data from his own survey.
Since his results show a high level of work satisfaction along with simultaneous
evidence of discrimination, under-support, and insufficient employee training, the
importance of motivation as a predictor of work satisfaction is important.
HACKMAN, J. R., & OLDHAM G.R. (1975).
Development of the job diagnostic survey. Journal of Applied Psychology
60(2), 159-170.
Hackman and Oldham speak here primarily of job re-design as a method to
increase productivity and decrease employee alienation, but do not specifically
address EMPLOYEE JOB SATISFACTION. For the purpose of making
recommendations or establishing future baseline protocol for the UNV Program, their
description is useful. The authors describe five core job dimensions:
 Skill variety: The degree to which a job requires a variety of different
activities in carrying out of the work.
 Task identity: The degree to which a job requires completion of a whole and
identifiable piece of work.
 Task significance: The degree to which a job has a substantial impact on the
lives or work of other people.
 Autonomy:
The degree to which a job provides substantial freedom,
independence, and discretion to the employee in scheduling the work and in
determining the procedures to be used in carrying it out.
 Feedback:
o From the job itself the degree to which carrying out the work activities
required by the job results in the employee obtaining direst and clear
information about his / her effectiveness.
o
Feedback from agents similar, but from supervisors or co-workers
directly.
39
EMPLOYEE EMPLOYEE JOB SATISFACTION
These core dimensions would result in three possible critical psychological states:
 Experienced meaningfulness at work: The degree to which the employee
experiences the job as one which is generally meaningful, valuable, and
worthwhile.
 Experienced responsibility for work outcomes: The degree to which the
employee feels personally accountable for the results of the work he or she
does.
 Knowledge of results: The degree to which the employee knows and
understands how effectively he or she is performing the job.
Lastly, the authors describe three effective reactions to the job:
 General satisfaction: An overall measure of the degree to which the
employee is satisfied and happy with the job.
 Internal work motivation: The degree to which the employee is selfmotivated to perform effectively on the job.
 Specific satisfactions: Job security, pay and other compensation, peers and
Co-workers, supervision, and growth satisfaction.
As the authors expect, the core job dimensions relate positively to the critical
psychological states, work satisfaction, and internal work motivation.
40
EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – III
RESEARCH METHODOLOGY
41
EMPLOYEE EMPLOYEE JOB SATISFACTION
3. RESEARCH METHODOLOGY
3.1 NEED FOR THE STUDY
By knowing the level of EMPLOYEE JOB SATISFACTION, the HR
department can know whether EMPLOYEE JOB SATISFACTION of them is at the
expected level or not.
In today’s competitive world especially after the advent of liberalization,
privatization and globalization the employment opportunities in the private sector has
gone up. People are constantly on the move and are shifting to different offers. So, it
is becoming increasingly difficulty for the organization to retain employees for longer
duration in this connection any organization has to know the satisfaction level of the
employees. So that the organization can take certain measures if required improving
the satisfaction level of employees.
42
EMPLOYEE EMPLOYEE JOB SATISFACTION
3.2 SCOPE OF THE STUDY
 The EMPLOYEE JOB SATISFACTION refers to a person's feelings of
satisfaction on their job. It is different from person to person. The researcher
has chosen to measure the level of EMPLOYEE JOB SATISFACTION in
ARBL limited.
 The study considers the impact of 10 factors on EMPLOYEE JOB
SATISFACTION. It concentrates on the effect of factors in general, but no
exclusive study is made on them.
 The study considers only the perceptual elements of employees and does not
focus on ground realities.
The scope of study covers; working conditions, compensation, extra benefits,
conveyance treatment of superiors, colleagues, duty timings, grievance redresser
mechanism and promotional policy.
43
EMPLOYEE EMPLOYEE JOB SATISFACTION
3.3 OBJECTIVES OF THE STUDY
Primary objective:

To study the satisfaction level of employees on their job in the organization.
Secondary objectives:



To know the working conditions of an employees.
To analyze the satisfaction levels in employees with their basic amenities and
development activities.
To disclose the levels of completeness in employees with regarding their
salary and promotion opportunities.
44
EMPLOYEE EMPLOYEE JOB SATISFACTION
3.4 RESEARCH DESIGN
Data Sources:

Primary Data
: Collected through well structured questionnaire.

Secondary Data
: Collected from internet and records of the company.

Method of sampling : Convenience Method

Universe
: 600 Employees

Sampling Size
: 60.

Percentage of Sample : 10 (percent)

Data Analytical tool
: Simple Percentage Method.
45
EMPLOYEE EMPLOYEE JOB SATISFACTION
3.5 DATA COLLECTION
Data refers to information or facts. Often researchers understand by data as
only numerical figure. It also includes descriptive facts, on numerical information,
qualitative and quantitative information.
Collection of data is an important stage in research. In fact the qualities of the
data collected determine the quantity of the research.
Collection of data is done by 2 methods.
Primary data collection
Secondary data collection.
1. Primary data collection:
Primary data is also known as the data collected for the first time through the
field survey. Such data are collected with specific set of objectives to assess the
current of any variable studied.
Interviews
Questionnaires
Informal talk
Questions comprising of closed ends
2. Secondary data collection:
The secondary data, which is needed for my study was collected from the
various record reports, publications and company's database.
Sampling
Sampling is an internal part of the data collection process. Due to the time cost and it
is feasible to collect data from each and very employee.
Sample size: Employees at high levels.
Sample area: Rachagunneri, Srikalahasti
46
EMPLOYEE EMPLOYEE JOB SATISFACTION
3.6 LIMITATIONS OF THE STUDY
Any project of this type done with many constraints is bound to have limitations.
This study also has its own limitations.
 The survey was conducted on limited no. of employees which cannot be
generalized for the whole organization.
 The survey has a time limit of two month. Due to the busy work schedule of
the workers, responses were given without much interaction.
47
EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – IV
DATA ANALYSIS & INTERPRETATION
48
EMPLOYEE EMPLOYEE JOB SATISFACTION
4. DATA ANALYSIS & INTERPRETATION
TABLE 4.1
ABOUT DUTY TIMINGS
Factors
No of respondents
Percentage
Inconvenient
Convenient
4
6.6666667
56
93.333333
INTERPRETATION:
I inferred that 93% of employees are felt convenient with their present duty
timings in the organization. In my study still 6% employees are at the mood of
inconvenient with their duty timings.
49
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE 4.2
OPINION OF THE EMPLOYEES ON PERIODIC COUNSELING
Factors
No of respondents
Highly satisfied
Percentage
2
3.3333333
Satisfied
30
50
Neutral
28
46.666667
0
0
Dissatifed
INTERPRETATION:
By this analysis, I found that 3% employees are highly satisfied, 50% are
satisfied and 46% are neutral on their periodical counseling in the organization.
50
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE 4.3
RESPONSES OF THE EMPLOYEES ON WORK SCHEDULE
Factors
No of respondents
Highly satisfied
percentage
6
10
Satisfied
32
53.333333
Neutral
22
36.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 10% employees are highly satisfied, but nearly
53% are satisfied and 36% are neutral on their work schedule in the organization
51
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE 4.4
RELATIONSHIPS WITH CO-WORKERS APPROACH &
ATTITUDE
Factors
No of Respondents
Percentage
Highly satisfied
12
20
Satisfied
34
56.666667
Neutral
14
23.333333
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 20% members of the employees were Highly
satisfied. But nearly 56% employees are felt Satisfied and 23% of the employees are
in neutral with the approach and attitude towards other employees in the organization
52
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE 4.5
OPINION OF THE EMPLOYEES ON MANAGEMENT SAFE
GUARD IN RISKY SOLUTION.
Factors
No of Respodents
Highly satisfied
Percentage
2
3.3333333
Satisfied
28
46.666667
Neural
30
50
0
0
Dissatisfied
.
INTERPRETATION:
By this analysis, I inferred that 3% members of the employees were Highly
satisfied. 47% employees are satisfied, 50% members are feeling neutral about their
opinion on management safe guard in risky solution
53
EMPLOYEE EMPLOYEE JOB SATISFACTION
BASIC AMENITIES AND DEVELOPMENT ACTIVITIES
TABLE: 4.6
PERSONNEL DEVELOPMENT TRAINING AND QUALITY
IMPROVEMENT PROGRAMMES
Factors
No of Respodents
Percentage
Highly satisfied
10
16.666667
satisfied
26
43.333333
Neutral
24
40
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 16% of the employees were highly satisfied. But
nearly 44% of the employees are felt satisfied, 40% of employees were neutral, about
their training and quality improvements programmes
54
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.7
OPINION OF THE EMPLOYEES ON CANTEEN FACILITIES
Factors
No of Respodents
Highly satisfied
Percentage
2
3.3333333
Satisfied
28
46.666667
Neutral
30
50
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I suppose that 3% of the employees were highly satisfied,
47% persons satisfied and 50% members feel neutral about the canteen facilities
provided by the organization.
55
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.8
OPINION
OF
THE
EMPLOYEES
ON
TRANSPORT
FACILITIES.
Factors
No of respodents
Percentage
Highly satisfied
15
25
Satisfied
35
58.333333
Neutral
10
16.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I suppose that 25% of the employees were highly satisfied,
58% persons satisfied and 17% members feel neutral about the transport facilities
provided by the organization..
56
EMPLOYEE EMPLOYEE JOB SATISFACTION
SALARY AND PROMOTION
TABLE: 4.9
RESPONSE OF THE EMPLOYEES ABOUT EDUCATION
QUALIFICATION IS RELEVANT TO THEIR JOBS
Factors
No of Respodents
Percentage
Yes
50
83.333333
No
10
16.666667
INTERPRETATION:
From the above table 83% of the employees are doing the jobs related to their
education qualification. But still 17% members of the employees are not satisfied by
their basic education is not relevant to their jobs in the organization.
57
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.10
ABOUT SATISFACTION OF THE SALARY GETTING FROM
THE ORGANIZATION
Factors
No of respodents
Percentage
Highly satisfied
12
20
Satisfied
20
33.333333
Neutral
28
46.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 20% members of the employees were highly
satisfied. But nearly 33% of the employees are felt Satisfied 47% employees feel
neutral about salary getting from the organization.
58
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.11
OPINION OF THE EMPLOYEES ABOUT CHALLENGING
THEIR JOBS
Factors
No of respodents
Percentage
Not highly challenging
38
63.333333
No opinion
22
36.666667
INTERPRETATION:
By this analysis, I inferred that 63% members of the employees were Not
highly challenging and 37% employees have Not opinion, about challenging their
jobs.
59
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.12
OPINION OF THE EMPLOYEES REGARDING THE WORK
RECOGNITION BY THE MANAGEMENT
Factors
No of respodents
Highly Satisfied
Percentage
6
10
Satisfied
32
53.333333
Neural
22
36.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 10% members of the employees were
highly satisfied. But nearly 53% members of the employees are felt satisfaction
regarding their work recognition by the management, 37% felt neutral.
60
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.13
OPINION OF THE EMPLOYEES ON PERFORMANCE
MONITORING SYSTEM IN THE ORGANIZATION
Factors
No of respodents
Highly Satisfied
Percentage
0
0
Satisfied
38
63.333333
Neutral
22
36.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 63% members of the employees were satisfied.
And 37% employees were felt neutral and none are dissatisfied about performance
monitoring in the organization.
61
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.14
RESPONSE OF THE EMPLOYEES ON SUPERIOR'S
MOTIVATION
Factors
No of respodents
Highly satisfied
Percentage
6
10
Satisfied
14
23.333333
Neutral
34
56.666667
6
10
Dissatisfied
INTERPRETATION:
By this analysis, I inferred that 10% employees were highly satisfied, 23%
employees are satisfied, But 57% of the employees are nearly felt neutral and 10% are
dissatisfied regarding the response of the employees on superior’s motivation.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.15
PROPORTIONATE FEED BACK OF THE SUPERIORS AND
SUBORDINATES
Factors
No of respodents
Highly satisfied
Precentage
4
6.6666667
Satisfied
40
66.666667
Neutral
16
26.666667
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I suppose that 6% employees were highly satisfied, 67%
employees are nearly satisfied, But 27% members of the employees are nearly felt
neutral regarding the proportionate feedback of the superiors and subordinates.
63
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.16
RESPONSE OF THE EMPLOYEES ON REWARDS FOR THE
WORK EFFORT
Factors
No of respodents
Highly Satisfied
Percentage
0
0
Satisfied
36
60
Neutral
24
40
0
0
Dissatisfied
INTERPRETATION:
By this analysis, I found that 60% employees are satisfied, But 40% members
of the employees are nearly felt neutral regarding the rewards to their work effect in
the organization.
64
EMPLOYEE EMPLOYEE JOB SATISFACTION
TABLE: 4.17
OPINION OF THE EMPLOYEES ON PROMOTION CRITERIA
Factors
No of Respodents
Highly satisfied
Percentage
8
13.333333
Satisfied
24
40
Neutral
24
40
4
6.6666667
Dissatisfied
INTERPRETATION:
From the above, I inferred that 13% members of the employees were highly
satisfied. But nearly 40% members of the employees are satisfied. 40% employees are
felt neutral and 7% are dissatisfied about the opinion on their promotion criteria.
65
EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – V
FINDINGS, SUGGESTIONS & CONCLUSION
66
EMPLOYEE EMPLOYEE JOB SATISFACTION
5. FINDINGS, SUGGESTIONS & CONCLUSION
5.1 FINDINGS
 It was found that 50 employees are convenient with their duty timings and 60
employees felt that inconvenient.
 It was found that 32 employees are satisfied about periodically and 28 felt
neutral.
 38 members of the employees are felt that the- work schedule is satisfied and
22 members are neutral.
 44 members of the employees are get recognition from the management
through their working process.
 It was found that the 50 members of the employees are satisfied regarding
their jobs and 10 are felt that their jobs are related to their education
qualification.
 Majority of 38 employees of the respondents are felt that their jobs are in not
highly challenging.
 Majority of the employees
are felt satisfied
about their relationships with
the colleagues.
 It was found that the 32 employees are satisfied with the criteria of promotion
and 24 felt neutral in the organization.
 Majority of the employees are satisfied with the working conditions of the
organization.
 It was found that the 36 members of the employees are satisfied and 24 felt
that neutral with the rewards provide by the organization.
 It was found that nearly 44 members of the employees are satisfied with their
proportionate feed back of the superiors and subordinates.
 30 members of the employees are agreed that the management safeguard them
in the risky situations and remaining 30 were neutral.
67
EMPLOYEE EMPLOYEE JOB SATISFACTION
5.2 SUGGESTIONS
 Flexi hours scheme should implement in the organization to increase the
EMPLOYEE JOB SATISFACTION among the employees.
 EMPLOYEE JOB SATISFACTION survey should be conducted periodically
to increase the level of EMPLOYEE JOB SATISFACTION of employees.
 It is better to give the 360 degrees regular performance appraisal with
regarding to their work.
 The superiors have to motivate the employees regularly.
 Management has to revise the salary packages of the employees.
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EMPLOYEE EMPLOYEE JOB SATISFACTION
5.3 CONCLUSION
Most of the employees in the organization are satisfied with the job content of
their jobs. But, however, the management should look positively attractive salaries and
to look after their promotion activities.
69
EMPLOYEE EMPLOYEE JOB SATISFACTION
CHAPTER – VI
ANNEXURES – QUESTIONNAIRE,
BIBLIOGRAPHY – REFERENCES OF
TEXT BOOKS, JOURNALS, WEBSITES
etc.
70
EMPLOYEE EMPLOYEE JOB SATISFACTION
ANNEXURE
QUESTIONNAIRE
Gender
:
Monthly income
:
Educational qualification
:
Occupation status
:
Grade level
:
Total years of experience
:
Nature of family
:
Male / Female
Nature of residency location:
1) Responses of the employees about educational qualification is relevant to
their jobs.
a) Yes
b) No
2) Opinion of the employees about duty timings
a) Inconvenient
b) Convenient
3) About satisfaction of the salary getting from the organization
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
4) Opinions of the employees about challenging their jobs
a) Not highly challenging
b) Not opinion
5) Response of the employees on work schedule
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
71
EMPLOYEE EMPLOYEE JOB SATISFACTION
6) Opinion of the employees regarding the work recognition by the
management.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
7) Relationships with co- workers approach & attitude
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
8) Opinion of the employees on periodic counseling.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
9) Opinion of the employees’ safe guard in risky situation on management.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
10) Opinion of the employees on performances monitoring system in the
organization.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
11) Response of the employees on superior’s motivation.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
12) Proportionate feed back of the seniors and subordinates.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
72
EMPLOYEE EMPLOYEE JOB SATISFACTION
13) Response of the employees on rewards for the work effort.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
14) Personnel Development training and quality improvement programmers.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
15) Opinion of the employees on canteen facilities.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
16) Opinion of the employees on canteen facilities.
a) Highly satisfaction
b) satisfaction
c) Neutral
d) Dissatisfaction
17) Opinion of the employee on promotion criteria
a) Highly satisfaction
b) satisfaction
c) Neutral
d) dissatisfaction
73
EMPLOYEE EMPLOYEE JOB SATISFACTION
BIBLIOGRAPHY
AUTHOR NAME
TITLE
PUBLICATION
P. SUBBARAO
Personnel & Human
Himalaya publishing house
Resource Management
pvt.ltd.
Human resource &
Tata McGraw hill publications
K. ASWATHAPPA
personnel management
S.P. GUPTA
Statistical method
Sultan chand & sons
C.R. KOTHARI
Research mythology
New age international pvt. Ltd.
C.B. MAMORIA
Personnel Management
Himalaya Publishing House
Text & Cases
S.V. GANKAR
DAVID A.
Personnel / Human
DECENZO
Resource Management
STEPHEN P.
ROBBINS
Websites:
 www.amararajabatteriesltd.,com
 www.wikipedia.com
74
Prentice – Hall India