“A STUDY OF JOB SATISFACTION OF EMPLOYEES IN TATA MOTORS FINANCE

CALICUT”

CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION

Job satisfaction is the collection of tasks and the responsibilities regularly assigned to one
person. While job is a group of positions, which involves essentially the same duties,
responsibility, skill and knowledge. Job satisfaction has some relation with the mental health
of the people. It spreads the goodwill of the organisation. Job satisfaction reduces the
absenteeism, labour turnover and accidents. Job satisfaction increases employees morale,
productivity etc. Job satisfaction innovate ideas among employees. Individual may become
more loyal to the organisation. Employees will be more satisfied if they get what they
expected. Job satisfaction relates to the inner feelings of workers. Naturally, it is the satisfied
worker who shows the maximum effectiveness and efficiency in his work. Most people
generalize that workers are concerned more about pay rather than other factors which also
affect their level of satisfaction such as canteen facilities, bonus, working conditions etc.
These conditions are less significant when compared to pay.

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1.2 RESEARCH PROBLEM

It is said that job satisfied by employee is a productive employee. So every organisation I
giving higher priority to keep their employees with job satisfaction and which reduces
dissatisfaction. The automobile industry has an edge in India context as the country is having
large number of world renowned auto companies. It is necessary for these companies to
retain job satisfied employees to attract customers and to improve the turnover of the
company. The recent survey shows that the employee’s attrition rate in India is more as
compared to many developing countries. So this topic is selected to study the various factors
leading to job satisfaction.

1.3 SCOPE OF THE STUDY

 Job satisfaction should be major determination of an employee organisational

behaviour
 A satisfied employee will be having positive attitude towards his or her job and
would go beyond the normal expectation in his or her job.
 A person who places high importance and imagination,independence and freedom
likely to be poorly matched with an organisation that seeks conformity from its
employees.

1.4 OBJECTIVES OF THE STUDY

 To measure the employees job satisfaction level in TATA MOTORS FINANCE,

Calicut.
 To study the various factors which influence the job satisfaction
 Employees’ perception towards job.

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1.5 RESEARCH METHODOLOGY

SOURCE OF DATA

The materials necessary for this study have collected on the basis of primary and secondary
data.

PRIMARY DATA

Primary data may be described as those data that have been observed and recorded by
researchers for the first time to their knowledge. In this study it has corrected by means of
questionnaire among the employees.

SECONDARY DATA

Secondary data are statistics and not gathered for immediate study at hand but fir some other
purpose. The secondary data needed to prepare this record are obtained from (1) website (2)
company records.

PERIOD OF STUDY

The duration of study is three weeks (21days) and this includes showroom visit and report
preparation during this span of time, data was collected and scrutinized detailed study in
TATA MOTORS FINANCE Calicut.

RESEARCH DESIGN

The survey method is the basic research design. The structured questionnaire was
administered to the respondents, which solicits information about their level of job
satisfaction.

SAMPLING DESIGN

SAMPLING UNIT

The target employees chosen for the study was different categories of workers in the
organisation.

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SAMPLE SIZE

Sample size has been limited to 50 considering the time factor.

SAMPLING TECHNIQUES

The sampling technique followed for the study was convenience sampling.

ANALYSIS TECHNIQUES

After the collection of data from the employees concerned, each sample questions was
classified tabulated and then subjected to analysis. The techniques used for analysis are;

a) Pie diagram
b) Percentage

1.6 LIMITATIONS OF THE STUDY

1) The state of mind of person is unpredictable and the response from the employees
may influence their state of mind at the time.
2) Due to lack of proper interaction, personal bias and other factors might influence the
accuracy of the welfare measures.
3) Some of the employees are refused to respond but most of them are very co-operative.

Inspire of all these limitations, it is believed that the objectives of the study have been
achieved.

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CHAPTER 2

AN OVERVIEW

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2.1 INDUSTRY PROFILE

HISTORY OF TATA MOTORS

Tata Motors was established in 1945 as Tata Engineering and Locomotive Co. Ltd. to
manufacture locomotives and other engineering products. It is India's largest automobile
company, with standalone revenues of Rs. 25,660.79 crores (USD 5.5 billion) in 2008–09. It
is the leader in commercial vehicles in each segment, and among the top three in passenger
vehicles with winning products in the compact, midsize car and utility vehicle segments. The
company is the world's fourth largest truck manufacturer, and the world's second largest bus
manufacturer.
The company's 23,000 employees are guided by the vision to be 'best in the manner in which
they operate best in the products they deliver and best in their value system and ethics.'
Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata
vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing
base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar
Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance
with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at
Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The
company is establishing a new plant at Sanand (Gujarat). The company's dealership, sales,
services and spare parts network comprises over 3500 touch points; Tata Motors also
distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York
Stock Exchange (September 2004), has also emerged as an international automobile
company. Through subsidiaries and associate companies, Tata Motors has operations in the
UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business
comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the
Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The
rechristened Tata Daewoo Commercial Vehicles Company has launched several new
products in the Korean market, while also exporting these products to several international

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markets. Today two–thirds of heavy commercial vehicle exports out of South Korea are from
Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed
Spanish bus and coach manufacturer, with an option to acquire the remaining stake as well.
Hispano's presence is being expanded in other markets. In 2006, it formed a joint venture
with the Brazil–based Marcopolo, a global leader in body–building for buses and coaches to
manufacture fully–built buses and coaches for India and select international markets. In 2006,
Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company
of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new
plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the
Xenon having been launched in Thailand at the Bangkok Motor Show 2008.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South
America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,
Russia and Senegal.
The foundation of the company's growth over the last 50 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer–desired
offerings through leading edge R&D. With over 2,000 engineers and scientists, the
company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, in India, and in South Korea, Spain, and the UK. It was Tata Motors, which
developed the first indigenously developed Light Commercial Vehicle, India's first Sports
Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car.
Within two years of launch, Tata Indica became India's largest selling car in its segment. In
2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini–truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata
Nano, which India and the world have been looking forward to. The Tata Nano has been
subsequently launched, as planned, in India in March 2009. A development, which signifies a
first for the global automobile industry, the Nano brings the comfort and safety of a car
within the reach of thousands of families. The standard version has been priced at Rs.100,
000 (excluding VAT and transportation cost).

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Designed with a family in mind, it has a roomy passenger compartment with generous leg
space and head room. It can comfortably seat four persons. Its mono–volume design will set a
new benchmark among small cars. Its safety performance exceeds regulatory requirements in
India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of
overall pollutants, it has a lower pollution level than two–wheelers being manufactured in
India today. The lean design strategy has helped minimise weight, which helps maximise
performance per unit of energy consumed and delivers high fuel efficiency. The high fuel
efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the
twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors ushered in a new era in the Indian automobile industry, in keeping
with its pioneering tradition, by unveiling its new range of world standard trucks. In their
power, speed, carrying capacity, operating economy and trims, they will introduce new
benchmarks in India and match the best in the world in performance at a lower life–cycle
cost.
The years to come will see the introduction of several other innovative vehicles, all rooted in
emerging customer needs. Besides product development, R&D is also focussing on
environment–friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation solutions, high–precision
tooling and plastic and electronic components for automotive and computer applications, and
automotive retailing and service operations.
True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to
Corporate Social Responsibility. It is a signatory to the United Nations Global Compact, and
is engaged in community and social initiatives on labour and environment standards in
compliance with the principles of the Global Compact. In accordance with this, it plays an
active role in community development, serving rural communities adjacent to its
manufacturing locations

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CHAPTER 3

REVIEW OF LITERATURE

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3.1 Methodology of literature review

We have searched many books on job satisfaction to collect the literature about job
satisfaction and studies especially on job satisfaction at automobile company’s .The review of
literature helped us to conduct the survey in better and extensive Manner. The review helped
us for finding more and getting deeper into the topic .For this purpose the abstracting and
indexing journals and published biographies and unpublished biographies were searched.

The Effects of job and environment factors on job Satisfaction in

automobiles industries

Sitizawishmd Dawal, Zaharitaha

(Department of engineering design and manufacture, faculty of Engineering,University

of Malaya, Kualalumpur, Malaysia)

A methodology was developed for diagnosing industrial work, which includes questionnaire,
observation measurements, data collection and statistical analysis. A survey was conducted to
investigate the relationship between job satisfaction and factors that affect work design in 2
automobile companies in Malaysia. A basic work design model was proposed. The aim of
this model was to determine the factors that influence employee’s perception towards their
work. A set of multiple-choice questionnaires was developed and data was collected by
interviewing employees at a production plant, the survey focused on job and environmental
factors. The results supposed theproposed model and showed that job and environment
factors were significantly related to job satisfaction. They highlighted the significant
influenceof age, work experience and marital status on job surroundings. Context dependence
and the buildings functions also had a significant impact on job satisfaction.

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Analysis of the factors that affect job satisfaction: A case study on

private companies employees of Bangladesh
Md.Rifayat Islam, Md.TahuhidRasul, G.M Walli Ullah

Job satisfaction is an important aspect for an organization success. A successful organization

is the one with satisfied workers. This research report tried to find out the main factors of job
satisfaction and whether they have any impact on the job satisfaction of the employee of
private companies. Firstly the factors that are responsible for job satisfaction where identified
through a literature of varies articles related to job satisfaction. A focus group discussion
among employees and exploratory research was also conducted .The employees were
selected through convenience sampling .After conducting the pre- test main survey was done.
The result indicated that four out of nine factors (co-ordination and leave facility, reward and
future opportunities, mission of the company. Work process and health and insurance
policy)have significant influence on the job satisfaction .The study concluded that an
effective organization will make sure that is a spirit of co-operation along with co-ordination
among employees and sense of commitment towards achieving the goals and satisfaction
within the sphere of its influence.

Effect of work Motivation on job satisfaction in mobile

Telecommunication service Organisation of Pakistan
Rizwan Saleem, Azeem Mahmood and Asif Mahmood
The purpose of this investigation has to determine the work motivation on job satisfaction in
mobile telecommunication service organisation of Pakistan .In addition the study aimed at
exploring to what extent the employees are satisfied with different dimension of their jobs.
A survey-based descriptive research designed was used .The study was carried on employees
working in two service provider organisation in Pakistan. About sixty survey questionnaires
were distributed in October,2009 by using in person and email modes of communication
.Step- wise regression analysis,correlation and p-value were used for confirming the research
hypothesis.

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AS p-value is less than .05 so it can be said that the variables chosen for the study are not
highly significant. The value of R square is too low that can be used for the relationship
analysis of the variables. The value of beta showing the positive relationship between
dependent and independent variables. But not having a strong relationship. The employees in
the telecom organisation are quite satisfied with their jobs.

Managing the Jobs Satisfaction of knowledge workers: An

Empirical Investigation
RituNarang and AlkaDwivadi

In the context of managing the knowledge workers. The present study strives to develop a
reliable and valid scale to measure the job satisfaction and knowledge workers.The data
collected from a sample of 511 knowledge workers, on analysis, result in a 30-item scale with
Cronbach alpha value 0.93 and the reliability of subscales ranging from 0.93 to 0.54. The
validated instrument comprises of
Five dimension: Organisational support,competitive excellence, repressive management
practises, Fair and Transparent management,supervision and guidance. Regression analysis
shows the relative significance of various dimensions. Lastly the paper discusses the issues of
applicability of the scale.
Thus was conducted the project in TATA MOTORS FINANCE, CALICUT on the topic job
satisfaction which is not previously conducted by others.

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CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

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4.1 TABLE-1

EDUCATIONAL QUALIFICATION

Qualification Frequency Percentage

Below S S L C 10 20
Above Plus Two 20 40
Above Degree 10 20
Technical 10 20
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.1.1 CHART-1

Qualification

below S S L C
above plus two
above degree
technical

INTERPRETATION

20% of the employees are below SSLC, 40% of the employees are above plus two and 20%
each are above degree and technical.

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4.2 CHART-2

AGE

Age Frequency Percentage

Below 20 9 18
20-30 29 58
30-40 7 14
Above 40 5 10
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.2.1 CHART-2

Age

Below 20
20-30
30-40
Above 40

INTERPRETATION

58% of the employees are coming under the age 20-30. 18% of the employees are under the
age limit of below 20, 14% of employees are under the age limit of 30-40 and the rest are
under the age limit of above 40.

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4.3 TABLE-3

EXPERIENCE

Opinion Frequency Percentage

0-3 20 40
3-5 17 34
5-7 10 20
More than 7 3 6
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.3.1 CHART-3

Experience

0-3
3 to 5
5 to 7
More than 7

INTERPRETATION

The 40% of the employees are belong in to the 0-3 years category, 34% are 3-5 years
category, 20% are 5-7 years category and other 6% are more than 7 years category.

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4.4 TABLE-4

WORK ENVIRONMENT

Opinion Frequency Percentage

Participate 20 40
Autonomy 17 34
Whimsical 10 20
Red Tapism 3 6
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.4.1 CHART-4

Work Evironment

Participate
Autonomy
Whimsical
Red Tapism

INTERPRETATION

The 40% of employees have opinion that there is a participative working environment, 34%
have the opinion of autonomy working environment, 20% have the opinion of whimsical
working environment and the other 6% have the opinion red tapism working environment.

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4.5 TABLE-5

LEVEL OF SATISFACTION IN WAGE STRUCTURE

Opinion Frequency Percentage

Highly Satisfied 28 56
Satisfied 11 22
Not Satisfied 8 16
No Comments 3 6
Total 50 100

(SURCE OF DATA: PRIMARY DATA)

4.5.1 CHART-5

Level of satisfaction in wage structure

Highly Satisfied
Satisfied
Not satisfied
No Comments

INTERPRETATION

56% of the employees are highly satisfied with the wages, 22% of the workers are satisfied
and 16% of the employees are not satisfied and 6% have no comments.

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4.6 TABLE-6

SATISFACTION WITH THE TOP MANAGEMENT

Opinion Frequency Percentage

Strongly Agree 23 46
Agree 23 46
Neutral 2 4
Disagree 2 4
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.6.1 CHART-6

Satisfaction with the top magement

Strongly Agree
Agree
Neutral
Disagree

INTERPRETATION

In this company the employees are satisfied with the top management because 46% of
employees are strongly agree about satisfaction with top management and 46% of employees
are agree with the top management. 4% are neutral and other 4% are disagreeing with the
satisfaction with the top management.

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4.7 TABLE-7

WORKING HOURS

Opinion Frequency Percentage

Satisfied 18 36
Not Satisfied 13 26
No Comments 19 38
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.7.1 CHART-7

Working hours

Satisfied
Not Satisfied
No comments

INTERPRETATION

Working hours in this company is satisfied by the majority of employees. 36% of employees
are satisfied with the working hours that company gives and 26% of employees are not
satisfied with this. But 38 % has no comment.

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4.8 TABLE-8

WELFARE FECILITIES

Opinion Frequency Percentage

Strongly Agree 12 24
Agree 18 36
Neutral 16 32
Disagree 4 8
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.8.1 CHART-8

Welfare Facilities

Strongly Agree
Agree
Neutral
Disagree

INTERPRETATION

Majority of the employees have a satisfactory opinion about welfare facilities of the
company. Because 24% of employees are strongly agree, 36% of employees are agree and
32% are neutral about this but an 8% of employees are not satisfied with the welfare
facilities.

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4.9 TABLE-9

MOTIVATIONAL FACTOR

Opinion Frequency Percentage

Salary Increases 13 26
Promotion 17 34
Leave 14 28
Motivational Talk 6 12
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.9.1 CHART-9

Motivational factor

Salary Increases
Promotion
Leave
Motivational Talk

INTERPRETATION

Promotion (34%) is the most motive factor of the employees. 26% of employees are said
salary increasing is motivational factor, 28% are said leave and motivational talk (12%) are
another factor for motivation.

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4.10 TABLE-10

SATISFACTION FROM INCENTIVES

Opinion Frequency Percentage

Yes 22 44
No 8 16
Neutral 20 40
Total 50 100

(SOURCES OF DATA: PRIMARY DATA)Y

4.10.1 CHART-10

Satisfaction from Incentives

Yes
No
Neutral

INTERPRETATION

44% of the employees are satisfied with the incentive provided, 16% of the employees are not
satisfied, and 40% are neutral.

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4.11 TABLE-11

RECOGNIZE AND ACKNOWLEDGE EMPLOYEE WORK

Opinion Frequency Percentage

Yes 42 84
No 8 16
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4-11 CHART-11

Recognize and Acknowledge employee work

Yes
No

INTERPRETATION

42% of the employees are strongly agree with recognition and acknowledge provided by the
company and 8% of the employees are disagree about the recognition and acknowledge of
employees work.

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4.12 TABLE-12

GETTING APPRECIATION AND REWARDS

Opinion Frequency Percentage

Strongly Agree 20 40
Agree 10 20
Neutral 7 14
Disagree 3 6
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.12.1 CHART-12

Getting appeciation and Rewards

Strongly Agree
Agree
Neutral
Disagree

INTERPRETATION

40% of employees are strongly agreed towards getting appreciation and rewards are
satisfactory, 20% are agreed, 14% are neutral and other 6% are disagree about the company’s
appreciation and rewards.

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4.13 TABLE-13

PARTICIPATION IN DECISION MAKING

Opinion Frequency Percentage

Yes 32 64
No 8 16
No comments 10 20
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.13.1 CHART-13

Participation in decision making

yes
no
no comments

INTERPRETATION

64% of employees are satisfied with the management involves employees in the management
decisions, 20% has no comments and other 16% are not satisfied with this statement.

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4.14 TABLE-14

COUNSELLING PROGRAM

Opinion Frequency Percentage

Yes 44 88
No 6 12
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.14.1 CHART-14

Counselling Program

Yes
No

INTERPRETATION

88% of the employees have strongly agreed opinion about counselling program and 12% of
the employees don’t agree with the statement.

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4.15 TABLE-15

CAREER PROSPECT

Opinion Frequency Percentage

Yes 28 56
No 22 44
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.15 CHART-15

Career Prospect

Yes
No

INTERPRETATION

56% of the employees are strongly agreed with company’s career prospects for its employees,
44% are disagree with this statement.

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4.16 TABLE-16

SATISFACTION FROM PERSONAL ACCOMPLISHMENT

Opinion Frequency Percentage

Satisfied 20 40
Moderately Satisfied 25 50
Dissatisfied 5 10
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.16.1 CHART-16

Satisfaction from personal Management

Satisfied
Moderately Satisfied
Dissatisfied

INTERPRETATION

Here 50% of employees are moderately satisfied from personal accomplishment, 40% of the
employees are satisfied and only 10% are dissatisfied.

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4.17 TABLE 17

SELECTION PROCEDURE

Opinion Frequency Percentage

Excellent 16 32
Satisfied 24 48
Dissatisfied 10 20
Total 50 100

(SOURCE OF DATA: PRIMARY DATA)

4.17.1 CHART-17

Selection Procedure

Excellent
Satisfied
Dissatified

INTERPRETATION

48% of employees are satisfied with the selection procedure in the company, 32% employees
had excellent opinion and rest are dissatisfied.

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4.18 TABLE-18

CRITERIA FOR SALARY INCREMENT

Opinion Frequency Percentage

Experience 34 68
Seniority 8 16
Performance 3 6
Any Other 5 10
Total 50 100
(SOURCE OF DATA: PRIMARY DATA)

4.18.1 CHART-18

Criteria for Salary Increment

Performance
Seniority
experience
Any Other

INTERPRETATION

68% of employees are saying that experience is the criteria for salary increment, 16% of the
employees are saying about the seniority, 10% are saying about any other criteria and the rest
are saying about performance.

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CHAPTER5

SUMMARY, FINDINGS, SUGGESTION

AND CONCLUTION

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5.1 SUMMARY

The chapter 1 Introduction consist of Introduction, Research problem, Scope of study,

objectives, Project methodology and Limitation of the study.
The chapter 2 An Overview consist of Industry profile and Company profile.
The chapter 3 consist of Review of literature.
The chapter 4 consist of Data analysis and Techniques.
The chapter 5 consist of summary, findings, suggestion and conclusion.

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5.2 FINDINGS

1. It shows that there is a participative working environment in the organisation.

2. Employees are satisfied with the works provided to them.
3. There is a good relationship between management and employees.
4. Promotion is the factor which influence the employees most.
5. Some employees highly satisfied with their salary.
6. The counselling program provided by the company is strongly agreed.
7. Majority of the employees are agreed with welfare facilities.
8. There is a neutral opinion about working hour.
9. I show that there is a lesser participation of employees in decision making.
10. Majority of the employees have feeling that they are getting benefit from their
performance.
11. It shows that performance is the criteria for salary increment.
12. The work provided by the company according to employee’s satisfaction.
Employees are agreed with getting appreciation and rewards if the desired work
accomplished.

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5.3 SUGGESTIONS
1. To improve the counselling programs for the employees regularly.
2. To improve the authority to perform their duties effectively.

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5.4 CONCLUTION

The main objective of the study was to understand the level of job satisfaction amongst the
employees in TATA MOTORS FINANCE Calicut in relation to welfare measure prevailing
in the company. The employees are satisfied with their job in this organisation. The second
objective of the study is to find out the factors which influence the job satisfaction. In this
company promotion is factors which influence the job satisfaction.

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“A STUDY OF JOB SATISFACTION OF EMPLOYEES IN TATA MOTORS FINANCE
CALICUT”

CHAPTER 6

BIBILIOGRAPHY

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 “A STUDY OF JOB SATISFACTION OF EMPLOYEES IN TATA MOTORS FINANCE
CALICUT”

6.1 BIBILIOGRAPHY

BOOKS:

Human Resource Management: L.M PRASAD

Principles of personal management: EDWIN B.FLIPPO

WEBSITES::

www.tatamotors.com

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 “A STUDY OF JOB SATISFACTION OF EMPLOYEES IN TATA MOTORS FINANCE
CALICUT”

6.2 QUESTIONNAIRE
Dear sir/madam,

As we students of Markaz law college,bba.llb, conducting “ A STUDY ON EMPLOYEES JOB

SATISFACTION IN TATA MOTORS FINANCE, CALICUT “ to measure the satisfaction level of
employees of Tata motors. Kindly send us the filled questionnaire as your responses are
very valuable to us.

Please answer the questions which are applicable to you by putting a tick mark in
appropriate box.

Name:

Age: Below 20 20-30

30-40 above 40

Educational Qualification:

Below S S L C Above Plus Two

Above Degree Technical

Designation:

1. From how many years have you been working with TATA MOTORS FINANCE?
0-3 3-5
5-7 more than 7
2. How is working environment?
Participate autonomy
Whimsical Red Tapism
3. Level of satisfaction in your wage structure?
Highly satisfies Not satisfied
Satisfied No comments
4. Employees are satisfied with the top management?
Strongly agree Agree
Neutral Disagree
5. Working hours at TATA MOTORS FINANCE company is satisfied?
Satisfied Not satisfied
No comments
6. Welfare facilities provided to the employees by the organization are satisfactory?
Strongly agree Agree
Neutral Disagree

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 “A STUDY OF JOB SATISFACTION OF EMPLOYEES IN TATA MOTORS FINANCE
CALICUT”

7. Company provides satisfactory incentive according to the work?

Yes No
Neutral
8. Does the company recognize and acknowledge your work?
Yes No
9. Employees get appreciation and rewards if the desired work/targets are
accomplished?
Strongly agree Agree
Neutral Disagree
10. Top management involves employees in the management decision?
Yes No

No comments

11. Organization organizes counselling programs for the employees regularly?

Yes No
12. Company has good career prospect for its employees?
Strongly agree Agree
Neutral Disagree
13. Does your work gives you a feeling of personal accomplishment?
Satisfied Moderately satisfied
Dissatisfied
14. State your opinion about the selection procedure in the company?
Excellent Satisfied
Dissatisfied
15. State the criteria for the salary increment?
Experience Seniority
Performance Any other
16. Rate your overall satisfaction with your job?
Highly satisfied Satisfied
Average Highly Dissatisfied

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