SUMMER TRAINING REPORT

ON

EMPLOYEE ENGAGEMENT PRACTICES  

IN CENTRAL BANK OF INDIA

SUBMITTED IN PARTIAL FULFILLMENT TO

THE IIS UNIVERSITY 

For the Degree of  

MBA-Human Resource Management

(Department of HRM & IB )

SUBMITTED TO: -   SUBMITTED BY:-

Dr. SEEMA SINGH RATHORE NIKITA
ADDITIONAL HEAD MBA(HR) SEM- III
DEPTT. HRM & IB ICG/2013/15705

THE IIS UNIVERSITY

 

 
 

INDEX

S. NO. CONTENT PG. NO.

Chapter-1 Introduction
 

Chapter-2 Research Methodology

  Meaning Of Research

  Objective Of Study

  Scope Of Study

  Research Design

  Data Collection

  Sampling

  Review Of Literature

  Limitations

Chapter-3 TATA MOTORS LTD.

Chapter-4 Data Analysis and Interpretation

Chapter-5 Findings

Chapter-6 Suggestion and Conclusion

Bibliography

Annexure

 
 

CHAPTER - 1

INTRODUCTION
 

Employee satisfaction & Quality of Work Life of employees:

Quality of work life (QWL) is viewed as an alternative to the control approach

of managing people. The QWL approach considers people as an 'asset' to the
organization rather than as 'costs'. It believes that people perform better when
they are allowed to participate in managing their work and make decisions.

This approach motivates people by satisfying not only their economic needs
but also their social and psychological ones. To satisfy the new generation
workforce, organizations need to concentrate on job designs and organization
of work. Further, today's workforce is realizing the importance of relationships
and is trying to strike a balance between career and personal lives. Successful
organizations support and provide facilities to their people to help them to
balance the scales. In this process, organizations are coming up with new and
innovative ideas to improve the quality of work and quality of work life of
every individual in the organization. Various programs like flex time,
alternative work schedules, compressed work weeks, telecommuting etc., are
being adopted by these organizations. Technological advances further help
organizations to implement these programs successfully. Organizations are
enjoying the fruits of implementing QWL programs in the form of increased
productivity, and an efficient, satisfied, and committed workforce which aims
to achieve organizational objectives. The future work world will also have more
women entrepreneurs and they will encourage and adopt QWL programs.

Quality of Working Life is a term that had been used to describe the
broader  job-related experience an individual has.

Alternatively, job satisfaction may be assessed, so that action can be taken

which will enhance an individual’s performance. Somewhere in all this, there is
often an awareness of the greater context, whereupon the home-work context
is considered, for example, and other factors, such as an individual’s personal
characteristics, and the broader economic or cultural climate, might be seen as
relevant. In this context, subjective well-being is seen as drawing upon both
work and non-work aspects of life.

However, more complex models of an individuals experience in the workplace

often appear to be set aside in an endeavour to simplify the process of trying
to measuring “stress” or some similarly apparently discrete entity. It may be,
however, that the consideration of the bigger, more complex picture is
essential, if targeted, effective action is to be taken to address quality of
working life or any of it’s sub -components in such a way as to produce real
 

benefits, be they for the individual or the organisation.

 

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how research is done

scientifically. The scope of research methodology is wider than that of

research methods. When we talk of research methodology we not only talk of

research methods but also consider the logic behind the methods we use in

the context of our research study and explain why we are using a particular

method or technique.

OBJECTIVES OF THE STUDY

OBJECTIVES OF STUDY:

  To know the overall quality of work life in the organization and its
impact on employees work culture. 
  To measure the level of satisfaction of employees towards the quality of
work life. 
  To suggest suitable measures to improve the quality of work life. 
  To identify the major areas of dissatisfaction if any, and provide valuable
suggestions improving the employees satisfaction in those areas. 
  To analyze the findings and suggestion for the study. 

SCOPE OF STUDY:

Quality of work life is a multi dimensional aspect. The workers expect the
following needs to be fulfilled.

  Compensation the reward for the work should be fair and

reasonable.
 

  The organization should take care of health and safety of the

employees.
  Job security should be given to the employees.
  Job specification should match the individuals.
  An organization responds to employee needs for developing
mechanisms to allow them to share fully in making the decisions
that design their lives at work.

RESEARCH DESIGN 

“A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research

purpose with economy in procedure”. 

Research design is the conceptual structure within which research is

conducted; it constitutes the blueprint for the collection, measurement and

analysis of data.

The type of research design used in the project was Descriptive

research, because it helps to describe a particular situation prevailing within a

company. Careful design of the descriptive studies was necessary to ensure

the complete interpretation of the situation and to ensure minimum bias in the

collection of data.

DATA COLLECTION METHOD 

Both the Primary and Secondary data collection method were used in

the project. First time collected data are referred to as primary data. In this

research the primary data was collected by means of a Structured

Questionnaire. The questionnaire consisted of a number of questions in

 

printed form. It had both open-end closed end questions in it. Data which has

already gone through the process of analysis or were used by someone else

earlier is referred to secondary data. This type of data was collected from the

books, journals, company records etc.

SAMPLING

Sample size-46 respondents

Sample unit-Employees in Tata Motors Ltd., Sriganganagar 

Sampling area-Sriganganagar

Sampling technique-Convience sampling technique

 

REVIEW OF LITERATURE

Definition

Various authors and researchers have proposed models of Quality of working

life which include a wide range of factors. Selected models are reviewed
below.

Hackman and Oldham (1976) drew attention to what they described as

psychological growth needs as relevant to the consideration of Quality of
working life. Several such needs were identified; Skill variety, Task Identity,
Task significance, Autonomy and Feedback. They suggested that such needs
have to be addressed if employees are to experience high quality of working
life.

In contrast to such theory based models, Taylor (1979)(6) more pragmatically

identified the essential components of Quality of working life as; basic extrinsic
 job factors of wages, hours and working conditions, and the intrinsic job
notions of the nature of the work itself. He suggested that a number of other
aspects could be added, including; individual power, employee participation in
the management, fairness and equity, social support, use of one’s present
skills, self development, a meaningful future at work, social relevance of the
work or product, effect on extra work activities. Taylor suggested that relevant
Quality of working life concepts may vary according to organisation and
employee group.

Warr and colleagues (1979)(7), in an investigation of Quality of working life,

considered a range of apparently relevant factors, including work involvement,
intrinsic job motivation, higher order need strength, perceived intrinsic job
characteristics, job satisfaction, life satisfaction, happiness, and self-rated
anxiety. They discussed a range of correlations derived from their work, such
as those between work involvement and job satisfaction, intrinsic job
motivation and job satisfaction, and perceived intrinsic job characteristics and
 job satisfaction. In particular, Warr et al. found evidence for a moderate
association between total job satisfaction and total life satisfaction and
happiness, with a less strong, but significant association with self-rated anxiety.

Baba and Jamal (1991) listed what they described as typical indicators of
quality of working life, including: job satisfaction, job involvement, work role
ambiguity, work role conflict, work role overload, job stress, organisational
 

commitment and turn-over intentions. Baba and Jamal also explored

routinisation of job content, suggesting that this facet should be investigated
as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002)(10) identified a number of
factors contributing to job dissatisfaction and quality of working life in nurses,
including: Poor working environments, Resident aggression, Workload, Unable
to deliver quality of care preferred, Balance of work and family, Shiftwork, Lack
of involvement in decision making, Professional isolation, Lack of recognition,
Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to
learn new skills.

Sirgy et al (2001) suggested that the key factors in quality of working life are:
Need satisfaction based on job requirements, Need satisfaction based on Work
environment, Need satisfaction based on Supervisory behaviour, Need
satisfaction based on Ancillary programmes, Organizational commitment. They
defined quality of working life as satisfaction of these key needs through
resources, activities, and outcomes stemming from participation in the
workplace. Maslow’s needs were seen as relevant in underpinning this model,
covering Health & safety, Economic and family, Social, Esteem, Actualisation,
Knowledge and Aesthetics, although the relevance of non-work aspects is play
down as attention is focussed on quality of work life rather than the broader
concept of quality of life.

These attempts at defining quality of working life have included theoretical

approaches, lists of identified factors, correlational analyses, with opinions
varying as to whether such definitions and explanations can be both global, or
need to be specific to each work setting.

Bearfield, (2003)(12) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate
clerical, sales and service workers, indicating that different concerns might
have to be addressed for different groups.
 

LIMITATION OF THE STUDY:

  Time was the major constraint for the project.

  The study is restricted to HR dept., and can’t be generalized. 
  The individual perspective appears to be different.
  Questionnaire is the major limitation for the project.
 

TATA MOTORS
Tata Motors Limited  is an Indian multinational  automotive  manufacturing
company headquartered in Mumbai, Maharashtra,  India and a subsidiary of
the Tata Group.  Its products include passenger cars, trucks, vans, coaches,
buses, construction equipment and military vehicles. It is the world's
seventeenth-largest motor vehicle  manufacturing company, fourth-largest
truck manufacturer and second-largest bus manufacturer by volume.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, 

Pantnagar,  Lucknow,  Sanand,  Dharwad  and Pune  in India, as well as in
Argentina, South Africa, Thailand and the United Kingdom. It has research and
development centres in Pune, Jamshedpur, Lucknow and Dharwad, India, and
in South Korea, Spain, and the United Kingdom. Tata Motors' principal
subsidiaries include the British premium car maker Jaguar Land Rover  (the
maker of Jaguar, Land Rover and Range Rover cars) and the South Korean
commercial vehicle manufactuer Tata Daewoo.  Tata Motors has a bus
manufacturing joint venture with Marcopolo S.A.  (Tata Marcopolo), a
construction equipment manufacturing joint venture with Hitachi (Tata Hitachi
Construction Machinery), and a joint venture with Fiat  which manufactures
automotive components and Fiat and Tata branded vehicles.

Founded in 1945 as a manufacturer of locomotives,  the company

manufactured its first commercial vehicle in 1954 in a collaboration with
Daimler-Benz  AG, which ended in 1969. Tata Motors entered the passenger
vehicle market in 1991 with the launch of the Tata Sierra, becoming the first
Indian manufacturer to achieve the capability of developing a competitive
indigenous automobile. In 1998, Tata launched the first fully indigenous Indian
passenger car, the Indica,  and in 2008 launched the Tata Nano,  the world's
most affordable car. Tata Motors acquired the South Korean truck
manufacturer Daewoo Commercial Vehicles Company  in 2004 and purchased
Jaguar Land Rover from Ford in 2008.

Tata Motors is listed on the Bombay Stock Exchange, where it is a constituent

of the BSE SENSEX  index, the National Stock Exchange of India  and the New
York Stock Exchange. Tata Motors is ranked 314th in the 2012 Fortune Global
500 ranking of the world's biggest corporations.
 

In 2008, Tata Motors acquired the British car maker Jaguar Land Rover, 
manufacturer of the Jaguar, Land Rover and Daimler luxury car brands, from
Ford Motor Company.

In 2009, its Lucknow plant was awarded the "Best of all" Rajiv Gandhi National
Quality Award. 

In 2010, Tata Motors acquired an 80% stake in the Italian design and
engineering company Trilix for €1.85 million. The acquisition formed part of
the company's plan to enhance its styling and design capabilities.

In 2012, Tata Motors announced it would invest around 6 billion in the

development of Futuristic Infantry Combat Vehicles in collaboration with
DRDO. 

In 2013, Tata Motors announced it will sell in India, the first vehicle in the
world to run on compressed air (engines designed by the French company
MDI) and dubbed "Mini CAT".

Tata Motors has vehicle assembly operations in India, the United Kingdom,
South Korea, Thailand, Spain and South Africa. It plans to establish plants in
Turkey, Indonesia and Eastern Europe.

Tata Motors' principal subsidiaries include Jaguar Land Rover, Tata Daewoo
and Tata Hispano.
 

 
 

 Data analysis and interpretation:

SATISFACTION OF SALARY PACKAGE

Table 1:

SI. No Level of No. of percentage

satisfaction Respondents
1 highly satisfied 4 8.7
2 Satisfied 23 50
3 Neutral 10 22
4 Dissatisfied 6 13
5 highly dissatisfied 3 6.3
46 100

SATISFACTION OF SALARY PACKAGE

No.of Respondents

50

22
8.7 13
6.3

highly satisfied neutral dissatisfied highly

satisfied dissatisfied

Inference:
 

  CASUAL LEAVE

Table 2: 

SI.No Level of No.of percentage

satisfaction Respondents
1 Strongly agree 2 4
2 agree 19 41
3 moderate 16 36
4 disagree 7 15
5 Strongly disagree 2 4
46 100

Satisfaction of casual leave with pay

percentage

Strongly disagree 4

disagree 15

moderate 36

agree 41

Strongly agree 4

INFERENCE: 

It is seen from the table that 4% of employees are highly satisfied with the
casual leave and 41% of employees are satisfied, 36% of employees are
neutral, 15% of employees are dissatisfied, and 4% of employees are highly
dissatisfied with the casual leave. 
 

MEDICAL FACILITIES 

Table.3:

SI. No Level of No. of percentage

satisfaction Respondents
1 Strongly agree 8 17
2 agree 18 39
3 moderate 10 22
4 disagree 6 13
5 Strongly disagree 4 9
46 100

Medical facilities
percentage

Strongly disagree 9

13
disagree

22
moderate

39
agree

17
Strongly agree

INFERENCE: 

It is seen from the table that 17% of employees are highly satisfied with the
medical facilities and 39% of employees are satisfied, 22% of employees are
neutral, 13% of employees are dissatisfied, and 9% of employees are highly
dissatisfied with the medical facilities. 
 

HEALTHY & SAFETY WORKING CONDITIONS 

Table 4

SI. No Level of No. of percentage

satisfaction Respondents
1 highly satisfied 8 17.5
2 satisfied 23 50
3 neutral 13 28.5
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

Healthy & safety working conditions

percentage

highly dissatisfied 0

dissatisfied 4

neutral 28.5

satisfied 50

highly satisfied 17.5

INFERENCE: 

It is seen from the table that 17.5% of employees are highly satisfied with the
healthy and safety working conditions and 50% of employees are satisfied,
28.5% of employees are neutral, 4% of employees are dissatisfied, and 0% of
employees are highly dissatisfied with the healthy and safety working
conditions
 

Job security 

Table 5:

SI. No Level of No. of percentage

satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 29 63
3 neutral 7 15
4 dissatisfied 3 7
5 highly dissatisfied 2 4
46 100

Job security
percentage

63

11 15
7 4

highly satisfied neutral dissatisfied highly

satisfied dissatisfied

INFERENCE: 

It is seen from the table that 11% of employees are highly satisfied with the job
security and 63% of employees are satisfied, 15% of employees are neutral, 7%
of employees are dissatisfied, and 4% of employees are highly dissatisfied with
the job security.
 

Promotion policy 

Table 6:

SI. No Level of No. of percentage

satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 20 43.5
3 neutral 17 36.5
4 dissatisfied 2 4
5 highly dissatisfied 4 9
46 100

Promotion policy
percentage

highly dissatisfied 9

dissatisfied 4

neutral 36.5

satisfied 43.5

highly satisfied 7

INFERENCE: 

It is seen from the table that 7% of employees are highly satisfied with
promotion policy and 43.5% of employees are satisfied, 36.5% of employees
are neutral, 4% of employees are dissatisfied, and 9% of employees are highly
dissatisfied with promotion policy.. 
 

QUALITY OF WORK LIFE

Table 7:

SI. No Level of No. of percentage

satisfaction Respondents
1 Very good 4 9
2 Good 19 40
3 Ok 20 44
4 Bad 0 0
5 Very bad 3 7
46 100

Quality of work life

percentage

40 44

9 7
0
Very good Good Ok Bad Very bad

INFERENCE: 

It is seen from the table that 9% of employees are highly satisfied and 40% of
employees are satisfied, 44% of employees are neutral, 0% of employees are
dissatisfied, and 7% of employees are highly dissatisfied. 
 

Training

Table 8:

SI.No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 21 45
3 neutral 16 35
4 dissatisfied 3 7
5 highly dissatisfied 1 2
46 100

Training
percentage

45
35

11 2
7

highly satisfied satisfied neutral dissatisfied highly

dissatisfied

INFERENCE: 

It is seen from the table that 11% of employees are highly satisfied with
training and 45% of employees are satisfied, 35% of employees are neutral, 7%
of employees are dissatisfied, and 2% of employees are highly dissatisfied with
training. 
 

Proper communication with employees 

Table 9:

SI. No Level of No. of Percentage

satisfaction Respondents
1 Strongly agree 9 20
2 agree 18 39
3 moderate 12 26
4 disagree 7 15
5 Strongly disagree 0 0
46 100

Proper communication with

employees
percentage

39
20 26

15

0
Strongly
agree
agree moderate
disagree
Strongly
disagree

INFERENCE: 

It is seen from the table that 20% of employees are highly satisfied with the
attention of changes and 39% of employees are satisfied, 26% of employees
are neutral, 15% of employees are dissatisfied, and 0% of employees are highly
dissatisfied with the attention of changes. 
 

SATISFACTION IN PERFORMANCE APPRAISAL

Table 10:

SI. No Level of No. of Percentage

satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 24 52
3 neutral 12 26
4 dissatisfied 6 13
5 highly dissatisfied 1 2
46 100

Performance Appraisal
percentage

highly dissatisfied 2

dissatisfied 13

neutral 26

satisfied 52

highly satisfied 7

INFERENCE: 

It is seen from the table that 7% of employees are highly satisfied performance
appraisal and 52% of employees are satisfied, 26% of employees are neutral,
13% of employees are dissatisfied, and 2% of employees are highly dissatisfied
performance appraisal. 
 

FINDINGS
From the study,

  50% of employees are satisfied with the salary package.

  41% of employees are satisfied with casual leave with pay.
  39% of employees are satisfied with the medical facilities.
  50% of employees are satisfied with the healthy and safety working
conditions.
  63% of employees are satisfied with the job security.
  43.5% of employees are satisfied with the promotion policy.
  44% of employees are neutral with quality of work life.
  54% of employees are satisfied cordial relationship among employees.
  45% of employees are satisfied with training.
  52% of employees are satisfied with performance appraisal.
  41% of employees are satisfied with the career development.

SUGGESSTIONS
  Improving more policies and some good entertainment and relaxation

programs for employees.

  Improving good relationship with employees and providing friendly

environment in the organization.

  Making the employees to enjoy the work.

  Establish career development systems

  Help to satisfy the employees esteem needs.

  Gift vouchers for the top performers in the department for giving an
innovative idea for solving problems which is cost saving, time saving
and is beneficial to the organization.
 

CONCLUSION
Social security scheme as well as welfare measures that are undertaken by
the company are appreciable. These measures are not only for the company
but also for the employees through satisfaction levels a company can ascertain
whether an employee has shown his/her best performance on given job.

Welfare measures of the employees should be taken seriously by the top

management to improve the satisfaction level by providing various benefits
and facilities to them.
 

 
 

ANNEXURE

QUESTIONNAIRE

PERSONAL DATA:  

 Name : _______________________

Sex : _______________________

Age:

  below 25 yrs   25-35 yrs   35-45 yrs   45-55yrs   Above55 yrs

Marital status : _______________________

1.  Are you satisfied with your salary package?

  Highly satisfied   satisfied  Neutral   Dissatisfied  Highly Dissatisfied 
2.  Is the organization providing casual leave with pay?

  Strongly Agree   Agree   Moderate   Disagree   Strongly Disagree

3.  What do you feel about the medical facilities provided by the concern?

  Strongly Agree   Agree   Moderate   Disagree   Strongly Disagree

4.  To what extend you are satisfied with the safety and healthy working conditions?

  Highly satisfied   satisfied   Neutral   Dissatisfied  Highly Dissatisfied

5.  What do you feel about the job security in your organization?

  Highly satisfied   satisfied   Neutral   Dissatisfied  Highly Dissatisfied

6.  Are you satisfied with the promotion policies in your organization?

  Highly satisfied   satisfied   Neutral   Dissatisfied  Highly Dissatisfied

7.  What do you think about the quality of work life in the organization?

  very good   Good   Ok   Bad   Very bad

 

8.  To what extend the cordial relationship exist among the employees and superiors?

  Strongly Agree   Agree   Moderate   Disagree   Strongly Disagree

9.  How far you are satisfied with the training given by the employer?

  Highly satisfied   satisfied   Neutral   Dissatisfied  Highly Dissatisfied

10.  How do you find the performance appraisal methods adopted by your management?

  Highly satisfied   satisfied   Neutral   Dissatisfied  Highly Dissatisfied