Final Project

ASHOK IRON WORKS PVT.LTD.
EXECUTIVE SUMMARY
Project consists of welfare facilities and employee satisfaction survey:It provides a channel for employees to communicate their views on wide range of issues in total confidence. Employee satisfaction survey is conducted to find out the satisfaction level of the employees towards welfare facilities at Ashok Iron Works Pvt. Ltd. Navage plant, Belgaum. The other objective is to find out the areas of low satisfaction level where corrective actions can be taken to improve employee satisfaction. For this purpose a sample of 100 employees was selected & survey was done with the help of questionnaire and the results are analyzed for all the employees using percentage method. Based on this analysis, observations given, HR will be taking corrective actions to improve satisfaction level of the employees.
Belgaum Institute of Management Studies (MBA) -1-
INTRODUCTION
Of all the factors of production - Capital, land, labour; labour or man is undoubtly the crucial factor that makes or mars an organization. Employees are now a days seen as business partners of the organization. They empower the organization to succeed. At the threshold of this transformation, human assets need to be chosen carefully, developed, nurtured, utilized and their competencies multiplied. High employee satisfaction levels can reduce turnover and attrition rate in the industries. People are the key to success in the new economy. Companies are attaching greater importance to human performance today than ever before. And while corporations have presumably always valued their employees, in today's fast-moving new economy, people have gained even greater stature and are now seen as possibly the most important factor in a company's success or failure. Companies are giving due importance to recognize and the extraordinary efforts related to retain the people in industry, some are making efforts to attract and retain top talent, represent fundamental shifts in employer-employee relationships. And no where has this been truer than in the high-tech sector, with its insatiable demand for knowledge workers. But the focus on human performance now stretches across all industries and all levels, from the front lines of customer service to the highest executive ranks. Almost industries are putting their best efforts to the keep employees happy and engaged.
One reason CEOs have begun investing in human performance improvement is that they now have quantifiable proof of a sizable return. HR is fast changing from an internal service department to a strategic partner in improving a company's competitive position. In this era of competition, if internal customers, i.e. employees are not happy then the organization will be out of competitive market.
LITERATURE REVIEW
Meaning and Definition: Locke gives a comprehensive definition of Employee Satisfaction A pleasurable positive emotional state resulting from appraisal of ones perception of how well their job provides those things which are viewed as important. It is generally recognized in the organizational Behavior field that employee's satisfaction is the most important and frequently studied attitude".
Definitions of the concepts: To understand the concept clearly, it is better to understand the literal meaning of them. Therefore to understand the term "Employee Satisfaction" it is very much important to know the words "Employee" And "Satisfaction" separately.
Employee: According to the Oxford Dictionary the meaning of the "Employee is a Person employed for Wages". A person who works for another, in return, for financial or other compensation.
According to Employees State Insurance Act, 1948, An Employee is defined as the one who is directly employed by the principal employee or whose services are temporarily lent to by another with whom the employee has a contract of service. The act also says that employee also includes any person employed for the wages or any
work connected with the administration of the factory or establishment or any department or branch there of or with the purchase of raw materials for or the distribution of scales of the products of the factory or establishment. The act also covers any person engaged as in apprentice, not being an apprentice under the Apprefltice Act, 1961 or under The Standing Orders of the establishment, but does not include any member of the Indian Naval, Military or Air-forces".
Satisfaction: According to the Oxford Dictionary the meaning of the satisfaction means "atonement or compensation or a situation where the expectations have been met". According to the Dictionary of Psychology by J. Akinson, E. Berne & R.S. Woodworth, Satisfaction means "A State of pleasant & wellbeing consequent upon having gratified an appetite or motive". Welfare means fairing or doing well. It is a comprehensive term, and refers to the physical, mental & emotional well being of an individual.
The ILO at its Asian Regional Conference defined Labours welfare as a term which is understood to include such services, facilities and Amenities and may be established or in the vicinity in them with amenities conducive to good health & high morale. The Oxford dictionary defines labours welfare as efforts to make life worth living for workmen. Chambers dictionary defines as a state of fairing on doing well, freedom from calamity, enjoyment of health, prosperity etc.
Need for Labour welfare in India

The need for labours welfare was strongly felt by the committee of the royal commitment to industrial work among the factory work and also the harsh treatment receives from the employees since the developing country like India. This need was emphasized by the constitution of India in the chapter on the directive principle of state policy in the following articles. Importance of Employee Satisfaction: 1. Tracking the attitudes and opinions of employees can identify problems areas and solutions related to management and leadership, corporate policy, recruitment, benefits, diversity, training, and professional development. 2. A comprehensive employee satisfaction study can be the key to a more motivated and loyal workforce. 3. The first step is to understand exactly which issues have the greatest impact on employee satisfaction. 4. The findings of the employee satisfaction survey will tell you exactly bow much more important one issue is over another so that you can focus your performance improvement initiatives appropriately. 5. In analyzing the data, we can define and refine issues that need addressed, such as overall job satisfaction, professional fulfillment, employee motivation and commitment, likelihood to stay with the organization, pay level, corporate goals and Objectives. 6. Survey results can be segmented by employee position, length of employment, full-time vs. part-time, etc.
FACTORS AFFECTING EMPLOYEE SATISFACTION. 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. Personal growth 7. Company policy and administration 8. Supervision 9. Relationship with supervisor 10. Work conditions 11. Salary 12. Relationship with peers 13. Personal life 14. Relationship with subordinates 15. Status 16. Security
THEORIES OF EMPLOYEE SATISFACTION.
DAVID MCCLELLANDS MOTIVATIONAL NEED THEORY
David McClelland is most noted for describing three types of motivational need, which he identified in his 1988 book, Human Motivation: Achievement motivation (n-ach), Authority or power motivation (n-pow), Affiliation motivation (n-affil).
Davidic McClellands needs-based motivational model These needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated and in the management and motivation others.
The need for achievement (n-ach) The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
The need for authority and power (n-pow) The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige. The need for affiliation (n-affil) The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players. McClelland said that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a particular motivational need and this motivational or needs 'mix' consequently affects their behavior and working/managing style. McClelland suggested that a strong n-affil 'affiliationmotivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability. A strong n-pow 'authoritymotivation' will produce a determined work ethic and commitment to the organization, and while n-pow people are attracted to the leadership role; they may not possess the required flexibility and people-centered skills. McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
McClellands particular fascination was for achievement motivation, and this laboratory experiment illustrates one aspect of his theory about the affect of achievement on people's motivation. McClelland asserted via this experiment that while most people do not possess a strong achievement-based motivation, those who do, display a consistent behavior in setting goals. Volunteers were asked to throw rings over pegs rather like the Fair ground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, Sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievement-motivated, took Some care to measure and test distances to produce an ideal challenge- not too easy, and not impossible. Interestingly a parallel exists in biology, known as the 'overload principle', which is commonly applied to fitness and exercising, i.e., in order to develop fitness and/or strength the exercise must be sufficiently demanding to increase existing levels, but not so demanding as to cause damage or strain. McClelland identified the same need for a 'balanced challenge' the approach of achievement-motivated people. McClelland contrasted achievement-motivated people with gamblers, and dispelled a common pre-conception that n-ach 'achievement motivated' people are big risk takers. On the contrary - typically, achievement-motivate din individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be achievable. This determined results-driven approach is almost invariable present in the character make-up of all successful business people and entrepreneurs.
McClelland suggested other characteristics and achievement-motivate people: Attitudes of Achievement is more important than material or financial reward. Achieving the aim or task gives greater personal satisfaction than receiving praise or recognition. Financial reward is regarded as a measurement of success, not an end in itself. Securitys not prime motivator, nor is status. Feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual). Achievement-motivated people constantly seek improvements and ways of doing things better. Achievement-motivated people will logically favor jobs and responsibilities that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and achieve goals, e.g., sales and business management, and entrepreneurial roles.
McClelland firmly believed that achievement-motivated people are generally the ones who make things happen and get results, and that, this extends to getting results through the organization of other people and resources, although as stated earlier, they often demand too much of their staff because they priorities achieving the goal above many varied interests and needs of their people. Interesting comparisons and relationships can be drawn between McClelland's motivation types, and the characteristics defined in other behavioral models, e.g.
Benziger's thinking and working styles: Achievement-motivation is A double-frontal brain mode style; affiliation-motivation is right basal (rear); authority-motivations arguably left basal (rear). Adair's action-centered leadership model: Achievement-motivated Managers are firmly focused on the Task, often to the detriment of The Individual and the Team. Affiliation-motivation people are Team And Individual centered. Thomas International (Perform ax) DISC system: Achievement motivated people are 'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I (proactive) and S (reactive) profile Authority-motivated people are Sand C profiles. Hersey/Blanchard's Situational Leadership model: Achievement motivated people tend to favor the styles of the first and second modes ('telling' and 'selling'); affiliation-motivated people tend to favors the third mode ('participating'); and the authority-motivated people tend to favor the style of mode four ('delegating'). McGregor XY Theory: Achievement-motivated people tend towards X-Theory style, due to their high task focus; there is plenty of Exception however, and training definitely helps the n-ach manager to seethe value of employing Theory Y style. n-pow managers are Definitely Theory X. n-affil are typically Theory Y and if not can relatively easily be trained to be so. Hertzberg motivators and hygiene factors: n-ach people are more Responsive to the Hertzberg motivators (especially achievement obviously) an n-affil and n-pow people.
ADAMs. EQUITY THEORY John Stacey Adams -equity theory on job motivation John Stacey Adams, workplace and behavioral psychologist, put forward his Equity Theory on job motivation in 1963. There are Similarities with Charles Handy's extension and interpretation of previous simpler theories of Maslow, Hertzberg and other pioneers of work place psychology, in that the theory acknowledges that subtle and variable factors affect each individual's assessment and perception of their relationship with their work, and thereby their employer. Awareness and cognizance feature more strongly than in earlier models, as does the influence of colleagues and friends, etc, in forming cognizance, and in this particular model, 'a sense of what is fair and reasonable'. Adams' equity theory We each seek a fair balance between what we put into our job and what we get out of it. Adams calls these inputs and outputs. We form perceptions of what constitutes a fair balance or trade of inputs and outputs by comparing our own situation with other 'referents'(reference points or examples) in the market place. We are also influenced by colleagues, friends, partners in establishing these benchmarks and our own responses to them in relation to our own ratio of inputs to outputs. If we feel are that inputs are fairly and adequately rewarded by outputs (the fairness benchmark being subjectively perceived from market norms and other comparables references) then we are happy in our work and motivated to continue inputting at the same level.
Inputs are typically: Effort, loyalty, hard work, People ability, need
Outputs are typically Financial rewards - pay, salary, to expenses, perks, benefits, pension that arrangements, bonus and commission plus intangibles -recognition,
commitment, adaptability,
skill,
flexibility, feel
tolerance, determination, heart there is a and soul, enthusiasm, trust in fair our boss and superiors, support balance of colleagues and subordinates, between personal sacrifice, etc. Inputs and Outputs.
reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of
achievement and advancement, promotion, etc.
If we feel that our inputs out-weigh the outputs then we become demotivated in relation to our job and employer. People respond to this feeling in different ways: generally the extent of demotivation is proportional to the perceived disparity between inputs and expected outputs. Some people reduce effort and application and become inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other people seek to improve the outputs by making claims or demands for more reward, or seeking an alternative job.
ABRAHAM MASLOWS HIERARCHY OF

NEED MOTIVATIONAL.MODEL Abraham Maslow developed the Hierarchy of Needs model in 1940-50's USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward a Psychology of being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology.
Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College.
Maslow's original five-stage Hierarchy of Needs model is clearly and directly attributable to Maslow; later versions with added motivational stages are not so clearly attributable. Maslow's Hierarchy of Needs has been extended through interpretation of Maslow's work by other people, and these augmented models and diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs models below. There is some uncertainty as to how and when these additional three stages (six, seventh and eighth - 'Cognitive', 'Aesthetical', and 'Transcendence') came to be added, and by whom, to The Hierarchy of Needs model, and many people consider Maslow's 'original five-stage Hierarchy Of Needs model to be the definitive (and perfectly adequate) concept.
Maslow's hierarchy of needs Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must satisfy each need In turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well being are satisfied are we concerned with the higher order needs of Influence and personal development. Conversely, the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. Maslow's original Hierarchy of Needs model was developed between1943-1954.
FREDERICK HERTZBERG MOTIVATIONALTHEORY
Frederick Hertzbergs motivation and hygiene factors Frederick Hertzbergs book 'The Motivation to Work', written with research colleagues B Mausner and B Snyderman in 1959, first established his theories about motivation in the workplace. Hertzberg's work, originally on 200 Pittsburgh engineers and accountants, has become one of the most replicated studies in the field of workplace psychology. Hertzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been (and still now by the unenlightened) believed. He showed that certain factors truly motivate ('motivators'), whereas others tend to lead to dissatisfaction ('hygiene factors'). According to Hertzberg, Man has two sets of needs; one as an animal to avoid pain, and the other as a human being to grow psychologically. He illustrated this also through Biblical example: Adam after his Expulsion from Eden having the need for food, warmth, shelter, safety, etc., - the 'hygiene' needs; and Abraham, capable and achieving great things through self-development - the 'motivational' needs. Hertzberg's research proved that people will strive to achieve hygiene needs because they are unhappy without them, but once satisfied the effect soon wears off satisfaction is temporary.
STATEMENT OF THE PROBLEM
Impact of welfare facilities on job Satisfaction at Ashok Iron works Pvt. Ltd. Navage, Belgaum.
This particular topic is selected because job satisfaction is a very important element necessary for the smooth functioning of an organization .Employee surveys provide a channel for employee to communicate their views on a wide range of issues in total confidence .They help management to build up an accurate picture of how employees perceive the organization and highlight the causes of employee dissatisfaction.
PURPOSE OF THE STUDY: The study has been conducted for gaining practical knowledge about HR practices and fulfillment of Masters of Degree in Business Administration.
SCOPE OF THE STUDY: The survey was conducted on Operative Level of Ashok Iron Works Pvt. Ltd. Navage, Belgaum. The questionnaire for this survey was framed considering those factors where corrective action can be taken. From the result of the survey the HR department can take the corrective action to increase employee satisfaction and thereby increase productivity.
OBJECTIVES:
To measure employee satisfaction level from different perspectives. To find out the effectiveness of safety and health care measures taken by Ashok Iron Works. To find out the effectiveness of flow of communication. To find out the impact of Training provided by Ashok Iron Works to its employees.
COMPANY PROFILE
Ashok Iron Works Private Limited is an existing, closely held, profit making Company located at Udyambag, Belgaum 590008. It started its business activity in 1974 as a Foundry Unit at 689/1, Udyambag, Belgaum, as a Small Scale Industry, in which Shri. Ashok.S.Humbarwadi and Shri. Vasudev P. Hanji, were the partners. The Company, Ashok Iron Works Private Limited was incorporated in 1981, and took over this running Partnership firm in 1982, as a going concern. Since then the company has been steadily growing by utilizing its internal accruals. The Company has got three foundries and three machine shops, all situated in Belgaum. The turnover of the Company for the year 2002-03 was Rs.71 crores excluding Excise duty and Sales tax.
Shri Ashok S Humbarwadi, aged about 60 years, and Shri Vasudev P Hanji, aged about 60 years, having engineering background started the operation of the partnership firm and continue as the main promoters of the company. They continue to involve themselves in the affairs of the company but have drawn the line of succession that would ensure smooth transition in case need arises. The company, a part from catering t o d omestic market in India is also focusing more on International market. The company further, expanding its business apart from existing familiar components to the other segment like Automobiles, Compressor parts, Transmission Casing, Cylinder Blocks & Trumpet Housing etc. In the first quarter of 2003-04 loans of Rs. 15.08 crores for expansion of machining capacity and also modernization of the foundries was sanctioned by the banks and released Rs.4.14 crores.
The increased demand as mentioned earlier both in domestic market and in port market has made it necessary to add additional capacity in foundry. Therefore, completion of Foundry Plant III at an additional investment of Rs. 22.76 Crores was proposed.
VISION
"We are committed to serve the interests of all our stakeholders by being and maintaining our position at the top in India and one of the best in the global scenario of foundry business with an exceptional moral and business ethics."
MISSION "To develop expertise in technology machining of various components to support foundry business and be able to be a global supplier of finished components."
QUALITY POLICY "To aim at customer's delight by exceeding his expectations through an exceptional blend of quality- cost- delivery of our products and services that we provide."
Manufacturing Facilities Company at present has following divisions located in Belgaum: Name of the Office / Plant: Registered Office: Ashok Iron Works Private Limited 689/1, Udyambag, Belgaum, Karnataka Plant-I (Foundry): 1 689/1, Udyambag, Belgaum. Plant-II (Foundry): 1 Machhe Indl. Estate, Machhe, Belgaum. Plant-III (Foundry): 1 Machhe Indl. Estate, Machhe, Belgaum. Casting Machining Unit: Plot No.N-1, S.No.5/1, Udyambag, Belgaum. Machining & Assembly Unit: S.No.603/1, Machhe Indl Estate, \ Machhe, Belgaum. Cylinder Head Machining Unit: Navage, Belgaum. Name of the Office / Plant Registered Office Plant-I (Foundry) Plant-II (Foundry) Plant-III (Foundry) Casting Machining Unit Machining & Assembly Unit Cylinder Head Machining Unit Year of Starting 1981 1974 1991 1997 1999 2000 2002
The company was started as a partnership firm, which was converted in to company in 1981. The capacity of the Plant-I was expanded from time to time. Plant-I caters Grey Iron casting requirements of Tractor and Automobiles Industries. The main customers For Plant-I are M/s Mahindra & Mahindra Ltd., (both Mumbai & Nagpur), M/s Simpson & Co Ltd., Chennai, M/s. Mahindra & Mahindra Ltd., (Both Mumbai & Nagpur), M/s Simpson & Co Ltd., Chennai, M/s Tractors & Farm Equipment Ltd. Chennai M/s Escorts Ltd. Faridabad M/s Ashok Leyland Ltd. Name Mr. K. A. Ramani Mr. V.S. Katkar Mr. Shivkumar D. Humbarwadi Mr. Sadanand D. Humbarwadi Mr. Sachin V. Hanji Mr. V.Jaykumar Mr. C.P. Koranne Mr. W. Gururaj Rao Mr. C.Radhakrishnan Mr. VJayaraman
Qualification
Designation
President Director & VP Director & VP Director - Materials Director Sr. General Manager - Foundries General Manager - Marketing
BE. MBA BE. BE. MBA BE. BE. MBA
DME
BE., MBA
B. Com., C.A. General Manager - Finance M.E... BE. MBA General Manager -Operation General Manager- Quality

Mr. M S Raveesh Mr. H. H. Arunkumar MSW BE.
Dy. General Manager - HRD Dy. General Manager Maintenance
Mr. Satishan
BE.
Dy. General Manager - Foundry -I Dy. General Manager - Foundry -II
Mr. S. Rajendran
DME
Apart from these executives, the Company has appointed a marketing consultant in Germany for developing new overseas customers. It has hired experts in the field of Foundry process; Foundry Engineering, Plant Maintenance, Metallurgy, Pattern design etc. and they have spent nearly 220 man-days per year with the respective personnel of the Company in Belgaum since last two years. During this period number of its employees has been trained under them in above fields. It has made arrangements for regular visit of Foundry and Machine Shop Experts from abroad for continuous improvement.
Major Products of the Company
The Plant-I is manufacturing C.I. Castings for Tractor and Automotive Industries. The weight of these castings varies between 30-230 kgs. The Plant-II is manufacturing Cylinder Block and Cylinder Head Castings for Diesel Engines. The weight of these castings varies between 30-200 kgs. For heads, and 250-3000 kgs for Blocks.
The Foundry castings are machined at our own Machining Division situated at Belgaum, owned by the company / associate firms. Machining & Assembly Division machines crankshafts and also assembles ready to fit components namely Water & Lube pumps Detailed list of the products manufactured and machined by the company at its different divisions is as under:
Automobiles & Tractors Components Transmission Case Center Housing Hydraulic Lift Cover Hydraulic Lift Body Hub Front Wheel Flywheels Oil Pans Clutch Housing Brake Drum Axle Housing Gear Case Cover Bearing Can
Major Customers of the Company The company's policy of maintaining delivery schedule and quality at competitive prices has added over the years many reputed customers. The names of esteemed customers is mentioned below:-
Mahindra & Mahindra Ltd. Ashok Leyland Ltd Simpson & Co. Ltd Larson & Turbo Ltd Lister Petter India Ltd Escorts Ltd. TAFE Addison & Company Ltd. Diesel Locomotive Works Ltd. (DLW) SAME Tractors Bitzer International Atlas Copco Ltd.
Details of Divisions of the Company At present the Company has three Foundries and three Machining Divisions, all located in and around Belgaum, Karnataka, which are interdependent. Even though all contribute to the bottom line of the Company, the cost of operation and earnings of each division is reflected in the common Balance Sheet of the Company. Each of the divisions follows the management reporting system as either cost centers and or profit centers.
The details of the facility, product line, capacity, customer etc. of different divisions are as under: Cast Iron Foundry Division: PLANT I: Location: 689/1, Udyambag, Belgaum. Year Set Up-. 1974 (as partnership & in 1981 Company acquired it). Investment in Fixed Assets: 18.38 Crores. (Gross Block) Nature of activity: Manufacture of Grey C. I. Castings. Main Products: Center housing, Clutch housing, Axle housing, Transmission case, Flywheels Drums used in the manufacture of Engines etc.
Major Customers:
Mahindra & Mahindra Ltd., Cummins Ltd., TAFE, Ashok Leyland Ltd., Escorts Ltd., Simpson &Co. Ltd.,
Lister Ltd Petter Ltd. & Mahindra Gujarat Tractors Ltd. \ME Main Sub contractors: Jay hind engineering, Progressive Engineering, Standard Engineering
PLANT II Location: Machhe Industrial Estate, Machhe, Belgaum. Year Set Up: 1991
Investment in Fixed Assets: 22.21 Crores (Gross Block).
Nature of activity: Manufacture of Grey C. I. Castings.
Main Products: Cylinder Head & Cylinder Blocks 1 used in the manufacture of Diesel & used Engines Tractors, Trucks & Diesel.
Major Customers: Cummins India Ltd., Diesel India Locomotives Works, Atlas Copco
Main Sub contractors: Progressive Engineering
Machining Divisions: Location: Casting Machining Division: Plot No. N 1, S.No. 5/1, Maahce, Belgaum. Machining & Assembly Division: Machhe Industrial Estate Cylinder Head Machining Division: Navage Belgaum.
ORGANIZATION CHART
SAMPLE & SAMPLING TECHNIQUES When the filed of enquiry is large, a small representation of the larger whole is taken. The selected respondents are called the sample and the selection process is called "Sampling Technique". In this study the total shop floor workers of the company that is 100 employees are treated as sample.
Data Collection Method:

The information necessary for this survey is collected by trapping primary and secondary sources. Primary Sources. Secondary sources Previous reports on employee satisfaction Related information from internet. Books and publication Questionnaire Personal Interaction
Research Design:
In research design of this project the study was conducted using survey method. I took all the 100 employees as sample and took their responses using the research instrument as questionnaire; the questionnaire was personally given to each other.
Data analysis:
Data analysis was made based on questionnaire. Graphs have been used to know the level of satisfaction of the employees towards welfare measures. This analysis is helpful in recommending improvements in welfare measures.
Measuring tool:
A tool is an aid with which necessary and relevant information can be fetched systematically to the subject matter. The interview method was the tool of data collection. The schedule contains several Question resulting to different aspects of the problems under analysis. Open and closed - ended questions were used for the interview.
ANALYSIS
Q1. I am satisfied with my work load. Frequency Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 10 6 2 4 70 8 100 Percent 10.0 6.0 2.0 4.0 70.0 8.0 100.0 Valid Percent Cumulative Percent 10.0 10.0 6.0 2.0 4.0 70.0 8.0 100.0 16.0 18.0 22.0 92.0 100.0
80
60
40
20
Percent
0 Disagree s trongly Dis agree s lightly Agree moderately Agree s trongly Dis agree m oderately Agree s lightly
Interpretation: From the above graph and table it is clear that 82% of the employees agree saying that they are satisfied by the work load, this indicates that worker satisfaction on workload seems to be good still there is scope for improvement.
Q2. I am performing up to the expectations of AIW. Frequency Percent Valid Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 11 19 22 46 100 2.0 11.0 19.0 22.0 46.0 100.0 Valid Percent 2.0 11.0 19.0 22.0 46.0 100.0 Cumulative Percent 2.0 13.0 32.0 54.0 100.0
50
40
30
20
10
Percent
0 Disagree moderately Agree slightly Agree strongly Disagree slightly Agree moderately
Interpretation: From the above graph and table it clear that 87% of the employees agree saying that they perform up to the expectations of AIW, this indicates that AIW is successful in implementation of policies.
Q3. I feel I am being paid a fair salary for the work I do in AIW. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 31 24 21 16 2 6 100 31.0 24.0 21.0 16.0 2.0 6.0 100.0 Valid Percent 31.0 24.0 21.0 16.0 2.0 6.0 100.0 Cumulative Percent 31.0 55.0 76.0 92.0 94.0 100.0
40
30
20
10
Percent
0 Disagree strongly Disagree slightly Agree moderately Agree strongly Disagree moderately Agree slightly
Interpretation: "Money as they say, "Is the Life and Blood of Every Business". Hence it is one of the important reasons as to why an employee would do work. In the above graph 76% of the employee disagree that they are not paid a fair salary for the work they do in AIW, this indicates that salary package needs to be relooked.
Q4. I have a good relationship with my colleagues. Frequency Percent Valid Disagree moderately Agree slightly Agree moderately Agree strongly Total 4 11 34 51 100 4.0 11.0 34.0 51.0 100.0 Valid Percent 4.0 11.0 34.0 51.0 100.0 Cumulative Percent 4.0 15.0 49.0 100.0
60
50
40
30
20
Percent
10
0 Disagree moderately Agree slightly Agree moderately Agree strongly
Interpretation: From the above graph and table it clear that 85% of the employees agree saying that they have a good relationship with their colleagues, this indicates that salary package needs to be relooked.
Q5. I am satisfied with the increment given at regular intervals. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Total 46 31 20 3 100 46.0 31.0 20.0 3.0 100.0 Valid Percent 46.0 31.0 20.0 3.0 100.0 Cumulative Percent 46.0 77.0 97.0 100.0
50
40
30
20
10
Percent
0 Disagree strongly Disagree slightly Agree slightly Disagree moderately
Interpretation: From the above graph and table it is clear that 97% of the employees disagree saying that they are not satisfied with the increment given at regular intervals this indicates that finance policy and its implementation needs to be overlooked.
Q6. I am satisfied with the arrangement of drinking water. Frequency Percent Valid Agree slightly Agree moderately Agree strongly Total 12 31 57 100 12.0 31.0 57.0 100.0 Valid Percent 12.0 31.0 57.0 100.0 Cumulative Percent 12.0 43.0 100.0
60
50
40
30
20
10
Percent
0 Agree slightly Agree moderately Agree strongly
Interpretation: From the above graph and table it clear that 57% of the employees agree strongly that they are satisfied with the arrangement of drinking water and 31% of the employees agree moderately saying that they are satisfied with the arrangement of drinking water this indicates that the facility of drinking water provided in AIW is good.
Q7. I am satisfied with the canteen facilities. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree strongly Total 33 14 9 23 21 100 33.0 14.0 9.0 23.0 21.0 100.0 Valid Percent 33.0 14.0 9.0 23.0 21.0 100.0 Cumulative Percent 33.0 47.0 56.0 79.0 100.0
40
30
20
10
Percent
0 Disagree strongly Disagree slightly Agree slightly Agree strongly Disagree moderately
Interpretation: From the above graph and table it clear that 56% of the employees disagree saying that they are not satisfied with the canteen facilities, this indicates that canteen facilities needs to be improved.
Q8. I am satisfied with the uniform provided. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Total 51 23 3 5 18 100 51.0 23.0 3.0 5.0 18.0 100.0 Valid Percent 51.0 23.0 3.0 5.0 18.0 100.0 Cumulative Percent 51.0 74.0 77.0 82.0 100.0
60
50
40
30
20
Percent
10
0 Disagree strongly Disagree slightly Agree moderately Disagree moderately Agree slightly
Interpretation: From the above graph and table it clear that 77% of the employees disagree saying that they are not satisfied with the uniform provided, this indicates that the facilities on uniform needs to be improved.
Q9. I am satisfied with the safety equipments provided. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 58 9 21 3 5 4 100 58.0 9.0 21.0 3.0 5.0 4.0 100.0 Valid Percent 58.0 9.0 21.0 3.0 5.0 4.0 100.0 Cumulative Percent 58.0 67.0 88.0 91.0 96.0 100.0
70
60
50
40
30
20
Percent
10 0 Disagree strongly Disagree slightly Agree moderately Agree strongly Disagree moderately Agree slightly
Interpretation: From the above graph and table it clear that 88% of the employees disagree saying that they are not satisfied with the safety equipments provided, this indicates that the facilities on safety equipments needs to be improved.
Q10. I am satisfied with the training provided at AIW. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 24 29 41 100 6.0 24.0 29.0 41.0 100.0 Valid Percent 6.0 24.0 29.0 41.0 100.0 Cumulative Percent 6.0 30.0 59.0 100.0
50
40
30
20
10
Percent
0 Disagree slightly Agree slightly Agree moderately Agree strongly
Interpretation: From the above graph and table it clear that 94% of the employees agree strongly that they are satisfied with the training provided, this indicates that there is effective implementation of training in AIW.
Q11. I am satisfied with the medical facilities provided. Frequency Percent Valid Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 7 21 24 46 100 2.0 7.0 21.0 24.0 46.0 100.0 Valid Percent 2.0 7.0 21.0 24.0 46.0 100.0 Cumulative Percent 2.0 9.0 30.0 54.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 91% of the employees agree that they are satisfied with the medical facilities provided, this indicates that the medical facility provided in AIW is totally good.
Q12. I am satisfied with the first aid facilities provided at work place. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 11 22 61 100 6.0 11.0 22.0 61.0 100.0 Valid Percent 6.0 11.0 22.0 61.0 100.0 Cumulative Percent 6.0 17.0 39.0 100.0
70
60
50
40
30
20
Percent
10 0 Disagree slightly Agree slightly Agree moderately Agree strongly
Interpretation: From the above graph and table it clear that 94% of the employees agree saying that they are satisfied with the first aid facilities provided at work place, this indicates that the first aid facility provided in AIW is totally good.
Q13. I am satisfied with Educational Loan Facility. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 12 6 2 21 26 33 100 12.0 6.0 2.0 21.0 26.0 33.0 100.0 Valid Percent 12.0 6.0 2.0 21.0 26.0 33.0 100.0 Cumulative Percent 12.0 18.0 20.0 41.0 67.0 100.0
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 80% of the employees agree that they are satisfied with the Educational Loan Facility, this indicates that the Educational loan facility provided in AIW is good.
Q14. I am satisfied with other Loan Facilities. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 9 10 11 21 24 25 100 9.0 10.0 11.0 21.0 24.0 25.0 100.0 Valid Percent 9.0 10.0 11.0 21.0 24.0 25.0 100.0 Cumulative Percent 9.0 19.0 30.0 51.0 75.0 100.0
30
20
10
Percent
Interpretation: From the above graph and table it clear that 70% of the employees agree that they are satisfied with the other Loan Facilities, this indicates that the facility provided in AIW is good.
Q15. I am satisfied with the Bonus provided. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 4 11 16 28 39 100 2.0 4.0 11.0 16.0 28.0 39.0 100.0 Valid Percent 2.0 4.0 11.0 16.0 28.0 39.0 100.0 Cumulative Percent 2.0 6.0 17.0 33.0 61.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 83% of the employees agree that they are satisfied with the bonus provided, this indicates that the bonus facility provided in AIW is good.
Q16. The benefits we receive in AIW are good compared with other organizations. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 9 13 32 46 100 9.0 13.0 32.0 46.0 100.0 Valid Percent 9.0 13.0 32.0 46.0 100.0 Cumulative Percent 9.0 22.0 54.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 91% of the employees agree saying the benefits they receive in AIW are good compared with other organizations this indicates that the benefit provided in AIW are good.
Q17. The benefit package we have is at par in AIW. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Total 8 54 8 2 28 100 8.0 54.0 8.0 2.0 28.0 100.0 Valid Percent 8.0 54.0 8.0 2.0 28.0 100.0 Cumulative Percent 8.0 62.0 70.0 72.0 100.0
60
50
40
30
20
Percent
10
0 Disagree strongly Disagree slightly Agree moderately Disagree moderately Agree slightly
Interpretation: From the above graph and table it clear that 70% of the employees disagree saying the benefit package is not at par in AIW, this indicates that the benefits at various level need to be re-looked.
Q18. I am satisfied with the welfare facilities provided by AIW. Frequency Percent Valid Disagree strongly Disagree moderately Agree slightly Agree moderately Agree strongly Total 8 6 14 24 48 100 8.0 6.0 14.0 24.0 48.0 100.0 Valid Percent 8.0 6.0 14.0 24.0 48.0 100.0 Cumulative Percent 8.0 14.0 28.0 52.0 100.0
60
50
40
30
20
Percent
10
0 Disagree strongly Agree slightly Agree strongly Disagree moderately Agree moderately
Interpretation: From the above graph and table it clear that 86% of the employees agree that they are satisfied with the welfare facilities provided by AIW, this indicates that the welfare facilities provided in AIW are good.
Q19. Upward communication seems good within AIW. Frequency Percent Valid Disagree strongly Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 4 26 23 41 100 6.0 4.0 26.0 23.0 41.0 100.0 Valid Percent 6.0 4.0 26.0 23.0 41.0 100.0 Cumulative Percent 6.0 10.0 36.0 59.0 100.0
50
40
30
20
10
Percent
0 Disagree strongly Agree slightly Agree strongly Disagree slightly Agree moderately
Interpretation: From the above graph and table it clear that 90% of the employees agree saying that upward communication is good within AIW, this indicates that there is effective communication in AIW.
Q20. Downward communication seems good within AIW. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 3 2 12 9 22 52 100 3.0 2.0 12.0 9.0 22.0 52.0 100.0 Valid Percent 3.0 2.0 12.0 9.0 22.0 52.0 100.0 Cumulative Percent 3.0 5.0 17.0 26.0 48.0 100.0
60
50
40
30
20
Percent
10
Interpretation: From the above graph and table it clear that 83% of the employees agree saying that downward communication is good within AIW, this indicates that there is effective communication in AIW.

Q21. Departmental communication seems good within AIW. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 3 4 3 3 21 66 100 3.0 4.0 3.0 3.0 21.0 66.0 100.0 Valid Percent 3.0 4.0 3.0 3.0 21.0 66.0 100.0 Cumulative Percent 3.0 7.0 10.0 13.0 34.0 100.0
70
60
50
40
30
20
Percent
10 0 Disagree strongly Disagree slightly Agree moderately Agree strongly Disagree moderately Agree slightly
Interpretation: From the above graph and table it clear that 90% of the employees agree saying that departmental communication is good within AIW, this indicates that there is effective communication in AIW.
Q22. My supervisor is fair to me. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 8 23 42 27 100 8.0 23.0 42.0 27.0 100.0 Valid Percent 8.0 23.0 42.0 27.0 100.0 Cumulative Percent 8.0 31.0 73.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 92% of the employees agree saying that their supervisor is fair to them, this indicates that dealings of supervisors are fair enough.
Q23. My supervisor shows interest in the feelings of subordinates. Frequency Percent Valid Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 4 26 23 41 100 6.0 4.0 26.0 23.0 41.0 100.0 Valid Percent 6.0 4.0 26.0 23.0 41.0 100.0 Cumulative Percent 6.0 10.0 36.0 59.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 90% of the employees agree saying that their supervisor shows interest in the feelings of subordinates this indicates that care from supervisor to subordinates is good in AIW.

Q24. I like my supervisor. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 3 2 12 19 22 42 100 3.0 2.0 12.0 19.0 22.0 42.0 100.0 Valid Percent 3.0 2.0 12.0 19.0 22.0 42.0 100.0 Cumulative Percent 3.0 5.0 17.0 36.0 58.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it clear that 83% of the employees agree saying that they like their supervisors this indicates that the performance of supervisor is good in AIW.
Q25. Work assignments are fully explained. Frequency Percent Valid Disagree strongly Disagree moderately Agree slightly Agree moderately Agree strongly Total 6 8 14 24 48 100 6.0 8.0 14.0 24.0 48.0 100.0 Valid Percent 6.0 8.0 14.0 24.0 48.0 100.0 Cumulative Percent 6.0 14.0 28.0 52.0 100.0
60
50
40
30
20
Percent
10
0 Disagree strongly Agree slightly Agree strongly Disagree moderately Agree moderately
Interpretation: From the above graph and table it is clear that 86% of the employees agree saying that the work assignments are fully explained, this indicates that the delegation of work is effective.
Q26. I am convinced whenever I am overloaded. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 25 29 40 100 6.0 25.0 29.0 40.0 100.0 Valid Percent 6.0 25.0 29.0 40.0 100.0 Cumulative Percent 6.0 31.0 60.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 94% of the employees agree saying that they are convinced whenever they are overloaded, this indicates that downward communication is effective.
Q27. I feel a sense of pride in doing my job. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 4 11 16 26 41 100 2.0 4.0 11.0 16.0 26.0 41.0 100.0 Valid Percent 2.0 4.0 11.0 16.0 26.0 41.0 100.0 Cumulative Percent 2.0 6.0 17.0 33.0 59.0 100.0
50
40
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 83% of the employees agree saying that they feel a sense of pride in doing their job, this indicates that AIW S HR policy are good.
Q28. I feel that the work I do is appreciated. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 9 1 10 37 12 31 100 9.0 1.0 10.0 37.0 12.0 31.0 100.0 Valid Percent 9.0 1.0 10.0 37.0 12.0 31.0 100.0 Cumulative Percent 9.0 10.0 20.0 57.0 69.0 100.0
40
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 80% of the employees agree saying that, they feel that the work they do is appreciated, this indicates that recognition for work is good in AIW.
Q29. There are rewards for those who work hard. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 3 10 24 26 31 100 6.0 3.0 10.0 24.0 26.0 31.0 100.0 Valid Percent 6.0 3.0 10.0 24.0 26.0 31.0 100.0 Cumulative Percent 6.0 9.0 19.0 43.0 69.0 100.0
40
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 81% of the employees agree saying that there are rewards for those who work hard, this indicates that recognition of work are valued in AIW.
Q30. I know the criteria's for promotion. Frequency Percent Valid Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 6 11 43 32 8 100 6.0 11.0 43.0 32.0 8.0 100.0 Valid Percent 6.0 11.0 43.0 32.0 8.0 100.0 Cumulative Percent 6.0 17.0 60.0 92.0 100.0
50
40
30
20
10
Percent
Interpretation: As they say Growth is Life employee are also will to grow ahead what they are today in order to meet future challenges. From the above graph and table we can see that 83% of the employees agree that they know the criterias for promotion this indicates that the awareness on promotion is good.
Q31. The promotion policy is fair. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 8 2 9 11 68 100 2.0 8.0 2.0 9.0 11.0 68.0 100.0 Valid Percent 2.0 8.0 2.0 9.0 11.0 68.0 100.0 Cumulative Percent 2.0 10.0 12.0 21.0 32.0 100.0
80
60
40
20
Percent
Interpretation: From the above graph and table it is clear that 88% of the employees agree that the promotion policy is fair in AIW, this indicates that the awareness on promotion policy is good.
Q32. I am getting salary on time every month. Frequency Percent Valid Disagree slightly Agree slightly Agree moderately Agree strongly Total 2 6 21 71 100 2.0 6.0 21.0 71.0 100.0 Valid Percent 2.0 6.0 21.0 71.0 100.0 Cumulative Percent 2.0 8.0 29.0 100.0
80
60
40
20
Percent
Interpretation: From the above graph and table it is clear that 98% of the employees agree saying that they get salary on time every month; this indicates that strong values of HR policies on payment are followed by AIW.
Q33. I carry work efforts to home. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Total 63 12 21 4 100 63.0 12.0 21.0 4.0 100.0 Valid Percent 63.0 12.0 21.0 4.0 100.0 Cumulative Percent 63.0 75.0 96.0 100.0
70
60
50
40
30
20
Percent
10 0 Disagree strongly Disagree slightly Agree slightly Disagree moderately
Interpretation: From the above graph and table it is clear that 96% of the employees disagree saying that they do not carry work efforts to home, this indicates that stress level is moderate.
Q34. Many of our rules and procedures in AIW make job easy. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 26 2 23 23 2 24 100 26.0 2.0 23.0 23.0 2.0 24.0 100.0 Valid Percent 26.0 2.0 23.0 23.0 2.0 24.0 100.0 Cumulative Percent 26.0 28.0 51.0 74.0 76.0 100.0
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 51% of the employees disagree saying that rules and procedures in AIW does not make job easy, whereas 49% of the employees agree strongly saying that rules and procedures in AIW makes job easy this indicates that policies and procedures in AIW need to be made easier.
Q35. I sometimes feel my job is meaningful. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree slightly Agree moderately Agree strongly Total 31 30 14 4 2 19 100 31.0 30.0 14.0 4.0 2.0 19.0 100.0 Valid Percent 31.0 30.0 14.0 4.0 2.0 19.0 100.0 Cumulative Percent 31.0 61.0 75.0 79.0 81.0 100.0
40
30
20
10
Percent
Interpretation: From the above graph and table it is clear that 75% of the employees disagree saying that they feel their job is not meaningful, this indicates dissatisfaction in work in general and issues need to be addressed.
Q36. I enjoy my job. Frequency Percent Valid Disagree strongly Disagree moderately Disagree slightly Agree strongly Total 46 21 21 12 100 46.0 21.0 21.0 12.0 100.0 Valid Percent 46.0 21.0 21.0 12.0 100.0 Cumulative Percent 46.0 67.0 88.0 100.0
50
40
30
20
10
Percent
0 Disagree strongly Disagree slightly Agree strongly Disagree moderately
Interpretation: From the above graph and table it is clear that 88% of the employees disagree saying that they do not enjoy their job, this indicates dissatisfaction in work in general and jobs need to be made enjoyable.
FINDINGS
1. 70% of the employees agree moderately that they are satisfied by the work load, and 8% of the employees agree strongly that they are satisfied by the work load, whereas 10% of the employees disagree strongly that they are not satisfied by the work load.
2. 46% of the employees agree strongly that they perform up to the expectations of AIW, and 22% of the employees agree moderately that they perform up to the expectations of
AIW.
3. 31% of the employee disagree strongly that they are not paid a fair salary for the work they do in AIW, whereas 24% of the employee disagree moderately that they are not paid a fair salary for the work they do in AIW, and only 6% agree strongly that they are paid a fair salary for the work they do in AIW.
4. 51% of the employees agree strongly that they have a good relationship with their
colleagues, and
34% of the employees agree moderately saying that they have a good
relationship with their colleagues.
5. 46%
of the employees disagree strongly that they are not satisfied with the increment 34% of the employees disagree moderately saying that
given at regular intervals, and
they are not satisfied with the increment given at regular intervals.
6. 57%
of the employees agree strongly that they are satisfied with the arrangement of 31% of the employees agree moderately saying that they are satisfied
drinking water and
with the arrangement of drinking water.
7. 33% of the employees disagree strongly that they are not satisfied with the canteen
facilities whereas
21% of the employees agree strongly saying that they are satisfied
with the canteen facilities.
8. 51% of the employees disagree strongly that they are not satisfied with the uniform
provided whereas
18% of the employees agree strongly saying that they are satisfied
with the uniform provided.
9. 58%
of the employees disagree strongly that they are not satisfied with the safety 4% of the employees agree strongly saying that they are
equipments provided whereas
satisfied with the safety equipments provided.
10. 41%
of the employees agree strongly that they are satisfied with the training provided
whereas 29% of the employees agree moderately saying that they are satisfied with the
training provided.
11. 46%
of the employees agree strongly that they are satisfied with the medical facilities 24% of the employees agree moderately saying that they are
provided, whereas
satisfied with the medical facilities provided.
12. 61%
of the employees agree strongly that they are satisfied with the first aid facilities 22% of the employees agree moderately saying that
provided at work place whereas
they are satisfied with the first aid facilities provided at work place.
13. 33%
of the employees agree strongly that they are satisfied with the Educational Loan 26% of the employees agree moderately saying that they are satisfied
Facility whereas
with the Educational Loan Facility.
14. 25%
of the employees agree strongly that they are satisfied with the other Loan 24% of the employees agree moderately saying that they are satisfied
Facilities whereas
with the other Loan Facilities.
15. 39%
of the employees agree strongly that they are satisfied with the bonus provided
whereas 28% of the employees agree moderately saying that they are satisfied with the
bonus provided.
16. 46%
of the employees agree strongly saying the benefits they receive in AIW are good 32% of the employees agree moderately
compared with other organizations whereas
saying that the benefits they receive in AIW are good compared with other organizations .
17. 54% of the employees disagree moderately saying the benefit package is not at par in
AIW, whereas
28% of the employees agree moderately saying that the benefit package
they have is at par in AIW.
18. 48%
of the employees agree strongly that they are satisfied with the welfare facilities 24% of the employees agree moderately saying that they are
provided by AIW, whereas
satisfied with the welfare facilities provided by AIW.
19. 41%
of the employees agree strongly saying that upward communication is good whereas 26% of the employees agree slightly saying that upward
within AIW,
communication is good within AIW.
20. 52% of the employees agree strongly saying that downward communication is good
within AIW,
whereas 22% of the employees agree moderately saying that downward
communication is good within AIW.
21. 66% of the employees agree strongly saying that departmental communication is
good within AIW,
whereas 21% of the employees agree moderately saying that
departmental communication is good within AIW.
22. 42% of the employees agree moderately saying that their supervisor is fair to them, whereas 27% of the employees agree strongly saying that their supervisor is fair to them.
23. 41%
of the employees agree strongly saying that their supervisor shows interest in the 26% of the employees agree slightly saying that their
feelings of subordinates whereas
supervisor shows interest in the feelings of subordinates.
24. 42% of the employees agree strongly saying that they like their supervisors whereas 22% of the employees agree moderately saying that they like their supervisors.
25. 48%
of the employees agree strongly saying that the work assignments are fully 24% of the employees agree moderately saying that the work
explained, whereas
assignments are fully explained.
26. 40%
of the employees agree strongly saying that they are convinced whenever they 29% of the employees agree moderately saying that they are
are overloaded, whereas
convinced whenever they are overloaded.
27. 41% of the employees agree strongly saying that they feel a sense of pride in doing
their job, whereas
26% of the employees agree moderately saying that they feel a sense
of pride in doing their job.
28. 37%
of the employees agree slightly saying that they feel that the work they do is 31% of the employees agree strongly saying that they feel that the
appreciated, whereas
work they do is appreciated.
29. 31%
of the employees agree strongly saying that there are rewards for those who 26% of the employees agree moderately saying that there are
work hard; whereas
rewards for those who work hard.

30. 43%
of the employees agree slightly that they know the criterias for promotion
whereas 32% of the employees agree moderately that they know the criterias for promotion.
31. 68% of the employees agree strongly that the promotion policy is fair whereas 11% of the employee agree moderately that the promotion policy is fair in the organization.
32. 71% of the employees agree strongly saying that they get salary on time every month; whereas 21% of the employees agree moderately saying that they get salary on
time every month.
33. 63%
of the employees disagree strongly saying that they do not carry work efforts
to home, whereas 21% of the employees disagree slightly saying that they do not carry work efforts to home.
34. 26% of the employees disagree strongly saying that rules and procedures in AIW
does not make job easy, whereas
24% of the employees agree strongly saying that rules
and procedures in AIW makes job easy.
35. 31% of the employees disagree strongly saying that they feel their job is not
meaningful; whereas
30% of the employees disagree moderately saying that they feel
their job is not meaningful.

36. 46%
of the employees disagree strongly saying that they do not enjoy their job,
whereas 21% of the employees disagree moderately saying that they do not enjoy their job.
ASHOK IRON WORKS PVT.LTD. RECOMMENDATIONS
The employees are satisfied in AIW, yet certain amount of dissatisfaction has been noticed in the employees regarding certain aspects of their work life, which in-turn influence on their job satisfaction. I wish to give the following recommendations to the management. 1. Since the employees are dissatisfied by work, the payment of benefit may be increased in proportional with physical stress in terms of diet at work to those who are involved in more physical stress. 2. Since the employees are not enjoying the job, work may be made more enjoyable by introducing stress relieving sports/games, mediation, yoga, and other such activities during their leisure time. 3. Since the employees are not satisfied with the canteen facilities, canteeen facilities need to be improved, specifically better quality of food needs to be provided. 4. Since the workers are not satisfied with uniform and safety equipments provided, the policy on repayment of deducted amount may be reduced. 5. Although the monetary benefits provided in AIW is good and at par with other organization, but improvement can be made by sharing some percent of profit so as to improve the morale. 6. Although HR policies are effective, but can be made more effective by simplifying and making more transparent.
ASHOK IRON WORKS PVT.LTD. CONCLUSION
Based on the study conducted, AIW is doing well in its HR policy formulation and implementation as compared with other similar organizations. Employees are not only assets to the company but they also increase the image of the company and also to achieve the vision of AIW through the satisfaction of stakeholders, AIW should take steps to enhance the employees satisfaction in some aspects as suggested.
QUESTIONNAIRE
Dear Sir, I am pleased to introduce myself as MBA student of PEST's Belgaum Institute of Management Studies, Belgaum. As a part of our curriculum I have undertaken a research study IMPACT OF WELFARE FACILITIES ON JOB SATISFACTION.I assure that the valuable information provided by you will be of great help to me and will be kept confidential and used for academic purpose only.
Please tick the appropriate one E.g.: Are you employee of AIW (1 ) Yes or (2) No Personal Profile: 1. Name 2. Sex (1) Male (2) Female
3. Age ___ yrs 4. Educational Qualification: _____________ 5. Marital status: (1) Married (2) Unmarried (3) Divorced 6. Present Designation: __________ 7. No. of Year/s experience:

JOB SATISFACTION SURVEY
Agree strongly Agree moderately Agree slightly Disagree slightly Disagree moderately
Disagree strongly
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION ABOUT IT.
8 9 10
I am satisfied with my work load. I am performing up to the expectations of AIW. I feel I am being paid a fair Salary for the work I do in AIW. I have a good relationship with my colleagues. I am satisfied with the increment given at regular intervals. I am satisfied with the arrangement for drinking water. I am satisfied with canteen facilities. I am satisfied with the Uniform provided. I am satisfied with Safety Equipments provided. I am satisfied with the Training provided at AIW. I am satisfied with the medical facilities provided. I am satisfied with the first aid facilities provided at work place.
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I am satisfied with Educational Loan Facility. I am satisfied with other Loan Facilities. I am satisfied with the Bonus provided. The benefits we receive in AIW are good compared with other organizations. The benefit package we have is at par in AIW. I am satisfied with the welfare facilities provided by AIW. Upward communication seems good within AIW. Downward communication seems good within AIW. Departmental communication seems good within AIW. My supervisor is fair to me. My supervisor shows interest in the feelings of subordinates. I like my supervisor.
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Agree strongly Agree moderately Agree slightly Disagree slightly Disagree moderately Disagree strongly
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION ABOUT IT.
32
Work assignments are fully explained.
3 4
33 34 35 36 37 38 39 40 41 42 43
I am convinced whenever I am overloaded. I feel a sense of pride in doing my job. I feel that the work I do is appreciated. There are rewards for those who work hard. I know the criterias for promotion. The promotion policy is fair. I am getting salary on time every month. I carry work efforts to home. Many of our rules and procedures in AIW, make job easy. I sometimes feel my job is meaningful. I enjoy my job.
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6 6 6 6 6 6 6 6 6 6 6
4 5 4 5 5
3 4 3 3
4 5 4 5 5
3 4
44. What other welfare facilities do you expect? _____________________________________________________________________ ______ _____________________________________________________________________ ______ 45. Which are the most important welfare facilities (top 5) given by the organization? _____________________________________________________________________ _______ _____________________________________________________________________ _______
46. List the improvements to be made in welfare facilities in order of priority (top 5)? _____________________________________________________________________ _______
_____________________________________________________________________ _______ 47. Any other suggestions? _____________________________________________________________________ _______ _____________________________________________________________________ _______
BIBILOGRAPHY
1. Essentials of Human Resource Management and Industrial Relations by P. Subba Rao 2. Marketing Research by Tull and Hawkins
3. 1) Motivation to work by Hertzberg Frederick

2) Applied Human Relations by Jack Hollran
4. Oxford Dictionary
WEBSITES http://www.hrsolutionsinc.com/ http://www.businessranks.com/employee-satisfaction.htm http://www.businessreslab.com www.hrucsd.edu http://www.google.com/

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ASHOK IRON WORKS PVT.LTD.

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ASHOK IRON WORKS PVT.LTD.

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Need for Labour welfare in India

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THEORIES OF EMPLOYEE SATISFACTION.

DAVID MCCLELLANDS MOTIVATIONAL NEED THEORY

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achievement and advancement, promotion, etc.

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ABRAHAM MASLOWS HIERARCHY OF

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FREDERICK HERTZBERG MOTIVATIONALTHEORY

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STATEMENT OF THE PROBLEM

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BE. MBA BE. BE. MBA BE. BE. MBA

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Dy. General Manager - HRD Dy. General Manager Maintenance

Dy. General Manager - Foundry -I Dy. General Manager - Foundry -II

Major Products of the Company

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