A Research Work On Employee Satisfaction Measurement With Special Reference



Similar documents
Amcor Commercial Leadership Development Program

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ

CHANGE MANAGEMENT PRINCIPLES AND PRACTICES IN ORGANISATION

Kern Community College District Board Policy Manual Section Eleven General Personnel Administration

Management of Change and Organizational Development. Batch: FO_J11_01 Subject: Management CS Foundation Programme The ICSI Ahmedabad Chapter

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Partnering In Growth Strategy

Executive Director Performance Review

Skills, apprenticeships and employment in the UK automotive industry

University of Detroit Mercy. Performance Communication System (PCS)

The elementary questions for strategic planning are Where are we going? and What do we need to do to get there?

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

Human Resource Strategic Plan

MODEL ANSWER Code: AS M.Com., IV Semester Subject: Human Resource Management

CHANGING HRM PRACTICES WITH SPECIAL REFERENCE TO RETENTION POLICIES AT TCS

IDOL Outcomes and Competencies (ibstpi) 2

Our Leadership Principles

CHAPTER VII SUMMARY OF MAJOR FINDINGS AND RECOMMENDATIONS

PERFORMANCE APPRAISAL SYSTEM TO PERFORMANCE MANAGEMENT SYSTEM IN BOKARO STEEL PLANT (SAIL): AN EVALUATION

A study on the Employer Brand Building activities at Titan PED Division

THE BANKS ASSOCIATION OF TURKEY CODE OF BANKING ETHICS *

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

AUSTSWIM Strategic Plan January 2014 December 2017

Performance Management Tool 5 Employee Self Evaluation

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on

Results Based Performance Management System (RPMS) for DepEd. Lead, Engage, Align & Do! (LEAD)

Succession Planning Process

Capgemini UK Graduate Programmes

Authentic Leadership Coaching

Strategic and Operational Plan Strategic & Operational Plan

ROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION

Management Performance Appraisal

January Communications Manager: Information for Candidates

1. Dream, Mission, Vision and Values

A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEM. D. B. Bagul, Ph. D

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

MANAGER AS A COACH MENTORING AND COACHING CREATING WORLD CLASS ORGANIZATION OUTDOOR EXPERIMENTAL LEARNING EMOTIONAL INTELLIGENCE

Supervisor s Performance Management Guide

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT

ASAE s Job Task Analysis Strategic Level Competencies

Acquisition of ACH Saline business May 3, 2012

Framework for Leadership

International Business Strategy

One Year Post Graduate Diploma in Enterprise Resource Planning (PGD ERP)

9Lenses: Human Resources Suite

MANAGING & REWARDING EMPLOYEE S PERFORMANCE

Quality Assurance in Higher Education

Creativity & Innovation: We constantly explore "out of square" ideas and ways of doing things.

National Commission for Academic Accreditation & Assessment. Standards for Quality Assurance and Accreditation of Higher Education Institutions

Indiana Academic Standards for Exploring College & Careers

Mentor s Guide. Mentorship Program Northern Kentucky University

[Sharma, 2(2): April-June, 2012] ISSN: Int. J. of Engg. Sci. & Mgmt. (IJESM), Vol. 2, Issue 2: April-June: 2012,

HRM Awards 2014 Prospectus

Clariant International Graduate Program WE RE SET TO GROW, AND WE D LIKE YOU TO JOIN US

Using an Appreciative Education Framework for Developing Mission- Centered Master s Level Learning Outcomes

An Exploration of Followership. The purpose of this paper is to explore the concept of followership. The research

Series 4 Human Resource Management Unit 4.4 Team Development. EPO Training 2000 to date Gord Gibben, PMP

Guide on Developing a HRM Plan

Introduction. Page 2 of 11

1. Overall, how satisfied are you working for The Company? Extremely Dissatisfied. Very Dissatisfied. Somewhat Dissatisfied.

MphasiS Value Co-creation Ecosystem

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: info@shareek-hr.com

Performance Review and Development Guide

JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN

A COMPARATIVE STUDY OF WORKFORCE DIVERSITY IN SERVICE AND MANUFACTURING SECTORS IN INDIA

PRCA Communications Management Standard (CMS) for In-House Teams

NATIONAL ASSOCIATION OF AUTOMOBILE MANUFACTURERS OF SOUTH AFRICA

TOYOTA AND ITS COMPONENT SUPPLIERS CASE STUDY

Prepared for: Your Company Month/Year

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT

The Study of Performance Management System In IT Organizations

AIRPORT SERVICES MANAGER (LHR)

North Dakota PROGRAM REVIEW FOR SCHOOL COUNSELING PROGRAMS

MBA with specialisation in Human Resource Management - LM503

Study of an organization employing 360 degree feedback

QUALITY TOOLBOX. Creating a Complete Business Management System. Many organizations have separate environmental management. Integrating environmental,

Human Resources Management Philosophy JAGODA MRZYGŁOCKA-CHOJNACKA PHD 1

Management Report Corporate Profile Annual Report 2014 Continental AG 42

EXCELLENCE AND DYNAMISM. University of Jyväskylä 2017

Organisational Inoculation. Chris Phillips Manager People & Performance

Municipal Affairs. Performance Appraisal of a Chief Administrative Officer

Talent Management Framework

collaboration/teamwork and clinical knowledge and decision-making (attachment 4.1.b). The Staff Nurse position description links position

Linkage of Performance Appraisal Rating to Rewards: A Study of Select Public and Private Sector Banks

Quality management/change management: two sides of the same coin?

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Cross-Border Mergers & Acquisitions

WHITE PAPER: How to Tackle Industry Challenges?

An organizational ethics management program The context of an organization s whistle-blowing program

360-DEGREE FEEDBACK DEFINED

How to gather and evaluate information

PERFORMANCE ASSESSMENT OF EMPLOYEES IN ORGANISATION A CASE STUDY

International Workshop Agreement 2 Quality Management Systems Guidelines for the application of ISO 9001:2000 on education.

Quality management/change management: two sides of the same coin?

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

MANAGEMENT SKILLS TRAINING & EXECUTIVE COACHING

OPPORTUNITY PROFILE. Manager, HR Consulting

» Kienbaum 360 Degree Feedback

BEST PRACTICE IN ACCREDITATION OF ENGINEERING PROGRAMMES: AN EXEMPLAR

Transcription:

A Research Work On Employee Satisfaction Measurement With Special Reference Rekha Ayali Student of ASM Group IIBR College Savitribhai Pune University, Pimpri Pune 411018. MBA 3 RD SEMESTER HR Specialization. email:rekhaayali@yahoo.com EXECTIVE SUMMARY Modern organizational setting is characterized by constant changes relating to Environmental factors and human resources As regards Environmental factors, we find Changes in operating organizational structure the structures the networking Procedures, customs and norms, economical, political and social patterns in which Organization exists. Moreover there constant changes in human resources. New individuals Are being employed with their new ideas and expectation while the existing work force is Constantly changing vis-à-vis idea, attitudes and values. Although the changes may provide solution to some Problems. It may create several new onces.there is an urgent need to understand this Problem. to anticipate them and to find solution to some problems. It lies with every managers who has to prepare to deal with different changes, effectively through educational and developmental programmes. Obvisouly every manager is responsible for every management of human resources off course with the help of Personnel Department. There are lots of things in the human resource management as the global point of view. The latest recession period causes tremendous movement in the market. Human Resources Management includes many things which causes tremendous effect in the market.thus to sustain,we need good human power to pool the working organization. It is very necessary to give the proper reward to the employees and make the justification with there work. Thus the employees satisfaction is main object for the achievement of employees beliefs and organizations success. COMPANY PROFILE Introduction Ahmednagar Forgings Ltd. (AFL) the largest manufacturer of automotive components and products in India. The company has six manufacturing plants located in Pune city. It has global Presence in North America, Europe and in Asia. The company was set up in 1985. INCON X 2015 457

AFL is a leading international manufacturer of automotive components and assemblies with production facilities located strategically across North America, Europe & Asia. The Group's extensive manufacturing capabilities encompass Sub assemblies, Iron, Gravity & Aluminum Castings, Forgings, Complex Machining & Ring Gears Flywheel Assembly. Over the past few years leadership and pioneering work has made AFL competent name in India s Forging history. The company has a wide customer base for it s products and services which command a premium in the Indian market. The customers include a wide ranges of memberseg. Tata, Toyota, Hero Honda, Ford, BMW, CNH Global, Aston Martin, Ashok Leyland, Bajaj Auto, Fiat etc. and many more to add to the list. Today the company produces the widest range of automotive components and quality vehicle parts in the country. The company also represents several world leaders in the Forging industry. VISION, MISSION AND VALUES VISION We aspire to be the most preferred and reliable provider of automotive components & supplies globally, with an unflinching commitment towards technological excellence MISSION Amtek Group seeks to create value for all its stakeholders by providing high value environmental friendly products and services constantly innovating and ensuring timely supply of quality products at competitive prices setting standards of excellence through global benchmarking maintaining ethical standards VALUES Our value proposition rests on the following key pillars that form the foundation of excellence throughout our organization. Customer focus Openness & Transparency Commitment to excellence Team spirit Learning Organisation Commitment to Society & Environment OBJECTIVES OF THE STUDY: To measure the employee satisfaction level in Ahmednagar Forgings Ltd. To study employee perception towards organization To study the attitude of the employee towards their work. INCON X 2015 458

To identify the Factors that motivates the employee. To give suggestion for the growth prespective of the company. RESEARCH METHODOLOGY: RESEAERCH METHODOLOGY: Research methodology is a diligent and systematic inquiry or investigation into a subject in order to discover or revise facts, theories, application etc. whereas methodology is the systems of methods followed by particular discipline. Thus research methodology is the way how we conduct or research. There are two types of data collection. PRIMARY DATA. SECONDARY DATA. DATA COLLECTION : It is a process of collecting data methods in primary data method survey were taken and in secondary data books, internet, Articles periodicals, marketing journals etc. with the help of these methods I have collected the data. SAMPLE POPULATION : There are total 340 employee working in the organization SAMPLE SIZE: Out of the total strength the sample taken amogst worker,staff, manager 97 respondents. SAMPLING AREA : The research was conducted at AFL. SAMPLE METHOD :The research was made by the survey in accordance s to the conveinces of the employee. so the sample type is convenient sampling Analysis and Interpretation Data, Employee Satisfaction Survey Questions to be asked for getting responses: Work Environment, Motivation, Morale, Scope for Career, Support from Management/selfgrowth INCON X 2015 459

Findings Morale Bit Partially Highly I do my job with enthusiasm 0 5% 50% 45% My coworkers and superior communicate openly and honestly 3% 10% 53% 34% Employee opinion and suggestions given appropriate consideration for growth 5% 11% 47% 37% I feel that AFL employee recognition scheme (month) is effective 10% 24% 53% 13% I have given enough opportunities to represent the meeting 5% 26% 29% 40% My job is good fit to my skills and interest 5% 8% 42% 45% I have freedom to approach any level to address my issues 5% 5% 53% 37% Findings: Scope for Career Bit Partially Highly Senior leader act in ways to inspire a strong commitments to our goals 5% 13% 48% 34% The performance assessment process helps me improve my performance 3% 12% 45% 40% I would like to be associated with AFL for longer period because 5% 5% 47% 43% I know the job requirement 5% 3% 48% 44% Our tools and technology allow me to do job well 5% 5% 53% 37% I have enough career growth opportunities at AFL 3% 20% 53% 24% Learning and development opportunities are available at AFL to help me build valuable skill 8% 12% 61% 19% Findings: Support from Management/Self Growth Bit Partially Highly INCON X 2015 460

What support do you expect from management to accomplishment your work My manager provide the Support and guidance that I need to succeed Do you like suggestion scheme of the company what important suggestion would you expectation My Manager share important information on time to time My manager develops positive team atmosphere to allow me to develop the self development My manager provides important guidance on career opportunity throughout the year 3% 5% 58% 34% 3% 13% 58% 26% 3% 8% 47% 42% 3% 5% 47% 45% 0% 5% 55% 40% 0% 11% 58% 31% Limitation LIMITATIONS OF THE STUDY: The study is conducted only in AFL. Due to limitation of the time Research could not be made more detailed. Due to confidentiality of some information accurate response was not revealed by some of the research of the respondents. Some of the respondent may be biased. Respondent had marked the answers in the questionnaires which may be socially incorrect irrespective of their actual feeling, Conclusion It can be concluded from the survey that considering the overall factors, on an average 82% of the respondent showed positive response in terms of level of satisfaction. The employee gives suggestions and their expectations that are being addressed, need Top Management s intervention. ****** INCON X 2015 461