SUMMER TRAINNING REPORT

ON JOB SATISFACTION AT FORZA MEDI INDIA Pvt.Ltd.

MEDI INDIA PVT. LTD.

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF MASTER DEGREE IN BUSINESS ADMINISTRATION

SUBMITTED BY: OF: DEV RAJ M.B.A./05/38 ADMN 2005-2007 LTD.

UNDER THE GUIDANCE

MR. B.S. RANA MANAGER H.R. &

FORZA MEDI (I) PVT.

N.C. COLLEGE OF ENGINEERING, ISRANA

(KURUKSHETRA UNIVERSITY, KURUKSHETRA)

TABLE OF CONTENTS

Sr. No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Particulars
Executive Summary of Project Industrial Profile Companys profile Project profile Objective of Study Research methodology Analysis and Interpretation Conclusion and finding Suggestions Limitation Annexure Bibliography

Page No.
5 6 10 22 24 42 45 61 62 69 70 75

ACKNOWLEDGEMENT

The successful completion of this project would not have been possible without he help and guidance of a number of people. I avail the opportunity to convey my sincere gratitude to a number of people. I express my deep sense of gratitude to Mr. Harish Jain Managing Director FMI IMT MANESAR (GURGAON) for giving the opportunity to work with this esteemed organization. I am sincerely grateful as well as indebted to Mr. B.S. RANA, Senior manager personnel FMI IMT MANESAR (GURGAON) under whose supervision I undertook this project. I am thankful to him for providing me all sorts of guidance needed for the project from time to time, putting my concept right and providing the much needed support and constant encouragement at every stage of the project. I would like to thank all the workers at FMI IMT MANESAR (GURGAON) for co-operating with me and extending their wholehearted support throughout my project. I am thankful to Mr. D.k. Dwedi Astt. Manager in FMI. Last but not least I am thankful to DR. B.R. Marwah (Director) And Mrs. Puja Walia Mann (HoD. MBA. Department.) N.C.C.E. ISRANA (PANIPAT). Last but not least I am thankful to Ms. Aishwarya who guide me to complete the project. .

(DEV RAJ)

EXCUTIVE SUMMARY

My project is related to measuring the level of job satisfaction of employees and the benefit of this is that it gives management an indication of general levels of satisfaction among employees Forza Medi India Pvt. Ltd. Management needs information about employees job satisfaction in order to make sound decisions, both in preventing and solving employees job related problems.

To carry out this research project I used diagnostic research design. It consists of studies concerning whether certain variables are associated in my project, I have found correlation between overall satisfaction of employees with various elements of job satisfaction like salary , incentives, interpersonal relations with peers, seniors & subordinates & communication etc.

After conducting the survey I found that the overall job satisfaction level among employees was very high the reasons for there are good salary, friendly & open environment, good working style & healthy relations with peers, seniors & subordinates. There were some problems also related with the transportation services as the transportation charges are high and no canteen facility is provided. The company is also trying to solve these problems.

INTRODUCTION
The market of the wheel chair is niche market. Many companies make the wheel chairs for the handicapped. But some companies are making the special type of wheel chairs. There are many type of company make the wheal chairs. These companies are 1. 2. 3. 4. 5. 6. Averest Engineering pvt ltd. sristi Udyog pvt ltd. Medi ways (Karol Bagh) Sun Beem Hitech medicare Penley Narula Udyog Pvt. Ltd. Forza Medi India Pvt. LTD.

INDUSTRY STRUCTURE
The wheel chairs Industries are not very big industry in size. There are many type of wheel chairs in the market like Electronic wheel chairs, Automobile wheel chairs and manual wheel chairs. Some electronic wheel chairs maker companies are: 1. Pan Taiwan Enterprises co. Ltd 2. Sunqet co. Ltd 3. Shanghi Wisking Electronic machine co. Ltd

Economic Environment
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Economic environment refers to all those economic factors, which have a bearing on the functioning of a business unit. Business depends on the economic environment for all the needed inputs and to sell the finished goods during the last years, the Wheel chairs industry has performed substantially better in the growth in Indian handicapped Equipment production.

Company performance
Invacare continued its leadership position for the sixteenth successive year. Forza Medi India Pvt. LTD attached with Invacare. It manufacture for the Invacare. Invacare is the world number one in wheel chairs industry. Invacare is very popular in foreign countries like France, Italy, U.K, Spain, Portugal and Australia.

Technological Environment
Technology is a systematic application of scientific or other organized knowledge to practical tasks. in this fast changing environment, manufacturers have to sell technology and not products. Wheel chairs sales can be categorized depending on the customer requirements. The Forza Medi India Pvt. Ltd. used abroad technology. It used aluminum & steel for making the wheel chairs it is most popular in the customer for its quality. The combination aluminum & steel makes the wheel chairs strong.

Social environment
We know that business depends upon the society for the needed inputs like, money, men
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and skills. Business also depends upon society for existence and social environment plays an important role in the handicap segment. Some manufacturers are used iron but FMI used aluminum. Invacare is the first company who has used aluminum in making wheel chairs. Wheel chairs industry generates employment for approx. 1 lacks people.

Outlook
The demand for wheel chairs is increasing for the comfortable to the handicapped person. Forza Medi India Pvt. Ltd. has contributed to the present woes to the handicapped persons. Industry sales have increased continuously 2 years. Forza Medi India Pvt. Ltd. Has made the agreement to the Invacare that they will make the production only for the export to Invacare. And Invacare sales these finished goods to the international market.

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FORZA MEDI INDIA Pvt. Ltd. INTRODUCTION

FORZA MEDI INDIA PVT. LTD., is an ISO certified company established on 19th may 2000 to manufacture bicycle frames and wheel chairs components made out of aluminum and steel. The companys registered office is at A-5, Malcha Marg, New Delhi and works at two locations in Gurgaon. 127, Udyog vihar, Phase-1&297, Udyog Vihar, Phase-2.Both the above mentioned factories are rented. Forza medi India pvt. Ltd., 166, Sector 4,IMT, Manesar, Gurgaon (Haryana) would like to have a single unit owned by the company itself. This would
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give a relief from a monthly rent burden; it would help in stopping goods movement from one of its factory to another and therefore increase profitability of the company. Looking at Manesar, we find an industrial unit in the complex, would suit all requirement for Forza Medi to further grow

Forza is operating is a small scale industry unit manufacturing and exporting bicycle frames & wheel chair components to various countries. The Company has upgraded the manufacturing facilities by procuring latest machines & equipments both imported & indigenous.

Date of incorporation Status Directors No of employees No of workers Turn Over

: : : : : :

19|05|2000 Private Ltd. Ashish Jain, Mrs. Reshma Jain 40 300 15 crores P.A

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The company has a skilled and trained marketing team to look after the overall marketing activities. At present we are exporting to countries like France Belgium, Sweden, Denmark, U.K etc.

MANUFACTURING PROCESS

Health Care Products consist of wheel chair & wheel chair components

Wheel chair components

Wheel Chair
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1.Cut to size Tube\Extrusion 2. Deburring 3. Mitering\Radious Making 4. Drilling of Holes 5. Punching of Holes 6. Welding / Brazing 7. Cold Setting 8. Reaming 9. Inspection/ Rejection 10. Powder Coating 11. Inspection / Rejection 12. Packing

1. Cross Bar Assy. 2. Arm Rest Assy. 3. Brake Assy. 4. Leg Rest Assy. 5. Foot Plate Assy. 6. Wheel Assy. 7. Frame Assy. 8. Sheet Assy. 9. Handle Assy. 10. Fork Assy. 11. Inspection / Rejection 12. Packing

BRIEF DESCRIPTION OF THE COMPANY

The manufacturing process of Wheel Chair Component &Wheel Chair starts from raw material i.e. Aluminum & Steel in the form of tubes, Extrusion, Profile, Sections etc. Then the raw materials are cut into sizes as per required length and after that the cut pieces are
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debarred. Then the Tubes/ Extrusions/ Profiles/ Sections making in mitering, radius, drilling of hole and punching of holes and completed the entire machine shop operations.

After competing the machining job, the materials goes to welding/ brazing section and fabricated/ made the wheel chair components with the help of Jigs & Fixtures. After making the Frame/ Components their cold setting and reaming operation is done to remove and displace the extra-fabricated materials. Then the components/ frame is inspected/ rejected and the ok/ pass components are powder coated in the automatic powder coating booth and then inspection is done again and sends the frames/ components into packing for dispatch. After giving the brief history of wheel chair components then we come to complete wheel chair assembly which starts from different sub assembly of components i.e. cross bar, arm rest, brake assembly, leg rest, foot rest and wheel assembly. After completing sub assembly we come to conveyor for assembling the different sub assemblies and with other parts such as frame assembly, scat assembly, handle assembly, fork assembly and a wheel chair is complete with these assemblies. dispatch. After inspection send to packing for

QUALITY POLICY

Company committed to customer satisfaction.

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Company achieves leadership in all activities. Company to strive for continuous growth and improvement by creating positive working environment.

PROFESSIONALS MANAGING THE DEPARTMENTS

OPERATIONS
Mr. A Shrinivasan G.M. Operations is and engineering graduate, P.G. industrial engg. And
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management with long experience of 30 years in an auto ancillary unit joined Forza Medi India Pvt. Ltd. In Feb-2005 since then involved in plant operation and assembly line setting and related work.

Manufacturing
Mr. Ravi Kumar a Diploma engineer with over 10 years exp. In the industries who is presently looking after projection of components and related activities for last four years.

Industrial Engineering
Mr. S.K. Jhunjhuwala a Diploma engineer with over twenty five years experience in industries is heading this department and contributing a lot by looking after tooling, project development and manufacturing process chart etc., which is a back bone of the industry.

Assembly
Mr. R.P. Gupta a Diploma Engineer with over thirty years experience in industries is heading assembly department.
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Quality control
Mr. Pankaj Mahajan a diploma engineer with over ten years experience in auto Mobile industry to maintain or implement quality system. He is a qualified internal auditor of Q.S. 9000 TS 16949: 2000 and ISO 14001 which is meeting all qualification and experience as desired.

Finance
Mr. M.P. Aggarwal (G.M. Finance) is a qualified chartered accountant with a long experience of more than twenty years in various industries like heavy and light engineering concerns he has long experience to deal with national financial institutions and banks for project financing and working capital requirements.

Commercial
Mr. D.D. Chaudhary is a qualified cost accountant with an experience of more than ten years in industries he is looking after accounts of the company for last five years. Mr. Ram Singh and Mr. Rajesh Gupta Accounts officers who are semi qualified chargted accountants assist him. He is also looking after export and imports he has good exposure of loosening with DGFT and other Govt. Authorities.

Human Resources
Mr. B.S. Rana is a qualified manager who is looking after H R Division. He is having
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degree of Law along with diploma in H.R. He has experience of fifteen years to manage the H.R.

Staff Welfare
Mr. D.K. Dwivedi a Qualified executive who is looking after welfare actives of workers and staffs having degree of law with a experience of ten years.

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COMPANY MADE THE HEALTH CARE PRODUCT

Wheel Chair and Wheel Chair Components

1. Cross Bar Assy. 2. Arm Rest Assy. 3. Brake Assy. 4. Leg Rest Assy. 5. Foot Plate Assy. 6. Wheel Assy. 7. Frame Assy. 8. Sheet Assy. 9. Handle Assy. 10. Fork Assy.

The cost of Wheel Chair is Rs. 6000/-

PRODUCT OF THE COMPANY

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INTRODUCTION OF THE STUDY UNDERTAKEN

Job satisfaction
Job satisfaction is a set of favorable or unfavorable feelings and emotions with which employees view their work. Job satisfaction is an affective attitude- a feeling of relative like and dislike toward something (for example, a satisfied employee may comment that "I enjoy having a variety of tasks to do"). There is an important difference between these job related feelings of satisfaction and two other elements of employee attitudes. The same employee may have an intellectual response to her work, stating the objective thought (belief) "my work is quite complex. On another occasion, the employee may voice her behavioral intentions to a coworker.("I plan to quit this Job in 3 months"). Attitudes, then consist of feelings, thoughts and intentions to act Job satisfaction can be viewed as an overall attitude, or it can apply to the various parts of an individual's job. If it is viewed only as an overall attitude, however, managers may miss seeing some hidden exceptions as they assess an employee's overall satisfaction. For example MR. A's general job satisfaction may be high, it is important to discover both that he likes his promotion and that he is dissatisfied with his vacation.

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INTRODUCTION
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Job satisfaction is a set of favorable or unfavorable feelings and emotions with which employees view their work. Job satisfaction is an affective attitude- a feeling of relative like and dislike toward something (for example, a satisfied employee may comment that "I enjoy having a variety of tasks to do"). There is an important difference between these job related feelings of satisfaction and two other elements of employee attitudes. The same employee may have an intellectual response to her work, stating the objective thought (belief) "my work is quite complex. On another occasion, the employee may voice her behavioral intentions to a coworker.("I plan to quit this Job in 3 months"). Attitudes, then consist of feelings, thoughts and intentions to act Job satisfaction can be viewed as an overall attitude, or it can apply to the various parts of an individual's job. If it is viewed only as an overall attitude, however, managers may miss seeing some hidden exceptions as they assess an employee's overall satisfaction. For example MR. A's general job satisfaction may be high, it is important to discover both that he likes his promotion and that he is dissatisfied with his vacation. Schedule this year. Job satisfaction studies, therefore often focus on the various parts that are believed to be important, since these job related attitudes predispose an employee to behave in certain ways. Important aspects of job satisfaction include pay, one's supervisor, the nature of tasks performed, an employee's coworkers or team, and the immediate working conditions.

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DEFINITION
Job satisfaction is defined as "a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience." Job satisfaction is amount of pleasure or contentment associated with job. If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely, you will experience job-dissatisfaction.

CONSEQUENCES OF SATISFACTION
High job satisfaction will lead to improved productivity, decreased turnover, improved attendance, reduced accidents, less job stress, and lower unionization.

Job satisfaction and employee turnover

High employee turnover is of considerable concern for employees because it disrupts normal operations causes morale problems for those who stick on, and increases the cost involved in selecting and training replacements. The employer does whatever possible to minimize turnover, making the employees feel satisfied on their jobs, being one such. Unlike the relationship between satisfaction and productivity, the connection between job satisfactions to employee turnover is established beyond doubt. It has been demonstrated that workers who have relatively low levels of job satisfaction are the mot likely to quit their jobs and that organizational units with the lowest average" satisfaction levels tend to have the highest turnover rates.

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However, the withdrawal behavior of employees is modified by certain factors. Loyalty to the organization is one such. Some employees cannot imagine themselves working elsewhere, however dissatisfied they are in their present jobs. Availability of other places of employment also influence turnover. If greener pastures are available, an employee does not mind going in search of them, notwithstanding the present level of satisfaction he enjoys

Satisfaction and absences

Correlation of satisfaction to absenteeism is also proved conclusively. Workers who are dissatisfied are more likely to take "mental health days, i.e. days off due to illness or personal business. Simply stated, absenteeism is high when satisfaction is low. As in turnover, absenteeism is subject to modification by certain factors. The degree to which people feel that their jobs are important has a moderating influence on their absences. Employees who feel that their work is important tend to clock in regular attendance. Besides, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism, low satisfaction is likely to bring about high absenteeism.

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Satisfaction and safety

Poor safety practices are a negative consequence of low satisfaction level. When people are discouraged about their jobs, company, and supervisors, they are more liable to experience accidents. An underlying reason for such accidents is that discouragement may take one's attention away from the task at hand.

Satisfaction and job stress

Job stress is the body's response to any job related factor that threatens to disturb the person's equilibrium. In the process of experiencing stress, the employee's inner state changes. Prolonged stress can cause the employee serious ailments such as heart disease, ulcer, lower back pain.

Unionization
It is proved that job-dissatisfaction is a major cause for unionization. Dissatisfaction with wages, job security, fringe benefits, chances for promotion and treatment by supervisors are reasons, which make employees, join union.

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SOURCES OF JOB SATISFACTION

Several job elements contribute to job-satisfaction. The most important amongst them are the following:

1. WAGES 2. WORKING CONDITIONS 3. WPRL GROUP 4. SUPER VISION 5. WORK 6. PROMOTION CHANGE

Wages
Wages play an important role in influencing job-satisfaction. This is because of two reasons. First, money is an important installment in fulfilling one's needs; and two, employees often see pay as a reflection of management's concern for them. Employees want a pay system which is simple, fair, and in line with their expectations

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Nature of work
Most employees crave intellectual challenges on jobs. They tend to prefer being given opportunities to use their skills and abilities and being offered a variety of tasks, freedom and feedback on how well they are doing. These characteristics make jobs mentally challenging. Jobs that have too little challenge create boredom.

Promotions
Promotional opportunities affect job-satisfaction considerably. The desire for promotion is generally strong among employees as it involves change in job content, pays, responsibility, independence, status and the like. An average employee in a typical government organization can hope to get two or three promotions in his entire service, though chances of promotion are better in the private sector.

Supervision
There is a positive relationship between the quality of supervision and job satisfaction. Supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them contribute to their employee satisfaction.

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Work group
The work group does serve as a source of satisfaction to individual employees; it does so primarily by providing group members with opportunities for interaction with each other. It is well known that for many employees work fills the need for social interaction. The work group is an even stronger source of satisfaction when members have similar attitudes and values. Having people around with similar attitudes causes less friction on a day-to-day basis.

Working conditions
Working conditions that are compatible with an employee's physical comfort and that facilitates doing a good job contributes to job-satisfaction. Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of work place and adequate tools and equipment are the features which affect job-satisfaction.

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WAYS OF MEASURING JOB SATISFACTION

The most common ways of measurement include rating scales, critical incidents, interviews and action tendencies.

Rating scales
These scales fall into two categories. One is called tailor made scales and the second is the standardized scales. One of the most important standardized scales is the job descriptive index (JDI) developed by smith, Kendall and hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers. Another standardized scale is the Minnesota satisfaction questionnaire (MSQ), which in its long form has 100 questions.

Critical incidents
Hertz berg and their associates in their research on the two-factor theory of motivation developed the critical incidents approach to the measurement of job satisfaction. Employees were asked to describe incidents on their job when they were particularly satisfied or dissatisfied.

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Interviews
Personal interviews are yet another method of measurement of satisfaction. Employees are interviewed individually and the responses reveal their satisfaction or dissatisfaction.

Action tendencies
These represent the inclinations people have to avoid or approach certain things. By gathering information about how they feel like acting with respect to their jobs, the job satisfaction can be measured.

Use of existing information

Before conducting any formal satisfaction survey, managers do well to examine two other methods of assessing employee's feelings- daily contacts and existing data. Managers

are in contact with their employees through constant interaction and communication. This is a practical and timely method of determining the job satisfaction. Besides there are a number of indicators like turnover, absenteeism, performance, grievances already available in the organization.

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Survey design and follow up

A systematic approach to conducting surveys is shown in the fig. Below. In general, managers need to identify a purpose for the attitude assessment, obtain top management and union support, and then develop the measurement instrument. Intermediate steps consist of administering the survey, followed by tabulating and analyzing the results. Conclusion should be fed back to the participants soon afterward, and action plans need to be developed by group of employees and managers working together, and then activated.

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MAJOR STEPS IN A SYSTEMATIC APPROACH OF CONDUCTING A SURVEY

1. IDENTIFY REASON FOR SURVEY

2.

OBTAIN MANAGEMENT COMMITMENT

3.

DEVELOP SURVEY INSTRUMENT

4.

ADMINISTER SURVEY

5.

TABULATE RESULTS

6.

ANALYZE RESULTS

7.

PROVIDE FEED BACK TO PARTICIPANT

8.

IMPLEMENT ACTION PLAN

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RESPONSES TO JOB DISSATISFACTION

The last thing about job satisfaction is the ways through which employees express their job dissatisfaction. There are several ways of expressing employee dissatisfaction .For example, ^employees can complain, be insubordinate, steal organizational property or shirk a part of their work responsibilities. Most serious is quitting the organization itself. The fig. Below offers four responses that differ from one another along two dimensions: Constructiveness /destructiveness and activity/possibility.

Responses to job dissatisfaction

ACTIVE EXIT VOICE

NEGLECT

LOYALTY

PASSIVE
Exit: exit represents behavior directed towards leaving the organization. Also includes looking for a new position as well as resigning. Voice: actively and constructively attempting to improve conditions including suggesting improvements, discussing problems with superiors. Loyalty: passively but optimistically waiting for the conditions to improve. Includes speaking up for the organization in the face of the external criticism and trusting the management and
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the organization to do the right things. Neglect: passively allowing conditions to worsen. Includes chronic absenteeism, reduced effort and increased error rate.

BENEFITS OF JOB SATISFACTION STUDY

One benefit of job satisfaction study is that they give management an indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction (as with employee services) and particular groups of employees (as in the tool department or among those over the age of forty). In other

words, a survey tells how employees feel about their jobs, what parts of their jobs these feelings are focused on, which departments are particularly affected, and whose feelings are involved.

1.

Improved communication is another benefit of the surveys. Communication flows in all directions as people plan the survey, talk, and discuss its results. Particularly beneficial to the company is the upward communication when employees are encouraged to comment about what they really have in their minds.

2.

An unexpected benefit from a job-satisfaction survey is improved attitudes. For some employees, the survey is a safety valve, an emotional release, a chance to get things off
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their chest. For others, the survey is a tangible expression of management's interest in employee welfare, which gives employees a reason to feel better towards management.

3. The job satisfaction survey can help discover the causes of indirect productivity problems, such as absenteeism, turnover and poor quality of work.

4.

Another benefit of job satisfaction survey is that they help management assess training needs. Usually employees are given an opportunity to report how they feel their supervisor performs certain parts of the jobs, such as delegating work and giving adequate job instructions. Since employees experience these supervisory acts, their perceptions may provide useful data about the training of their supervisors.

5.

A job satisfaction survey is an indicator of the effectiveness of organizational reward systems. There is a positive relationship between performance and satisfaction. This relationship will be strong when rewards are distributed equitably contingent upon performance.

6.

One of the best uses of job satisfaction surveys is in the evaluation of the impact of organizational changes on employee attitudes. For example the management wants to know whether the job redesign program recently implemented in the organization has
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resulted in increased satisfaction to the employees. By comparing pre-changed data and post-change data, it is easy to determine what impact the redesigned work has on employee attitudes.

7.

Finally, it is not that satisfaction surveys benefit only management. They are useful to unions too. Often, both management and union argue about what the employees want, but neither really knows. The job-satisfaction survey is one way to find out. It is for this reason that unions support surveys.

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OBJECTIVE OF THE PROJECT

There are two main objectives of my project: 1.

2.

To ascertain the level of job satisfaction of employees in FMI To identify the factors that has the most positive impact on the level of satisfaction of employees.

SUB OBJECTIVES

1. 2. 3.

To ascertain the motivation level of employees. To identify their interpersonal relation. To identify working conditions and environment

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SCOPE OF THE PROJECT

1. Ascertaining the overall satisfaction of employees.

2.

Determine the degree to which satisfaction or dissatisfaction with any specific area predicts overall satisfaction or dissatisfaction.

3.

Identification of the factors, which have the most positive impact on the level of satisfaction of employees.

4.

Giving suggestions and recommendations to the company for focusing on specific job related areas and increasing the job satisfaction of employees.

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RESEARCH METHODOLOGY
Research is an art of scientific investigation; it is a specific and systematic search for pertinent information on a specific topic. The specification leads to the purposeful investigation. All those methods, which are used by the researcher during the course of studying his research problem, are termed as research methods. The project that was given to me was concerned with ascertaining the level of job satisfaction and identifying the factors that influence job satisfaction of the employees in FMI. *

Research design
I used diagnostic research design in my study. Diagnostic research design includes studies concerning whether certain variables are associated.

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Sample design
Sampling design that I have used is Convenience sampling. This method is also known as chunk. A chunk means that part of the universe, which is selected according to convenience and not on the basis of random, or judgment sampling techniques.

Sampling unit
The sampling unit consists of supervisors and managers of FMI.

Sample size
I took 30 employees of FMI as sample size for conducting this research.

Type of data
Primary data was collected by me for the project & Secondary data was also provided by company the time period for the data collection is from 15 June to 30 June

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Data collection Technique

I constructed a questionnaire for collecting the primary data. The questionnaire contained 16 questions out of which 15 were close ended and One was open ended question. The questionnaire consists of a five point seal and individual rating is given to each question.

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ANALYSIS AND INTERPRETATION

Correlating each individual rating with the overall satisfaction did the analysis. This is simply a statistical procedure for determining the degree to which satisfaction or dissatisfaction with any specific area predicts overall satisfaction or dissatisfaction. The prediction can range from perfect (rating of the specific area correlates exactly with the rating of overall satisfaction) to non-existent. The higher the correlation for any individual area, the greater its importance -improving satisfaction in that area can be expected to improve overall satisfaction. The lower the correlation, the lower its importance -improving satisfaction in that area can be expected to have little or no effect on overall satisfaction. Each area of performance is ranked in order from most important (i.e. highest correlation with overall satisfaction) to least important (i.e. lowest correlation with overall importance.)
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In the following page the factors having the most positive impact on the level of satisfaction of employees are ranked in order from highest value of correlation to the least value. This would give the company an indication about which areas are important and should be improved so that the level of satisfaction of employees is increased.

QUESTIONNAIRE
Q.1 Overall how satisfied is you with FMI as an employer?

Very dissatisfied 1 2 3 4

very satisfied 5 6 7

How do you feel about each of the following specific matters?

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NET AGREEMENT PERCENTAGE

80% 70% 60% 50% 40% 30% 20% 10% 0%

70%

20% 10%

satisfied very satisfied neutral

1 OVERAII SATISFACTION OF EMPLOYEES Out of the 30 employees most of employees are satisfied with FMI. About 20% are very satisfied with FMI while 7% are neutral

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Q.2. Your role at FMI I am given enough authority to make decisions I need to make I like the type of work that I do My role is very important in this organization. In my role I am able to use my creativity and do something new.

NET AGREEMENT PERCENTAGE

90 80 70 60 50 40 30 20 10 0 1
ROLEAT FM I

I am given enough authority to make decisiona

I like the type of work that I do

my role is very important in this organisition

in my role I amable to use my creativity

Majority of the employees in FMI, like the type of work that they do. About half of the employees feel that they are given enough authority to make decision, Additionally majority of the employees are able to use their creativity in their role.

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Q 3.

Your relation with your immediate. Superior " my superior treats me fairly my superior " asks for my opinion to help to make. Decisions.

Superiors here reward outstanding achievement

In influencing the subordinates, superiors use their expertise and competences rather than their formal authority.

NET AGREEMENT PERCENTAGE

120 100 80 60 40 20 0 1
RELATIONSHIP WITH IMMEDIATE SUPERIOR superiors use expertise to influence subordinates my superior asks for my opinion to help make decisions superiors here reward outstanding achivement my superior treaties me fairly

Almost all the employees feel that their superior treats them fairly. About half of the employee says that their superior rewards outstanding achievement. Specifically two-third say that their superior ask for their opinion to help make decision

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Q.4 Communication Most communication here is informal and friendly. Relevant information is made available to all who need it. " People here communicate information, suggestions and even criticism to-others out of concern for them.

NET AGREEMRNT PERCENTAGE

100 90 80 70 60 50 40 30 20 10 0 1
COMMUNICATION

most communication here is informal and friendly

relevant information is made availabe toall who need it

people here communicate information suggestions and even criticism to others

Almost all the employees of FMI feel that most communication here is informal & friendly. More then half of say that relevant information is made available to those who need it.

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Q.5. Decision making Decisions are generally made without involving subordinates. Decisions are made here by keeping in mind the good of the employees and society.

NET AGREEMENT PERCENTAGE

80 70 60 50 40 30 20 10 0 1 DECISION MAKING decisiona are generally made without involving subordinates decisions are here made by keeping in mind the good of the employees

A One out of five employee says that decisions are generally made without involving them. Three fourth of the employees say that decision are made by keeping in mind the good of employees

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Q.6 Trust Trusting and friendly relations are highly valued here. Those who can achieve results are highly trusted here.

NET AGREEMENT PERCENTAGE

120 100 80 60 40 20 0 1 TRUST
trusting and friendly relations are highly valuable here those who can achieve results are trusted here

Majority of employees say that trusting and friendly relation are valued in FMI. Four out of five employees believe that those who can achieve results are highly trusted in FMI.

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Q.7. Conflict management Conflicts are usually avoided to maintain a friendly atmosphere. Bilateral method intervention is sought and used here. In resolving conflicts here, appeals made to principles, organization ideals and larger goals of the organizations.

NET AGREEMENT PERCENTAGE

80 70 60 50 40 30 20 10 0 1 1
CONFLICT MANAGEMENT
conflicts are usually avoided to maintain a friendly atmosphere bilateral metod intervention is sought and used here

in resolving conflicts here appeal is made to principals, organisation ideals

Less then half of the employees feel that in resolving conflict; appeal is made to organizational principles and ideals. While majority feel that conflict are avoided in FMI.

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Q.8 Training Adequate training facilities are available. The training provided is relevant to the work assigned. Quality of trainers is good. There is a follow up of training.

NET AGREEMENT PERCENTAGE

70 60 50 40 30 20 10 0 1 TRAINING adequate training facilites are available the training provided is relevent to work assign quality of trainers is good

Majority of the employees feel that the quality of trainers is good in FMI. But only a few say that there is a follow up of training. 50% of the employees feel that training provided is relevant to work assigned

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Q.9 Praise, recognition and reward system. In rewarding people due importance is given to knowledge and Expertise.

The organization rewards those who help their junior colleagues to develop and those who contribute to teamwork.

The performance standards set for the employees are achievable, Standards set for all the employees lying at the same hierarchical level are equal.

NET AGREEMENT PERCENTAGE

100 90 80 70 60 50 40 30 20 10 0 1 1
PRAISE, RECOGNITION AND REWARD SYSTEM Few employees believe that performance stand red set for the employees are achievable. Most
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in rew arding people due importance is given to knowledge the organisation rew ards those who help their junior colleagues the performancde standards set for the employees are achiveable standards set for all employees at same level are equal

of them employees that in rewarding people due importance is given to knowledge.

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Q.10 Flexibility. Employees in FMI. are given flexibility in how they accomplish their work.

employees in ptl are given flexibility in doing work 80 70 60 50 40 30 20 10 0 1 FLEXIBILITY employees in ptl are given flexibility in doing work

Most of employees feel that they are given flexibility in doing their work.

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Q.11 Stress. I have no role conflict

NET AGREEMENT PERCENTAGE

70 60 50 40
I have no role conflict

30 20 10 0
1
STRESS

Two-third of the employees say that they have no role conflict. They are very clear about the roles to the perform by them.

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Q.12 Pay and benefits. My salary is commensurate with my responsibilities. Are the benefits and incentives adequate?

Yes {} No {} If no what you would like get added to the package?

NET AGREEMENT PERCENTAGE 90 80 70 60 50 40 30 20 10 0 1

PAY AND BENEFIT

my salary is commensurate with my responsibilities

Three quarters of the employees feel that their salary is commensurate with their responsibility. They are satisfied with the pay package given to them.
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Q.13 Opportunity for promotion Basis of promotion are fair in FMI. I am clear about how good performance is defined in FMI

NET AGREEMENT PERCENTAGE

90 80 70 60 50 40 30 20 10 0 1 opportunity & promotion
basis of promotion are fair in ptl I am clear about how good performance is defined in ptl

Four out every five employees feel that basis of promotion are fair in FMI. Three-fifth of the employees say that they clear about how good performance is defined in FMI.

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Q14 Welfare activities. There is a proper facility for drinking water. Medical facilities are adequate. A proper canteen facility is there in FMISafety measures are adequate in FMI.

NET AGREEMENT PERCENTAGE

100 80 60 40 20 0 1 welfare activity
there is a proper facility for drinking wate medical facilities are adequate a proper canteen facility is there in ptl safety measures are adequate in ptl

Quite a large number of employees are satisfied with the drinking water facility provided to them. Three-fifth of the employees feel that there is proper canteen facility. About three-quarter of the employees say that medical facility are adequate.

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Q.15 what can the company do to increase your satisfaction as an employee?

40 35 30 25 20 15 10 5 0 1

faster promotion increase autonomy acknowledgement career development job rotation motivaton job variety training

Out of the total responses received, majority of the employees suggest to introduce job variety in FMI. Some employees suggest improving the training facility in FMI. Increasing autonomy, faster promotion, acknowledgement, career development, job rotation and motivation were other suggestion given by the employees.

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SUGGESTIONS AND RECOMMENDATIONS

1. Employee's role
Employees in FMI should be given enough authority to make decisions. Effective delegation of authority causes subordinates to accept responsibility and exercise judgment. This not only helps train subordinates but also improve their confidence. The superiors should take the following actions:

When reasonable:

Let employees make decisions. Allow employees to have input on decisions that will affect them. Establish work goals but employees determine how they will achieve those goals. Later reviews may identify innovative "best practices."

The role given to the subordinate should be very clear to him and he should be aware of the importance of his role in the organization. He should be made known the consequences of performing his role well. The superior should make him realize the importance of his role.

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2. Praise, recognition and reward system

Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs,

Actions
Make sure rewards are for genuine contributions to the Organization. Be consistent in your reward policies. Rewards can include a variety of benefits and perks other than money.

The standards set for all the employees at the same hierarchical level should be equal. There should not be any sort of discrimination.

The organization should reward those who help their junior colleagues for the overall development of the organization.

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3. Stress
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern.

Actions
Promote a balance of work and personal lives. Make sure that Senior managers model this behavior Distribute work evenly (fairly) within work teams. Review work procedures to remove unnecessary "red tape" or bureaucracy. Manage the number of interruptions employees have to endure while trying to do their jobs. Some organizations utilize exercise or "fun" breaks at work, The role to be performed by an employee should be made very clear to him. There should not be any role conflict.

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4. Opportunity
Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional opportunity." As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, and special assignments-as well as promotions.

Actions
Promote from within when possible. Reward promising employees with roles on interesting projects, Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrate achievement. Employees should be made clear about how good performance is defined in FMI. The performance appraisal of employees should be fair and should give him an he lacking. idea about what is expected out of him and where is

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5. Medical facilities
FMI has provided many medical facilities to its employees. But some aspects regarding Getting-the employees treated in case they or their dependants -have any medical problem needs to be changed.

Actions
At present FMI reimburses the expenses only when the employees are treated in government hospitals. The reimbursement of the expenses should also be done when the employees are being treated in private hospitals.

FMI reimburses the medical expenses in case the employees or their dependants have any medical problem. Here "dependants" only include employee's spouse and children. It also includes the employee's parents and reimbursement of the expenses should be done if they have a medical problem.

6.

Training

More technology training should be provided to employees in the IT department in FMI. The quality of the trainers should be good. They should have adequate knowledge about various problems faced by employees during the work. They should be able to properly explain various techniques related with work and be able to solve
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employee's problems if any. To make the training sessions more effective, there should be a follow up of training.

7.

Decision making

Subordinates should be involved in decision making in FMI. Since they would be participating in the decisions of the organization, they would not feel neglected and would be more sincere and dedicated to the work.

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LIMITATIONS

1.

It was a difficult task to get the questionnaires filled from the employees. They were reluctant to fill the questionnaires because of their tight time schedules.

2.

The open-ended question was not answered by few employees so it was difficult to do analysis of that question.

3.

Some employees were hesitant to give the actual rating on the elements of job

satisfaction and had given maximum rating to almost all the questions. This has affected the quality of interpretation. 4. Shortage of time was another limitation for completing my survey.

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QUESTIONAIRE ON JOB SATISFACTION

1. Overall 2 how 2 3 satisfied 4 are 5 you 6 7 with FMI as an employer?

Very dissatisfied

very satisfied

How do you feel about each of the following specific matters? 2. Your role at FMI I am given enough authority to make decisions I need to make I like the type of work that I do My role is very important in this organization. In my role I am able to use my creativity and do something new.

3. Your relation with your immediate. Superior " my superior treats me fairly my superior asks for " my opinion to help to make. Decisions. Superiors here reward outstanding achievement In influencing the subordinates, superiors use their expertise and competences rather than their formal authority. 4. Communication Most communication here is informal and friendly. Relevant information is made available to all who need it. " People here communicate information, suggestions and even criticism to-others out of concern for them.
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5.

Decision making Decisions are generally made without involving subordinates. Decisions are made here by keeping in mind the good of the Employees and society.

6. Trust 7. Conflict management Conflicts are usually avoided to maintain a friendly atmosphere. Bilateral method intervention is sought and used here. In resolving conflicts here, appeals made to principles, organization ideals and larger goals of the organizations. Trusting and friendly relations are highly valued here. Those who can achieve results are highly trusted here.

8. Training Adequate training facilities are available. The training provided is relevant to the work assigned. Quality of trainers is good. There is a follow up of training.
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9. Praise, recognition and reward system.

In rewarding people due importance is given to knowledge and expertise. The organization rewards those who help their junior colleagues to develop and those who contribute to teamwork. The performance standards set for the employees are achievable, Standards set for all the employees lying at the same hierarchical level are equal.

10.Flexibility Employees in FMI. are given flexibility in how they accomplish their work.

11.Stress I have no role conflict

12. No

Pay and benefits My salary is commensurate with my responsibilities. Are the benefits and incentives adequate? {}
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Yes {}

If no what you would like get added to the package?

13. 14. 15.

Opportunity for promotion Basis of promotion are fair in FMI. I am clear about how good performance is defined in FMI Welfare activities There is a proper facility for drinking water. Medical facilities are adequate. A proper canteen facility is there in FMISafety measures are adequate in FMI. What can the company do to increase your satisfaction as an employee?

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BIBLIOGRAPHY

Company Annual Report

Forza Medi India Pvt. Ltd. Annual Report (2005-2006) Forza Medi India Pvt. Ltd. HR Manual. Personal and Administrative Manual.

Books
Aswathappa K. (2000) Organization Behavior, Himalaya Publishing House. New Delhi Davis, Keith (1998). Organizational behavior at work. Tata Me Graw Hill. New Delhi pp.256-276 Luthans.fred (1998) Organizational behavior, Irwin Me Graw Hill New Delhi pp. 144-148 Stephens, p, (1997). Essentials of Organization behavior, Prentice Hall Inc. New Delhi pp. 31-33

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Website

www.lifepointmedicare.com

www.google.com

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