ORGANISATION PROFILE INTEGRAL COACH FACTORY:ICF is one the biggest production units in Indian Railways.

The main function of the production unit is the production of coaches to meet the requirement of Indian railway as well as coaches for export to foreign countries. The coaches produced by ICF were exported to countries like Taiwan, Zimbabwe, and Malaysia and thus earned. Foreign exchange also ICF has developed over 100 designs of coached to suit the varied requirements and for export. A part from manufacture of coaches ICF also supplies some of the essential components as spares to Indian Railways. RISE OF ICF:ICF, the premier rail coach manufacturing facility was launched in October 2 nd 1955, which is located at Perambur, Chennai. This is one of the major production unit owned by Indian Government and governed by ministry of railways. This is also biggest rail coach production unit in Asia and forth-largest type in the world. Since the commencement of the factory, many types of 1,92,25,000 sqm with a capital amounting to Rs.125 Crores. The Integral Coach Factory is a production unit of the Indian Railway which was setup under the First Five years plan. The ICF coach builders were built in collaboration with M/s Swiss car elevators and elevators and Manufacturing Corporation of Switzerland. Sri.Jawaharlal Nehru called it A Modern Temple of India with a more then 100 employed at the starting level and at present there are 14,500 employees on the role. The success is not because of technological transfer and design but because of the teamwork of the employees this could not have been success in the history so Southern Railway. In the year of 1985 a similar coach factory was inaugurated with mostly concentrating an assembling line as a parameter at Kapurtala near Punjab and it was named Rail Coach Factory.

THE BEGINNING:With the decision of the Ministry of Railways to locate the Integral Coach Factory at Perambur, a team of engineers under the leadership of Mr. M.Ganapathi of Chittaranjan reputation took up site investigation and preparation of designs & drawings in May 1951. The factory initially consisted of 10 shops with a covered area of 8,84,600 sq.ft laid out on the then most modern lines. Raw materials were received at one end, progressed through the factory in a uniflow and finished coaches rolled out at the other end. While the factory was taking shape, construction works for Administrative Office building, Workers Canteen and Staff Colony also progressed rapidly. The entire construction was completed within a record time of three years. A Sports Stadium was sanctioned at a cost of Rs.42,000/- and was completed during 1961-62.Were therefore, called in Nov 1953 and were finalized by March-April 1954. It was considered advisable to leave the task of inspecting these machines to the experts of the Swiss company in order to ensure that machines were suitable in every aspect. The first Kirloskar 8 centre lathe was Identification, procurement of modern plant & machinery. Though machines machinery was simultaneously taken up, to avoid any time lag between completion of civil engineering works and installation of plant & indigenous manufacture were considered, manufacturing capacity in the country was not yet fully developed and it became inevitable to import bulk of them. Global tenders installed by the then Railway Minister Shri Lal Bahadur Shastri in the machine shop on 20th Jan 1955. Innauguration:Perhaps the most important event was the inauguration of production in the factory by the then Prime Minister Pandit Jawaharlal Nehru on 02.10.1955. Thus this great factory, ICF, came into being with Shri K.Sadagopan, as the first Chief Administrative Officer. Dignitaries present on this occasion included Shri Lal Bahadur Shastri, Railway Minister; Shri O.V.Alagesan, Dy. Minister for Railways; Shri K.Kamaraj, Chief Minister of Madras Presidency and Mr.U.Huber, Director of the Swiss company, for whom this was a proud moment, a witness to the consummation of the efforts of his experts working in collaboration with Indian engineers

GOLDEN JUBILEE:Integral Coach Factory, the counters largest railway coach manufacturing unit is celebrating its Golden Jubilee established in 1955 with Swiss Collaboration to built Integral Passenger Coaches of all weeded steel design, ICF has so far manufactured coaches of 250 different gauges and with increased speed potential with a turn over Rs.747 crores in 2004. Railway board has asked ICF to increase production of coaches from 1,100 to 1,250 per year. Modern machine are acquired from bond and work are onto build a new plant for automation of painting of coaches. By year-end, the new paint shop would enable automatic spray painting production is getting gradually modernized in term of use of material. A full-fledged research and development wing is currently operational at the factory where engineers develop coaches with safety and travel comfort for passengers in mind besides sharp edges in interior fixtures were rounded off and upholstery work improved to impart a more aesthetic look residing of coaches, aerodynamic front end diesel electric multiple units, luxury coaches for deccan odyssey and others were done using indigenous technology. A few passenger friendly amenities developed and incorporated in ICF manufactured coaches for long-distance trains include emergency exit windows on both sides of second-class sleeper and AC coaches exit latches on roof and floor use fireretardant and paints. The factory has manufactured luxury train for different tourism department like Royal Orient Express for Gujarat tourism co-operation palace on wheels for Rajasthan tourism development co-operation ICF has made a mark in the export arena against stiff competition from advanced countries and has exported 359 bogies and 452 coaches to Thailand, Myanmar, Taiwan, Zambia, Philippines.

THE FIFTY YEARS OF ICF: 1948- N.Gopalaswamy Aiyengar Minister of Transport and Railways decided to setup factory in Perambur for producing coaches. 1951- Site investigation and planning starts at Perambur. 1953- Technical and agreement with Swiss car and elevator manufacturing corporation Ltd. 1954- Technical training school inaugurated to train craftsman for factory. 1955- ICF inaugurated by Prime Minister Jawaharlal Nehru on October 2nd. 1956- First indigenous coach launched by President of Indian Rajendra Prasad. 1961- Furnishing Factory was opened and the finished coach was gagged off. 1968- Coaches for Rajdhani Super Fast trains launched. 1977- Second class sleeper coaches with cushion berth were launched. 1989-90- Shatabdi Coaches with speed capacity of 160 km/hr was launched. 1990- Moderation and production augmentation to 1000 coaches per year was achieved. 1991-92- Palaces on wheels for Rajasthan Tourism Development Corporation was built. 1993-94- 100 HP Diesel Electric Multiple Units was produced. 1999-2000- DEMU of 1400 was produced. 2004- DEMUs with aerodynamic profile where launched. 2006- Modern coaches for Janashatabdi, Deccan-Odyssey Luxury train and new generation EMU were built.

DESIGN DEVELOPMENT & DIVISION OF ICF:The design cell has a Design & Development wing. A CAD Centre is installed which assists in evolution and preparation of new drawings faster. Design office has designed more than 175 types of coaches to three different gauges 1676mm, 1067mm and 1000mm. It has produced over 3,00,000 drawings for coach layout and coach components. Design office takes care of the changes in the availability of the new materials, standardization, obsolescence, feed back reports from the user Railways and recommendations by various standing committees and study groups on the Indian Railways. With the changing requirements of the Railways, the design office is challenged to drastically cut down the design cycle time. The design office can proudly take the credit of development of the following new designs in the past three years. They are: Main line Electric Multiple Units (MEMUs) Diesel Electric Multiple Units (DEMUs) Diesel Hydraulic Multiple Units (DHMUs) Palace on Wheels Coaches (POWs) Diesel Electric Tower Cars (DETCs) High Capacity Power Cars (DMU-HHPs) Accident Relief Medical Vans (ARMVs)

THE FUTURE:ICF is completing its 50 years of service to the Nation by 2nd October 2005. It has been planned to celebrate its Golden Jubilee in a befitting manner. From a modest beginning to manufacture just a few third class shells in 1955, ICF is now capable of producing over 1100 coaches per year and that too in more than 170 varieties. ICF can perhaps be compared with the best of coach production facilities and still remains a pioneer in introducing new types of coaches. In the 151 years of Indian Railways, role of ICF in its 50 years is certainly a remarkable one and will continue to be so in the years to come. DIVISION OF ICF:The ICF is spread over area is 19,347 hectors of land and has two divisions. The two major division of the ICF has achieved the above milestone. Shell Division. Furnishing Division.

SHELL DIVISION:The coach manufacturing starts from Shell Division, Where the body shell and Bogie Assemblies are done. The body shell assembly is of all welded integrated design, and it consists of Underframe, Sidewall, Roof and Endwall assemblies. A shell is made of one body shell fitted on two Bogies. A Sheet metal shop produces all Sheet metal items required for the manufacture of Underframe, Sidewall, Endwall and Roof.

A Main Assembly shop assembles the Under frame, Sidewall, Endwall and Roof to form a tube like SHELL. SHELL DIVISION:Final Assembly, Painting of the Shell and Fitment of Air brake arrangement are done in The Final Assembly shop. Bogies are manufactured by assembling the Bogie Bolster, Wheel sets, Axle Box and Springs together. The Body Shells fitted on the bogies are dispatched to Furnishing Division for furnishing work. Complete manufacturing and painting of outer skeleton of shell and bogies are carried out here. It is further divided in to many sheds, which they are different shops, which take care of various machining and fabricating process. Here the frame and body of the coach are manufactured. CLASSIFIED SHELL DIVISION SHOPS: Sheet mental shop. Side wall and end wall assembly shop. Main assembly shop. Bogie assembly shop. Tool room shop. Machine shop. Forge and smithy shop. Electrical and mechanical maintenance shop. Bogie frame shop. Store wards shell.

Light mental machine shop.

FURNISHING DIVISION:Here seating, electrical work, painting assembling are taken. For the purpose of technical and cost control, the factory has been divided into major departments. Furnishing division taken care of the interior decoration and the furnishing works of the incomplete shell, manufactured by the shell division.

When the factory was initially planned, it was decided that coach shells produced would be furnished in railway workshops. With the increasing tempo of activities under the second Five Year Plan and consequent increase in the work load in the railway workshops, Railway Board decided in 1956 to set up a furnishing annexes to ICF so that the factory could deliver complete coaches ready for service instead of steel shells only. Preliminary examination work for setting up the Rs.3.69 crore furnishing unit was taken in hand on 17.02.1956 and the first furnished coach was flagged off by Shri K.Swarup, CAO(R) on 16.01.1962. The division was formally declared open by Shri S.V.Ramaswamy, Dy. Minister for Railways on 02.10.1962. Aesthetic look, comfort and safety are very much essential for pleasant journey.

Furnishing division takes care of the above and furnishing the interior portion of the coaches.

FURNISHING DIVISION:Furnishing of coach is done in Ten Stages, viz., Flooring, Wiring, Paneling on Side wall, Window Fixing, Partition Paneling, Plumbing, Floor Moulding, Light & Fans and Seats, Berths and Racks Fixing and Buffer height adjustment. Compreg Plywood, Limpet asbestos sheets, PVC sheets, Latex Cushions, feather touch vinyl cloth. Stainless steel and FRP Lavatory inlays are used to achieve good interior design, best passenger amenities and long life of the Coach under tough running conditions. CLASSIFIED FURNISHING DIVISION SHOPS: Coaches wiring shop. Proto type shop. Electrical multiple units wiring shop. Main assembly shop. Carpentry and wood working shop. Machine shop. Trimming shop. Paint shop. Air brake shop. Electrical hardware shop. Tool room. Electrical distributive and maintenance shop. Electrical repair shop.

Road and transport shop. Chennai and metallurgist laboratories shop. Service shop inside the workshop. Service shop outside the workshop. Stores department General department and Production shop.

PRODUCTION:Production began in a modest but steady manner in 1955 and seven third class coach shells were flagged off from the shell division by the CAO(R) Shri Sadagopan, on 22.02.1956 for Central Railway. The first indigenous coach was turned out by the then Production over the years.

Production over the Years Year Production 1955-57 100 1957-62 928 1962-67 2487 1967-72 3273 1972-77 3117 1977-82 3585 1982-87 4099 1987-92 4679 1992-97 4742 1997-2002 5098 2002-07 5559 2007-08 1450** Total 39117 ** Targetted

President of India, Dr. Rajendra Prasad, on 14.08.1956. Since then, ICF has made tremendous strides in the manufacture of coaches and has turned out a new variety almost 10

every year, starting from the ordinary 3rd class coaches to the most advanced suburban rakes - the new generation EMUs.

PRODUCTION CAPACITY:The factory has a production capacity of producing more than 1100 coaches with the existing infrastructure in 2000-2001 the number of coaches produced was 1057 the target fixed for the year 2001-2002 have achieved with 1024 coaches. The production of shell up to June 2005-2006 was 36,048 average productions per month comes around 60 coaches and in year it comes around 1150 to 1200 coaches. ICF PRODUCTS:ICF has produced many types of coaches for Indian Railways and Foreign Countries. They are Self propelled coaches. Air conditioned coaches. Conventional coaches. Special coaches. Export coaches.

SELF PROPELLED COACHES:It consists of motor coaches non-driving trailer coaches. In this category the following types of coaches have been developed. BG AC EMV-25Kv for Calcutta, Delhi and Chennai. BG DC EMV- for Mumbai on 1500 VDC system. Metro railway coaches- 750 X for Calcutta undergone system. Mainline EMV-for extended suburban section in electrified scheme.

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EMV unit- for commuter travel in. Diesel hydraulic multiple unit- Non-electrified territories. MG EMV-25 Kv for Madras MG system. MG YRD-for low-density branch line operation.

AIR CONDITIONED COACHES:These have been produced as different combination of chair cars, two-tier sleepers, and first class sleeper coaches. In additional, special coaches such as A/C power cars, palace on wheel coaches and export coaches have been produced. A total of about 1641 A/C coaches have been produced so far. ICF was the first production unit to be associated with the introduction of rajdhani expresses in 1968-1969 and shattered express in 1987-1988. CONVENTIONAL COACHES:In this category pantry carry, tourist cars, dining cars, BG/MG non-AS/C power cars, double ducker coaches, BG/MG military ambulance, dining, and kitchen and saloon cars. Special racks for pink city and vaigai have been produced so far. EXPORT COACHES:A total of 425 coaches have been exported to 9 Afro Asian countries in two different Ganges of 1000 mm and 1067mm. on 16th April 2003, Indian railways enter into yet another era, having entered into 150 yrs of dedicated services to the nation and can rightly feel a sense of pride, achievement and satisfaction.

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ICF ADMINISTRATION:ICF is one of the production unit from different types of coaches are manufactured and supplied to all Indian railways exporting to other foreign countries, ICF administration has been differentiated in to various departments which are under the function of H.O.D. The consolidate management of ICF is General Manager whose control the following H.O.Ds are working in the respect of department. Personal Department Store Department Accounts Department --- Chief Personal Officer (CPO) --- Controller of Store (COS) --- Financial Adviser and Chief Accounts Officer (FA&CAO) Commercial Department Medical Department Operating Department Mechanical Department Engineering Department Electrical Department S&T Department --- Chief Commercial Manager (CCM) --- Chief Medical Director (CMD) --- Chief Operating Manager (COM) --- Chief Mechanical Engineer (CME) --- Chief Engineering (CE) --- Chief Electrical Engineer (CEE) --- Chief Signal & TeleCommunication Engineer Security Department --- Chief Security Commission (CSC)

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MATERIALS MANAGEMENT - Overview ICF is an ISO 9001 certified organization, manufacturing different types of coaching stock for the Indian Railways, and other customers. The raw materials and components required for the manufacture of coaches is procured by the Materials Management Department, through tenders. The Department is headed by the Controller of Stores. In the year 2000-01, the total value of procurement by ICF was in the region of Rs.305 crores. The procurement is arranged through the tendering system, as detailed below: Bulletin Tenders Limited Tenders Open Tenders

The Bulletin Tenders are issued to all Registered suppliers of ICF. For registration with ICF, the suppliers are required to furnish the required information in the prescribed form, available with the Registration Section of the office of the Controller of Stores/ICF. The suppliers meeting the conditions mentioned in the form are registered for the item groups applied for. Initial registration is for two years and on satisfactory performance, the registration is made permanent. Limited Tenders are issued to vendors on a selective basis, generally to the registered vendors.

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Open Tenders are published in the leading newspapers. Unregistered suppliers can participate against the Open Tender subject to fulfilling the requirements mentioned in the tender documents. The PROCUREMENT CALENDAR is available in this web site.

Tender notices are published in the following English, Hindi, and Regional language News papers:

The Indian Express, Southern Editions - English The Hindu, Southern Editions - English Daily Thanthi, Chennai - Tamil The Economic Times, Chennai & Bangalore - English The Times of India, Mumbai - English The Telegraph, Calcutta - English The Hindustan Times, New Delhi - English The Hindustan Times, New Delhi - Hindi The Free Press Journal, Mumbai - English The Statesman, Calcutta, English Buy & Sell, Calcutta, English Dainik Jagaran, Delhi - Hindi Kathiravan, Chennai - Tamil

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Dinakaran, Chennai - Tamil Musalman, Chennai - Urdu

FUNCTIONS OF ACCOUNTS DEPARTMENT:-

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The Accounts Department of the Railway Administrations is mainly responsible for :-

Keeping the accounts of the Railway in accordance with the prescribed rules. The check with reference to Rules or orders (known as INTERNAL CHECK) of transactions affecting the receipts and expenditure of Railway.

Prompt settlement of proper claims against the Railway. Tendering as part of its important functions, advice to Administration whenever required or necessary in all matters involving Railway Finance.

Compilation of Budgets in consultation with other departments and monitoring the budgetary control procedures as may be laid down in the relevant orders and code rules from time to time.

Generally discharging other management accounting functions such as providing financial data for management reporting, assisting inventory management, participation in purchase/contracting decisions and surveys for major schemes in accordance with relevant rules and orders. And

Seeing that there are no financial irregularities in the transactions of the Railway.

ELECTRICAL DEPARTMENT:The Electrical Department at ICF works under the overall control of the Chief

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Electrical Engineer. There are five functional Wings and namely. a. Designs Responsible for evolving designs, drawings and specifications components, assemblies and systems required for coach production. b. Production responsible for production of coaches, pole mounted battery chargers, welding sets, 110 V DC Refrigerators and deep freezers. c. Inspection - responsible for inspection and quality asurance of components and system used for coach production and completed coaches. d. Contracts and Development- responsible for liaising with the purchase department for ensuring timely availability of materials for coach production, customer complaint redress and discharge warranty obligations, failure analysis and corrective and preventive actions, development of new Items for coach production and development of additional sources for limited source items. e. Maintenance - responsible for maintenance of Plant Machinery including numerically controlled & CNC machines and power supply. The Inspection, Contracts & Developments and Design Wings work under the control of Chief Design Engineer/Electrical. WELFARE: Canteens. Clubs. Dispensaries. Holiday Home. Institute. Kalyana Mandapams. SBF.

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Scouts & Guides. Schools. Loss of ID Card/Pass/PTO.

TRAINING SOME BASIC FACTS

Commonly used definitions of training:In a work organization, training is a learning process in which learning opportunities are structured in a planned manner so as to develop employees, knowledge, skills, necessary for effective performance of their work, there by achieving organizational aims and objectives by the most cost effective measures available. The systematic Development of the attitude knowledge, skills, behaviors pattern required by an individual in order to perform adequately. Any planned activity designed to help an individual or a group of individuals to learn to do things differently or to do different things within the context of their current or future job. Training activity:Training activities include: Direct Training (Tutor / Trainer based) Work Based Projects Individuals Study On- the-job Coaching / Mentoring Desk instructions / performance aids Open learning Workshops 19

Conferences / Exhibitions Secondments / Visits.

TYPES OF TRAINING
Broadly, Training can be categorized under the following four types:-

Initial training (For the purpose of new entrants in the organizations) Refresher training (For the purpose of refreshing) Promotional training (For the purpose of preparing staff for higher responsibilities) Special training (For the purpose of providing specialized knowledge)

However on the basis of detailed purpose of training, it can also be classified as: Vocational Orientation Vocational Guidance Induction (Apprenticeship Training) (Apprenticeship Training) (Initial Training)

Basic/Foundation Training (Initial Training) Further/Continued Training (Promotional Training) Booster Training Updating Training Multi skill Training (Refresher Training) (Refresher Training) (Special Training)

Module/Segmental Training (Special Training) Retraining.

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ABOUT THE TOPIC JOB ENRICHMENT:

Job enrichment is a type of job redesign intended to reverse the effects of tasks that are repetitive requiring little autonomy. Some of these effects are boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying principle is to expand the scope of the job with a greater variety of tasks, vertical in nature, that require self-sufficiency. Since the goal is to give the individual exposure to tasks normally reserved for differently focused or higher positions, merely adding more of the same responsibilities related to an employee's current position is not considered job enrichment. The basis for job enrichment practices is the work done by Frederick Herzberg in the 1950's and 60's, which was further refined in 1975 by Hackman and Oldham using what they called the Job Characteristics Model. This model assumes that if five core job characteristics are present, three psychological states critical to motivation are produced, resulting in positive outcomes (Kotila, 2001). Figure 1 illustrates this model. Job enrichment can only be truly successful if planning includes support for all phases of the initiative. Ohio State University Extension began a job enrichment program in 1992 and surveyed the participants five years later. The results, broken down into 3 sub-buckets of data beyond the main grouping of advantages/disadvantages as shown in Table 1, indicate the University had not fully considered the planning and administrative

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aspects of the program (Fourman and Jones, 1997). While the benefits are seemingly obvious, programs fail not. Because of a lack of benefits, but rather due to implementation problems. These problems can include a perception of too great a cost, lack of long-term commitment of resources, and potential job classification changes (Cunningham and Eberle, 1990).

Job enrichment:When asked about the successes of a Training Generalist job enrichment program begun in 2002, Karen Keenan, Learning Manager with Bank of America, stated the accomplishments were, "greater than expected". The Training Generalist program has resulted in three successful participants to date. According to Ms. Keenan, positive results can be directly tied to a program that addressed the strategic goal of greater resource flexibility without adding to staff, as well as to proper planning, guidance, and feedback for the participants. Having a voluntary program contributed as well, attracting

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a high caliber of individuals eager to expand their skills and be positioned for advancement. To date, all three Training Generalists have experienced promotions and additional recognition while affording Ms. Keenan's team financial results and workload flexibility it could not have otherwise achieved. Job enrichment doesn't work for everyone. Some people are very resistant to more responsibility or to opportunities for personal growth, butresearchers report that some people they expected to resist seized the opportunity. Enriching jobs is a particularly effective way to develop employees provided the jobs are truly enriched, not just more work for them to do. Increasing Job Satisfaction:Most of us want interesting, challenging jobs where we feel that we can make a real difference to other people's lives. As it is for us, so it is for the people who work with or for us. So why are so many jobs so boring and monotonous? And what can you do to make the jobs you offer more satisfying? (By reducing recruitment costs, increasing retention of experienced staff and motivating them to perform at a high level, you can have a real impact on the bottom line.) One of the key factors in good job design is job enrichment, most notably promoted by psychologist Frederick Hertzberg in his 1968 article One More Time: How Do You Motivate Employees?. This is the practice of enhancing individual jobs to make the responsibilities more rewarding and inspiring for the people who do them.. With job enrichment, you expand the task set that someone performs. You provide more stimulating and interesting work that adds variety and challenge to an employee's daily routine. This increases the depth of the job and allows people to have more control over their work. Before you look at ways to enrich the jobs in your workplace, you need to have as your foundation a good, fair work environment. If there are fundamental flaws in the way people are compensated, their working conditions, their supervision, the expectations placed upon them, or the way they're treated - then those problems should be 23

fixed first. If they are not resolved, any other attempts to increase satisfaction are likely to be sterile. First coined by Hertzberg in his famous research on motivators and maintenance factors, job enrichment now become a popular concept. It simply means adding a few more motivators to a job to make it more rewarding. To be specific is enriched when the nature of the job is exiting, challenging, and creative, or it gives the job holder, decision making, planning and controlling powers. According to Hertzberg, an enriched job has eight characteristics. There are 1. Direct Feedback:Employees should be able to get immediate knowledge of the results they are achieving. The evaluation of performance can be built into a job (as in an electronic spellchecker, indication the presence or absence of errors) or provided by a supervisor. 2. Client Relationship:An employee who serves a client or a customer directly has an enriched job. The client can be from outside the firm (such as a mechanic dealing with car owner) or from inside (such as a computer operator running a job for another department). 3. New Learning:An enriched job allows its incumbent to feel that he/she is growing mentally. An assistant who clips relevant newspaper articles for his/her boss is, therefore, doing an enriched job. 4. Scheduling Own Work:Freedom to schedule ones own work contributes to enrichment. Deciding when to tackle which assignment is an example of self-scheduling. Employees who perform creative work have a greater opportunity to schedule their assignments than employees performing routine jobs. 5. Unique Experience:24

An enriched job has some unique qualities or features, such as a quality controller visiting a suppliers place. 6. Control Over Resources:One approach to job enrichment is for each employee to have control over his/her resources and expenses. For example, he/she must have the authority to order supplies necessary for completing his/her job. 7. Direct Communication Authority:An enriched job allows the worker to communicate directly with people who use his/her output, such as a quality assurance manager handling a customers complaints about the quality of the company product. 8. Personal Accountability:An enriched job holds the incumbent responsible for the results. He or she receives praise for good work and blame for poor work. Being a direct outgrowth of Hertzbergs two-factor theory of motivation, job enrichment is a valuable motivational technique. A few studies conducted in the US demonstrated the usefulness of job enrichment as motivator. For example, a study of AT&T with clerical and other company employees showed a positive improvement in job performance, and satisfaction after job enrichment. Another study with technicians engineers, sales representatives showed similar results. The usefulness of job enrichment in motivating employees is well-known to everyone, specially to people working in government establishments. A laboratory technician in the health department of a state-government enterprise experiences frustration after 20 years of working in the same capacity. The incumbent hardly the job interesting. The only regular work the employee does on every working day is to sign the attendance register at 10 a.m. He or she, naturally, plans to take voluntary retirement. The

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frustration of such employees, whose number unfortunately is considerable, can be remedied by enriching the jobs. Naturally, job has become a serious subject for social scientist and practicing managers. It has become an issue for many workers because it is losing its intrinsic value. Some workers express dissatisfaction their jobs, and this dissatisfaction seems to have an adverse effect on motivation and the quality of life general.

SOME CAUTIONS ABOUT JOB ENRICHMENT:Since job enrichment has been so well-published in recent years, as a method of increasing worker motivation one can easily be misled by its possibilities. Although job enrichment can cause increased employee motivations there are some other factors that should be considered. 1. Job enrichment is not a Substitute for Good Management:Regardless of how enriched jobs might be an organization, if other environmental factors in the organization are not adequate, job enrichment wills little or no effect. Job enrichment is not a substitute for good supervisory practices, wages, and compares policies. 2. Enriched is a Relative Term:As a general rule, job enrichment proposes that jobs with little responsible should be improved to provide a greater responsibility for the incumbent. However, we must remember the describing a job as one with little responsibility carries an implicit assumption about the person occupy that role. While the job may appear to be boring to the observer, the person actually performing the job may find it quite challenging. 3. Enriching Jobs may Create a Snowball Effect:Given that organizations have a fixed amount of authority to distribute among its members, enriching one persons means taking authority away from another. This not

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only presents systems design problems. (For example, rewriting job descriptions). But it can also present a practical barrier, since labour unions may resists a scheme that eliminates jobs. 4. Job Enrichment Assumes that Workers want More Responsibility:Clearly, if we take the extreme case of a worker who is motivated by a lack of responsibility, then job enrichment for this person would be a disaster. For workers, who for a variety of reasons are satisfied with their current level of responsibility, job enrichment may cause more problems than it may cure. 5. Job Enrichment may have Negative Short-term Effects:For a short time after an increase in the job responsibility, it is not unusual for organizations to experience a drop in productivity, as an workers become accustomed to the new work systems. After this initial drop, however, many firms report an increased productivity that job enrichment is supposed to produce. If an evaluation of jobenrichment programmers made too early, the management may erroneously conclude that the programmed is not working. 6. Job Enrichment is a Static Process:People become bored in their jobs because their capacity to make decisions is not fully utilized. Even though the job is changed to utilize this capacity, there is ample evidence to suggest the personal capacity is a dynamic, developing attribute. It is likely, therefore, that after a period of time (the exact amount varies from person to person) the worker will outgrow the enriched job. If this occurs additional enrichment will be required to fully utilize the individuals increased capacity. If jobs cannot be changed over time to use this capacity, the worker could be transferred to another job which has a higher level of work (promotion). 7. Paticipation can Affect the Enrichment Process:Herzberg originally recommended that workers should not be involved in the enrichment process. His logic was that workers are often conditioned to see their jobs in terms of Hygiene factors and are unable to respond to the job content. No doubt, this is a factor that the management must consider in the participation process, but recent research has indicated that participation can have a positive effect.

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8. Change is Difficult to Implement:As is too well-known, any change is resisted and this applies to job enrichment also. In fact the job enrichment theory is paradox- on one hand we have a theory telling us that changing jobs through increasing level of responsibility will result in an increased motivation. On the other hand, our knowledge about change processes tells us that this type of change is one of the most difficult-things to implement in a work situation. The initiation of a job-enrichment programmed must take this factor into account. In other words, employees are not likely to be elated at the announcement of a job-enrichment programmed. Different between job enrichment and Job enlargement:-

Job Enrichment Routine Job Higher order (Focus on Depth) Lower order

Job Enrichment and Enlargement Job Enlargement

(Focus on Breadth) Shows the distinction between job enrichment and job enlargement. Historically too, job enlargement preceded job enrichment. An enlarged job can motivate an individual for five reasons:1. Task Variety:-

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Highly fragmented jobs requiring a limited number of unchanging responses tend to be extremely monotonous. Increasing the number of tasks to be performed can reduce the level of boredom. 2. Meaningful Work Modules:Frequently, jobs are enlarged so that one worker completes a whole unit of work, or a major portion of it. This tends to increase satisfaction by allowing workers to appreciate their contribution to the entire project or product. 3. Ability Utilization:Workers derive greater satisfaction from jobs that best utilize their physical and men skills and abilities. Enlarged jobs tend to fulfill this condition. However, the management must be careful not to enlarge jobs too much, because jobs that require more skills and abilities than the worker possesses lead in frustration and present obstacles to task accomplishments. Enlarged jobs with optimal levels of complexity on the other hand, create tasks that are challenging but attainable. 4. Worker-paced Control:Job-enlargement schemes often move a worker from a machine-paced production line to a job in which the worker paces himself or herself. Workers feel less fatigued and are likely to enjoy their work more, if they can vary the rhythm and work at their own pace. 5. Performance Feedback:Workers performing narrow jobs with short performance cycles repeat the same set of motions endlessly, without meaning full end points. As a result, it is difficult to count the number of finished performance cycles. Even if they are counted, the feedback tends to be meaningless. Enlarged job allow for more meaningful feedback, and can be particularly motivated if it is tied to evaluation and organizational rewards.

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Although the benefits of job enlargement are several, certain disadvantages cannot be ignored. First training costs tend to rise. Workers may require additional training for their new, enlarged tasks. Besides of the job enlargement programme involves breaking up of the exiting production line of the work system redesigning a new system and training employees to adjust to it, the costs can be substantial. Moreover productivity may fall during the introduction of a new system. Another drawback is that unions often for increased pay because of the increased work load. Finally, even after enlargement, many jobs still are routine and boring.

Job Rotation:This involves shifting an employee from one job to another. When an activity is no longer challenging, the employee would be routed to another job, at the same level, that has similar skills requirements. It reduced boredom and disinterest through diversifying the employees activities. Other benefits are also available. Employees with a wider range of skills give the management more flexibility in scheduling work, adapting to changes, and filling vacancies. Job rotation has drawbacks. Training costs are increased, work is disrupted to rotated employees take time to adjust to a new set-up, and it can demotivate intelligent and ambitious trainees who seek specific responsibilities in their chosen specialties. Designing Jobs that Motivate:There are five factors of job design that typically contribute to people's enjoyment of a job:

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Skill Variety Increasing the number of skills that individuals use while performing work.

Task Identity Enabling people to perform a job from start to finish. Task Significance Providing work that has a direct impact on the organization or its stakeholders. Autonomy Increasing the degree of decision making, and the freedom to choose how and when work is done. Feedback Increasing the amount of recognition for doing a job well, and communicate the results of people's work. Job enrichment addresses these factors by enhancing the job's core dimensions

and increasing people's sense of fulfillment.

Job Enrichment Options:The central focus of job enrichment is giving people more control over their work (lack of control is a key cause of stress, and therefore of unhappiness.) Where possible, allow them to take on tasks that are typically done by supervisors. This means that they have more influence over planning, executing, and evaluating the jobs they do. In enriched jobs, people complete activities with increased freedom, independence, and responsibility. They also receive plenty of feedback, so that they can assess and correct their own performance. Here are some strategies you can use to enrich jobs in your workplace:

Rotate Jobs Give people the opportunity to use a variety of skills, and perform different kinds of work. The most common way to do this is through job rotation. Move your workers through a variety of jobs that allow them to see different parts of the organization learn different skills and acquire different experiences. This

31

can be very motivating, especially for people in jobs that are very repetitive or that focus on only one or two skills.

Combine Tasks Combine work activities to provide a more challenging and complex work assignment. This can significantly increase "task identity" because people see a job through from start to finish. This allows workers to use a wide variety of skills, which can make the work seem more meaningful and important. For example, you can convert an assembly line process, in which each person does one task, into a process in which one person assembles a whole unit. You can apply this model wherever you have people or groups that typically perform only one part of an overall process. Consider expanding their roles to give them responsibility for the entire process, or for a bigger part of that process.

Identify Project-Focused Work Units Break your typical functional lines and form project-focused units. For example, rather than having all of your marketing people in one department, with supervisors directing who works on which project, you could split the department into specialized project units - specific storyboard creators, copywriters, and designers could all work together for one client or one campaign. Allowing employees to build client relationships is an excellent way to increase autonomy, task identity, and feedback.

Create Autonomous Work Teams This is job enrichment at the group level. Set a goal for a team, and make team members free to determine work assignments, schedules, rest breaks, evaluation parameters, and the like. You may even give them influence over choosing their own team members. With this method, you'll significantly cut back on supervisory positions, and people will gain leadership and management skills.

Implement Participative Management Allow team members to participate in decision making and get involved in strategic planning. This is an excellent way

32

to communicate to members of your team that their input is important. It can work in any organization - from a very small company, with an owner/boss who's used to dictating everything, to a large company with a huge hierarchy. When people realize that what they say is valued and makes a difference, they'll likely be motivated.

Redistribute Power and Authority Redistribute control and grant more authority to workers for making job-related decisions. As supervisors delegate more authority and responsibility, team members' autonomy, accountability, and task identity will increase.

Increase Employee-Directed Feedback Make sure that people know how well, or poorly, they're performing their jobs. The more control you can give them for evaluating and monitoring their own performance, the more enriched their jobs will be. Rather than have your quality control department go around and point out mistakes, consider giving each team responsibility for their own quality control. Workers will receive immediate feedback, and they'll learn to solve problems, take

initiative, and make decisions. Job enrichment provides many opportunities for people's development. You'll give them lots of opportunity to participate in how their work gets done, and they'll most-likely enjoy an increased sense of personal responsibility for their tasks. These forms of job enrichment can be tricky because they may provide increased motivation at the expense of decreased productivity. When you have new people performing tasks, you may have to deal with issues of training, efficiency, and performance. You must carefully weigh the benefits against the costs. Tip:Don't just accept these points wholesale - they'll work in some situations and not in others. Apply these ideas sensibly and in a way that is aligned with the realities of your workplace and your organization's mission. Implementing a Job Enrichment Program:-

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Steps One Find out where people are dissatisfied with their current work assignments. There's little point to enriching jobs and changing the work environment if you're enriching the wrong jobs and making the wrong changes. Like any motivation initiative, determine what your people want before you begin. Surveys are a good means of doing this. Don't make the mistake of presuming that you know what people want: Go to the source - and use that information to build your enrichment options.

Step Two Consider which job enrichment options you can provide. You don't need to drastically redesign your entire work process. The way that you design the enriched jobs must strike a balance between operational need and job satisfaction. If significant changes are needed, consider establishing a "job enrichment task force" - perhaps use a cross-section of employees, and give them responsibility for deciding which enrichment options make the most sense.

Step Three Design and communicate your program. If you're making significant changes, let people know what you're doing and why. Work with your managers to create an enriching work environment that includes lots of employee participation and recognition. Remember to monitor your efforts, and regularly evaluate the effectiveness of what you're providing.

Key Points: Job enrichment is a fundamental part of attracting, motivating, and retaining talented people, particularly where work is repetitive or boring. To do it well, you need a great match between the way your jobs are designed and the skills and interests of the employees working for you. When your work assignments reflect a good level of skill variety, task identity, task significance, autonomy, and feedback, members of your team are likely be much more content, and much less stressed. Enriched jobs lead to more satisfied and motivated workers.

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Your responsibility is to figure out which combination of enrichment options will lead to increased performance and productivity. Facilitating Job Enrichment & Enlargement in Human Resources Management:Job Enrichment should be distinguished from enlargement job enlargement attempts to make a job more varied by removing the dullness associated with performing repetitive operations. In job enrichment, the attempt is to build in to jobs a higher sense of challenge and achievement. The accumulation of achievement must lead to a felling of personal growth accompanied by a sense of responsibility.

Abstract:Robert D. Mohr and Cindy Zoghi (2006) "Is Job Enrichment Really Enriching?" This study uses a survey of Canadian workers with rich, matched data on job characteristics to examine whether "enriched" job design, with features like quality circles, feedback, suggestion programs, and task teams, affects job satisfaction. We identify two competing hypotheses on the relationship between enriched jobs and job satisfaction. The "motivation hypothesis," implies that enrichment will generally increase satisfaction and the "intensification hypothesis," implies that enrichment may decrease satisfaction by increasing the intensity and scope of work. Our results show that several forms of enrichment, specifically suggestion programs, information sharing, task teams, quality circles and training, raise satisfaction. Therefore we argue that the data support the motivation hypothesis. Partitioning the data by education level or union membership further supports this conclusion, while a direct test of the intensification hypothesis does not support the competing hypothesis. Is Job Enrichment Really Enriching:-

35

Abstract:This study uses a survey of Canadian workers with rich, matched data on job characteristics to examine whether enriched job design, with features like quality circles, feedback, suggestion programs, and task teams, affects job satisfaction. We identify two competing hypotheses on the relationship between enriched jobs and job satisfaction. The motivation hypothesis, implies that enrichment will generally increase satisfaction and the intensification hypothesis, implies that enrichment may decrease satisfaction by increasing the intensity and scope of work. Our results show that several forms of enrichment, specifically suggestion programs, information sharing, task teams, quality circles and training, raise satisfaction. Therefore we argue that the data support the motivation hypothesis. Partitioning the data by education level or union membership further supports this conclusion, while a direct test of the intensification hypothesis does not support the competing hypothesis.

OBJECTIVE
An objective is a specific step a milestone, which enables the person to accomplish a goal. Setting objective involves a continuous process of research. Objective of the study: To study the probable impact of job enrichment initiatives on the level of motivation of employees.

36

RESEARCH METHODOLOGY:

Research design: The type of research used in this study is descriptive research design.

Types of data collection: Primary data: The primary data is collected using questionnaire and direct interview method. Secondary data: The secondary data was collected from the books and websites.

Type of sampling: The type of sampling used is simple random sampling. 37

Sample size: The sample size is 90 respondents.

Tools for analysis: Percentage analysis and weighted average method used for analysis.

Tools for Presentation: Tables have been used for presentation.

SCOPE AND LIMITATION

Scope is defined by the process that limits and controls the work included in a project. These processes ensure that all the work of the project is included.

Scope of the Study:

This study helps the organization to know how the employees job enrichment in their work. This study helps to know the overall satisfaction level of the employees in the organization. The researches will help the company to include its effectiveness in production, compensation, benefits and reliability.

Limitations of the study:

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 The sample size is restricted only up to personnel department. Some information cannot be accessed due to its confidential nature.

ANALYSIS AND INTERPRETATION

The term analysis refers to the computation of certain measures along with searching for patt50rns of relationship that exist among data-groups. And the term interpretation refers to the task of drawing inferences from the collected facts after an analytical and or experimental study. In fact, it is a search for broader meaning of research findings. It is through interpretation that the researcher can well understand the abstract principle that works beneath his findings. Interpretation leads to the establishment of explanatory concepts that can serve as a guide for future research studies. The following analysis and interpretation explain what has been observed by researcher in the course of the study Impact of Job Enrichment on Employee Motivation

39

in Integral Coach Factory.

TABLE 1: AGEWISE CLASSIFICATION OF EMPLOYEES

S.NO 1. 2. 3. 4. 5. Age Group 20 25 years 26 30 years 31 35 years 36 40 years Above 40 years No of Respondents 8 12 14 22 34 Percentage (%) 9% 13% 16% 24% 38%

INFERENCE:From the above table 9% of the respondents are under the age group of 20 - 25.

40

 13% of the respondents are under the age group of 26 30. 16% of the respondents are under the age group of 31 35. 24% of the respondents are under the age group of 36 40. 38% of the respondents are under the age group of above 40.
40 35 30 25 20 15 10 5 0 20-25 26-30 31-35 36-40 ABOVE40 Series1 Series2

TABLE 2: MARITAL STATUS CLASIFICATION OF THE RESPONDENT Marital status Married Un married No. of Respondent 64 26 Percentage (%) 71% 29%

INFERENCE:From the above table 71% of the respondents are married. 29% of the respondents are unmarried.

41

70 60 50 40 30 20 10 0 SINGLE MARRIED Series1 Series2

TABLE 3: EDUCATIONAL QUALIFICATION OF THE RESPONDENTS S.NO Education Qualification 1. 2. 3. 4. 5. 10th std 12th std ITI/Diploma UG PG No of Respondents 0 5 0 54 31 Percentage (%) 0% 6% 0% 60% 34%

INFERENCE:From the above table 0% of the respondents had the qualification of 10th std. 6% of the respondents had the qualification of 12th std. 0% of the respondents had the qualification of ITI/Diploma. 60% of the respondents had the qualification of UG. 42

34% of the respondents had the qualification of PG.

60 50 40 30 20 10 0 Series1 Series2

10th

12th

ITI/DIPLOMO

UG

PG

TABLE 4: WORK EXPERIENCE OF THE RESPONDENTS S.NO 1. 2. 3. 4. 5. Work Experience 0-5 years 6-10 years 10-15 years 16-20 years Above 20 years No of Respondents 17 17 16 15 25 Percentage (%) 19% 19% 17% 16% 29%

INFERENCE:From the above table 19% of the respondents had 0-5 years of work experience. 19% of the respondents had 6-10 years of work experience. 17% of the respondents had 10-15years of work experience. 43

 16% of the respondents had 16- 20 years of work experience. 29% of the respondents had above 20 years of work experience.

30 25 20 15 10 5 0 1-5 years 6-10 years 10-15years 16-20years Above 20 Series1 Series2

TABLE 5:
CLASSIFICATION OF RESPONDENTS BASED ON THEIR MONTHLY INCOME

S.No
1 2 3 4 5

Salary in Rupees
3000-5000 5001-8000 8001-10000 10001-15000 Above 15001

No of Respondents
4 17 14 5 50

Percentage (%)
5% 18% 15% 6% 56%

INFERENCE:From the above table 5% of the respondents receive monthly income between Rs 3000 5000. 18% of the respondents receive monthly income between Rs 5001 8000. 15% of the respondents receive monthly income between Rs 8001 10000. 6% of the respondents receive monthly income between Rs 10001 15000 56% of the respondents receive monthly income above Rs 15001.

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60 50 40 30 20 10 0 3000-5000 5001-8000 8001- 10000 10001-15000 Abv 15001 Series1 Series2 Series3

TABLE 6: MORE TASKS ARE ADDED TO OUR CURRENT JOB Increase=3 Motivation Absenteeism Completion of Job 71 10 44 No Effect=2 Decrease=1 5 19 32 14 61 14 Aggregate 237 129 210 Weighted Average 2.6333 1.4333 2.3333

Weighted Average Formula= WX/W = (71*3) + (5*2) + (14*1) = 213+10+14 = 237. Weighted average=237/90 = 2.6333 = (10*3) + (19*2) + (61*1) = 30+38+61 = 129. Weighted average=129/90 = 1.4333 = (44*3) + (32*2) + (14*1) = 132+64+14 = 210. Weighted average=210/90 = 2.3333

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INFERENCE:Motivation: From the above table it is inferred that weighted average value shows that 2.6333 & the value of the weighted average is 3. So that more tasks added to our current job affecting motivation will increase. Absenteeism: From the above table it is inferred that weighted average value shows that 1.4333 & the value of the weighted average is 1. So that more tasks added to our current job affecting Absenteeism will decrease. Completion of Job: From the above table it is inferred that weighted average value shows that 2.3333 & the value of the weighted average is 2. So that more tasks added to our current job affecting completion of job will have no effect.

TABLE 7: YOU ARE ALLOWED TO DO YOUR JOB, THE WAY YOU WANT Increase=3 Motivation Absenteeism Completion of Job 75 10 44 No Effect=2 Decrease=1 10 56 14 5 24 10 Aggregate 250 166 170 Weighted Average 2.7777 1.8444 1.8888

Weighted Average Formula= WX/W = (75*3) + (10*2) + (5*1) = 225+20+5 = 250. Weighted average=250/90 = 2.7777 = (10*3) + (56*2) + (24*1) = 30+112+24 = 166. Weighted average=166/90 = 1.8444 = (44*3) + (14*2) + (10*1) = 132+28+10 = 170. Weighted average=170/90 = 1.8888 INFERENCE:46

Motivation: From the above table it is inferred that weighted average value shows that 2.7777 & the value of the weighted average is 3. So that allowed to do our job, the way our want affecting motivation will increase. Absenteeism: From the above table it is inferred that weighted average value shows that 1.8444 & the value of the weighted average is 2. So that allowed to do our job, the way our want affecting absenteeism will no effect. Completion of Job: From the above table it is inferred that weighted average value shows that 1.8888 & the value of the weighted average is 2. So that allowed to do our job, the way our want affecting completion of job will have no effect.

TABLE 8: ENHANCE OUR LEARNING IN AN ORGANIZATION Increase=3 Motivation Absenteeism Completion of Job 85 5 67 No Effect=2 Decrease=1 5 56 10 0 29 13 Aggregate 265 156 234 Weighted Average 2.9444 1.7333 2.6000

Weighted Average Formula= WX/W = (85*3) + (5*2) + (0*1) = 255+10+0 = 265. Weighted average=265/90 = 2.9444 = (5*3) + (56*2) + (29*1) = 15+112+29 = 156. Weighted average=156/90 = 1.7333 = (67*3) + (10*2) + (13*1) = 201+20+13 = 234. Weighted average=234/90 = 2.6000 INFERENCE:-

47

Motivation: From the above table it is inferred that weighted average value shows that 2.9444 & the value of the weighted average is 3. So that enhance our learning on an organization affecting motivation will increase. Absenteeism: From the above table it is inferred that weighted average value shows that 1.7333 & the value of the weighted average is 2. So that enhances our learning on an organization affecting absenteeism will no effect. Completion of Job: From the above table it is inferred that weighted average value shows that 2.6000 & the value of the weighted average is 3. So that enhance our learning on an organization affecting completion of job will increase.

TABLE 9: OUR JOB IS MADE TO HAVE CHALLENGES EVERY DAY Increase=3 Motivation Absenteeism Completion of Job 70 10 67 No Effect=2 Decrease=1 10 57 18 10 23 5 Aggregate 240 167 242 Weighted Average 2.6666 1.8555 2.6888

Weighted Average Formula= WX/W = (70*3) + (10*2) + (10*1) = 210+20+10 = 240. Weighted average=240/90 = 2.6666 = (10*3) + (57*2) + (23*1) = 30+114+23 = 167. Weighted average=167/90 = 1.8555 = (67*3) + (18*2) + (5*1) = 201+36+5 = 242. Weighted average=242/90 = 2.6888 INFERENCE:-

48

Motivation: From the above table it is inferred that weighted average value shows that 2.6666 & the value of the weighted average is 3. So that our job is made to have challenges everyday affecting motivation will increase. Absenteeism: From the above table it is inferred that weighted average value shows that 1.8555 & the value of the weighted average is 2. So that our job is made to have challenges everyday affecting absenteeism will no effect. Completion of Job: From the above table it is inferred that weighted average value shows that 2.6888 & the value of the weighted average is 3. So that our job is made to have challenges everyday affecting completion of job will increase.

TABLE 10: OUR JOB INCLUDES INTERACTING WITH CUSTOMERS Increase=3 Satisfaction Job Satisfaction Responsible 71 64 55 No Effect=2 Decrease=1 19 18 26 0 8 9 Aggregate 251 236 226 Weighted Average 2.7888 2.6222 2.5111

Weighted Average Formula= WX/W = (71*3) + (19*2) + (0*1) = 213+38+0 = 251. Weighted average=251/90 = 2.7888 = (64*3) + (18*2) + (8*1) = 192+36+8 = 236. Weighted average=236/90 = 2.6222 = (55*3) + (26*2) + (9*1) = 165+52+9 = 226. Weighted average=226/90 = 2.5111 INFERENCE:-

49

Satisfaction: From the above table it is inferred that weighted average value shows that 2.7888 & the value of the weighted average is 3. So that our job includes interacting with customers affecting satisfaction will increase. Job Satisfaction: From the above table it is inferred that weighted average value shows that 2.6222 & the value of the weighted average is 3. So that our job includes interacting with customers affecting job satisfaction will increase. Responsible: From the above table it is inferred that weighted average value shows that 2.5111 & the value of the weighted average is 3. So that our job includes interacting with customers affecting responsible will increase.

TABLE 11: COMPANY STARTS IMPLEMENTING DECISIONS PROPOSED Increase=3 Motivation Confidential level Responsible 76 59 64 No Effect=2 Decrease=1 5 21 13 9 10 13 Aggregate 241 229 231 Weighted Average 2.6777 2.5444 2.5666

Weighted Average Formula= WX/W = (76*3) + (5*2) + (9*1) = 222+10+9 = 241. Weighted average=241/90 = 2.6777 = (59*3) + (21*2) + (10*1) = 177+42+10 = 229. Weighted average=229/90 = 2.5444 = (64*3) + (13*2) + (13*1) = 192+26+13 = 231. Weighted average=231/90 = 2.5666 INFERENCE:-

50

Motivation: From the above table it is inferred that weighted average value shows that 2.6777 & the value of the weighted average is 3. So that our company starts implementing decisions proposed affecting motivation will increase. Confidential level: From the above table it is inferred that weighted average value shows that 2.5444 & the value of the weighted average is 3. So that our company starts implementing decisions proposed affecting confidential level will increase. Responsible: From the above table it is inferred that weighted average value shows that 2.5666 & the value of the weighted average is 3. So that our company starts implementing decisions proposed affecting responsible will increase.

TABLE 12: ALLOWED FLEXIBLE WORKING HOURS Increase=3 Satisfaction Job satisfaction Responsible 67 67 72 No Effect=2 Decrease=1 4 8 14 19 15 14 Aggregate 228 232 258 Weighted Average 2.5333 2.5777 2.8666

Weighted Average Formula= WX/W = (67*3) + (4*2) + (19*1) = 201+8+19 = 228. Weighted average=228/90 = 2.5333 = (67*3) + (8*2) + (15*1) = 201+16+15 = 232. Weighted average=232/90 = 2.5777 = (72*3) + (14*2) + (14*1) = 216+28+14 = 258. Weighted average=258/90 = 2.8666 INFERENCE:-

51

Satisfaction: From the above table it is inferred that weighted average value shows that 2.5333 & the value of the weighted average is 3. So that are allowed flexible working hours affecting satisfaction will increase. Job satisfaction: From the above table it is inferred that weighted average value shows that 2.5777 & the value of the weighted average is 3. So that are allowed flexible working hours affecting job satisfaction will increase. Responsible: From the above table it is inferred that weighted average value shows that 2.8666 & the value of the weighted average is 3. So that are allowed flexible working hours affecting responsible will increase.

TABLE 13: ALLOWED TO USE OUR TECHNICAL SKILLS IN JOB MORE FREQUENTLY Increase=3 Motivation New Innovative More Involvement 67 64 77 No Effect=2 Decrease=1 10 17 13 13 9 0 Aggregate 228 232 258 Weighted Average 2.5333 2.5777 2.8666

Weighted Average Formula= WX/W = (67*3) + (10*2) + (13*1) = 201+20+13 = 234. Weighted average=234/90 = 2.6000 = (64*3) + (17*2) + (9*1) = 192+34+9 = 235. Weighted average=235/90 = 2.6111 = (77*3) + (13*2) + (0*1) = 231+26+0 = 257. Weighted average=258/90 = 2.8555 INFERENCE:52

Motivation: From the above table it is inferred that weighted average value shows that 2.6000 & the value of the weighted average is 3. So that are allowed to use our technical skills in job affecting motivation will increase. New Innovative: From the above table it is inferred that weighted average value shows that 2.6111 & the value of the weighted average is 3. So that are allowed to use our technical skills in job affecting new innovation will increase. More Involvement: From the above table it is inferred that weighted average value shows that 2.8555 & the value of the weighted average is 3. So that are allowed to use our technical skills in job affecting more involvement will increase.

TABLE 14: CURRENT COMPANY INVOLVES YOU IN THE TRAINING Increase=3 Motivation Learning Self Confidence 82 81 76 No Effect=2 Decrease=1 4 5 5 4 4 9 Aggregate 228 232 258 Weighted Average 2.5333 2.5777 2.8666

Weighted Average Formula= WX/W = (82*3) + (4*2) + (4*1) = 246+8+4 = 258. Weighted average=258/90 = 2.8666 = (81*3) + (5*2) + (4*1) = 243+10+4 = 257. Weighted average=257/90 = 2.8555 = (76*3) + (5*2) + (9*1) = 228+10+9 = 247. Weighted average=247/90 = 2.7444 INFERENCE:-

53

Motivation: From the above table it is inferred that weighted average value shows that 2.8666 & the value of the weighted average is 3. So that our company involves you in the training affecting motivation will increase. Learning: From the above table it is inferred that weighted average value shows that 2.8555 & the value of the weighted average is 3. So that our company involves you in the training affecting learning will increase. Self Confidence: From the above table it is inferred that weighted average value shows that 2.7444 & the value of the weighted average is 3. So that our company involves you in the training affecting self confidence will increase.

TABLE 15: OUR NEED JOB ROTATION Parameters Yes No No. of Respondents 74 16 Percentage (%) 82% 18%

INFERENCE: 82% of the respondents say that need job rotation. 18% of the respondents say that dont need job rotation.

54

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No Series1

TABLE 16: OUR JOB IS A CHALLENGING ONE Parameters Yes No No. of Respondents 67 23 Percentage (%) 74% 26%

INFERENCE: 74% of the respondents say that our job is a challenging one.

55

 26% of the respondents say that our job is a not challenging one.

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No Series1

TABLE 17: OUR JOB IS MONOTONOUS Parameters Yes No No. of Respondents 49 41 Percentage (%) 54% 46%

56

INFERENCE: 54% of the respondents say that our job is monotonous. 46% of the respondents say that our job is a not monotonous.

54% 52% 50% 48% 46% 44% 42% Yes No Series1

TABLE 18: BETTER PROSPECTS IN THIS JOB TO PROVE OUR COMPETENCY Parameters Yes No No. of Respondents 58 32 Percentage (%) 64% 36%

57

INFERENCE: 64% of the respondents say that better prospects in this job to prove our competency. 36% of the respondents say that better prospects in this job not prove our competency.

70% 60% 50% 40% 30% 20% 10% 0% Yes No Series1

TABLE 19: HAVE SENSE OF ACHIEVEMENTS IN OUR JOB

58

Parameters Yes No

No. of Respondents 67 23

Percentage (%) 74% 26%

INFERENCE: 74% of the respondents say that have sense of achievements in our job. 26% of the respondents say that have sense of not achievements in our job

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No Series1

FINDINGS:
The findings emerged from this study are as follows: 38% of the respondents are between the age group of above 40. 71% of the respondents are married. 29% of the employees are unmarried. 60% of the respondents had the qualification of UG. 29% of the respondents are with above 20 years experience.

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 56% of the employees are come under the income group of Rs.15000. The weighted average value 2.63 shows that more tasks added to our current job affecting motivation will increase. The weighted average value 1.43 shows that more tasks added to our current job affecting Absenteeism will decrease. The weighted average value 2.33 shows that more tasks added to our current job affecting completion of job will have no effect. The weighted average value 2.77 shows that allowed doing our job, the way our want affecting motivation will increase. The weighted average value 1.84 shows that allowed doing our job, the way our want affecting absenteeism will have no effect. The weighted average value 1.88 shows that allowed doing our job, the way our want affecting completion of job will have no effect. The weighted average value 2.94 shows that enhance our learning on an organization affecting motivation will increase. The weighted average value 1.73 shows that enhance our learning on an organization affecting absenteeism will no effect. The weighted average value 2.60 shows that enhance our learning on an organization affecting completion of job will increase. The weighted average value 2.66 shows that our job is made to have challenges everyday affecting motivation will increase. The weighted average value 1.85 shows that our job is made to have challenges everyday affecting absenteeism will no effect. The weighted average value 2.68 shows that our job is made to have challenges everyday affecting completion of job will increase. The weighted average value 2.78 shows that our job includes interacting with customers affecting satisfaction will increase.

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 The weighted average value 2.62 shows that our job includes interacting with customers affecting job satisfaction will increase. The weighted average value 2.51 shows that our job includes interacting with customers affecting responsible will increase. The weighted average value 2.67 shows that our company starts implementing decisions proposed affecting motivation will increase. The weighted average value 2.54 shows that our company starts implementing decisions proposed affecting confidential level will increase. The weighted average value 2.56 shows that our company starts implementing decisions proposed affecting responsible will increase. The weighted average value 2.53 shows that are allowed flexible working hours affecting satisfaction will increase. The weighted average value 2.57 shows that are allowed flexible working hours affecting job satisfaction will increase. The weighted average value 2.86 shows that are allowed flexible working hours affecting responsible will increase. The weighted average value 2.60 shows that are allowed to use our technical skills in job affecting motivation will increase. The weighted average value 2.61 shows that are allowed to use our technical skills in job affecting new innovation will increase. The weighted average value 2.85 shows that are allowed to use our technical skills in job affecting more involvement will increase. The weighted average value 2.86 shows that our company involves you in the training affecting motivation will increase. The weighted average value 2.85 shows that our company involves you in the training affecting learning will increase. The weighted average value 2.74 shows that our company involves you in the training affecting self confidence will increase.
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 82% of the respondents need job rotation. 74% of the respondents say that our job is a challenging one. 54% of the respondents say that our job is monotonous. 64% of the respondents say that better prospects in this job to prove our competency. 74% of the respondents say that have sense of achievements in our job.

JOB ENRICHMENT TASK VARIETY AUTONOMY

WILL WILL INCREASE DECREASE LEVEL OF MOTIVATION

WILL HAVE NO EFFECT

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FEED BACK CHALLENGES CLIENT RELATIONSHIP DIRECT COMMUNICATION AUTHORITY SCHEDULING OWN WORK TECHNICAL SKILLS TRAINING

CONCLUSION:

Job enrichment is the complement of human resource to work effectively in organization. Organization should take care of interaction level between the supervisor

63

and subordinates. Generally reveal that employees by a large are enrichment their work. The organization should provide entertainment opportunities for increase the level of interest in their work and enrichment of the supervisor.

SUGGESTIONS:

Inter-relationship among the employees should be developed to have better relationship.The organization can provide challenging work to the employees. 64

The organization can provide challenging work to the employees. The organization can provide more financial incentives and rewards to motive employees to perform their job effectively.

Information should not be delayed.

65

BIBLIOGRAPHY Books:-

Kotari,C.R Research Methodology, New Delhi Vikas Publishing

House Pvt Ltd.

Tripathi 2001 Personnel management & Industrial Relations. D.D. Sharma, Research Methodology.
C.B.Memoria, Personnel management, Himalaya Publishing House Pvt Ltd.

S.C.Gupta, Research Methodology, Himalaya Publishing House

Pvt Ltd.

Websites:www.icf.gov.in www.icf.railnet.gov.in www.wikkipedia.com

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A STUDY ON IMPACT OF JOB ENRICHMENT ON EMPLOYEE MOTIVATION IN INTEGRAL COACH FACTORY CHENNAI. Personal Details:1.Name 2.Age a) 20-25 :- ___________________________ :b) 26-30 c) 31-35 d) 36-40 e) Above 40

3. Department:-____________________________ 4. Marital Status:a) Single b) Married

5.Educational Qualification:a) 10th b) 12th c)ITI/ Diplomo d) UG e) PG

6. Your experience at this Concern:a) 0-5yrs b) 6-10yrs c) 10-15 yrs d) 16-20yrs e) more than 20 yrs

7. What is your remuneration per month:a) 3000-5000 d)10,000-15,000 Organisation Details:8. If your job is redesigned in terms of task variety, i.e. if more tasks are added to your current job, how it will affect you on the following ? Will increase Motivation Absenteeism 67 Will decrease Will have no effect b)5001-8000 e)above 15,000 c)8001-10,000

Completion of job 9. If you are allowed to do your job, the way you want i.e. there is no interference by your immediate supervisors ( Autonomy ), how it will affect you on the following? Will increase Will decrease Motivation Absenteeism Completion of job 10. If your job is evaluated everyday and respective feedback is given to you, which will enhance your learning in an organization, how it will affect you on the following? Will increase Will decrease Motivation Absenteeism Completion of job 11. If your job is made to have challenges every day, how it will affect you on the following? Will increase Will decrease Motivation Absenteeism Completion of job 12. If your job includes interacting with customers , how it will affect you on the following? Will increase Will decrease Satisfaction Job Satisfaction Will have no effect Will have no effect Will have no effect Will have no effect

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Responsible 13. If company starts implementing decisions proposed by you, how it will affect you on the following? Will increase Motivation Confidential level Responsible 14. If you are allowed flexible working hours , how it will affect you on the following? Will increase Satisfaction Job Satisfaction Responsible 15. If you are allowed to use your technical skills in job more frequently, how it will affect you on the following? Will increase Motivation New innovative More involvement 16. If your current company involves you in the training , how it will affect you on the following? Will increase Motivation Learning Self Confidence Will decrease Will have no effect Will decrease Will have no effect Will decrease Will have no effect Will decrease Will have no effect

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17. Do you need job rotation? a) Yes b) No

18. Do you think that your job is a challenging one? a) Yes b) No

19. Do you think that your job is monotonous? a) Yes b) No

20. Do you think that you have better prospects in this job to prove your competency? a) Yes b) No

21.Do you think that you have sense of achievements in your job? a) Yes b) No

Thank you

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