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PROJECT REPORT
ON
‘’JOB SATISFACTION & MOTIVATION
AT
SATA VIKAS INDIA PVT.LTD’’
SUBMITTED TO THE MAHARISHI DAYANAND UNIVERSITY,
ROHTAK, FOR PARTIAL FULFILLMENT OF THE AWARD OF
DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
(2015-2016)
SUBMITTED TO:- SUBMITTED BY:-
JYOTI MALHOTRA AJEET
HR DEPTT. B.B.A. VTH Sem
DAV CENTENARY COLLEGE
NH-3, N.I.T., Faridabad (Haryana)

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ACKNOWLEDGEMENTS
At the outset, I would like to thank SATA VIKAS INDIA PVT. LTD for giving me the
approval to this project in the organization. I thank my company guide, Mr.Manish
Tayal for this encouragement and contribution of time, counsel, materials, and for
coordinating the project work and giving me guidance. This project would not have been
possible without his help.
I am thankful to many individuals in the sales department of SATA VIKAS INDIA PVT.
LTD. for the encouragement and professional assistance.
A heartfelt thanks to the many respondents surveyed whose ideas, critical insights and
suggestions have been invaluable in the preparation of this report. Last but by no means
the least I would like to convey my special thanks to all the faculty members of DAV
CENTENARY COLLEGE for giving me the opportunity to work on this project.
AJEET KUMAR

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PREFACE
This project report is all about the job satisfaction & motivation and also to know the
reasons of exits in Sata Vikas Limited.
In the project the following have been included to understand the reason of exit in the
Company, the Organizational structure of HR department, Vision and Mission of the
Company, grade structure and also Voice capturing survey.
An attempt has been made to observe the various aspects like Company’s environment
and Intra and inter departmental, job security, feedback process, fairness and supervision
etc.
Analysis also includes identification of organizational strengths & weaknesses. These are
the areas that have been rated well & poorly respectively, by the employees in the exit
interview form.
During the research the study of employees welfare and it’s functioning, the disciplinary
procedures and how employees problems are handled in the Company came across and
made the training a wonderful experience.

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INDEX
S.NO. SUBJECT PAGE NO.
1. INTRODUCTION TO THE TOPIC
2. COMPANY PROFILE
3. REVIEW OF LITERATURE
4. RESEARCH METHODOLGY
-OBJECTIVES OF STUDY
-SCOPE OF STUDY
-RESEARCH DESIGN
-LIMITATIONS OF STUDY
5. DATA ANALYSIS &
INTERPRETATION
6. CONCLUSIONS &
SUGGESTIONS
7. BIBLIOGRAPHY

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INTRODUCTION TO
TOPIC

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JOB SATISFACTION
Job satisfaction in regards to one's feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one's relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work. etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person's attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon one's success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship , Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of
mind.

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ABOUT COMPANY
I took the training in Sata Vikas India Pvt ltd. SATA GROUP (first called Martinelli) has
been producing a large range of high-tech and high quality standard components that
have always been fitted into the most innovative car industry products.
Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds,
transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant
examples of SATA production.
SATA GROUP, working with flexible production lines and numerical control
workcenters, can satisfy the most demanding customers’ request.

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COMPANY PROFILE
SATA VIKAS INDIA PVT LTD

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VIKAS SATA INDIA PVT LTD
Since the beginning of 1900 SATA GROUP (first called Martinelli) has been producing a
large range of high-tech and high quality standard components that have always been
fitted into the most innovative car industry products.
Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds,
transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant
examples of SATA production.
SATA GROUP, working with flexible production lines and numerical control
workcenters, can satisfy the most demanding customers’ request
• PRODUCT RANGE
Con Rods
Flywheels
Cylinder Head
Transmission Boxes
Bearing Blocks
Planetary Carrier
Axle
Exhaust Manifolds
Compressor components
Others
 Head Office

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Registered Office, SATA VIKAS INDIA PVT Ltd.
Plot n°73/8 Mathura Road
Village Mitnol, Auranga bad
District: Palwal Haryana 121105
Phone +91 (0) 1275 - 302467 / 68 , +91 (0) 1275 – 302465
Company Website http://www.sata-group.com/
Web-mail https://mail.sata-group.com/
HISTORY

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Since the beginning of 1900 SATA Group (first called Martinelli) works in the sector of
mechanical machining of components for automotive industry.
Through a constant evolution of production technologies the group had a growth first in
piedmontese area, then, in order to meet the clients needs, with the plant located in
center-south Italy in 1993.
At the end of nineties, following the globalization process, the group has been taken over
in South America, in Argentina (1997) and in Brazil (1999). In 2005 has acquired the
Castelnuovo Valsugana plant in order to follow a strategy of product diversification.
In 2006 the evolution of worldwide markets carried the group to land in China with the
new plant in Kunshan (60km far from Shanghai) followed in 2007 by the new Indian
plant in New Delhi.
The group has endured a deep evolution also from the organizational point of view.
Actually the control of the main operative functions is entrusted to the holding (F.C.) by
the centralization of policies and strategies. SATA is certified in according to the
standard ISO TS 16949 and following a close environmental policy ISO 14001.
All the plants have a sole managing policy using the same technical-qualitative
procedures.
PRODUCTS

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CON RODS
FLYWHEELS
CYLINDER HEAD
TRANSMISSION BOXES

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BEARING BLOCKS
PLANETARY CARRIER
AXLE

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EXHAUST MANIFOLDS
COMPRESSOR COMPONENTS
QUALITY

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SATA Group’s General Management has developed a quality management system based
on the ISO-TS 16949:2009 technical specification to promote the organisation’s
consistent development by constantly adapting the management system processes and the
relevant activities with a view to attaining Customer satisfaction by continually meeting
customer requirements as they evolve. Having duly considered the sector’s high
competition level for products and relevant service supply, the Management believes the
following is needed in order to achieve Customer Satisfaction while developing SATA
Group:
• involving the entire personnel in the pursuit of continuous improvement of the product,
the product’s manufacturing process, and of the quality management system processes;
• extending the concept of Customer satisfaction to the Group’s units and their mutual
relations, by establishing and observing a Customer-Supplier relation between the
organisation’s various resources and processes;
• involving suppliers as integral parts of the supply chain supervised by the quality
management system processes concurring in/contributing to the product realisation;
• enhancing human resources' satisfaction and awareness by promoting professional and
cultural growth;
• sharing the principle of Continual Improvement among the Group’s units, at all levels,
with the goal of achieving better performances in terms of process efficiency and product
characteristics;
• reducing the manufacturing process development time to enable new products to reach
the market in the shortest possible time while keeping their defined characteristics by

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implementing planning methods aimed at optimizing the design, development, testing,
realisation and validation steps;
• ensuring safety of personnel, product and product manufacturing processes;
• reducing the environmental impact of the activities performed by SATA Group’s units
and their suppliers;
• conveying to the actual and potential Customers an image of the Group as leader partner in the
relevant market.
SATA Group complies ISO9001 and ISO-TS16949 standards for quality management
systems and ISO14001 for environmental management system. The continuous
improvement philosophy is a choice of the organization to reach customer and
stakeholders satisfaction.

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CUSTOMERS

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OVERVIEW
SATA Vikas was founded in 2007 as a Joint Venture between SATA Group & Vikas
Group. It was set up with the vision to capture the growth in Indian Automotive market.
Comprising of 187 CNC machines, SATA Vikas has engineering capabilities in the areas
of machining and assembly of products – it primarily consists of engine, suspension&
transmission components for the automotive OEM segment, including for passenger cars,
utility vehicles, commercial vehicles and Off- Road vehicles.
This ISO/TS 16949:2009 certified company is geared to achieve SATA Production
System (SPS) by 2017 through a strong focus on each area of its financial, environmental
and social responsibility. SATA Vikas has a state-of-the-art facility with an annual
volume capacity of 7 million components.
Automotive Air-Conditioning (Compressor, HVAC & Hose Pipes), Heat
Exchangers (Condenser, Heater Core, Evaporator, Oil Cooler, Radiator), Emission
After Treatment Systems (Catalytic convertor assemblies with substrate, coating &
canning operations), precision machined components (Exhaust Manifolds, Flywheels,
Differential Case, Compressor parts and laser fractured connecting rod), Iron Casting
Component (For Brake System, Engine System, Transmission System), non-ferrous
castings and non-ferrous extrusions of special profiles.
With a focus on Technology and constant endeavor towards operational excellence, the
group has been able to develop strong organizational capabilities in the respective areas
in order to be future ready and embrace challenging situations.
MILESTONES
The journey of the Vikas Group is a testament to the extraordinary leadership and
visionary outlook of its founder. The same desire to excel and the commitment to world-
class quality that was evident when the company was established back in 1982, is still
ingrained in the very fabric of the company. Exceptional technology & innovation,
customer-focused, nimble market strategy and strong technical collaborations are just
some of the factors that have propelled the Vikas Group ahead to keep growing from
strength to strength.
With the passage of time, we have adapted, improvised and continued to maintain our

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standards, cementing our reputation as a reliable and quality-driven partner to top players
in the automotive industry. Over the three decades of being in business, some particularly
important events have helped us forge the route to success.
THE GROUP
About Sata Group
Since the beginning of 1900 SATA GROUP (first called Martinelli) has been producing a
large range of high-tech and high quality standard components that have always been
fitted into the most innovative car industry products.
Flywheels, connecting rods, cylinder heads, exhaust manifolds, intake manifolds,
transmission cases, steering boxes, EGR brackets, levers, bearing blocks, are significant
examples of SATA production.
SATA GROUP, working with flexible production lines and numerical control work
centers, can satisfy the most demanding customers' request.
www.sata-group.com
About Vikas Group
Over 3 decades of experience in the Automotive Industry, The Vikas Group has
successfully established itself as a prominent player in the Auto component Industry of
the country. The Group has been able to successfully partner with leading companies
around the world and has been amongst the first to bring in products and technologies,
relevant to the times.
Automotive Air-Conditioning (Compressor, HVAC & Hose Pipes), Heat Exchangers
(Condenser, Heater Core, Evaporator, Oil Cooler, Radiator), Emission After Treatment
Systems (Catalytic convertor assemblies with substrate, coating & canning operations),
precision machined components (Exhaust Manifolds, Flywheels, Differential Case,
Compressor parts and laser fractured connecting rod), Iron Casting Component (For
Brake System, Engine System, Transmission System), non-ferrous castings and non-
ferrous extrusions of special profiles.
www.vikasgroup.in

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MISSION AND VISION
MISSION
Sata Vikas is committed to build a socially & environmentally responsible enterprise with
a drive to excel by Empowering people. Bring about continuous improvement through
Challenge, Innovation, Wisdom & Harmony.
VISION
• SATA Vikas shall be a recognized supplier of precision machined parts,
diversifying suitably into various market segments and developing customers as Strategic
partners.
• SATA Vikas shall strive to attain a competitive cost structure & TPM recognition
as a major step towards achieving Business excellent award (WCM) by building a culture
of Excellence &perfections and making the Company one of the Best Places to work for.

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CORE VALUES
Truth, Honesty, Integrity
SATA Vikas follow the principle of truth in our thoughts, actions and results
SATA Vikas act with Honesty & Fairness always
SATA Vikas consider the consequences of our actions
SATA Vikas make transparent decisions and behave ethically to make the best use of
resources entrusted to us
Respect & Discipline
SATA Vikas treat each other with respect, courtesy and mutual Trust
SATA Vikas respect the rules and regulations that apply at work
SATA Vikas respect different values, beliefs, cultures, loyalty and religions equally
Challenge & Innovation
SATA Vikas benchmark with the best and strive for continuous improvements
SATA Vikas look for unconventional but effective solutions to achieve results
SATA Vikas see problems as challenges and generate new ideas to tackle them
SATA Vikas create value and overcome barriers by bold actions and ‘out of the box’
thinking
Collaboration
SATA Vikas acknowledge the importance of other's views and ideas
SATA Vikas show a “win-win” state of mind and a willingness to discuss with an open
mind
SATA Vikas share knowledge and resources to reach a common goal readily
SATA Vikas work as a team, towards finding solutions

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REVIEW OF
LITERATURE

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JOB SATISFACTION
" Job Satisfaction is a pleasurable or positive emotional state from the appraisal of
one's job or experience."
~ E. A. Locke
" Job satisfaction is a set of the favorable or unfavorable feelings with which
employees view their work."
~Keith Davis
" Job satisfaction is generally considered to be an individuals perceptual or
emotional reaction to important parts of work."
~ Vroom
The research has searched many books on job satisfaction to collect the literature about
the Job Satisfaction. To analyse the effectiveness of the Job Satisfaction level in SATA
Vikas Pvt Ltd. The information collected was confined to the journals published about
the human resource management.
The review of literature helped the research to conduct the survey in better and
extensive manner. It should also help the research for finding and getting deeper into the
topic. For this purpose the abstracting and indexing journals and published biographies
and unpublished biographies are first to go.
Job satisfaction is one of the most researched variables in the area of workplace
psychology, and has been associated with numerous [[Psychosocial issues - the changing
world of work]| organisational factors]] ranging from leadership to job design. This
article seeks to outline the key definitions relating to job satisfaction, the main theories
associated with explaining job satisfaction, as well as the types of and issues surrounding

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the measurement of job satisfaction. While it is also important to explore what factors
precede and are impacted by job satisfaction
Due the popularity of job satisfaction within the field of occupational and organisational
psychology, various researchers and practitioners have provided their own definitions of
what job satisfaction is. However, the two most common definitions describe job
satisfaction as: “the pleasurable emotional state resulting from the appraisal of one’s job
as achieving or facilitating the achievement of one’s job values”; and “the extent to which
people like (satisfaction) or dislike (dissatisfaction) their jobs“.
In general, most definitions cover the affective feeling an employee has towards their job.
This could be the job in general or their attitudes towards specific aspects of it, such as:
their colleagues, pay or working conditions. In addition, the extent to which work
outcomes meet or exceed expectations may determine the level of job satisfaction.
However, job satisfaction is not only about how much an employee enjoys work. Taber
and Alliger found that when employees of an American educational institute rated how
much they enjoyed individual tasks within their role, their scores were moderately
correlated to satisfaction with the work itself, and associated (although weakly) with
global job satisfaction. Taber and Alliger also found that other measures (such as, level
of concentration required for the job, level of supervision, and task importance) all had no
impact on satisfaction. This study demonstrates that the accumulating enjoyment of work
tasks added up to overall job satisfaction. However, the low relationship does suggest that
other factors, besides enjoyment, contribute to how satisfied employees feel at work.
THEORIES OF JOB SATISFACTION
Job satisfaction theories have a strong overlap with theories explaining human
motivation. The most common and prominent theories in this area include: Maslow’s
needs hierarchy theory ; Herzberg’s motivator-hygiene theory; the Job Characteristics
Model ; and the dispositional approach . These theories are described and discussed
below.

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Hierarchy of needs
Although commonly known in the human motivation literature, Maslow’s needs
hierarchy theory was one of the first theories to examine the important contributors to job
satisfaction. The theory suggests that human needs form a five-level hierarchy (Figure 1)
consisting of: physiological needs, safety, belongingness/love, esteem, and self-
actualisation. Maslow’s hierarchy of needs postulates that there are essential needs that
need to be met first (such as, physiological needs and safety), before more complex needs
can be met.
Maslow’s needs hierarchy was developed to explain human motivation in general.
However, its main tenants are applicable to the work setting, and have been used to
explain job satisfaction. Within an organisation, financial compensation and healthcare
are some of the benefits which help an employee meet their basic physiological needs.
Safety needs can manifest itself through employees feeling physically safe in their work
environment, as well as job security and/ or having suitable company structures and
policies. When this is satisfied, the employee’s can focus on feeling as though they
belong to the workplace. This can come in the form of positive relationships with
colleagues and supervisors in the workplace, and whether or not they feel they are a part
of their team/ organisation. Once satisfied, the employee will seek to feel as though they
are valued and appreciated by their colleagues and their organisation.

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The final step is where the employee seeks to self-actualise ; where they need to grow
and develop in order to become everything they are capable of becoming. Although it
could be seen as separate, the progressions from one step to the next all contribute to the
process of self-actualisation. Therefore, organisations looking to improve employee job
satisfaction should attempt to meet the basic needs of employees before progressing to
address higher-order needs. However, more recently this approach is becoming less
popular as it fails to consider the cognitive process of the employee and, in general, lacks
empirical supporting evidence. In addition, others have found fault with the final stage of
self-actualisation. The lack of a clear definition and conceptual understanding of self-
actualisation, paired with a difficulty of measuring it, makes it difficult to measure what
the final goal is or when it has been achieved.
Motivator-Hygiene Theory
Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are
not two opposite ends of the same continuum, but instead are two separate and, at times,
even unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and
achievement need to be met in order for an employee to be satisfied with work. On the
other hand, ‘hygiene’ factors (such as, working conditions, company policies and
structure, job security, interaction with colleagues and quality of management) are
associated with job dissatisfaction.
Because both the hygiene and motivational factors are viewed as independent, it is
possible that employees are neither satisfied nor dissatisfied. This theory postulates that
when hygiene factors are low the employee is dissatisfied, but when these factors are
high it means the employee is not dissatisfied (or neutral), but not necessarily satisfied.

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Whether or not an employee is satisfied is dependent on the motivator factors. Moreover,
it is thought that when motivators are met the employee is thought to be satisfied. This
separation may aid in accounting for the complexity of an employee’s feelings, as they
might feel both satisfied and dissatisfied at the same time; or neither satisfied nor
dissatisfied.
Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction
from dissatisfaction, the theory itself has received little empirical support. Herzberg’s
original study [13] has been criticised for having been conducted with a weak
methodology . As a result, subsequent attempts to test this theory have obtained mixed
results with some researchers supporting it and others not .
Job Characteristics Model
The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics. Five key job
characteristics: skill variety, task identity, task significance, autonomy and feedback,
influence three psychological states (Figure 3). Subsequently, the three psychosocial
states then lead to a number of potential outcomes, including: job satisfaction. Therefore
from an organisations’ point of view, it is thought that by improving the five core job
dimensions this will subsequently lead to a better work environment and increased job
satisfaction.

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Unlike the Maslow or Herzberg’s theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilising this model investigate the
direct impact core job dimensions have on personal and work outcomes, completely
disregarding the critical psychological states . Despite this, the JCM and its impact on job
satisfaction has been the subject of three reviews , which further lend support to the
model. Further to this, Behson and colleagues’ meta-analysis of 13 studies specifically
focused on the role of critical psychological states, and found these psychological states
to play a crucial practical and theoretical role within the JCM.
Dispositional approach
This dispositional approach suggests that job satisfaction is closely related to personality.
It postulates that an individual has a strong predisposition towards a certain level of
satisfaction, and that these remain fairly constant and stable across time . The evidence
for this approach can be divided into indirect studies and direct studies. Judge and
colleagues have reviewed these areas in greater detail.
The indirect evidence comes from studies that do not explicitly measure personality. Data
from the National Longitudinal Studies in the United States found that measures of job
satisfaction tend to remain fairly stable over 2, 3 and 5 year periods . This even includes
significant employment changes, such as: changes in employer or occupation.
Interestingly, a twin based study examined 34 twins whom had been raised
independently of one another. This study found genetic factors accounted for 30% of job
satisfaction levels when assessed in later life.
The indirect studies, however, are vulnerable to a number of important criticisms, namely
that other unaccounted factors might be contributing to job satisfaction levels . This
highlights the respective importance of studies directly assessing the role of personality.
Most prominently, there is research evidence that self-esteem, self-efficacy, emotional
stability and locus of control comprise a broad personality construct, which contribute to
how an individual sees themselves . A review of 169 correlations between each of four
affective constructs (i.e., self-esteem, self-efficacy, emotional stability and locus of

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control) and job satisfaction, found that as self-reported levels of self-esteem, self-
efficacy, emotion stability and locus of control increased so did job satisfaction.
Similarly, investigations into the link between the five factor model of personality and
job satisfaction revealed neuroticism, conscientiousness and extraversion to have a
moderate relationships with job satisfaction
INFLUENCING FACTOR
Environmental factors
Communication overload and underload
One of the most important aspects of an individual’s work in a modern organization
concerns the management of communication demands that he or she encounters on the
job. Demands can be characterized as a communication load, which refers to “the rate
and complexity of communication inputs an individual must process in a particular time
frame.” Individuals in an organization can experience communication over-load and
communication under- load which can affect their level of job satisfaction.
Communication overload can occur when “an individual receives too many messages in a
short period of time which can result in unprocessed information or when an individual
faces more complex messages that are more difficult to process.” Due to this process,
“given an individual’s style of work and motivation to complete a task, when more inputs
exist than outputs, the individual perceives a condition of overload which can be
positively or negatively related to job satisfaction. In comparison, communication under
load can occur when messages or inputs are sent below the individual’s ability to process
them.” According to the ideas of communication over-load and under-load, if an
individual does not receive enough input on the job or is unsuccessful in processing these
inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with
their work which leads to a low level of job satisfaction.
Superior-subordinate communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisor's behavior can

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positively or negatively influence job satisfaction. Communication behavior such as
facial expression, eye contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role
in interpersonal interactions with respect to impression formation, deception, attraction,
social influence, and emotional. Nonverbal immediacy from the supervisor helps to
increase interpersonal involvement with their subordinates impacting job satisfaction.
The manner in which supervisors communicate with their subordinates non-verbally may
be more important than the verbal content (Teven, p. 156). Individuals who dislike and
think negatively about their supervisor are less willing to communicate or have
motivation to work whereas individuals who like and think positively of their supervisor
are more likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication lines is
more likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate
will naturally receive negative feedback and create low job satisfaction in their
subordinates in the workplace.
Strategic employee recognition
A Watson Wyatt Worldwide study identified a positive outcome between a collegical and
flexible work environment and an increase in shareholder value. Suggesting that
employee satisfaction is directly related to financial gain. Over 40 percent of the
companies listed in the top 100 of Fortune magazine’s, “America’s Best Companies to
Work For” also appear on the Fortune 500. It is possible that successful workers enjoy
working at successful companies, however, the Watson Wyatt Worldwide Human Capital
Index study claims that effective human resources practices, such as employee
recognition programs, lead to positive financial outcomes more often than positive
financial outcomes lead to good practices.
Employee recognition is not only about gifts and points. It's about changing the corporate
culture in order to meet goals and initiatives and most importantly to connect employees
to the company's core values and beliefs. Strategic employee recognition is seen as the

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most important program not only to improve employee retention and motivation but also
to positively influence the financial situation. The difference between the traditional
approach (gifts and points) and strategic recognition is the ability to serve as a serious
business influencer that can advance a company’s strategic objectives in a measurable
way. "The vast majority of companies want to be innovative, coming up with new
products, business models and better ways of doing things. However, innovation is not so
easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully
manage an organization so that, over time, innovations will emerge."
Individual factors
Emotion
Mood and emotions at work are related to job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more intense,
short-lived and have a clear object or cause.
Some research suggests moods are related to overall job satisfaction. Positive and
negative emotions were also found to be significantly related to overall job satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion work (or emotion management) refers to various types of efforts to manage
emotional states and displays. Emotion management includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of an
emotion. Although early studies of the consequences of emotional work emphasized its
harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction.
The understanding of how emotion regulation relates to job satisfaction concerns two
models:

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1. Emotional dissonance. Emotional dissonance is a state of discrepancy between
public displays of emotions and internal experiences of emotions, that often
follows the process of emotion regulation. Emotional dissonance is associated
with high emotional exhaustion, low organizational commitment, and low job
satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers’
emotion regulation might beget responses from others during interpersonal
encounters that subsequently impact their own job satisfaction. For example: The
accumulation of favorable responses to displays of pleasant emotions might
positively affect job satisfaction.
Genetics
It has been well documented that genetics influence a variety of individual
differences. Some research suggests genetics also play a role in the intrinsic, direct
experiences of job satisfaction like challenge or achievement (as opposed to extrinsic,
environmental factors like working conditions). One experiment used sets of
monozygotic twins, reared apart, to test for the existence of genetic influence on job
satisfaction. While the results indicate the majority of the variance in job satisfaction was
due to environmental factors (70%), genetic influence is still a minor factor. Genetic
heritability was also suggested for several of the job characteristics measured in the
experiment, such as complexity level, motor skill requirements, and physical demands.[
Personality
Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role of negative
affectivity and positive affectivity. Negative affectivity is related strongly to the
personality trait of neuroticism. Individuals high in negative affectivity are more prone to
experience less job satisfaction. Positive affectivity is related strongly to the personality
trait of extraversion. Those high in positive affectivity are more prone to be satisfied in
most dimensions of their life, including their job. Differences in affectivity likely impact

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how individuals will perceive objective job circumstances like pay and working
conditions, thus affecting their satisfaction in that job.
There are two personality factors related to job satisfaction, alienation and locus of
control. Employees who have an internal locus of control and feel less alienated are more
likely to experience job satisfaction, job involvement and organizational commitment. A
meta-analysis of 187 studies of job satisfaction concluded that high satisfaction was
positively associated with internal locus of control. The study also showed characteristics
like high machiavellianism, narcissism, trait anger, type A personality dimensions of
achievement striving and impatience/irritability, are also related to job satisfaction.

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RESEARCH
METHODOLOGY

P a g e | 35
RESEARCH METHODOLOGY
Research methodology is a way to systematically study the research problem. It may be
understand as a science of studying how research is done scientifically. In it, we study the
various steps that are generally adopted by researcher in studying his research problem
along with the logic behind them.
A questionnaire was prepared for staff of the organization. My guide has told me to
distribute questionnaire among assistant managers in various division. The data as
primarily collected through structured questioners, which was collected from various
executives (managers) SATA VIKAS PVT LTD. The questioner comprises of 21
questions. The questioner included the questions based on various key parameters, which
related to productivity output, absenteeism, innovativeness and creativity, management
change etc.
The questioner has been depicted in the annexure.
Through the responses rate was slow in the beginning as it took time and effort to make
them realize the importance of enuresis for their own career finally process gathering
momentum and large number of employees were successfully covered under the survey.

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Objective of study
• To find that whether the employees are satisfied or not.
• To analyse the company's working environment.
• To check the Degree of satisfaction of employees.
• To find that they are satisfied with their job profile or not.
• To find that employees are working with their full capabilities or not.
• To study the level of job satisfaction among the employees of SATA Vikas Pvt Ltd. if
any.
• To study the methods of measuring job satisfaction of SATA Vikas Pvt Ltd.
Scope of the Study
• To help the training department to evaluate the effectiveness the training
programs given to the employee.
• To help the training department to evaluate the shortcoming in the training
programs provided to the employee.
• To help the training department to understand where the scope of improvement in
the future is.
• To help the training department to understand the need of the employee.
• To help the training department to evaluate the on going training programs against
the previous training programs.

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Data collection
o I have collected the data randomly
o 100 questionnaires were distributed and very good responses were
received back the executives as I got back all 100 questionnaires filled
from them.
o Responses are in the raw from which were then converted in to
meaningful data for further analysis,
RESEARCH DESIGN
a)Nature of study
Descriptive research study i.e. , to study the preferences and opinions of individuals and
their pattern at work place.
b)Sampling design:-
• Area of study is staff (assistant managers) of STERLING TOOLS
LTD.
c)Data Collection:-
 Sources:
• Primary sources: questionnaire and interview
• Secondary Source: various publication, and books.
Main primary sources of data collection are questionnaire and the questionnaire is
randomly distributed to the engineers and assistant managers of various departments.
d) Research development: Questionnaire rating at 5-point scale.
e) Data analysis: Simple statistical techniques.
f) Data presentation: The presentation of data is draw by graph and chart.

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Questionnaire administration
 All questionnaires were handed over through personal meeting and/visit.
 Most employees were given 2 or 3 days for completion of questionnaire it suit
their convenience.
 Some of completed the questionnaire immediately and handed over to me; so as
to clarify certain statement prior to completion.
 To collect the questionnaire from employees I have to visit more than once to
them.
 Also, some employees were willing to respond or share their views.
.

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LIMITATIONS OF STUDY
 Time is the Real factor that affects the study i.e. , the time duration of eight week
for the project work is very short span of time to conduct effective study.
 Most of the Department id remaining untouched to this exercise. Hence it does
not bring the complete picture of organization’s competence level.
 Employee needs expectation and behaviors vary from one person to another
person. During survey some employee show keen interest in the topic and give
their views and on the other hand, some employee does not interest and help
wholeheartedly in my survey.
 Scarcity of needful printed document on the topic.
 All the employees and officers were found very busy in their working hours.
 Many a time my guide and other executive were not available in their seats
because they were busy in their allied work so as researcher I have to visit many
to meet them and discuss on my topic.
 The questionnaire is objective type could no have provided opportunity for ideas
and suggestions.
 The sample was selected from the employees those were in the post of engineer
and assistant manager only so other executive are not include in this study.

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DATA ANALYSIS
&
INTERPRETATION

P a g e | 41
Data analysis & interpretation
1) Table showing Employee job satisfaction at work?
Responses No of Respondents % of respondents
Yes 36 90
No 02 05
Can’t say 02 05
Total 40 100
Interpretation:
Maximum numbers of respondents are satisfied with their work. Only few members are
not satisfied. So it clearly shows that employees of HAMUL are highly satisfied with
their present job.

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2) Factors that influence employees' motivation?
Responses Respondents
satisfied
% of Respondents
Good pay 21 52.5
Promotion 04 10
Less Supervision 05 12.5
Good Working 10 25
Total 40 100%
Interpretation:
Maximum number of employees are given priorities to pay. So it clearly shows that the
SATA Vikas employees are highly motivated by good pay for do their work.

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3) Table showing employees response to salary' being offered at Sata Vikas?
Responses NO. OF RESPODENT % of r espondents
YES 34 85
NO 3 7.5
NO COMMENTS 3 7.5
TOTAL 40 100
Concept: An attempt is made to know their satisfaction towards salary offerings
Analysis: From the above table, it is clear that employees are satisfied with the salary
allowances and offers provided by the organization, with maximum of 85% saying yes,
7.5% each with no satisfaction and no comment response.
Interpretation:
Maximum numbers of respondents are satisfied with Salary offering at Sata Vikas. This
clearly shows that Sata Vikas is giving good salaries to their employees.

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4) Table showing other sour ces of Income of employees?
Responses NO. OF RESPODENT % of respondents
YES 6 15
NO 34 85
CAN’T SAY -- --
TOTAL 40 100
Concept: An attempt is made to know Employee's other sources of income.
Analysis: From the above table, it is clear that 15% of employees are having other
sources of income, rest 85% are dependent on HAMUL income.
Interpretation : Maximum numbers of respondents are Sata Vikas Salary dependent.
5) Table showing the way employees came to the present position?

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Responses NO. OF RESPODENT % of respondents
PROMOTION 18 45
DIRECT
APPOINTMENT
21 52.5
TRANSFER 1 2.5
TOTAL 40 100%
Concept: An attempt is made to know the way employee's came to present position.
Analysis: From the above table, it is clear that employees were placed in the company
through i.e. 45% of the employees through promotion, 52.5% of the employees through
Direct Appointment, and 2.5% of the employees through Transfer.
Interpretation:
Maximum numbers of Employees were placed through Direct Appointment. So this
shows that maximum numbers of employees of Sata Vikas are got in to present position
through direct appointment.
6) Table showing employees satisfaction towards employment conditions
prevailing in organization?
Responses NO. OF RESPODENT % of respondents

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YES 38 95
NO 2 5
TOTAL 40 100
Concept: An attempt is made to know the level of employment conditions prevailing in
the organization.
Analysis: From the above table, it is clear that the employment conditions prevailing in
the company from the respondent's i.e. 95% of the respondents are highly satisfied with
employment conditions, 5% of respondents are not satisfied.
Interpretation:
Maximum numbers of respondents are satisfied with their employment conditions. This
suggests HAMUL has good infrastructure & this motivates employees to work better.
7) Table showing employees response to Organizational promotion & Transfer
policies:
Responses NO. OF RESPODENT % of respondents
YES 37 92.5
NO 3 7.5

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TOTAL 40 100
Concept: An attempt is made to study the promotion & transfer policies prevailing in the
organization.
Analysis: From the above table, it is clear that the promotion & Transfer policies
prevailing in the company from the respondent's i.e. 92.5% of the respondents are highly
satisfied, 7.5% of respondents are not satisfied.
Interpretation:
Maximum numbers of respondents are satisfied with Transfer & Promotional Policies.
So it shows that maximum number HAMUL employees are satisfied with their
promotion & transfer policy.
8) Table showing employees response towards physical working conditions:
Responses NO. OF RESPODENT % of respondents
YES 39 97.5
NO 1 2.5
TOTAL 40 100

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Concept: An attempt JS made to study the physical working conditions prevailing the
organization.
Analysis: From the above table, it is clear that the Physical working conditions prevailing
in the company from the respondent's i.e. 97.5% of the respondents are highly satisfied,
2.5% of respondents are not satisfied.
Interpretation:
Maximum numbers of respondents are satisfied with Physical working conditions. This
suggests that maximum numbers of employees in the organization are comfortable with
their physical working conditions.
9) Table showing employee level of satisfaction towards Relation existing b/w
Subordinates & Superiors:
Responses NO. OF RESPODENT % of respondents
YES 39 97.5
NO 1 2.5
TOTAL 40 100
Concept: An attempt is made to know the level of employee's relation existing with their
Sub ordinates and Superiors.

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Analysis: From the above table, it is clear that the Relation existing b/w Subordinates &
Superiors prevailing in the company from the respondent's i.e. 97.5% of the respondents
are highly satisfied, 2.5% of respondents are not satisfied.
Interpretation:
Maximum numbers of respondents are satisfied with Relation existing b/w Subordinates
& Superiors. This shows that in Sata Vikas, their will be good relationship exists
between the subordinates & superiors .
10) Table showing employees response towards Working Hours?
Responses NO. OF RESPODENT % of respondents
YES 39 97.5
NO 1 2.5
TOTAL 40 100
Concept: An attempt is made to know the level of employee's satisfaction towards
working hours.

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Analysis: From the above table, it is clear that the working hours prevailing in the
company from the respondent's i.e. 97.5% of the respondents are highly satisfied, 2.5% of
respondents are not satisfied.
Interpretation:
Maximum numbers of respondents are satisfied with working hours. This suggest that the
working hours in the Sata Vikas is sufficient to do the work & most of the employees
satisfied with working hours.

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CONCLUSION
&

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SUGGESTION
CONCLUSION
1.)I hope that after the above limitations this project study with its analysis would
completely and truly represent my project.
2.)I hope after the study with the help of the recommendation and suggestion, this
project not only highlight the negative part of the study but also help to understand
the strong and weak areas of Providing training & development in our country.
3.)This study also highlights the needs for improving the international business field
in our country.

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SUGGESTION
o It is recommended/ suggested that the survey should be conducted regularly on
yearly basis to gain more advantages.
o Result of the survey of should be shared with the top management and head of the
department.
o The analysis result should be correlated to the result of various control tests to
find out the areas of dissatisfaction and way of overcoming the same.
o From the finding of the survey, related issues to be resolved through prompt
actions in accordance of organizational goal, so as to minimize weaknesses and
reinforce strength observed during the process.
o Make the employee aware of implementation process taking place as per their
feedback thus providing the worth of the survey and establishing its credibility.

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o Training program should be planned considering the trainee experience and
background to make more effective.
o A brief orientation program should be run organized prior to the program where
the syllabus to the studied may be discussed, the expectations of the trainees
asked and the pros and cons/scope of the program may be discussed.
o Employees should be provided with the regular constructive feedback their
performance during training and implementation of the newly acquired abilities
after something training program. With a view that proper training is provided to
the employee and its effective critical evaluation is done, suggestion scheme
should be launched by SATA VIKAS INDIA PVT LTD.
BIBLIOGRAPHY

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BIBLIOGRAPHY
Books Referred To:
• GUPTA, SHASHI K., Human Resource Management, Kalyani Publishers
• MAMORIA, C.B. Personnel Management, Himalaya Publishing House
• SAHU, R.K. Training For Development, Excel Books
• KOTHARI, C.R. Research Methodology, Himalaya Publishing House
Magazines, Journals & Newspapers Referred To :
• Business World
• Outlook
• Time of India
• Navbharat Times

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Websites-
• www.google.com
• www.satavikas.co.in
• http:/info@svind.com
• sata-group.com
• https://en.wikipedia.org
QUESTIONNAIRE
NAME:…………………………………………………………………….
DESIGNATION:…………………………………………………
DIVISION:…………………………………………………………
DEPARTMENT:…………………………………………………………

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Q1. From how many years have you been working with XYZ Company?
a. 0-3 Years
b. 3-5 Years
c. 5 to 7 Years
d. More than 7 Years
Q2. How is the working Environment?
a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism
Q3. Your work is according to your qualification and skills.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q4. Employees are satisfied with the top Management.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q5. Working hours at XYZ Company is satisfactory.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

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Q6. “Employees in the organization have necessary authority to perform their
duties effectively”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q7. “Organization organizes counseling programs for the employees regularly”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q8. “Employees in XYZ Company share experience to help each other”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q9. “Employees get Appreciation and rewards if the desired work / targets are
accomplished”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q10. “Company has good career prospect for its employees”.
a. Strongly Agree

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b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q11. “Physical working condition in the Company is satisfactory”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q12. “Top management involves employees in the management decisions”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q13. “Welfare facilities provided to the employees by the organization are
satisfactory”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q14. Which of the following factors which motivates you most ?
a. Salary Increase
b. Promotion
c. Leave

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d. Motivational talks
e. Recognition
Q15. Your company recognize and acknowledge your work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q16. Company provides satisfactory Salary according to the Work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
Q17. Rate your Overall Satisfaction with your Job ?
a. Highly Satisfied
b. Satisfied
c. Average
d. Dissatisfied
e. Highly Dissatisfied