employee welfare at tata motors

8/11/2019 employee welfare at tata motors

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SUMMER TRAINING REPORT

ON

EMPLOYEE ENGAGEMENT PRACTICES IN CENTRAL BANK OF INDIA

SUBMITTED IN PARTIAL FULFILLMENT TO

THE IIS UNIVERSITY

For the Degree of

MBA-Human Resource Management

(Department of HRM & IB )

SUBMITTED TO: - SUBMITTED BY:-Dr. SEEMA SINGH RATHORE NIKITAADDITIONAL HEAD MBA(HR) SEM- IIIDEPTT. HRM & IB ICG/2013/15705

THE IIS UNIVERSITY


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INDEX

S. NO. CONTENT PG. NO.

Chapter-1 Introduction


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Chapter-2 Research Methodology

Meaning Of Research

Objective Of Study

Scope Of Study Research Design

Data Collection

Sampling

Review Of Literature

Limitations

Chapter-3 TATA MOTORS LTD.

Chapter-4 Data Analysis and Interpretation

Chapter-5 Findings

Chapter-6 Suggestion and Conclusion

Bibliography

Annexure


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CHAPTER - 1

INTRODUCTION


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Employee satisfaction & Quality of Work Life of employees:

Quality of work life (QWL) is viewed as an alternative to the control approachof managing people. The QWL approach considers people as an 'asset' to the

organization rather than as 'costs'. It believes that people perform better whenthey are allowed to participate in managing their work and make decisions.

This approach motivates people by satisfying not only their economic needsbut also their social and psychological ones. To satisfy the new generationworkforce, organizations need to concentrate on job designs and organizationof work. Further, today's workforce is realizing the importance of relationshipsand is trying to strike a balance between career and personal lives. Successfulorganizations support and provide facilities to their people to help them to

balance the scales. In this process, organizations are coming up with new andinnovative ideas to improve the quality of work and quality of work life ofevery individual in the organization. Various programs like flex time,alternative work schedules, compressed work weeks, telecommuting etc., arebeing adopted by these organizations. Technological advances further helporganizations to implement these programs successfully. Organizations areenjoying the fruits of implementing QWL programs in the form of increasedproductivity, and an efficient, satisfied, and committed workforce which aimsto achieve organizational objectives. The future work world will also have morewomen entrepreneurs and they will encourage and adopt QWL programs.

Quality of Working Life is a term that had been used to describe thebroader job -related experience an individual has.

Alternatively, job satisfaction may be assessed, so that action can be takenwhich will enhance an individuals performance. Somewhere in all this, there isoften an awareness of the greater context, whereupon the home-work contextis considered, for example, and other factors, such as an individuals personalcharacteristics, and the broader economic or cultural climate, might be seen asrelevant. In this context, subjective well-being is seen as drawing upon bothwork and non-work aspects of life.

However, more complex models of an individuals experience in the workplaceoften appear to be set aside in an endeavour to simplify the process of tryingto measuring stress or some similarly apparently discrete entity. It may be,however, that the consideration of the bigger, more complex picture isessential, if targeted, effective action is to be taken to address quality ofworking life or any of its sub -components in such a way as to produce real
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employment


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benefits, be they for the individual or the organisation.


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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the researchproblem. It may be understood as a science of studying how research is done

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

research methods. When we talk of research methodology we not only talk of

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.

OBJECTIVES OF THE STUDY

OBJECTIVES OF STUDY:

To know the overall quality of work life in the organization and itsimpact on employees work culture. To measure the level of satisfaction of employees towards the quality of

work life. To suggest suitable measures to improve the quality of work life. To identify the major areas of dissatisfaction if any, and provide valuable

suggestions improving the employees satisfaction in those areas. To analyze the findings and suggestion for the study.

SCOPE OF STUDY:

Quality of work life is a multi dimensional aspect. The workers expect thefollowing needs to be fulfilled.

Compensation the reward for the work should be fair andreasonable.


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The organization should take care of health and safety of theemployees.

Job security should be given to the employees. Job specification should match the individuals.

An organization responds to employee needs for developingmechanisms to allow them to share fully in making the decisionsthat design their lives at work.

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research

purpose with economy in procedure.

Research design is the conceptual structure within which research is

conducted; it constitutes the blueprint for the collection, measurement and

analysis of data.

The type of research design used in the project was Descriptive

research , because it helps to describe a particular situation prevailing within a

company. Careful design of the descriptive studies was necessary to ensure

the complete interpretation of the situation and to ensure minimum bias in the

collection of data.

DATA COLLECTION METHOD

Both the Primary and Secondary data collection method were used in

the project. First time collected data are referred to as primary data. In this

research the primary data was collected by means of a Structured

Questionnaire . The questionnaire consisted of a number of questions in


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printed form. It had both open-end closed end questions in it. Data which has

already gone through the process of analysis or were used by someone else

earlier is referred to secondary data. This type of data was collected from the

books, journals, company records etc.

SAMPLING

Sample size- 46 respondents

Sample unit- Employees in Tata Motors Ltd., Sriganganagar Sampling area- Sriganganagar

Sampling technique- Convience sampling technique


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REVIEW OF LITERATURE

Definition

Various authors and researchers have proposed models of Quality of workinglife which include a wide range of factors. Selected models are reviewedbelow.

Hackman and Oldham (1976) drew attention to what they described aspsychological growth needs as relevant to the consideration of Quality ofworking life. Several such needs were identified; Skill variety, Task Identity,

Task significance, Autonomy and Feedback. They suggested that such needshave to be addressed if employees are to experience high quality of workinglife.

In contrast to such theory based models, Taylor (1979)(6) more pragmaticallyidentified the essential components of Quality of working life as; basic extrinsic job factors of wages, hours and working conditions, and the intrinsic jobnotions of the nature of the work itself. He suggested that a number of otheraspects could be added, including; individual power, employee participation in

the mana gement, fairness and equity, social support, use of ones presentskills, self development, a meaningful future at work, social relevance of thework or product, effect on extra work activities. Taylor suggested that relevantQuality of working life concepts may vary according to organisation andemployee group.

Warr and colleagues (1979)(7), in an investigation of Quality of working life,considered a range of apparently relevant factors, including work involvement,intrinsic job motivation, higher order need strength, perceived intrinsic job

characteristics, job satisfaction, life satisfaction, happiness, and self-ratedanxiety. They discussed a range of correlations derived from their work, suchas those between work involvement and job satisfaction, intrinsic jobmotivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a moderateassociation between total job satisfaction and total life satisfaction andhappiness, with a less strong, but significant association with self-rated anxiety.

Baba and Jamal (1991) listed what they described as typical indicators of

quality of working life, including: job satisfaction, job involvement, work roleambiguity, work role conflict, work role overload, job stress, organisational


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commitment and turn-over intentions. Baba and Jamal also exploredroutinisation of job content, suggesting that this facet should be investigatedas part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups ofworkers. For example, Ellis and Pompli (2002)(10) identified a number offactors contributing to job dissatisfaction and quality of working life in nurses,including: Poor working environments, Resident aggression, Workload, Unableto deliver quality of care preferred, Balance of work and family, Shiftwork, Lackof involvement in decision making, Professional isolation, Lack of recognition,Poor relationships with supervisor/peers, Role conflict, Lack of opportunity tolearn new skills.

Sirgy et al (2001) suggested that the key factors in quality of working life are:Need satisfaction based on job requirements, Need satisfaction based on Workenvironment, Need satisfaction based on Supervisory behaviour, Needsatisfaction based on Ancillary programmes, Organizational commitment. Theydefined quality of working life as satisfaction of these key needs throughresources, activities, and outcomes stemming from participation in theworkplace. Maslows n eeds were seen as relevant in underpinning this model,covering Health & safety, Economic and family, Social, Esteem, Actualisation,Knowledge and Aesthetics, although the relevance of non-work aspects is playdown as attention is focussed on quality of work life rather than the broaderconcept of quality of life.

These attempts at defining quality of working life have included theoreticalapproaches, lists of identified factors, correlational analyses, with opinionsvarying as to whether such definitions and explanations can be both global, orneed to be specific to each work setting.

Bearfield, (2003)(12) used 16 questions to examine quality of working life, anddistinguished between causes of dissatisfaction in professionals, intermediateclerical, sales and service workers, indicating that different concerns mighthave to be addressed for different groups.


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LIMITATION OF THE STUDY:

Time was the major constraint for the project. The study is restricted to HR dept., and cant be generalized. The individual perspective appears to be different. Questionnaire is the major limitation for the project.


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TATA MOTORS

Tata Motors Limited is an Indian multinational automotive manufacturing

company headquartered in Mumbai, Maharashtra , India and a subsidiary ofthe Tata Group . Its products include passenger cars, trucks, vans, coaches,buses, construction equipment and military vehicles. It is the world'sseventeenth-largest motor vehicle manufacturing company, fourth-largesttruck manufacturer and second-largest bus manufacturer by volume.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur , Pantnagar , Lucknow , Sanand , Dharwad and Pune in India, as well as inArgentina, South Africa, Thailand and the United Kingdom. It has research and

development centres in Pune, Jamshedpur, Lucknow and Dharwad, India, andin South Korea, Spain, and the United Kingdom. Tata Motors' principalsubsidiaries include the British premium car maker Jaguar Land Rover (themaker of Jaguar, Land Rover and Range Rover cars) and the South Koreancommercial vehicle manufactuer Tata Daewoo . Tata Motors has a busmanufacturing joint venture with Marcopolo S.A. (Tata Marcopolo ), aconstruction equipment manufacturing joint venture with Hitachi (Tata HitachiConstruction Machinery ), and a joint venture with Fiat which manufacturesautomotive components and Fiat and Tata branded vehicles.

Founded in 1945 as a manufacturer of locomotives , the companymanufactured its first commercial vehicle in 1954 in a collaboration withDaimler-Benz AG, which ended in 1969. Tata Motors entered the passengervehicle market in 1991 with the launch of the Tata Sierra , becoming the firstIndian manufacturer to achieve the capability of developing a competitiveindigenous automobile. In 1998, Tata launched the first fully indigenous Indianpassenger car, the Indica , and in 2008 launched the Tata Nano , the world'smost affordable car. Tata Motors acquired the South Korean truckmanufacturer Daewoo Commercial Vehicles Company in 2004 and purchasedJaguar Land Rover from Ford in 2008.

Tata Motors is listed on the Bombay Stock Exchange , where it is a constituentof the BSE SENSEX index, the National Stock Exchange of India and the NewYork Stock Exchange . Tata Motors is ranked 314th in the 2012 Fortune Global500 ranking of the world's biggest corporations.
http://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_by_volumehttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_by_volumehttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_by_volumehttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sanandhttp://en.wikipedia.org/wiki/Sanandhttp://en.wikipedia.org/wiki/Dharwadhttp://en.wikipedia.org/wiki/Dharwadhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Tata_Daewoohttp://en.wikipedia.org/wiki/Tata_Daewoohttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Tata_Marcopolohttp://en.wikipedia.org/wiki/Tata_Marcopolohttp://en.wikipedia.org/wiki/Tata_Marcopolohttp://en.wikipedia.org/wiki/Hitachihttp://en.wikipedia.org/wiki/Hitachihttp://en.wikipedia.org/wiki/Hitachihttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Fiathttp://en.wikipedia.org/wiki/Fiathttp://en.wikipedia.org/wiki/Locomotiveshttp://en.wikipedia.org/wiki/Locomotiveshttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Tata_Sierrahttp://en.wikipedia.org/wiki/Tata_Sierrahttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Daewoo_Commercial_Vehicles_Companyhttp://en.wikipedia.org/wiki/Daewoo_Commercial_Vehicles_Companyhttp://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/BSE_SENSEXhttp://en.wikipedia.org/wiki/BSE_SENSEXhttp://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://en.wikipedia.org/wiki/BSE_SENSEXhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Ford_Motor_Companyhttp://en.wikipedia.org/wiki/Daewoo_Commercial_Vehicles_Companyhttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Sierrahttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Locomotiveshttp://en.wikipedia.org/wiki/Fiathttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Tata_Hitachi_Construction_Machineryhttp://en.wikipedia.org/wiki/Hitachihttp://en.wikipedia.org/wiki/Tata_Marcopolohttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Tata_Daewoohttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Dharwadhttp://en.wikipedia.org/wiki/Sanandhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_by_volumehttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_by_volumehttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Mumbai,_Maharashtrahttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Multinational_corporation


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In 2008, Tata Motors acquired the British car maker Jaguar Land Rover , manufacturer of the Jaguar, Land Rover and Daimler luxury car brands, fromFord Motor Company.

In 2009, its Lucknow plant was awarded the "Best of all" Rajiv Gandhi NationalQuality Award .

In 2010, Tata Motors acquired an 80% stake in the Italian design andengineering company Trilix for 1.85 million. The acquisition formed part ofthe company's plan to enhance its styling and design capabilities.

In 2012, Tata Motors announced it would invest around 6 billion in thedevelopment of Futuristic Infantry Combat Vehicles in collaboration with

DRDO.

In 2013, Tata Motors announced it will sell in India, the first vehicle in theworld to run on compressed air (engines designed by the French companyMDI) and dubbed "Mini CAT".

Tata Motors has vehicle assembly operations in India, the United Kingdom,South Korea, Thailand, Spain and South Africa. It plans to establish plants inTurkey , Indonesia and Eastern Europe.

Tata Motors' principal subsidiaries include Jaguar Land Rover, Tata Daewooand Tata Hispano.
http://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/DRDOhttp://en.wikipedia.org/wiki/DRDOhttp://en.wikipedia.org/wiki/Turkeyhttp://en.wikipedia.org/wiki/Turkeyhttp://en.wikipedia.org/wiki/Turkeyhttp://en.wikipedia.org/wiki/DRDOhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/Rajiv_Gandhi_National_Quality_Awardhttp://en.wikipedia.org/wiki/Jaguar_Land_Rover


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Data analysis and interpretation:

SATISFACTION OF SALARY PACKAGE

Table 1:

SI. No Level ofsatisfaction

No. ofRespondents

percentage

1 highly satisfied 4 8.7

2 Satisfied 23 50

3 Neutral 10 22

4 Dissatisfied 6 13

5 highly dissatisfied 3 6.3

46 100

Inference:

highlysatisfied

satisfied neutral dissatisfied highlydissatisfied

8.7

50

2213 6.3

SATISFACTION OF SALARY PACKAGENo.of Respondents


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CASUAL LEAVE

Table 2:

SI.No Level ofsatisfaction

No.ofRespondents

percentage

1 Strongly agree 2 42 agree 19 41

3 moderate 16 36

4 disagree 7 15

5 Strongly disagree 2 4

46 100

INFERENCE:

It is seen from the table that 4% of employees are highly satisfied with the

casual leave and 41% of employees are satisfied, 36% of employees areneutral, 15% of employees are dissatisfied, and 4% of employees are highlydissatisfied with the casual leave.

Strongly agree

agree

moderate

disagree

Strongly disagree

4

41

36

15

4

Satisfaction of casual leave with paypercentage


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HEALTHY & SAFETY WORKING CONDITIONS

Table 4


No. ofRespondents

percentage

1 highly satisfied 8 17.5

2 satisfied 23 50

3 neutral 13 28.5

4 dissatisfied 2 4

5 highly dissatisfied 0 0

46 100

INFERENCE:

It is seen from the table that 17.5% of employees are highly satisfied with thehealthy and safety working conditions and 50% of employees are satisfied,28.5% of employees are neutral, 4% of employees are dissatisfied, and 0% ofemployees are highly dissatisfied with the healthy and safety workingconditions

highly satisfied

satisfied

neutral

dissatisfied

highly dissatisfied

17.5

50

28.5

4

0

Healthy & safety working conditionspercentage


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Job security

Table 5:


No. ofRespondents

percentage

1 highly satisfied 5 112 satisfied 29 63

3 neutral 7 15

4 dissatisfied 3 7


46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied with the jobsecurity and 63% of employees are satisfied, 15% of employees are neutral, 7%of employees are dissatisfied, and 4% of employees are highly dissatisfied withthe job security.

highlysatisfied

satisfied neutral dissatisfied highlydissatisfied

11

63

15 7 4

Job securitypercentage


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Promotion policy

Table 6:


No. ofRespondents

percentage

1 highly satisfied 3 72 satisfied 20 43.5

3 neutral 17 36.5

4 dissatisfied 2 4


46 100

INFERENCE:

It is seen from the table that 7% of employees are highly satisfied withpromotion policy and 43.5% of employees are satisfied, 36.5% of employeesare neutral, 4% of employees are dissatisfied, and 9% of employees are highlydissatisfied with promotion policy..

highly satisfied

satisfied

neutral

dissatisfied

highly dissatisfied

7

43.5

36.5

4

9

Promotion policypercentage


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QUALITY OF WORK LIFE

Table 7:


No. ofRespondents

percentage

1 Very good 4 9

2 Good 19 40

3 Ok 20 44

4 Bad 0 0

5 Very bad 3 7

46 100

INFERENCE:

It is seen from the table that 9% of employees are highly satisfied and 40% ofemployees are satisfied, 44% of employees are neutral, 0% of employees aredissatisfied, and 7% of employees are highly dissatisfied.

Very good Good Ok Bad Very bad

9

40 44

07

Quality of work lifepercentage


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Training

Table 8:

SI.No Level ofsatisfaction

No. ofRespondents

Percentage

1 highly satisfied 5 11

2 satisfied 21 45

3 neutral 16 35

4 dissatisfied 3 75 highly dissatisfied 1 2

46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied withtraining and 45% of employees are satisfied, 35% of employees are neutral, 7%of employees are dissatisfied, and 2% of employees are highly dissatisfied withtraining.

11

4535

7 2

highly satisfied satisfied neutral dissatisfied highlydissatisfied

Trainingpercentage


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Proper communication with employees

Table 9:


No. ofRespondents

Percentage

1 Strongly agree 9 202 agree 18 39

3 moderate 12 26

4 disagree 7 15

5 Strongly disagree 0 0

46 100

INFERENCE:

It is seen from the table that 20% of employees are highly satisfied with theattention of changes and 39% of employees are satisfied, 26% of employeesare neutral, 15% of employees are dissatisfied, and 0% of employees are highlydissatisfied with the attention of changes.

Stronglyagree

agreemoderate

disagreeStronglydisagree

20

39

26

15

0

Proper communication withemployees

percentage


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SATISFACTION IN PERFORMANCE APPRAISAL

Table 10:


No. ofRespondents

Percentage

1 highly satisfied 3 72 satisfied 24 52

3 neutral 12 26

4 dissatisfied 6 13


46 100

INFERENCE:

It is seen from the table that 7% of employees are highly satisfied performanceappraisal and 52% of employees are satisfied, 26% of employees are neutral,13% of employees are dissatisfied, and 2% of employees are highly dissatisfiedperformance appraisal.

highly satisfied

satisfied

neutral

dissatisfied

highly dissatisfied

7

52

26

13

2

Performance Appraisalpercentage


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FINDINGS

From the study,

50% of employees are satisfied with the salary package. 41% of employees are satisfied with casual leave with pay. 39% of employees are satisfied with the medical facilities. 50% of employees are satisfied with the healthy and safety working

conditions. 63% of employees are satisfied with the job security. 43.5% of employees are satisfied with the promotion policy. 44% of employees are neutral with quality of work life. 54% of employees are satisfied cordial relationship among employees. 45% of employees are satisfied with training. 52% of employees are satisfied with performance appraisal. 41% of employees are satisfied with the career development.

SUGGESSTIONS

Improving more policies and some good entertainment and relaxation

programs for employees.

Improving good relationship with employees and providing friendly

environment in the organization.

Making the employees to enjoy the work.

Establish career development systems Help to satisfy the employees esteem needs. Gift vouchers for the top performers in the department for giving an

innovative idea for solving problems which is cost saving, time saving

and is beneficial to the organization.


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CONCLUSION

Social security scheme as well as welfare measures that are undertaken bythe company are appreciable. These measures are not only for the companybut also for the employees through satisfaction levels a company can ascertainwhether an employee has shown his/her best performance on given job.

Welfare measures of the employees should be taken seriously by the topmanagement to improve the satisfaction level by providing various benefitsand facilities to them.


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ANNEXURE

QUESTIONNAIRE

PERSONAL DATA:

Name : _______________________

Sex : _______________________

Age:

below 25 yrs 25-35 yrs 35-45 yrs 45-55yrs Above55 yrs

Marital status : _______________________

1. Are you satisfied with your salary package?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

2.

Is the organization providing casual leave with pay?

Strongly Agree Agree Moderate Disagree Strongly Disagree

3. What do you feel about the medical facilities provided by the concern?


4. To what extend you are satisfied with the safety and healthy working conditions?


5. What do you feel about the job security in your organization?


6. Are you satisfied with the promotion policies in your organization?


7. What do you think about the quality of work life in the organization?

very good Good Ok Bad Very bad


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8. To what extend the cordial relationship exist among the employees and superiors?


9. How far you are satisfied with the training given by the employer?


10. How do you find the performance appraisal methods adopted by your management?


employee welfare at tata motors

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