A Study on Job Satisfaction

ENGINE DIVISION- HAL

DISSERTATION PROJECT

A project work entitled

"A STUDY ON JOB SATISFACTION"

Carried out at

"Hindustan Aeronautics Ltd."

Engine Division

Dissertation Submitted in partial fulfillment of the requirements

Of

MASTERS OF BUISNESS ADMINISTRATION

Degree Course of Bangalore University

By

PUNAM KUMARI

Reg.No: 07X8CM6024

Under the Guidance of

MISS MARY LILLIAN. J

External Guide Mr. SURENDER SINGH SUHAG

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES, BANGALORE


S.J.E.S Institutions, Department of management studies

Medahalli, Old Madras Road, Bangalore – 49

Bangalore University

2008-2009

MISS. MARY LILLIAN. J

HOD, Department of Management Studies

S.J.E.S Institutions, University of Bangalore,

Bangalore – 49

===============================================

CERTIFICATE

This is to certify that the project report entitled “A STUDY ON JOB SATISFACTION ON HAL ENGING DIVISION” Submitted as per the requirement of the curriculum of master degree in Business Management by PUNAM KUMARI was undertaken under my supervision and guidance as per the curriculum of S.J.E.S College of Management Studies.

DATE

PLACE: BANGALORE (MISS.MARYLILLIAN.J)



Declaration

I hereby declare that the project work entitled “A STUDY ON JOB SATISFACTION ON HAL ENGINE DIVISION” is a record of independent project work carried out by me under the guidance of MISS. MARY LILLIAN. J, Department of management studies S.J.E.S Institutions, University of Bangalore, Bangalore, as per the requirement of the curriculum of Master degree in Business Administration of S.J.E.S College of Management Studies.

This work has not been submitted earlier for award of any degree or diploma, or in any other course.

PLACE: BANGALORE (PUNAMKUMARI)

DATE: Reg No: 07X8CM6024



ACKNOWLEDGEMENT

I take this opportunity to express a deep sense of gratitude to my project guide MISS MARY LILLIAN.J, HOD, Department of management studies S.J.E.S Institutions, University of Bangalore, Bangalore .for providing constant guidance, support, encouragement throughout the study.

My special thanks and sincere gratitude to Mr. Surender Singh Suhag, Deputy Manager HRD department, HAL Engine Division, for providing me an opportunity to undertake this project at their esteem organization.

I also like to thank all department heads, supervisors, employees for their valuable suggestions and opinions despite their busy engagements.

(PUNAM KUMARI)



EXECUTIVE SUMMARY

Towards the fulfilment of corporate exposure learning Program, a study was conducted at ‘HAL Engine Division’ based in Bangalore, India.

The corporate exposure learning program involved study of organization, its working etc. this involved getting familiarized to the organization, studying the different departments while giving the special emphasis to the HR department and interacting from employees to workers in the firm. This helped to a great extent in understanding the nature of their work and the constraints of working in certain environment.



The title of “the study on job satisfaction in HAL Engine Division” Bangalore. An overview of the Indian aeronautics industry and the dynamic development that has taken place in this field over the past few years. The Hindustan Aeronautics Limited, established in 1940 with its corporate office at Bangalore, has nine units in the country. It is engaged in the design, development and manufacture of sophisticated state-or-the-art electronics equipment components for the use of the defense services, Para-military organizations and since then the company has produced over 3000 aircrafts, overhauled over 6000 aircraft and produced over 3000 engines.

On line computerization for material management, state-of-the-art test facilities for carrying out environment and reliability checks, Aeronautical interference/ Electro-Magnetic compatibility testing facility, aircraft testing facility, back-up support from standardization technical Information and documentation, computer aided design and manufacture have made HAL a modern and professional aeronautical company. A linker scale model evolution of HINDUSTAN AREONAUTICS LTD elaborating on its strategy, structure system, style, staff, Skills and shared values.

The project aims at the studying the job satisfaction method adopted by HAL Engine Division. Therefore it is necessary to initially lay the importance of job satisfaction and why it plays a vital role in the organization. Job satisfaction is a step where the management finds out how effective it has been in placing and satisfying an employees needs. To find out: “The study on job satisfaction adapted by HAL Engine Division” on the employees and workmen in the entire different SBU of Bangalore complex.

Descriptive research has been implemented in the study. Data was collected through questionnaires filled by employees and workmen. These data were organized in a table and were interpreted using charts. This study is confined in its scope, as it limited only to the Bangalore branch, and therefore all data collected through the questionnaire and I for the employees in all departments. Since the company is located in Bangalore, the study was based on first hand information from the same.



The findings are the inferences collected from the various tables. It’s the viewpoint or opinions that represent the majority of the employees. Majority of the employees find the job more satisfying, challenging and good, while no one finds it poor. Job satisfaction is not only to know about man power but is helpful for self-development which is relevant to the job performed. It’s also seen that the organization was able to make efficient use of time maintaining the interest of employees and making the job more satisfiable, acceptable understandable, and challenging.

The suggestions are, for any organization to grow it is necessary that the fresh people should be brought into the organization and job rotation should be considered for the existing employees so that they gain competence in different areas too. The computerized performance management software can be used to implement the entire personnel management process.

This research project was an enriching experience, which helped to gain an insight into the working of organization. The project also helped to implement theoretical concepts in practical situation thereby enabling to understand the real business operation.



Introduction

History of HRM

Human resource management has become a pervasive and influential approach to the management of employment in a wide range of market economies. The original American prescription of the early 1980`s have become more popularized and absorbed in a variety of economic settings, there are very few major economic where the nature of human resource management, to include it is sources operation and philosophy, are not actively discussed economies which once seemed to enjoy a distinctive and successful pattern of employee management against a background of economies growth, such as Sweden, have been as attracted to the debate as those economies, Britain for example, which have struggled with a problematic employment relationship and low growth Two related themes run through this first part of the book, both are concerned with the nature of HRM the first chapter looks at the antecedents of HRM in INDIA and its translation to economies, with particular emphasis on unresolved questioning HRM for some it has become a model for action and application, for others it is no more than a map than a map that indicates how the management of employees might be worked out in more specific ways than HRM can adequately deal with.

The second chapter looks at the organizational context in which Human Resource Management has emerged and in which it operates. This is important in understanding some of the assumption and philosophical stances awareness



of the broader context in which HRM operates, not simply as a set of operational matters that describe the functional role of personnel management, but as part of a complex and sophisticated process that helps us understand the nature of organizational life. In many aspects this agenda has posed the most fundamental threat to established patterns of Personal Management and Industrial Relations in the post- 1945 era. Any assessment of the emergence of Human Resource Management has, at least, to take account of this changing context of employment and provide some explanations as to the relationships that exit between the contribution HRM has made to some of these changes on one hand, and on other hand, the impact that such changes have had on the theory and practice of HRM itself.

The term Human Resource Management has come to be used with increasing regularity as a description of the management of employees. However, despite its swift and widespread there remains considerable controversy as to its origins, the reasons for its spread, its characteristics, and its philosophy which particularly view the essential of HRM and what they believe it is representation which colours the discussion. For the purposes of this analysis four broad perspectives are set out here:

*That HRM is no more than a remaining of basic personal functions which does little that is different from the traditional practice of Personnel Management.

*That HRM represents a fusion of Personal Management and Industrial Relations which is managerially focused and derives from a managerial agenda. *That HRM represents and wider conception of the relationship, to incorporate an enabling and developmental role for the individual employee. That HRM can be viewed as part of the strategic managerial function in the development of business policy in which it plays both a determining and contributory role.

For many practitioners that their roles and functions can be seen in anything other than a highly pragmatic light is no more than a wishful thinking, there is an important, if straight forward, task of recruiting, selecting, rewarding, managing and developing employees that must be carried out as efficiently as possible.



HRM as a new managerial discipline;

This perspective contains more diversity and complexity, incorporates such issues as the philosophies. Personnel and industrial relations, the desire to present the management of employees as a holistic to the inclusive approaches of accounting and marketing), and the belief that an integrated management approach can be provided HRM. This would not only unit the differing perspectives of Pm and IR but create a new broader discipline as a result of these traditional elements called ‘’Job satisfaction”,

EMPLOYEE COMMITMENT;

Attracting the most qualified employees and matching them to the jobs for which they are best suited is important for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training and labour relations managers and specialists provide this link. In the past these workers have been associated with performing the administrative function of an organization, such as handling employee benefits questions or recruiting interviewing, and hiring new personnel in accordance with policies and requirements that have been established in conjunctionwithtopmanagement.Today human resources workers juggle these tasks and increasingly, consult top executives regarding strategies planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. Senior management is recognizing the importance of the human resource department to their bottomline. In an effort to improve moral and productivity and limit job turnover, they also help their firms effectively use employee skills, and boost employee satisfaction with their jobs in the human resources field require only limited contact with people outside the office, dealing with people is an essential part of the joint In a small organization, human resources generalist may handle all aspect of human resources work, requiring a broad range of knowledge. The responsibilities of human resources generalists can very widely, depending on their employee needs. In a large corporation, the top human resources



executive usually develops and coordinates personnel programs and policies (Executives are included in the handbook statement on top executive).

These policies are usually implemented by a director or manager of human resources and, in some cases, a director manager of human resources and, in some cases, a director of industrial relations.

The director of human resources may oversee several departments, each headed by an experienced manager, who most likely specializes in one personnel activity such as employment compensation, benefits, training, and development, or employee relation. Employment and placement managers oversee the hiring and separation of employees and supervise various workers, including equal employment, recruitment, and placement specialists recruit and place workers. Recruiters maintain contacts with in the community and may travel extensively, often to college campuses, to search for promising job applicants. Recruiters screen, interview, and sometimes test applicant. They also may check reference and extend job offers. These workers must be thoroughly familiar with the organization and its personnel policies to discuss wage, working conditions, and promotional opportunities with prospective employees. They also must keep informed about equal employment opportunity (EEO) and affirmative action guidelines and laws, such as the Americans with disabilities Act. EEO officers, representative, or affirmative and resolve EEO grievances, examine corporate practices for possible violations, and compile and submit EEO statistical reports. Employer relations representatives, who usually work in government agencies, maintain working relations hips with local employers and promote the use of public employment interviewers whose many job titles include personnel consultants, personal development specialists, and human resources coordinator-helps match employers with qualified job seekers.

Compensation, benefits, and job analysis specialists conduct programs for employers and may specialize in specific areas such as position classifications or pension. Job analysts, sometimes called position classifiers, collect and examine detailed information about job duties to prepare job description. These descriptions explain the duties, training, and skills each job requires.



Whenever a large organization introduces a new job or reviews existing jobs, it calls upon the expert’s knowledge of the job analyst.

Occupational analysts conduct research, usually inn large firms. They are concerned with occupational classification systems and study the effects of industry and occupational trends upon worker relationship. They may serve as technical liaison between the firms and industry, government, and labour unions. Establishing and maintaining a firm pay system is the principal job of the compensation manager. Assisted by staff specialists, compensation managers devise ways to ensure fair and equitable pay rates. They may conduct surveys to see how their rates compare with others and to see that the firm’s pay scale complies with changing laws and regulations. In addition, compensation managers often oversee their firm’s performance evaluation system, and they may design reward system as pay –for –performance plan.

Employee benefits managers and specialists handle the company’s employee benefits program, notably its health insurance and pension. Plans .Expertise in designing and administering benefits program continues to gain importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefits plan increase in number and complexity.

For example, pension benefits might include saving and thrift, profit sharing, and stock ownership plan; health benefits may include long term catastrophic illness insurance and de tall insurance. Familiarity with health benefits is a top priority, as more firms struggle to cope with the rising cost of health care for employee and retirees. In addition to health insurance and pension coverage, some firms offer employee life and dismemberment insurance, and relatively new benefits designed to meet the need of a changing work force, such as parental leave, child and elder care, long term nursing homecare insurance, employee assistance and wellness programs and flexible benefits plans. Benefits manager must keep abreast of changing Federal &State regulations &legislation that may affect employee benefits.



Employee assistance plan manager, also called employee welfare manager, are responsible for a wide array of programs covering occupational safety and health standards and practices; health promotion and physical fitness, medical examinations, and minor health treatment, such as first aid; plant security; publication; food service and recreation and activities; car pooling and transportation programs, such as transit subsidies; employee suggestion system; child &elder care; &counselling services. Child and elder are care important due to growth in the number of dual- income households and the elderly population. Counselling may help employee deal with emotional disorders, or marital, family, consumer, legal, and financial problem. Some employee offer career counselling as well. In large firms certain programs, such as security and safety, may be in separate departments headed by other managers.

CHRACTERISTICES OF HRM:

AN important part of the debate, both in the US and the UK, has been the search for the defining characteristics that will describe, analyze and explain the HRM phenomenon. To a considerable extent this quest has proved largely unresolved because of the wide range of prescriptions placed upon the term, and the relative lack of available evidence to determine systematically whether or not HRM has taken root as a sustainable model of employee management. This difficulty is further if one considers a series of critical questions about HRM;

*Is HRM a practitioner-driven process which has attracted a wider audience prompted sub sequent analytical attention?

*Is HRM an academically-derived description of the relationship, to which the practitioners have subsequently become drawn?

*Is HRM essentially a prescriptive model of how such a relationship ‘ought’ to be?

*Is it ‘leading edge’ as to how such relationship actually is within certain types of organization?

ASSUMPTIONS OF HRM:



Mutual goal mutual influence, mutual rewards, mutual responsibilities. They theory is that policies of mutuality will elicit commitment which in turn will yield both better economic performance and greater human development. So beer and Sector 1985 emphasized a new set of assumption in shaping their meaning of HRM;

* Proactive system wide interventions, with emphasis on HR, linking with strategic planning and cultural change.

*people are social capital capable of development.

* Coincidence of interest between stake holders can be development.

*Seeks power equalization for trust and collaboration.

*open channel of communication to build trust and commitment.

OBJECTIVE OF HRM:

1 To create and utilize an able and motivated work force, to accomplish the basic organizational goals.

2 To establish and maintain sound organizational structure and desirable working relationship among all the member of the organizational

3 To secure the integration of individual or group goals with those of the organization.

4 To create opportunities and facilities for individual or group development so as to match it with the growth of the organization.

5 To attain an effectives utilization of human resource in the achievement of organizational goals.

6 To identify and satisfy individual or group needs by providing adequate and equitable wages, employee benefits, incentives and social security and measures for challenging work, prestige, recognition, security, status.

7 To maintain high employees morale and sound human relations by sustaining and improving various human condition and facilities.



8 To strengthen and appreciate human assets continuously by providing training and developmental programs.

9 To provide facilities and conditions of work and creation of favourable atmosphere for maintaining stability of employment.

10 To provide an opportunity for expression and voice management.

11 To provide fair, acceptable, and efficient leadership.

Management has to create conductive environment and provide necessary prerequisites for the attainment of the personnel objectives after formulation.

HRM as a Strategic and International Function:

The advent of Human Resource Management has also brought forward the issue of the linkages between the employment relationship and wider organizational strategies and corporate policies. Historically, the management of industrial Relations and Personal has been concerned to cope with either `downstream` consequences of earlier strategic decisions or to` firelight ` short term problems which threaten the long-run success so a particular strategy.

In the private sector the well known case British Leyland in the 1970’s demonstrated a situation where considerable amount of managerial effort (up to 60 %of operational manager’s time by some estimates) were devoted to fixing shop floor problems. In order to re- establish managerial control the company effectively turned the reshaping on industrial relations in to its strategy so that it could refashion its product range and market position.

HUMAN RESOURCE MANAGEMENT lays claim to fundamentally different relationship between the organization’s employment function and its strategic role. The assumption lying behind HRM is that it is essentially a strategically driven activity which is not only a major contributor to that proves but is a determining part of it. For example, a further element in this construction of HRM to its international potentialities. The role models for there organization to emulate. From this line of argument one



arrives at the proposition that HRM is capable of providing a managerial approach to the employment relationship that is ‘culturally neutral’, is derived and sustained from within the prescriptions of the organizational boundaries indeed one might argue that, personnel policies which have the capacity to be translated to other firms regardless of culture.

HRM MODEL:

The model emphasizes the necessity of `tight fit` between HRM and business strategy. This in turns has lead to plethora of interpretations by practitioners of these two strategies are linked. Some offer synergies between Human Resource Planning (Man power planning) and business strategies with the driving force rooted in the `product market logic`. Whatever the process the result is very much an emphasis on the ‘unitarist’ views of HRM ‘Unitarism’ assumes that conflict or atleast differing views cannot exist within the organization because the actors- management and employees are working to the same goal of the organization `s success.

The personal department has often been perceived as an administrative support function with a lowly status. Personal was now to become very



much part of Human Resource Management of the organization and HRM was conceived to be more than personal and to have peripheries wider than the normal personal function. The organization development by Alfred chandler (1962) and evolved in the matching model.

MEANING OF JOB SATISFACTION:

Job satisfaction describes how content an individual is with his or her job. It is relatively recent terms since some centuries as the job available to a particular person were often predetermined by the occupation of that person’s parent. There are a variety of factor that can influence a person’s level of job satisfaction; some of these factor include the level of pay and benefits, the perceived fairness of promotion system within the company, the quality of working conditions, leadership and social relationship and the job its. Job satisfaction is not the same as motivation, although it is clearly liked. Job design aims to enhance job satisfaction and performance. ; Method includes job rotation, job enlargement and enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work group. Job satisfaction is a very important attitude which is frequently measured by organization. The most common way of measurement is the use of rating scales where employee react their reaction to their jobs. Question relating to rate of pay, work responsibilities variety of task promotion opportunities the work itself and co-workers. Some questioners ask yes or no questions while other asks to rate satisfaction on 1-5 scale (where 1 represent “strongly disagree” and 5represent “strongly agree”).

HISTORY OF JOB SATISFACTION:

One of the biggest preludes to the study of the satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard business school sought to find the effect of various conditions on worker’s productivity. These studies ultimately showed that novel changes in workers conditions temporarily increase productivity this called (Hawthorne effect). It was later found that this increase resulted, not form new conditions, from the knowledge of being observed. This



finding provided strong evidence that people work for purpose s other than pay, which paved the way for researcher to investigate other factor in job satisfaction. . But some still argue that Marlow’s Hierarchy of need theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life-physiological needs, safety needs, and social needs. This model served as good basis from which early researchers could develop job satisfaction theories.

MODELS OF JOB SATISFACTION:

Edwin A Locke’s range of Affect Theory (1976) is arguably the most famous job Satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further the theory states that how much one values a give facet of work which moderates how satisfied dissatisfied one become when expectation are not met. When person values a particular facet of a job his satisfaction is more greatly impacted both positively (when expectation are met ) and negatively (when expectation not met) compared to one who does not value that facet.

DISPOSITIONAL THEORY:

Another well _known job satisfaction theory is dispositional theory. It is a very important general theory that suggests that people have innate disposition that cause them to have tendencies towards a certain level of satisfaction, regardless of one’s job.

This approach becomes a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and job. Research also indicates that identical twins have similar level of job satisfaction. A significant model that narrowed the scope of the dispositional theory was the core self_ evaluation models, proposed be Timothy a judge in 1998. Judge argued that there are four core self _evaluations that determine ones disposition towards job satisfaction: self –efficacy, locus of control neuroticism. This model states that higher levels of self esteem (the value one places on his self) and general self-



efficacy (the belief in one’s own competence) leads to their work satisfaction.

TWO FACTOR THEORY (MOTIVATERHYGIENE THEORY):

Frederick Hertzberg’s two factor theory (also known as motivator hygiene theory) attempts to explain satisfaction and motivation in the work place this theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factor, respectively. Motivating factor are those aspects of the job that make want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out, and includes aspects of work environment such as pay, company policies, supervisory practices and other working condition.

APPLYING THE THEORY:

To apply Hertzberg’s theory to real –world practice, let’s begin with the hygiene issues. Although hygiene issues are not the sources of satisfaction, these issues must be dealt with first to create an environment in which employee satisfaction and motivation are even possible.

Company and administrative policies:

An organization’s policies can e a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sire your policies are fair and apply equally to all. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it (again, with staff input). You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh.



Supervision: To decrease dissatisfaction in this area, you must begin by making wise decision when you appoint someone to the role of supervisor. You should teach your supervisor to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.

Working conditions: the environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your equipment and facilities up to date. If you have placed your employees I close quarters with little or no personal space, do not be surprised that there is tension among them.

Work itself: Perhaps most important to employee motivation helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. Share stories of success about how an employee’s action made a real difference in the life of a patient, or in making process batter. Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits.

Achievement: One premise inherent in Hertzberg’s theory is that most individuals sincerely want to do a good job. To help them, make sure you’ve placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standard for each position, and make sure employees know those and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.

Recognition: Individual at all levels of the organization want to be recognized for their achievements on the job. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Or given them a bonus, if appropriate. You may even want to establish a formal recognition program, such as “employee of the month”,



Responsibility: Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel “own” the result. As individual mature in their jobs, provide opportunities for added responsibility. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well.

MEASURING JOB SATISFACTION:

There are many methods of measuring job satisfaction. By far the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert) other less common methods for gauging job satisfaction includes: Yes\No questions, true false questions, point system, checklist, and forced choice answers. It was an overall measurement ofjobsatisfaction.It was an improvement of job satisfaction.

Managing job satisfaction: Increase job satisfaction is important for its humanitarian value and for its financial benefits (due to its effect on employee behaviour). As early as 1918, Edward Thorndike explored the relationship between work and satisfaction in the journal of applied psychology. NBIR typically includes measures of job satisfaction in all our employee survey. Employee with higher job satisfaction:

* believe that the organization will be satisfying in the long run.

*care about the quality of their work.

* are more committed to the organization,

* have higher retention rates, and

* are more productive.



MEANING OF JOB SATISFACTION:

Job satisfaction describes how content an individual is with his or her job. It is relatively recent terms since some centuries as the job available to a particular person were often predetermined by the occupation of that person’s parent. There are a variety of factor that can influence a person’s level of job satisfaction; some of these factor include the level of pay and benefits, the perceived fairness of promotion system within the company, the quality of working conditions, leadership and social relationship and the job itself.

Job satisfaction is not the same as motivation, although it is clearly liked. Job design aims to enhance job satisfaction and performance. ; Method includes job rotation, job enlargement and enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work group. Job satisfaction is a very important attitude which is frequently measured by organization. The most common way of measurement is the use of rating scales where employee react their reaction to their jobs. Question relating to rate of pay, work responsibilities variety of task promotion opportunities the work itself and co-workers. Some questioners ask yes or no questions while other asks to rate satisfaction on 1-5 scale (where 1 represent “strongly disagree” and 5represent “strongly agree”).

There are many methods of measuring job satisfaction. By far the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert) other less common methods for gauging job satisfaction includes: Yes\No questions, true false questions, point system, checklist, and forced choice answers.

It was an overall measurement of job satisfaction. It was an improvement of job satisfaction. Personnel were now to become very much part of Human Resource Management and HRM was conceived to be the more than personnel and to have peripheries wider than the normal personnel



function. In order for HRM to be the strategic it had to encompass all the Human Resource areas of the organization and to be the practiced by all Employees. In addition decentralization and development of responsibility are also seen as very much part of the HRM strategic as it facilitates communication, involvement and commitment of middle management and other employees deeper within the organization.

Managing job satisfaction: Increase job satisfaction is important for its humanitarian value and for its financial benefits (due to its effect on employee behaviour).As early as 1918; Edward Thorndike explored the relationship between work and satisfaction in the journal of applied psychology. Human resources management lays claim to fundamentally different relationship between the organization employment function and its strategic role. The assumption lying behind HRM is that it is essentially a strategically driven activity which is not only a major contribution which the management of the employment relationship makes to the overall managerial process is as vital and formative as that of finance or marketing for example.

STATEMENT OF THE PROBLEM: HAL a flagship company of our country is a great organization with a glories future we have embarked upon several challenging project. It is employees of the organization who have to take up challenging assignment and help HAL to march forward. In event if the company do not check the level of the satisfaction of the employees then it has to pay heavy price in having its strength substandard personnel which will have a direct bearing in not being able to achieve of the company if this important source (human resource) is not satisfied in their job then it will be to the determined of the company resulting in the decay and closure of the every company itself. In this view the HAL rotary wing research and design canter wants to know the employees satisfaction level in their work. In brief the statement of the problem is “A Study on job Satisfaction in HAL ENGINE DIVISION”.

Need of the study:

The project was undergone to know about the levels of satisfaction among the employees, as employees are the key assets of any



organization it is important to check the satisfaction level because satisfaction has direct bearing on the employee is affected and in future there may be job hopping by the employees in the organization and retaining employees has now become the corporate imperative with such prevailing turnover it is important for the organization to improve creative strategies and solution to keep valued members of the staff. This study was aimed at analyzing the satisfaction of the employees in various aspects like job content, working conditions, pay and benefits etc. and helping the management to realize areas of weakness and offer suggestions to increase the satisfaction level of the employees.

Objective of the study:

The purpose of this study is to gain insight into the working of the personnel department. One of the main criteria is satisfaction of employees in their job, which act as a motivator and enhance the productivity level of the employees.

1. To study the level of job satisfaction at HAL ENGINE division Bangalore.

2. To gain insight into the professional hindrances faced by the staff.

3. To analyze promotional aspect within the organization.

4. To summarize the findings and offer suggestion.

Operational concepts definition:

Job Satisfaction is an individual general attitude toward his or her job a person with high level of job satisfaction will hold a positive attitude about the job, while a person who is dissatisfied with his or her job holds a negative attitude about the job.

Reward system: The organization’s reward system influences decision makers by suggesting to them what choices are preferable in terms of personal payoff

Job description: a written description of a non-management job, covering the title, duties, and responsibility and including its location on the organization chart.



Job content: explains about the responsibility and task involved in a job {source of this data is job description which is an outcome of job analysis process}

Promotion: a change within the organization to higher position that has greater responsibility and usually requires more advanced skills and knowledge than the previous position.

Supervisor: same as manager, but ordinarily used to apply to managers at the lowest level, or first line of managing.

Scope of the study: Though HAL Bangalore is a vast organization having many divisions as well design complex only engine division was chosen to carryout the study with a sample size of 50 respondents.

Methodology: A survey method has been employed to collect necessary data. Primary data has been collected from the respondent and the secondary data is collected from the published material and magazines.

SAMPLE TECHNIQUE:

1 Sample size: A sample size of 50 respondents was decided which based on the designation.

2 Sample procedure: the samples were taken on the random basis (simple random) taking from different cards of the organization.

3search instruments: Plan of analysis:

SOURCE OF DATA:

1 Secondary data: the data that has been already collected by someone else and which has already passed through a statistical process .the secondary data is collected through internal and external source. The data that can be collect through websites, journals, manuals etc.

2Primary data: Data that is collected afresh and for the first time and thus happens to be original in character. Here the data that is collected from respondents through questionnaires.

TOOLS AND TECHNIQUES FOR COLLECTION OF DATA:



For this report two kind of data have been used

*primarydata *secondary data

PLAN OF ANALYSIS:

The data collected will be analyzed with the help of the statistical tools such as percentages, ration, averages, etc and the analyzed data is presented in the form of tables and charts.

Limitation of the study:

The limitation of this study is as follows:

1. The report suffers from the limitation imposed on the researchers towards restrictive time period within which it has to be observed.

2. The bias of the responded may have introduced errors in the survey findings.

3. The analysis is based on the belief that all the answers received are true. The responded may have been affected by the respondent frame of mind at the time of filling the questionnaire.

4. The result of the study is applicable only to the specific company, not to all companies.

An overview of chapter scheme:

Introduction

Here an introduction to HRM is given. Also the meanings, methods, characteristics of Job Satisfaction are given.

Research design:

Introduction

* Statement of the problems

* Need for study



* Operational concepts definition

* Scope of the study

* Methodology

* Sampling

* Sources of data

* Tools for data

* Plan of analysis

* Limitations

* Objective of the study

Profile of the company

This chapter presents of the company.

Analysis and interpretation

This chapter discloses the analysis and interpretation of the data.

Findings and Recommendations

These chapter fiefs about the findings of the study and also respective recommendations.

Studies undertaken

In this chapter an attempt is made to review the previous studies on impact training on productivity by the researchers and institutions and finally we have identified the research gaps on these issues.

Training for Productivity:

Is spending on training personnel worthwhile? Many of the firms in the

research revealed here believed so; and what is more, case study results

in manufacturing (footwear, wire products) suggest that it delivered



sizeable returns in labour productivity. Importantly, findings support the

view that firms should be undertaking long-term strategic planning, not

just targeting day-to-day problems.

The Impact of Training on Productivity and Wages: Evidence from British

Panel Data: (Dearden et al, 2005): This paper is part of a smaller literature

on the effects of work-related training on direct measures of productivity.

This study constructs a panel of British industries between 1983 and 1996

containing training, productivity and wages. Using a variety of

econometric estimation techniques (including system GMM) this found

that training is associated with significantly higher productivity. Raising

the proportion of workers trained in an industry by one percentage point

(say from the average of 10%to 11%) is associated with an increase in

value added per worker of about 0.6% and an increase in wages of about

0.3%.Mentorship: A career Training and Development Tool (Hunt D M

and Michael C, 1983): This paper reviews the literature on mentorship

and presents an initial framework for research on mentor-protege

relationships for both men and women. Critical dimensions of this

framework include the context within which a mentor-protégé

relationship exists, the gender of these role partners, the characteristics

each partner seeks in the other, the stages of the relationship, and the



positive and negative outcomes accruing to the mentor, to the protege,

and to their organization;

Influence of Job Satisfaction (Akehurst C, 2004):

This study gives the comparison picture of job satisfaction of the

employee. The study revealed that level of job satisfaction will increase in

higher. rate compare to the cost of training at some extent.

The Impact of job satisfaction (Zwickau T): This study takes account of

selectivity in training by using expected skill shortages and personnel

department activity as instruments that identify the training decision. In

addition, unobserved heterogeneity is corrected by estimating fixed-

effects panel estimation. If both sources of estimation bias are controlled

simultaneously, it is found that an increase in training intensity. The

estimations demonstrate that selectivity bias reduces the measured

productivity impact. Therefore, establishments strategically intensify

training when they expect qualification gaps in the future and cover their

qualification demand mainly by own training efforts instead of hiring

qualified labour from the labour market.

Managerial work, organizational perspective and the training of

managers, Hultman and Glenn (1984): in his study discusses as empirical



and theoretical issues are planned organizational change and the training

of managers, noting that, although managers are often viewed as people

of action leadership research suggests the opposite. A discussion utilizing

research on managerial work and organizational perspective is used to

present the phenomenon of leadership and leader competence in a new

perspective, which considers whether further research into managerial

work and skills and organizational perspective can produce insights that

such research on the relationship between the working condition of

participants and the nature of educational approach in management

training is recommended.

The Pygmalion effect Goddard, Robert W (1985) in his study, describe the

“Pygmalion effects” or the behavioural science principle that states that

an employee success is directly related to the company’s expectations.

Training practices are discussed, such as recognizing employee’s potential

for improved performance showing confidence in the employee.

Effects of stimulus variability on trainee outcomes: enhancing behaviour

modelling training Timothy Toddy (1988) in his study Based on findings of

this study it was suggested that the conventional wisdom of using low

variability and strictly positive stimuli in training contexts should be

recognized. The value of negative modelling and non exemplary



information demonstrated here clearly warrants further conceptual and

empirical work. In addition, the inverse relation ship and transfer,

confirms the importance of training designers linking their evaluation

criteria with training objectives.

An exploratory study of the impact of a western management training

programme, Yang Zhiguo (1989) in his work says the base programme

contributed mostly to their acquisition of management knowledge,

followed by the broad perspectives regarding western management

science and improvement of managerial abilities. And the respondents

were in general, satisfied with the educational process in terms of

curriculum, quality of teaching. The respondents more useful than those

in general areas regarded academic subjects in functional areas such as

marketing, financial management and production management.

Current level of training programmes, Bennett S A (1990) in his study the

findings of the study includes, administrator recognized the growing

importance, the value and the increased emphasis on training, but

inconsistently supported the training concept. Training programmes

intended to concentrate towards technological aspects as well as

management personnel. And minimal amounts of training were directed

towards development employee attitudes.



The role of training in support of the team management concept, Ann

Bailey (1991) in his study describes the organization, the physical facility,

management philosophy, organization structure, the management team,

the employees and the training team. Logan Aluminium (where the study

was conducted) clearly demonstrated a crucial role for training and

development beyond the typical one of technical and management

training in traditional organizations. The core dimensions of self –

managing teams including broadly defined jobs with team performing a

group of jobs, rotation through jobs, pay by skill mastered, peer

evaluation, vertical job responsibilities, widely shared business data,

broad employee participation and minimizing status difference were all

areas where the training and development professionals at logon

aluminium and influence and impact as the organizational matured, the

focus of training changed from an early emphasis on every necessary

technical training to a growing commitment to behavioral training to

reinforce and enhance team skills for effective team functioning.

The above review of literature provides information about the leadership

through training, psychological motivation for the employees through

training, importance of training designers in linking their evaluation

criteria with training objectives, western management training



programmes, training programmes directing towards developing

employee attitudes, role of training in supporting the team management,

necessity of training in facing the future challenges, need for team

training.

COMPANY PROFILE

Introduction

This chapter deals with profile of the company including values of the

company, core business, human resource development, training &

development & performance appraisal of the company. The analysis’s

starts with brief introduction of the company.

sOver the three decades the company has grown tremendously new

division have been established new lines of manufacture setup and new



technologies have been introduced. This has led to changes in the

company s organizational structure and as well as the functions of the

various divisions. In the context of Public Sector Units in India they also in

the line of innovation by this they have their own identification in the

global market through contributing their own ideas/products to the

customers. Still today some of them are standing first in the market. But it

is not true in all cases of Indian public sector units because several

industries are closed, several industries are running in the loss and some

of the industries are declared as sick units. HAL is engaging in the

manufacturing of defense product and main supplier of militaries. Today

also HAL is in the first place for the supplier of defense products through

maintaining quality, price and services. This is due to relationship with the

employees, new methods of training to workers obviously it leads higher

productivity. HAL is mainly engaged in the production of defense products

and related to air force. Training methodologies and their effectiveness,

the topic was selected because of the view that a key constraint to growth

and competitiveness is inadequate skill formation and knowledge

absorption. The main objective of the analysis, focusing on skills and

technology absorption, is to examine the challenges and opportunities

facing the Hindustan Aeronautics Limited in promoting skills and



technology with the aim of increasing productivity. Firm and worker

training are expected to increase labour productivity through improved

skills of the workforce. If implemented right, technical and vocational

training of the workforce has shown significant impact on employability,

salary and productivity and is furthermore known to facilitate increased

investment in technology. As Indian context government, private sectors

and worker associations have succeeded in promoting productivity

through training policies.

Birth: Hindustan aircraft limited

This was setup at Bangalore in Karnataka by the late shri. Walchand

Hirachand in December 1940 in association with the government of

mysore as a private limited company in June 1942 government of India

purchased in interest of this company and took over its management 0f

shri walchand hirachand had the vision to start this company for the

manufacture of aircraft for the first time in India. The Harlow trainer and

Curtirs Hawk fighter aircraft were the first two aircraft produced by

Hindustan Aircraft Limited and they were successfully test flown in 1942.

In 1948 with the importance given by the prime minister of India Shri.

Jawaharlal Nehru; the policy for manufacture as well as design and



development of aircraft was received by the government of India. A

license agreement was entered into for manufacture of the private

prentice trainee aircraft. Simultaneously a project was sanctioned for the

design and development of HT –2 aircraft an elementary piston engine

trainer. The HT-2 aircraft was successfully developed and was type

certificate in January 1953.

Aeronautics India Ltd

In August 1962 Government of India entered into a collaboration

agreement with the Soviet Union for the manufacture of MIG – 21 FL

aircraft including its engine and avionics. Aeronautics India Limited has

formed to undertake the manufacture of MIG – 21 aircraft and factories

was setup at Nasik in Maharashtra for manufacture of the airframes,

setup in Orissa fir the aero engines and in Hyderabad for the Avionics for

MIG aircraft. Hindustan Aircraft Limited and Aeronautics India Limited

were merged on October 1964 to form the present Hindustan Aeronautics

Limited.

Research and design centers

Today Hindustan Aeronautics Limited has 14 production divisions, 7 at

Bangalore, one each at Nasik, Karafuto, Kanpur, Luck now, Korwa,



Hyderabad and Barrakpore. These division as fully backed by 9 design

centers, which are relocated with the production divisions.

Values of Company

In the modern world all companies wants to survive in the business. So

they have to establish their values and objectives according to new

requirements. As like HAL is also has its own values to contribute its

products to customers. These values are

Commitment to total quality: The Company has always committed to

continuous improvement of all activities and supply products and services

that conforms to highest steadily of design, manufacture, reliability,

maintainability and fitness for use as desired by customer.

Cost and time consciousness: Success of company depends on ability to

continually reduce the cost and shorten the delivery period of products

and services. That will achieve this by eliminating waste in all activities

and continuously improving all processes in every area of work.

Innovation and creativity: Company believing in strive for improvement in

every activity involved in the business by pursuing and encouraging risk

taking, experimentation and learning at all levels within the company with

a view to achieving excellence and competitiveness.



Integrity: A commitment to be honest, trustworthy, and fair in all

dealings, loyal and devoted to organization. Practice self-discipline and

own responsibility of actions, so as to ensure that organization is always

worthy of trust.

Core Business

1Design and development of fixed and rotary wings, aircraft avionics

and accessories

2Manufacturing, maintenance, repair and overhaul of

o Fighter, Transport and Trainee Aircraft

o Helicopter

o Aero Engines

o Avionics

o Accessories

o Ground support equipment

o Manufacture of structural components for Rockets .

o Design consultancy

Customers Domestic customers



Indian Air Force

Indian Navy

Indian Army

Indian Coastal Guard

Indian Airlines

Other some factories

Research and Development Centers

Border Security Force

International customers

1Aerospatiale, France

2Boeing Unites States of America

3Dassault, Aviation France

4Lation, France, Germany

5Nepal

6Zimbabwe Royal Malaysian Air force Currently HAL has customers in

both national and international level as seen its customers above.

National

o Director general of aeronautical quality assurance [DGAQA] India



o Director General of Civil Aviation [DGCA] HAL has been certified with

ISO 9002.

International

o Aerospatiale and DGAC, France

o Boeing Airplane Company, USA

o British Aerospace Defense Ltd, UK

o Dassault Aviation, France

o Dornier Luffahrt and LBA, Germany

o Federal Aviation Administration, USA

When we look at sales of the company over the five years even reduction

in manpower sales has increasing year by year as shown in the figure 1.

When compare the growth of the sales varies nearly from Rs.300 to

Rs.800 crores. This indicates when company in the track of arranging

trainings to the employees and acquiring new trends of knowledge leads

to this kind of growth.

Figure 1: Performance of company in sales



Human Resource Development [HRD]

Emanating from the company s mission statement, the strategic Human

Resource Development [HRD] goal of HAL is to create an atmosphere of

technological and managerial excellence to become a globally competitive

aerospace industry with the changing environment rapid technological

changes characterized by paradigm shift from license production to R and

D based production duly balanced with co-development /co-production

technological up gradation etc greater customer demand, focused


Total Sales (Rs in Crores)

2774.813120.42

3799.78

4533.8

5341.5

0

1000

2000

3000

4000

5000

6000

2003 -04

2004 -05

2005 -06

2006 -07

2007 -08

Series1

Series2


diversification to civilian and export markets the overall objective of

Human Resource Development plan would be to build a vibrant and

learning organization so as to meet the challenges of quality and

excellence, recruitment and retention of competent human resource and

develop high commitment and sense of belongings to the company.

Vision

“To make HAL a dynamic, vibrant, value based learning organization with

human resources exceptionally skilled, highly motivated and committed

to meet the current and future challenges. This will be driven by core

values of the company fully embedded in the culture of the organization”.

Mission

Enable all those working for HAL to give out their best to ensure their all

round as well as that of the organization.

Objective

1 Ensure availability of Total Quality People to meet the organizational

goals and objectives

2 Continuous improvement in knowledge, skill and competence.

3 Promote a culture of achievement and excellence, with emphasis on

integrity, credibility and quality



4 Maintain a motivated workforce through empowerment of individual

and team building

5 Enhance organizational learning

6 As a strategic business partner Human Resource to play a pivotal role

directly and significantly to productivity enhancement, profitability

and improve quality of work life.

Strategy

1 To be in total alignment with corporate strategy

2 Maintain human resource at optimum level to meet the objectives and

goals of the company

3 Competence mapping, analysis and up gradation of knowledge and

skills including training, retraining, multi skill development etc

4 Create leadership with shared vision at various levels in the org.

5 Focused development of core competence in high – tech areas

6 Building cross functional teams bring company wide awareness of

mission, values and organizational goals

7 Personnel policies on performance based criteria, ensuring growth,

rewards, recognition and motivation

Focus of human resource policy

1 Competence building



2 Commitment

3 Motivation

4 Employee relations

In the milieu of the above focus of Human Resource Development

initiatives at HAL emphasize on the following:

Manpower planning

1. Out sourcing of low technical and medium technical jobs

2 Fresh induction only in critical / highly specialised areas based on

requirements due to increase in work load and super annotation profile

(Annexure-II). In the Workmen Cadre, induction will be restricted to

Direct Workmen only Improving the existing qualification profile by

focusing on induction of professionally qualified personnel and diploma

holders Hence focus of recruitment would be to recruit people with a

combination of knowledge, skill, experience and attitude in line with the

organizational requirement through appropriate manpower plan both short

term (contract appointments) and long term recruitment programmers.

Man Power of the Engine division



The continuous increase of skills results to increase in performance of

employee, and even implementing advanced technology is also possible.

II) TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human

resource. Hence, identification of training competency profile in

terms of Vision, Mission of the Company would be the strategic

point of the training and development strategy of the Company. The

following objectives have been set in this regard:-

• To provide training to all employees at regular intervals in a plan periodof5years


Manpower of Engine Division

976

1323 1303

1169 1138 1102 1065

0

200

400

600

800

1000

1200

1400

01-02 02-03 03-04 04-05 05-06 06-07 07-08


• Training to become an integral component of individual professional evolution by:

• Updating knowledge to avoid obsolescence

• Enhancing professional creativity

• Enabling employees to shoulder higher responsibility

• Creating a business trend and strategic thinking to take up new business challenges (creation of Centre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training per employee per year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training, the following have been identified as the key focus areas of training:

Technology Tooling

Quality

Information Technology

Further, to facilitate the development of soft skills (change of mind-set, managerial development etc.) training would be imparted on a continuous basis. Tie-ups with Centres of Excellence like IITs, NDC, and FIAS France etc. for imparting training would be given prime importance.

III) PERFORMANCE APPRAISAL: Appraising people for meeting the Company's goal would be the prime focus of performance management. The new Performance Appraisal System based on work planning and commitment (mutually agreed tasks) , self-review and performance analysis, performance review and feedback would ensure that the focus would be on value adding activities rather than on routine activities which bear no relationship with the Organization’s goals and objectives.

IV) REWARD SYSTEM

The focus of the reward system in the Company is to promote team work and cultivate a sense of achievement and excellence in the Organization.



This is in addition to the existing scheme of reward for an individual who innovatively and creatively makes exemplary contributions in the key thrust areas of the Company that would lead to its achieving overall excellence. Coupled with the above, schemes like "Inter Divisional Competition" and "Profit Sharing Scheme" have been institutionalized in the Company for team reward.

II ) TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human

resource. Hence, identification of training competency profile in

terms of Vision, Mission of the Company would be the strategic

point of the training and development strategy of the Company. The

following objectives have been set in this regard:-

• To provide training to all employees at regular intervals in a plan periodof5years

• Training to become an integral component of individual professional evolution by:

• Updating knowledge to avoid obsolescence

• Enhancing professional creativity

• Enabling employees to shoulder higher responsibility

• Creating a business trend and strategic thinking to take up new business challenges (creation of Centre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training per employee per year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training, the following have been identified as the key focus areas of training:

Technology Tooling

Quality



Information Technology

Further, to facilitate the development of soft skills (change of mind-

set, managerial development etc.) training would be imparted on a

continuous basis. Tie-ups with Centre’s of Excellence like IITs,

NDC, FIAS France etc.

V) SCHEME FOR LEARNING AND CERTIFICATION FOR EXECUTIVES

A "Learning Organization" is essential for survival in the present era of Liberalization, Privatization and Globalization. Therefore, "Knowledge" is the only core competence of Organizations for coping with changes. Since individual knowledge is the starting point for organizational knowledge, it is only the employees who can convert knowledge into efficient actions.

In line with the above philosophy, among other initiatives like institutionalizing Learning Centers in Divisions etc., HAL has also introduced the scheme for Learning and Certification for executives as a starting point for building individual knowledge. The scheme inter-alia provides an opportunity for the Junior and Middle Management Cadre Executives to broaden their perspective by not only learning about all functions and procedures in their respective disciplines but also in related areas and overall knowledge about the Organization and its environment. So far, approximately, 45% (both for "O" & "A" level) of executives have been certified (Annexure IV). It is proposed to expand the coverage of this scheme further, if required, by linking the scheme to some kind of reward mechanism.



EVOLUTIONANDGROWTHOFTHECOMPANY

The Company's steady organisational growth over the years with consolidation and enlargement of its operational base by creating sophisticated facilities for manufacture of aircraft / helicopters, aeroengines, ace ssories and avionics is illustrated below.





CUSTOMER SATISFACTION

We are dedicated to building a relationship with our customers where we become partners in fulfilling their mission. We strive to understand our customers ' needs and to deliver products and services that fulfill and exceed all theirrequirements.

COMMITMENT TO TOTAL QUALITY We are committed to continuous improvement of all our activities. We will supply products and services that conform to highest standards of design, manufacture, reliability, maintainability and fitness for use as desired by our customers.

COST AND TIME CONSCIOUSNESS We believe that our success depends on our ability to continually reduce the cost and shorten the delivery period of our products and services. We will achieve this by eliminating waste in all activities and continuously improving all processes in every area of our work.

INNOVATION AND CREATIVITY We believe in striving for improvement in every activity involved in our business by pursuing and encouraging risk-taking, experimentation and learning at all levels within the company with a view to achieving excellence and competitiveness.

TRUST AND TEAM SPIRIT We believe in achieving harmony in work life through mutual trust, transparency, co-operation, and a sense of belonging. We will strive for building empowered teams to work towards achievingorganisationalgoals.

RESPECT FOR THE INDIVIDUAL



We will treat each other with dignity and respect and strive forindividual growth and realisation of everyone'sfullpotential.

INTEGRITY We believe in a commitment to be honest, trustworthy, and fair in all our dealings. We commit to be loyal and devoted to our organisation.

International Customers

Domestic Customers

Airbus Industrie, France APPH Bolton, UK BAE Systems, UK Chelton, UK Coast Guard, Mauritius Corporate Air,

Philippines Cosmic Air, Nepal Dassault aviation,

France DowtyAerospace

Hydraulics, UK EADS, France

ELTA, Israel Gorkha Airlines, Nepal Hampson, UK Honeywell International,

USA Island Aviation Services,

Maldives Israel Aircraft Industries,

Israel Messier Dowty Ltd., UK

Air India Air Sahara Airports Authority of India Bharat Electronics Border Security Force Coal India Defence Research &

Development Organisation Govt. of Andhra Pradesh Govt. of Jammu & Kashmir Govt. of Karnataka Govt. of Maharashtra Govt. of Rajasthan Govt. of Uttar Pradesh Govt. of West Bengal Indian Airfare Indian Airlines Indian Army Indian Coast Guard Indian Navy Indian Space Research

Organisation Jet Airways



This Charter is a declaration of our commitment, expectations and highest standards with Total Quality, to achieve excellence in Design, Manufacture and Maintenance of Aerospace defence equipment, Software development for Aerospace application and Design Consultancy by managing the business on commercial lines in the most fair, honest and transparent manner, with corruption-free service for the benefit of the Customers who are our partners in progress to ensure safe custody of public money. We shall accomplish our mission with.

• Absolute integrity and dedication

• Total customer satisfaction

• Honesty and transparency

• Courtesy and promptness

• Total quality & Fairness

• Innovation and creativity

• Trust and team spirit

• Respect for the individual.

• We commit ourselves to do our duty to the best of our



ability, integrity and efficiency with the prime motto of fulfilling the customer’s, shareholders' and individual’s requirements and to raise their expectations and beyond.

1. You are presently working in

Sl.No Particulars No. of Respondent

Percentages

1 Technical 18 36

2 Non –technical 32 64

3 Total 50 100

Table-1

Analysis & Interpretation:

36% of the respondents are working in the technical work and 64% of the respondents are working in the non-technical type of work.

Inference:

A majority of the respondents are less in technical work and more in non technical work.

36%

64%

Technical

Non-technical



2. What is the reason to join this company?

Sl. No. Choice No. of

respondents

Percentage

1 Nature of the work 4 8

2 Salary 6 12

3 Job Security 38 76

4 Status 2 4

Table-2


8% of the respondents are join this company for nature of the work, 12% of

the respondents are join this company from salary, 76% of the respondents are

join this company for the job security and 4% of the respondents are join this

company for the status.

Inference:

The majority of the respondents are join this company for the job security.





3. I frequently feel stress in the job:

Table-3

Analysis & interpretation:

32% of the respondent agree that frequently feel stress in their job whereas 26% percentage of the respondent cannot say about the stress in the job and the same percentage of 26disagree they do not frequently feel stress in their job and 10% of the respondent strongly agree that they frequently feel stress in their job and 4%of the respondent strongly disagree that they do not frequently feel stress in the their job.

Inference :

A majority of 32% agree that they frequently feel strees in their job


SL. No Particulars No: of respondent

Percentage

1 Strongly disagreed

2 4

2 Disagreed 13 26

3 Cannot say 13 26

4 Agree 16 32

5 Strongly agree 5 10

6 Total 50 100


4. Type of Encouragement you receive in any new and challenging



Responsibility.

Sl. No. Particulars No. of respondents Percentage

1 Very high 6 12

2 High 18 36

3 Average 18 36

4 Not at all 8 16

Table- 4


12% of the respondents are receive in any new and challenging responsibility

are very high, 36% of the respondents are receiving the new and challenging

responsibility at high level and average, and 16% are not receiving the any

responsibility.

Inference:

The majority of the respondents are 36% respondents are receiving the new

and challenging responsibility at high and average particulars.



0

2

4

6

8

10

12

14

16

18

20

Very high High Average Not at all

Series1



5. What were the modes adapted for training programme?

Response Number of Respondents

Percentage

Class room 10 20

Role play 10 20

Case study 26 52

Practical demonstration 4 8

Computer simulated exercise 0 0

Table-5


The 20% of the respondents are class room modes adapted for training programme, 20% of the respondents are role play modes adapted for training programme, 52% of the respondents are case study modes adopted for training programme and 8% are practical demonstration modes adapted for training programme.

Inference:

The 52% of the respondents are case study modes adapted for training programme.



s


20%

20%

52%

8% 0%

Class room

Role play

Case study

Practical demonstration

Computer simulated exercise


6. Flexibility in the job:

SL. No Particulars No: of respondent

Percentage


4 8

2 Disagreed 10 20

3 Cannot say 14 28

4 Agree 20 40


6 Total 50 100

Table-6


40% of the respondent agree that they are given enough flexibility in their job and 28% of the respondent cannot say anything about the flexibility given in their job where as only 20% and 8% respectively disagree and strongly disagree that there are not given any flexibility in their job and only 4% of the respondent strongly agree that they are given enough flexibility in their job.

inference:

A high percentage of the respondents i.e. agree that they are given enough flexibility in their job.



Flexibility in the job:

Graph- 6

7. Training we have attended has helped us to improve our skills and knowledge.



Response Number of Respondents

Percentage

Strongly Agreed 12 24%

Agreed 32 64%

Disagreed 4 8%

Strongly Disagreed 2 4%

Table- 7


The 24% of the respondents are strongly agreed that training we have attended has helped us to improve our skills and knowledge, 64% are agreed that training helped us to improve our skills and knowledge. 8% are disagreed and 4% are strongly disagreed that training is not helped us to improve our

skills and knowledge.

Inference:

The 64% for the respondents are agreed that training is helped us to improve our sklls and knowledge.



Improve skills and knowledge:

24%

64%

8%4%

Strongly agree

Agree

Disagree

Strongly agree

Graph- 7

8. Fear of losing the job:



Sl:no.

Particulars No: of respondent

Percentage


24 48

2 Disagreed 16 32

3 Cannot say 8 16

4 Agree 1 2


6 Total 50 100

Table-8

Analysis& Interpretation:

48% of the respondent strongly disagree that do not have the fear of losing their job .i.e. they very secured and a slight fall in the percentage i.e.34 disagree that they do not have fear in losing their job and only 16 % of the respondent cannot say about losing of their job. Where 2% of the respondent strongly agree and agree that they have fear of losing their job.

Inference:-

Majority of the respondent strongly disagree that they do not have fear of losing their job.



Graph- 8

9. The best suggestions are accepted by the management are suitable

rewarded.

Sl. No. Particulars No. of Percentage



respondents

1 Strongly Agree 12 24

2 Agree 28 56

3 Disagree 5 10

4 Strongly disagree 5 10

Table-9


24% are the strongly agree from that the best suggestions are accepted by the

management are suitable rewarded, 56% are agree that best suggestions are

accepted by the management are suitable rewarded and 5% are disagree and

5% are strongly disagree from this.

Inference:

The 56% of the respondents are agreed from this that the best suggestions are

accepted by the management are suitable rewarded.



The management are suitable rewarded.

56%

24%

10%

10%

Agree

Strongly agree

Disagree

Strongly disagree

10. Appreciates recognizes and rewards the hard work:

SL. No

Particulars No. of respondent

Percentage

1 Strongly disagreed 5 10

2 Disagreed 6 12



3 Cannot Say 10 20

4 Agree 27 54


6 Total 50 100

Table - 10


A 58% of the total respondent agree that their supervisor contribute the very best in them and a equal percentage of 16 cannot say and disagree that their supervisor does shown any interest to contribute the very best in them and 8% of the respondent strongly disagree that their does not contribute the very best in the\m and only 2% of the respondent strongly agree that their supervisor contribute the very best them.

Inference:

54% of the respondents agree that there supervisor appreciates recognises and reward their hard work in their job and majority of them are satisfied with their supervisor.

Appreciates recognizes and rewards the hard work



Graph - 10

11. Treats fairly with respect;

SL. No

Particulars No; of respondent

Percentage


2 Disagreed 11 22

3 Cannot Say 5 10



4 Agree 30 60


6 Total 50 100

Table - 11


60% of the respondent agree that their supervisor treats fairly with respect and 22% of the respondent disagree that the supervisor does not treat fairly with respect and 10% of do not tell anything about their supervisor treats fairly with respect and none of the respondent strongly say that their supervisor do not treats them fairly with respect.

Inference:

Slightly lower to the three fourth percentage of the respondent agree that their supervisor treats fairly with respect.

Treats fairly with respect;



12. Tools to do work:

SL. No Particulars No; of respondent

Percentage


2 Disagreed 16 32

3 Cannot Say 10 20



4 Agree 13 26


6 Total 50 100

Table-12

Analysis & interpretation

A majority of 32% disagree that the organization is not providing appropriate tools to do their work where as 26% agree that the organization is providing appropriate tools to do the appropriate tools to do the work where as 20% cannot say anything about the tools which is used to work appropriately and 18% strongly disagree that the organization is not providing tools to do their work where as 4% strongly agree that the organization is providing appropriate tools to do their work.

Inference:

A majority of the respondent disagree that the company is not providing appropriate tools to do their work.

Tools to do work:



Graph-12

13. Participation I group to get things done:

SL. No Particulars No; of respondent

Percentage


2 Disagreed 7 14



3 Cannot Say 16 32

4 Agree 21 42


6 Total 50 100

Table-13


42%of the respondents agree that they participate in-group to get things done when as 32% of the respondent does not tell anything about the active participation in their work when works have to be done and 14% of the respondent strongly disagree that they strongly agree and strongly disagree about the work group participation to get things done.

Inference:

Less than 50% of the respondents agree that they participate actively in work group to get things done.

Participation I group to get things done:



Graph-13

14. Performance evaluation:

SL. No


Percentage

1 Strongly disagreed 14

2 Disagreed 12 24

3 Cannot Say 19 38

4 Agree 10 20




6 Total 50 100

Table-14


38% of the respondent cannot say about the performance evaluation done in the organization and 24% agree that they are satisfied with the performance evaluation done in the organization whereas 20% of the respondent are not satisfied with the performance evaluation done in the organization and 14% of the respondent strongly agree that they are satisfy with the performance evaluation which is don in the organization.

Inference:

Majority of them do not say anything about the performance evaluation whether they are satisfied or not.

Performance evaluation:



Graph- 14

15. Safe and attractive physical environment:

SL. No Particulars No; of Percentage



respondent


2 Disagreed 15 30

3 Cannot Say 5 10

4 Agree 20 40


6 Total 50 100

Table-15


40% of the respondents agree that the company provide safe and attractive physical work environment whereas 30% totally disagree that the company is not providing the safe and attractive work environment and 14% strongly disagree that the company is not providing the safe and attractive work environment and only 6% strongly agree that the company provide safe and attractive physical work environment .

Inference:

Less than 50% of the respondents agree that the company is providing safe ad attractive physical work environment.

Safe and attractive physical environment:



Graph-15

16. Get help from work group when there is work related problem:



SL. No


Percentage


2 Disagreed 5 10

3 Cannot Say 6 12

4 Agree 27 54


6 Total 50 100

Table-16


More than 50% of the respondents agree that they get help from the work group when there are work related problems, 24% of the respondent strongly agree that they get help from the work group when they are work related problems whereas 12% cannot say anything about their about their work group and 10% of the respondent disagree that that they do not work with their work group when they have work related problem where there is no strongly disagree to the work group when they are work related problems.

Inference:

54% of the respondents agree that they work with there3 group when are work related problems.



Get help from work group when there is work related problem

Graph- 16

17. Company’s benefit meets the need:



SL. no


Percentage


2 Disagreed 20 40

3 Cannot Say 13 26

4 Agree 11 22


6 Total 50 100

Table-17


40% of the respondent disagree that the company benefits does not meet their need and 26% of the respondent cannot say anything about the company benefit which satisfy their needs where as only 22% of the respondent feel that the company benefit will meet their requirement and 10% of the respondent of the respondent strongly disagree that the company benefits will not satisfy their needs and only 2%of the respondent strongly agree that the company benefit that the company benefit will satisfy their needs and requirement.

Inference:

1a majority of the respondents do not say anything about the company benefits I.e. monetary and non-monetary benefits that satisfy their needs and requirement.



Company’s benefit meets the need:

Graph- 17

18. Keep informed about the job:

SL. No Particulars No; of Percentage



respondent


2 Disagreed 7 14

3 Cannot Say 3 6

4 Agree 30 60


6 Total 50 100

Table-18


60% of the respondent agree that the supervisor will keep informed about the job they have to know and 14% of the respondent equally disagree and strongly disagree about the supervisor that they do not inform about the things that need to done by the them and 6% of the respondent cannot say anything about their supervisor about the thing that need to be informed and the same percentage of the respondent strongly agree that the supervisor keep informed about the job that need to be done.

Inference:

More than 50% of the respondents agree that the supervisor will keep informed about the job that needs to be done.Graph-19

Keep informed about the job:



Graph-18

19. Reward system of the organization

SL. No


Percentage




2 Disagreed 14 28

3 Cannot Say 18 36

4 Agree 6 12

5 Strongly agree

6 Total 50 100

Table-19


36% of the respondent cannot say anything about the reward system of the organization whether it is fair, adequate and equitable whereas 28% and 26% of the respondents respective disagree and strongly disagree about the reward system of the organization that is not fair, adequate and equitable and 12% of the respondent agree that the reward system of the organization is fair, adequate and equitable and none of the respondent strongly agree that reward system of the organization is fair, adequate and equitable.

Inference:

36% of the respondent cannot say anything about the organization rewards system whether it is fair, adequate and equitable.

Reward system of the organization



s

Graph- 19

20. Pay package and Increase productivity.



SL. No


Percentage


2 Disagreed 14 28

3 Cannot Say 17 34

4 Agree 3 6


6 Total 50 100

Table -13


34% of the respondent cannot say anything about the current pay package, which has positive impact, or not on the employees’ productivity and a slight lower percentage of the respondent i.e.34% strongly disagree about the current pay package, which has no positive impact, on the employees, productivity and 28% of the respondent disagree that the current pay pack do not have positive impact on the employees productivity and a low percentage of the respondent of the respondent of 6 and 2 respectively agree and strongly agree that the pay package has a positive impact on the employees productivity.

Inference:

A majority of the respondent cannot say anything about the current pay package and employees productivity.

Pay package and Increase productivity.



Graph- 20

FINDINGS



To analysis the job satisfaction in Engine division at HAL. Bangalore for the employee who joined the organization after 2009 questionnaire was used containing a total of 19 question data collected from each question is analyzed from different angles and impact of them are noticed.

The findings of analysis phase are not given in the same order of question but for all the finding reference to the concerned graph are given.

1 Majority of the respondent agrees that they are proud to be a part of the organization and majority of the respondent restrict themselves from responding whether their job was boring or not.

2 The same percentage of the respondent agree that the success of the organization is because of the people like them working there and the equal percentage of the respondent cannot say anything about the success of the organization is because of the people like them working in the organization and majority of the respondent strongly disagree that they do not gave fear of losing their job they are satisfied that they are secured in the job.

3 Majority of the respondent disagree that they do not tell their friends that this is a good place to work and agree that they get help from the work group when they have work related problem.

4 the respondent agrees that the job makes best utilization of their skills ability and disagree that they are not paid according to the performance and experience.

5 A majority of the respondent agree that the job description match their job and also there are given enough flexibility in the job.

6 The respondents agree that they frequently feel stress in their job even though they agree that the company is providing safe and attractive work environment.

7 The majority of the respondent disagree that the company benefits {I, e, monetary and non monetary} meet their needs and restrict themselves to say about the reward system whether it is fair adequate and equitable.



8 Most of the respondent cannot say anything about the current pay package and the positive effect on the employee productivity and many of them cannot say anything about the performance evaluation done in the organization.

9 A high percentage of the respondents agree that the supervisor treat them fairly with respect.

10 Most of the respondent agree that their supervisor inspires to contribute the best in them and also agree that they appreciates recognizes and rewards their hard work and keeps informed about the things that need to be done by the respondents.

11 Majority of the respondent agree that their supervisor tasks personnel and active interest in the helping to get a head in their job but most of them cannot say anything about the confidential help provided by the supervisor even thought it affect the work .

12 majority of the respondent agree that their frequently feel stress I the job and they also agree that the company do provide them with appropriate in group to get things done.

13 the respondent agree that they are people to whom they can go for help when they have work related problem and they also participate in group to get thing done.



SUGGESTION:

*Promotion policy should be changed by giving importance to efficient employee.

* Compensation should be in par with the industry.

*The respondent disagree that they do not tell their friends that it is a good place to work and have agree that they also get help for the work group when they have work related problems, the participation I the group has been confined to the work itself it is suggested to have an informal group where they can express the sense of belongingness and this help in building a good reputation for the firm.

* The respondent greet ht the job description matches their job and they are given enough of flexibility in their job and this has to be continued.

*Perks should be paid high in order to encourage and motivate the employees who lead to job satisfaction.

*The respondent are satisfied with their supervisor because of their contribution, appreciation, and recognition, done by them and also the supervisor keep informed about the things that needed to be done it has continued.

*Employee must be motivated to perform well in their jobs by giving incentive, bonus, promotion and rewards.

* Majority of the respondent feel stress in their job and they also agree that the company is not providing appropriate tools to do the work so that the stress can be reduced and this in turn increase the efficiency of the worker.

* The respondent agree that they are people to whom they can go for help when they have work related problems and they also participate in group to get things done and needed to be continued.



* The same percentage of the respondent agree that the success of the organization is because of the people like them working there and the equal percentage of the respondent cannot say anything about the success of the organization is because of the people like them working in the organization and it is suggested to the employees that when the success of the organization is dependents on them then there is something wrong the way the performance evaluation are done. So it is suggested that the human resource department to evaluate the performance periodically.

*Training in their appropriate should be organized. Training will help in material handling better co-operation, increased productivity, reduction in accident which enables them to function more efficiently in their job.

*Immediate implementation of latest technology to complete with the competitors.

*Encouragement should be given to employees when they face new and challenging responsibilities.



CONCLUSION

The studies started with the main objective of knowing about the employees to analyze them to know the satisfaction levels of each of them.

Keeping this aspect in mind major factor, which influence the satisfaction level of the employees is identified each aspect of these factors is thoroughly analyzed and interpretation are drawn accordingly and arrived at certain findings.

However this report does not claim that method followed here and the suggestion given here are best ones. There may be many other factors influencing the satisfaction level and affecting the findings. But within the scope of the study, efforts are made to do well job.

BIBLIOGRAPHY



1 BY- James AN .F Stoner Management Publication-Prentice Hall

Of Indian Delhi 110001

2By-N.g Nair, Latha Nair Personal management

New Delhi 110001

3 By-Heinz Weirch Harnold Management a global perspective

Publication-McGraw Hill International

Edition

4 By-C.B Memoria Personnel Management

Publication-Himalaya publishing house

5 By-Edwin B Flippo Personnel Management

Publication- TATA McGraw HILL Publishing

Company Ltd (1984) Edition-6

Web Site

1 WWW.HAL- INDIA.COM

2 WWW. GOOGLES.COM



QUESTIONNAIRES

Dear sir/Madam,

I am the student of S.J.E.S. College of management studies, Bangalore carrying on a project titled “A -STUDY ON JOB SATISFACTION” in your esteemed organization in partial fulfilment of MBA course of Bangalore University. I request you to help me in completing the enclosed questionnaires. I assure you all the information provided by you will be kept confidential and used for academic purpose only and therefore request to be frank in answering the questionnaires.

Thanking you

Punam Kumari

Name (optional)__________________________________ Age_________

Qualification ____________________________ Department____________

Designation ____________________________ Experience __

Guidelines:

1. Please indicate your opinion by ticking the appropriate box according to the checklist the first box indicates strongly disagrees second box indicates disagree and goes on.

1. You are presently working in:

() Technical () Non technical



2. What is the reason to loin this company:

[ ] Nature of the work [ ] Salary [ ] Job security [ ] Status

3 I frequently feel stress in the job:

[ ]Strongly disagreed [ ]Disagreed [ ] Can not say [ ] Agree [ ] strongly agreed

4 Type of encouragement you receive in any new and challenging

responsibility?

[ ] Very high [ ] High [ ] Average [ ] Not at all

5 What were the modes adapted for training programmer?

[ ] Class Room [ ] Role Play [ ] Case Study [ ] Practical demonstration

6 I am given enough flexibility to do in the job:

[ ] Strongly disagreed [ ] Disagreed [ ] Agree [ ] strongly agreed

7. Training we have attended has helped us to improve ours skills and

knowledge?


8. I have fear of losing the job:




9. The best suggestions which are accepted by the management are

suitable rewarded?


10.Appreciates recognizes and rewards the hard work?

[ ] Strongly disagreed [ ] Disagreed [ ] Can not say [ ] Agree [ ] strongly

agreed

11.Treats fairly with respect:


12.Tools to do work:


13. Participation of group to get things done:


14. I am satisfied with the way performance evaluation are done:


15.Company provides a safe and attractive physical work environment:




16.Get help from work when there is work related problem.


17. Company benefits meets the needs:


18. Keep informed about the job:


19. Reward system of the organization:


20.The current pay package has a positive effect on employee productivity?


21. What are the factors you like most in your present job:

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Documents

A Study on Job Satisfaction