that the Project Work entitled JOB ANALYSIS FOR BIRLA ERICSSON OPTICAL LIMITED undertaken during the Period For !eeks is the result o" #y $!n e""orts and the sa#e has not been %re&iously sub#itted to any '(a#ination o" the AWA)H'SH PRATAP SIN*H VISHWAVI)+A,A+A, R'WA -./P/0 or any other 1ni&ersity/ Avinash Tiwari MBA(IR & PM) PREFACE It is mandatory for every student of master of business administration from Department of IR & PM , AWADHESH PRATAP SINH !ISHWA!ID"A#A"A, REWA to under$o pro%e&t trainin$ at or$ani'ation (o&ation )it* a pro%e&t on (ive pro$ram+ My trainin$ *as been a fait*fu( e,perien&e for me+ No) I $ot a broad idea about t*e fun&tionin$ of or$ani'ation and t*is )i(( be *e(pfu( for me in t*e &omin$ days+ In t*is report I des&ribe t*e &ompany profi(e and *istory of t*e &ompany+ Avinash Tiwari MBA(IR & PM) ACKNOWLEDGEMENT I would like to express my sincere thanks to Prof. S.P.Singh , Department Head of MA!IR " PM# ,APS$ RE%A !M.P.# giving me opport&nit' to (or) (ith ir*a Eri+,,on Opti+a* Ltd. for my Summer Internship Program. I would also like to thank, Mr. Nar,ingh M&rti, !Per,ona* and Admini,tration Manager#, Mr. I.M. Shei)h !D-M#, Mr. R... La)hera !Per,onne* Offi+er#, Mr. /ina' Nigam !A,,t. Per,onne* Manager# and Mr. .am*e,h(ar Pd. D(i0edi !Comp&ter " Data Operator# of ir*a Eri+,,on Opti+a* Ltd. At Re(a !M.P.# for giving me an opport&nit' to (or) &nder hi, g&idan+e .M' e1tended than), to Dr. A... Shri0a,ta0a ,HOD,Deptt of IR " PM for his guidance during the course of my project for his suggestions which has lead to a successful completion of my Summer Internship Program. Last but not the least I would also like to acknowledge contributions of various official websites and books named in the references for helping me with the data collection and analysis which have provided me with the relevant information for me to successfully complete my Project Report. Avinash Tiwari MBA(IR & PM) TALE OF CONTENT Sr. No. Content Page No. 2 E3EC$TI/E S$MMAR4 5 INTROD$CTION OF HRM 6 7O ANAL4SIS 8 O7ECTI/ES OF ST$D4 9 RESEARCH METHODOLO-4 : COMPAN4 PROFILE ; SCOPE OF 7O ANAL4SIS < DATA ANAL4SIS AND INTERPRETATION
= S$--ESTION AND RECOMMENDATION 2> LIMITATION OF ST$D4 22 ILIO-RAPH4 25 ANNE3$RES
E3EC$TI/E S$MMAR4 ob !"!L#SIS in regards to one$s feeling or state of mind regarding nature of their work. ob can be influenced by variety of factors like %uality of one$s relationship with their supervisor& %uality of physical environment in which they work& degree of fulfillment in their work& etc. Positive attitude towards job are e%uivalent to job !"!L#SIS where as negative attitude towards job has been defined variously from time to time. In short job !"!L#SIS is a person$s attitude towards job. ob !"!L#SIS 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$s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. !ccording to pestonejee& ob !"!L#SIS can be taken as a summation of employee$s feelings in four important areas. )hese are* +. ob(nature of work ,dull& dangerous& interesting-& hours of work& fellow workers& opportunities on the job for promotion and advancement ,prospects-& overtime regulations& interest in work& physical environment& and machines and tools. .. /anagement( supervisory treatment& participation& rewards and punishments& praises and blames& leaves policy and favoritism. 0. Social relations( friends and associates& neighbors& attitudes towards people in community& participation in social activity socialibility and caste barrier. 1. Personal adjustment(health and emotionality.
ob !"!L#SIS is an important indicator of how employees feel about their job and a predictor of work behavior such as organi2ational citi2enship& !bsenteeism& )urnover. ob !"!L#SIS benefits the organi2ation includes reduction in complaints and grievances& absenteeism& turnover& and termination3 as well as improved punctuality and worker morale. ob !"!L#SIS is also linked with a healthier work force and has been found to be a good indicator of longevity. ob !"!L#SIS is not synonyms with organi2ational 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. /orale is the by(product of the group& while job !"!L#SIS is more an individual state of mind. INTROD$CTION TO H$MAN RESO$RCE MANA-EMENT Definition 4 5dwin 6lippo defies 7R/ as 8planning& organi2ing& directing& controlling of procurement& development& compensation& integration & maintenance and separation of human resources to the end that individual& organi2ational and social objectives are achieved.9 Feat&re, of HRM or +hara+teri,ti+, or nat&re +. 7R/ involves management functions like planning& organi2ing& directing and controlling .. It involves procurement& development& maintenance of human resource 0. It helps to achieve individual& organi2ational and social objectives 1. 7R/ is a mighty disciplinary subject. It includes the study of management psychology communication& economics and sociology. :. It involves team spirit and team work. E0o*&tion of HRM )he evolution of 7R/ can be traced back to ;autilya !rtha Shastra where he recommends that government must take active interest in public and private enterprise. 7e says that government must provide a proper procedure for regulating employee and employee relation In the medieval times there were examples of kings like !llaudin ;hilji who regulated the market and charged fixed prices and provided fixed salaries to their people. )his was done to fight inflation and provide a decent standard of living <uring the pre independence period of +=.> the trade union emerged. /any authors who have given the history of 7R/ say that 7R/ started because of trade union and the 6irst ?orld ?ar. )he Royal commission in +=0+ recommended the appointment of a labour welfare officer to look into the grievances of workers. )he factory act of +=1. made it compulsory to appoint a labour welfare officer if the factory had :>> or more than :>> workers. )he international institute of personnel management and national institute of labour management were set up to look into problems faced by workers to provide solutions to them. )he Second ?orld ?ar created awareness regarding workers rights and +=1>$s to +=@>$s saw the introduction of new technology to help workers. )he +=@>$s extended the scope of human resource beyond welfare. "ow it was a combination of welfare& industrial relation& administration together it was called personnel management. ?ith the second : year plan& heavy industries started and professional management became important. In the A>$s the focus was on efficiency of labour wile in the B>$s the focus was on new technology& making it necessary for new rules and regulations. In the =>$s the emphasis was on human values and development of people and with liberali2ation and changing type of working people became more and more important there by leading to 7R/ which is an advancement of personnel management. S+ope of HRM?f&n+tion, of HRM )he scope of 7R/ refers to all the activities that come under the banner of 7R/. )hese activities are as follows 2. H&man re,o&r+e, p*anning @A 7uman resource planning or 7RP refers to a process by which the company to identify the number of jobs vacant& whether the company has excess staff or shortage of staff and to deal with this excess or shortage. 5. 7oB ana*',i, de,ign @A !nother important area of 7R/ is job analysis. ob analysis gives a detailed explanation about each and every job in the company. Cased on this job analysis the company prepares advertisements. 6. Re+r&itment and ,e*e+tion @A Cased on information collected from job analysis the company prepares advertisements and publishes them in the news papers. )his is recruitment. ! number of applications are received after the advertisement is published& interviews are conducted and the right employee is selected thus recruitment and selection are yet another important area of 7R/. 8. Orientation and ind&+tion @A Dnce the employees have been selected an induction or orientation program is conducted. )his is another important area of 7R/. )he employees are informed about the background of the company& explain about the organi2ational culture and values and work ethics and introduce to the other employees. 9. Training and de0e*opment @A 5very employee goes under training program which helps him to put up a better performance on the job. )raining program is also conducted for existing staff that have a lot of experience. )his is called refresher training. )raining and development is one area were the company spends a huge amount. :. Performan+e apprai,a* @A Dnce the employee has put in around + year of service& performance appraisal is conducted that is the 7R department checks the performance of the employee. Cased on these appraisal future promotions& incentives& increments in salary are decided. ;. Compen,ation p*anning and rem&neration @A )here are various rules regarding compensation and other benefits. It is the job of the 7R department to look into remuneration and compensation planning. <. Moti0ation, (e*fare, hea*th and ,afet' @A /otivation becomes important to sustain the number of employees in the company. It is the job of the 7R department to look into the different methods of motivation. !part from this certain health and safety regulations have to be followed for the benefits of the employees. )his is also handled by the 7R department. Cha**enge, Before the HR manager?Before modern per,onne* management Personnel management which is know as human resource management has adapted itself to the changing work environment& however these changes are still taking place and will continue in the future therefore the challenges before the 7R manager are 2. Retention of the emp*o'ee, @A Dne of the most important challenge the 7R manager faces is retention of labour force. /any companies have a very high rate of labour turnover therefore 7R manager are re%uired to take some action to reduce the turnover 5. M&*ti+&*t&ra* (or) for+e @A ?ith the number of multi cultural companies are increasing operations in different nations. )he work force consists of people from different cultures. <ealing with each of the needs which are different the challenge before the 7R manager is integration of multicultural labour work force. 6. %omen in the (or) for+e @A )he number of women who have joined the work force has drastically increased over a few years. ?omen employees face totally different problems. )hey also have responsibility towards the family. )he organi2ation needs to consider this aspect also. )he challenge before the 7R manager lies in creating gender sensitivity and in providing a good working environment to the women employees. 8. Handi+apped emp*o'ee, @A )his section of the population normally faces a lot of problems on the job& very few organi2ation have jobs and facilities specially designed for handicapped workers. )herefore the challenge before the 7R manager lies in creating atmosphere suitable for such employees and encouraging them to work better. Signifi+an+e?importan+e?need of HRM 7R/ becomes significant for business organi2ation due to the following reasons. 2. OBCe+ti0e @A 7R/ helps a company to achieve its objective from time to time by creating a positive attitude among workers. Reducing wastage and making maximum use of resources etc. 5. Fa+i*itate, profe,,iona* gro(th @A <ue to proper 7R policies employees are trained well and this makes them ready for future promotions. )heir talent can be utili2ed not only in the company in which they are currently working but also in other companies which the employees may join in the future. 6. etter re*ation, Bet(een &nion and management @A 7ealthy 7R/ practices can help the organi2ation to maintain co(ordinal relationship with the unions. Enion members start reali2ing that the company is also interested in the workers and will not go against them therefore chances of going on strike are greatly reduced. 8. He*p, an indi0id&a* to (or) in a team?gro&p @A 5ffective 7R practices teach individuals team work and adjustment. )he individuals are now very comfortable while working in team thus team work improves. 9. Identifie, per,on for the f&t&re @A Since employees are constantly trained& they are ready to meet the job re%uirements. )he company is also able to identify potential employees who can be promoted in the future for the top level jobs. )hus one of the advantages of 7R/ is preparing people for the future. :. A**o+ating the CoB, to the right per,on @A If proper recruitment and selection methods are followed& the company will be able to select the right people for the right job. ?hen this happens the number of people leaving the job will reduce as the will be satisfied with their job leading to decrease in labour turnover. DEFINITIONS OF 7O ANAL4SIS <ifferent authors give various definitions of job !"!L#SIS. Some of them are taken from the book of <./. Pestonjee 8/otivation and ob !"!L#SIS9 which are given below* ob !"!L#SIS is defined as a pleasurable& emotional& state resulting from appraisal of one$s job. !n effective reaction to one$s job. %ei,, ob !"!L#SIS is general attitude& which is the result of many specific attitudes in three areas namely* Specific job factors. Individual characteristics. Froup relationship outside the job *&m and Na'*or
ob !"!L#SIS is defined& as it is result of various attitudes the person hold towards the job& towards the related factors and towards the life in general. -*immer ob !"!L#SIS is defined as 8any contribution& psychological& physical& and environmental circumstances that cause a person truthfully say& GI am satisfied with my job.9 ob !"!L#SIS is defined& as employee$s judgment of how well his job on a whole is satisfying his various needs Mr. Smith
HISTOR4 OF 7O ANAL4SIS )he term job !"!L#SIS was brought to lime light by hoppock ,+=0:-. 7e revived 0: studies on job !"!L#SIS conducted prior to +=00 and observes that ob !"!L#SIS is combination of psychological& physiological and environmental circumstances. )hat causes a person to say. 8I m satisfied with my job9. Such a description indicate the variety of variables that influence the !"!L#SIS of the individual but tell us nothing about the nature of ob !"!L#SIS. ob !"!L#SIS has been most aptly defined by pestonjee ,+=A0- as a job& management& personal adjustment ' social re%uirement. /orse ,+=:0- considers ob !"!L#SIS as dependent upon job content& identification with the co.& financial ' job status ' priding group cohesiveness Dne of the biggest preludes to the study of job !"!L#SIS was the 7awthorne study. )hese studies ,+=.1(+=00-& primarily credited to 5lton /ayo of the 7arvard Cusiness School& sought to find the effects of various conditions ,most notably illumination- on workers$ productivity. )hese studies ultimately showed that novel changes in work conditions temporarily increase productivity ,called the 7awthorne 5ffect-. It was later found that this increase resulted& not from the new conditions& but from the knowledge of being observed. )his finding provided strong evidence that people work for purposes other than pay& which paved the way for researchers to investigate other factors in job !"!L#SIS. Scientific management ,aka )aylorism- also had a significant impact on the study of job !"!L#SIS. 6rederick ?inslow )aylor$s +=++ book& Principles of Scientific /anagement& argued that there was a single best way to perform any given work task. )his book contributed to a change in industrial production philosophies& causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. )he initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. 7owever& workers became exhausted and dissatisfied& thus leaving researchers with new %uestions to answer regarding job !"!L#SIS. It should also be noted that the work of ?.L. Cryan& ?alter <ill Scott& and 7ugo /unsterberg set the tone for )aylor$s work. Some argue that /aslow$s hierarchy of needs theory& a motivation theory& laid the foundation for job !"!L#SIS theory. )his theory explains that people seek to satisfy five specific needs in life 4 physiological needs& safety needs& social needs& self(esteem needs& and self(actuali2ation. )his model served as a good basis from which early researchers could develop job !"!L#SIS theories. IMPORTANCE OF 7O ANAL4SIS ob !"!L#SIS is an important indicator of how employees feel about their job and a predictor of work behavior such as organi2ational& citi2enship& !bsenteeism& )urnover. ob !"!L#SIS can partially mediate the relationship of personality variables and deviant work behavior. Hommon research finding is that job !"!L#SIS is correlated with life style. )his correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. )his is vital piece of information that is job !"!L#SIS and job performance is directly related to one another. )hus it can be said that& 8! happy worker is a productive worker.9 It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organi2ation. IMPORTANCE TO %OR.ER AND OR-ANIDATION ob !"!L#SIS and occupational success are major factors in personal !"!L#SIS& self(respect& self(esteem& and self(development. )o the worker& job !"!L#SIS brings a pleasurable emotional state that can often leads to a positive work attitude. ! satisfied worker is more likely to be creative& flexible& innovative& and loyal. 6or the organi2ation& job !"!L#SIS of its workers means a work force that is motivated and committed to high %uality performance. Increased productivity( the %uantity and %uality of output per hour worked( seems to be a byproduct of improved %uality of working life. It is important to note that the literature on the relationship between job !"!L#SIS and productivity is neither conclusive nor consistent. 7owever& studies dating back to 7er2berg$s ,+=:A- have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organi2ation. Enhappy employees& who are motivated by fear of loss of job& will not give +>> percent of their effort for very long. )hough fear is a powerful motivator& it is also a temporary one& and also as soon as the threat is lifted performance will decline. %OR.ERS ROLE IN 7O ANAL4SIS If job !"!L#SIS is a worker benefit& surely the worker must be able to contribute to his or her own !"!L#SIS and well being on the job. )he following suggestions can help a worker find personal job !"!L#SIS* Seek opportunities to demonstrate skills and talents. )his often leads to more challenging work and greater responsibilities& with attendant increases in pay and other recognition. <evelop excellent communication skills. 5mployer$s value and rewards excellent reading& listening& writing and speaking skills. ;now more. !c%uire new job related knowledge that helps you to perform tasks more efficiently and effectively. )his will relive boredom and often gets one noticed. <emonstrate creativity and initiative. Iualities like these are valued by most organi2ations and often results in recognition as well as in increased responsibilities and rewards. <evelop teamwork and people skills. ! large part of job success is the ability to work well with others to get the job done. !ccept the diversity in people. !ccept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. !ppreciating the significance of what one does can lead to !"!L#SIS with the work itself. )his help to give meaning to one$s existence& thus playing a vital role in job !"!L#SIS. Learn to de(stress. Plan to avoid burn out by developing healthy stress management techni%ues. FACTORS OF 7O ANAL4SIS 7oppock& the earliest investigator in this field& in +=0: suggested that there are six major components of job !"!L#SIS. )hese are as under* )he way the individual reacts to unpleasant situations& )he facility with which he adjusted himself with other person )he relative status in the social and economic group with which he identifies himself )he nature of work in relation to abilities& interest and preparation of worker Security Loyalty 7erberg& mausaer& Peterson and capwell in +=:A reviewed more than +:> studies and listed various job factors of job !"!L#SIS. )hese are briefly defined one by one as follows* 2. Intrin,i+ a,pe+t of CoB It includes all of the many aspects of the work& which would tend to be constant for the work regardless of where the work was performed. 5. S&per0i,ion )his aspect of job !"!L#SIS pertains to relationship of worker with his immediate superiors. Supervision& as a factor& generally influences job !"!L#SIS. 6. %or)ing +ondition, )his includes those physical aspects of environment which are not necessary a part of the work. 7ours are included this factor because it is primarily a function of organi2ation& affecting the individuals comfort and convenience in much the same way as other physical working conditions. 8. %age and ,a*arie, )his factor includes all aspect of job involving present monitory remuneration for work done. 9. Opport&nitie, for ad0an+ement It includes all aspect of job which individual sees as potential sources of betterment of economic position& organi2ational status or professional experience. :. Se+&rit' It is defined to include that feature of job situation& which leads to assurance for continued employment& either within the same company or within same type of work profession. ;. Compan' " management It includes the aspect of worker$s immediate situation& which is a function of organi2ational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. %HAT IS THE IMPACT OF 7O ANAL4SISE /any managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words& if management could keep the entire worker$s happy9& good performance would automatically fallow. )here are two propositions concerning the !"!L#SIS performance relation ship. )he first proposition& which is based on traditional view& is that !"!L#SIS is the effect rather than the cause of performance. )his proposition says that efforts in a job leads to rewards& which results in a certain level of !"!L#SIS .in another proposition& both !"!L#SIS and performance are considered to be functions of rewards. Jarious research studies indicate that to a certain extent job !"!L#SIS affects employee turn over& and conse%uently organi2ation can gain from lower turn over in terms of lower hiring and training costs. !lso research has shown an inverse relation between job !"!L#SIS and absenteeism. ?hen job !"!L#SIS is high there would be low absenteeism& but when job !"!L#SIS is low& it is more likely to lead a high absenteeism. %hat CoB ANAL4SIS peop*e needE 5ach employee wants* +. Recognition as an individual .. /eaningful task 0. !n opportunity to do something worthwhile. 1. ob security for himself and his family :. Food wages @. !de%uate benefits A. Dpportunity to advance B. "o arbitrary action( a voice a matters affecting him =. Satisfactory working conditions +>.Hompetence leadership( bosses whom he can admire and respect as persons and as bosses. 7owever& the two concepts are interrelated in that job !"!L#SIS can contribute to morale and morale can contribute to job !"!L#SIS. It must be remembered that !"!L#SIS and motivation are not synonyms. /otivation is a drive to perform& where as !"!L#SIS reflects the individual$s attitude towards the situation. )he factors that determine whether individual is ade%uately satisfied with the job differs from those that determine whether he or she is motivated. the level of job !"!L#SIS is largely determined by the comfits offered by the environment and the situation . /otivation& on the other hand is largely determine by value of reward and their dependence on performance. )he result of high job !"!L#SIS is increased commitment to the organi2ation& which may or may not result in better performance. ! wide range of factors affects an individual$s level of !"!L#SIS. ?hile organi2ational rewards can and do have an impact& job !"!L#SIS is primarily determine by factors that are usually not directly controlled by the organi2ation. a high level of job !"!L#SIS lead to organi2ational commitment& while a low level& or dis!"!L#SIS& result in a behavior detrimental to the organi2ation. 6or example& employee who like their jobs& supervisors& and the factors related to the job will probably be loyal and devoted. People will work harder and derive !"!L#SIS if they are given the freedom to make their own decisions. MODELS OF 7O ANAL4SIS )here are various methods and theories of measuring job !"!L#SIS level of employees in the orgni2ation given by different authers. List of all the theorise and methods measuring job !"!L#SIS level is given below* A MODEL OF FACET ANAL4SIS !ffect theory,5dwin !. Locke +=A@- <ispositional )heory, )imothy !. udge +=BB- )wo(6actor )heory ,/otivator(7ygiene )heory- ,6rederick 7er2berg$s- ob Hharacteristics /odel ,7ackman ' Dldham- Rating scale Personal interviews action tendencies ob enlargement ob rotation Hhange of pace Scheduled rest periods MODEL OF FACET OF 7O ANAL4SIS Skill 5xperience )raining 5fforts !ge Seniority 5ducation Ho loyalty Past performance aKb satisfaction aLb dissatisfaction aMb guilt Ine%uity Perceived amount that should be received ,a- Fig.no.2 Model of determinant of facet of job ANALYSIS 5dward 5.lawler in +=A0 propoed a model of facet !"!L#SIS. )his model is applicable to understand what determines a person$s !"!L#SIS with any facet of job. !ccording to this model actual outcome level plays a key role in a person$s perception of what rewards he recieves. 7is perception influenced by his perception of what his referent others recieves.
Level <ifficulty )ime span !mount of responsibility Perceived outcome of referent others !ctual outcome received Perceived job characteristics Perceived amount received ,b- aKb satisfaction aLb dissatisfaction aMb guilt Ine%uity <iscomfort O7ECTI/ES OF ST$D4 )o find that whether the employees are satisfied or not. )o analyse the company$s working environment. )o check the <egree of !"!L#SIS of employees. )o find that they are satisfied with their job profile or not. )o find that employees are working with their full capabilities or not. Re,ear+h Methodo*og'
RESEARCH METHODOLO-4 8.2 INTROD$CTION Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. )hus formulation of the problem is the first and foremost step in the research process followed by the collection& recording& tabulation and analysis and drawing the conclusions. )he problem formulation starts with defining the problem or number of problems in the functional area. )o detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem. !ccording to Hlifford ?oody research comprises defining and redefining problems& formulating hypothesis or suggested solutions* collecting& organi2ing and evaluating data* making deductions and reaching conclusions* and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as 8the manipulation of things& concepts or symbols for the purpose of generali2ing to extend& correct or verify knowledge& whether that knowledge aids in construction of theory or in the practice of an art9 In short& the search for knowledge through objective and systematic method of finding solution to a problem is research. 8.5 DRAFTIN- F$ESTIONNAIRE )he %uestionnaire is considered as the most important thing in a survey operation. 7ence it should be carefully constructed. Structured %uestionnaire consist of only fixed alternative %uestions. Such type of %uestionnaire is inexpensive to analysis and easy to administer. !ll %uestions are closed ended. 8.6SAMPLIN- It was divided into following parts* Samp*ing &ni0er,e !ll the employees are the sampling universe for the research. Samp*ing te+hniG&e udgmental sampling Sample was taken on judgmental basis. )he advantage of sampling are that it is much less costly& %uicker and analysis will become easier. Sample si2e taken was +>> employees. 8.9 DATA COLLECTION )he task of data collection begins after the research problem has been defined and research design chalked out. ?hile deciding the method of data collection to be used for the study& the researcher should keep in mind two types of data vi2. Primary and secondary data. Primar' Data@ A )he primary data are those& which are collected afresh and for the first time and thus happen to be original in character. )he primary data were collected through well(designed and structured %uestionnaires based on the objectives. Se+ondar' Data@ )he secondary data are those& which have already been collected by someone else and passed through statistical process. )he secondary data re%uired of the research was collected through various newspapers& and Internet etc.
COMPANY PROFILE -ir(a Eri&sson .pti&a( #imited /-E.#0, an IS1IS. 233456333 and IS1IS. 7 4833456338 &ertified &ompany under t*e M+P+ -ir(a roup of Industries entered into t*e fie(d of opti&a( &ommuni&ation, by )ay of manufa&turin$ opti&a( fibre &ab(es, in te&*ni&a( and finan&ia( &o((aboration )it* Eri&sson 9ab(es A-, S)eden /no) :no)n as Eri&sson Net)or: Te&*no(o$ies A-, S)eden0+ Eri&sson is a (eadin$ name in te(e&ommuni&ations for t*e (ast 443 years, )it* a&tivities ran$in$ from turn:ey te(e&om net)or:s to 9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuni&ations+ M1s Eri&sson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon 9ab(e te&*no(o$ies for opti&a( fibre &ab(es+ -E.# *as insta((ed &apa&ity of above more t*an <=,333 &ab(e >ms+ per annum to produ&e &omp(ete ran$e of opti&a( fibre &ab(es in&(udin$ ribbon type opti& fibre &ab(e made to desi$n and &onstru&tion &onformin$ to nationa( and internationa( standards+ -E.# *as t*e &apabi(ity to produ&e spe&ia(ity fibre opti& &ab(es for use in medi&a( e?uipment, &omputers and (o&a( area net)or:s, &ab(e T! net)or: or any ot*er type as per &ustomi'ed spe&ifi&ation+ -E.# a(so *as insta((ed &apa&ity to produ&e 8=+6< (a& &ondu&tor >ms+ of %e((y fi((ed &opper te(ep*one &ab(es &omp(yin$ to nationa( and internationa( standards ran$in$ from < pair to 6833 Pair and a(so *as &apabi(ity to produ&e s)it&*board &ab(es for s)it&*in$ e?uipment+ -E.# *as fu((y &omputeri'ed system for pro&ess monitorin$ and ?ua(ity &ontro( to ensure &onsisten&y and re(iabi(ity of its entire produ&t ran$e+ A(( produ&tion a&tivities are &arried out as per approved ?ua(ity assuran&e p(an+ -E.#, t*erefore, provides t*e best possib(e so(utions )it* (atest state of t*e art te&*no(o$y+ -E.# *as an e,&(usive mar:etin$ a$reement )it* M1s A@# Te(e&ommuni&ations for sa(e of *i7te&* over*ead fibre opti& &ab(es, spe&ia((y .PW and asso&iated a&&essories )*i&* find app(i&ations )it* e(e&tri& po)er uti(ities et&+ -E.# *as mar:etin$ arran$ement )it* M1s I#SINTE9H 9o+ #td+ Quality policy -ir(a Eri&sson .pti&a( #imited /-E.#0, an IS1IS. 233456333 and IS1IS. 7 4833456338 &ertified &ompany under t*e M+P+ -ir(a roup of Industries entered into t*e fie(d of opti&a( &ommuni&ation, by )ay of manufa&turin$ opti&a( fibre &ab(es, in te&*ni&a( and finan&ia( &o((aboration )it* Eri&sson 9ab(es A-, S)eden /no) :no)n as Eri&sson Net)or: Te&*no(o$ies A-, S)eden0+ Eri&sson is a (eadin$ name in te(e&ommuni&ations for t*e (ast 443 years, )it* a&tivities ran$in$ from turn:ey te(e&om net)or:s to 9e((u(ar Mobi(e Te(ep*one Systems and -usiness 9ommuni&ations+ M1s Eri&sson 9ab(es A- are t*e pioneers in S7; strandin$ and Ribbon 9ab(e te&*no(o$ies for .pti&a( @ibre 9ab(es+ -E.# *as insta((ed &apa&ity of above more t*an <=,333 &ab(e >ms+ per annum to produ&e &omp(ete ran$e of opti&a( fibre &ab(es in&(udin$ ribbon type opti& fibre &ab(e made to desi$n and &onstru&tion &onformin$ to nationa( and internationa( standards+ -E.# *as t*e &apabi(ity to produ&e spe&ia(ity fibre opti& &ab(es for use in medi&a( e?uipment, &omputers and (o&a( area net)or:s, &ab(e T! net)or: or any ot*er type as per &ustomi'ed spe&ifi&ation+ ENVIRONMENTAL POLICY Birla Ericsson Optical Ltd is co!!itt"d to # 9omp(y )it* Environmenta( (e$is(ations and prevention of po((ution Ma:e a(( efforts for &ontinua( improvement in t*e Environmenta( performan&e $" s%all cons"r&" t%" r"so'rc"s and !ini!i(" t%" En&iron!"ntal i!pact o) o'r op"rations on Air* $at"r* and Land B+ # Imp(ementin$ Environmenta( Mana$ement System to meet t*e ob%e&tives and tar$ets -rin$in$ a)areness amon$st a(( emp(oyees
PRODUCT PROFILE PROD$CT OF .E.O.L.A
The main prod&+t of +ompan' i,@ A fiber cables. Dptical elly filled cables ,PI6)H- 6iber Ribbon Hable ,6RH-. ,- OPTICAL FIBRE CABLES# . Cirla 5ricsson Dptical Limited /anufactures all type of optical fiber cables for use in communication type of optical fiber cables for use in communication data transmission& Internet& 5(commerce and multimedia. )he company is fully e%uipped to manufacture all types of <uctN!rmored optical fibro cables including ribbon type optical& custom made to shit the individual re%uirement of any customer conforming to any national or international specification. COMCENTRIC LOOSE T/BE CABLE# . PRI/!R# coated fibers are protected in loose tube of PC)PNPolyamide filled with a special thyrotrophic gel in order to prevent water penetration. )he loose tube containing fibers are standard around the control strength member of fiber(reinforced plastic for better pulling strength. ! later of polyethylene sheath acts as a cushion for the cable core& the outer jacket is made of polyamide to offer a more resistance to mechanical and environmental efforts. CENTRAL LOOSE T/BE CABLE# . Primary coated fiber are protected in loose tube PC)PNPolyamide filled with a special thyrotrophic gel in order to prevent water penetration. )o provide cushioning& a circular layer of polyethylene is executed around the loose tube containing fibers. )he strength members are embedded this layer of polythene to provide the re%uired pulling strength. 0- JELLY FILLED CABLES# . Cirla 5ricsson Dptical limited manufactures polythene insulated ,both solid and from skin- elly filled underground telephone cables for use in local distribution network and for unctions between exchanges3 these cables form a vital link for telecommunication distribution system. )hese can be used for large capacity exchanges used by department of telecommunication& /)"L& on /ajor cities and also for small exchanges used in ruler areas and for local networks in industries. )hese are also use by railways defense departments and various others specials users. Hable is available in conductor si2e >.1& >.:& .@0 and .= mm diameter with cables si2es varying from +> pair to .1>> pairs. )hese cables are generally conforming to Indian P ' ) department specification. )hese can also be custom made suitable to individual re%uirement of any customer or to other national or international specifications. 1- OPTICAL FIBRE RIBBON# . !fter decreasing sales of Dptical 6iber Hable Hompany diversify his product in to fiber ribbon cable. DATA ANAL4SIS AND INTERPRETATION I %a&" 2""n pass"d 'p at l"ast onc" )or a pro!otion in t%" past )"3 +"ars 3A 63A =3A <3A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that >O of employees are strongly agree about the point & .>O of employees are agree on the point& 0>O are neither agree nor disagree&:>O are disagree and rest >O of employees are strongly disagree. I sp"nd parts o) !+ da+ da+dr"a!in4 a2o't a 2"tt"r 5o2 B3A 4<A 4<A 43A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that @>O of employees are strongly agree about the point & +:O of employees are agree on the point& +:O are neither agree nor disagree&+>O are disagree and rest >O of employees are strongly disagree. I )ind !'c% o) !+ 5o2 r"p"titi&" and 2orin4 C<A 43A 43A <A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that A:O of employees are strongly agree about the point & +>O of employees are agree on the point& +>O are neither agree nor disagree&:O are disagree and rest >O of employees are strongly disagree. I a! !"ntall+ and6or p%+sicall+ "7%a'st"d at t%" "nd o) a da+ at 3or8 D<A 43A <A3A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that B:O of employees are strongly agree about the point & +>O of employees are agree on the point& :O are neither agree nor disagree&>O are disagree and rest >O of employees are strongly disagree. I )""l t%at !+ 5o2 %as littl" i!pact on t%" s'cc"ss o) t%" co!pan+ <3A =3A 63A 3A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that :>O of employees are strongly agree about the point & 0>O of employees are agree on the point& .>O are neither agree nor disagree&>O are disagree and rest >O of employees are strongly disagree. I %a&" an incr"asin4l+ 2ad attit'd" to3ard !+ 5o2* 2oss* and "!plo+"r 3A 3A 63A B3A 63A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that >O of employees are strongly agree about the point & >O of employees are agree on the point& .>O are neither agree nor disagree&@>O are disagree and rest .>O of employees are strongly disagree. I a! no lon4"r 4i&"n t%" r"so'rc"s I n""d to s'cc"ss)'ll+ do !+ 5o2 43A =3A B3A 3A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree Thi, graph ,ho(, that 2>H of emp*o'ee, are ,trong*' agree aBo&t the point , 6>H of emp*o'ee, are agree on the point, :>H are neither agree nor di,agree,>H are di,agree and re,t >H of emp*o'ee, are ,trong*' di,agree. I a! not 2"in4 's"d to !+ )'ll capa2iliti"s 3A 83A 63A 83A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that >O of employees are strongly agree about the point & 1>O of employees are agree on the point& .>O are neither agree nor disagree&1>O are disagree and rest >O of employees are strongly disagree. I %a&" r"c"i&"d no 2"tt"r t%an 9)air9 "&al'ations r"c"ntl+ 83A =<A 6<A 3A 3A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that 1>O of employees are strongly agree about the point & 0:O of employees are agree on the point& .:O are neither agree nor disagree&>O are disagree and rest >O of employees are strongly disagree. I )""l as t%o'4% !+ 2oss and "!plo+"r %a&" l"t !" do3n 3A 3A 43A <<A =<A Stron$(y A$ree A$ree Neit*er A$ree nor Disa$ree Disa$ree Stron$(y Disa$ree )his graph shows that >O of employees are strongly agree about the point & >O of employees are agree on the point& +>O are neither agree nor disagree&::O are disagree and rest 0:O of employees are strongly disagree. Finding, o 5mployees are not completely satisfied with their job although their salary is good enough. o 5mployes are not getting value to their work. o /ost of employees think that they are nt on their actual path. o /ost of the employees think that the organi2ation haven$t fulfill their promises&what they do in beginning especially regarding Promotion. o )here is negatively comparison between peers especially regarding targets. o )hey often feel overworked. S$--ESTION AND RECOMMENDATION )o increase the job !"!L#SIS level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session. Ideal employees should concentrate on their job. 5ducational %ualification can be the factor of not an effective job. Hompany should give promotion to those employees who deserves it. LIMITATIONS OF ST$D4 7owever I shall try my best in collecting the relevant information for my research report& yet there are always some problems faced by the researcher. )he prime difficulties which I face in collection of information are discussed below*( +. Short time period@ )he time period for carrying out the research was short as a result of which many facts have been left unexplored. .. La+) of re,o&r+e,@ Lack of time and other resources as it was not possible to conduct survey at large level. 0. Sma** no. of re,pondent,@ Dnly .> employees have been chosen which is a small number& to represent whole of the population. 1. $n(i**ingne,, of re,pondent,@ ?hile collection of the data many consumers were unwilling to fill the %uestionnaire. Respondents were having a feeling of wastage of time for them. :. Sma** area for re,ear+h@ )he area for study was ;aithal& which is %uite a small area to judge job !"!L#SIS level. ILIO-RAPH4 oo),@ A 7itt& /iller& Holella 8Drgani2ational Cehavior ! Strategic !pproach9& ?iley Student$s 5dition. Luthans 6red 8Drgani2ational Cehavior9& /cFraw 7ill A th 5dition. "ewstrom ohn ?.& <avis ;eith& 8Drgani2ational Cehavior 7uman Resource !t ?ork9& = th 5dition& )ata /cFraw 7ill 5dition. Pestonjee <. /. 8/otivation and ob !"!L#SIS9& + st 5dition. /acmillan India Limited. ;othari H.R.& Research /ethodology& "ew <elhi3 "ew !ge International Publication& second edition. %eB,ite,* ( www.hrcouncil.com www.workforce.com www.google.com ANNEXURE QuestionnaireS for JOB ANALYSIS "!/5* PPPPPPPPPPPPPPPP. <5SIF"!)ID"* PPPPPPPPPPPP. HD/P!"#* PPPPPPPPPPPPPP. +. I have been passed up at least once for a promotion in the past few years. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree .. I spend parts of my day daydreaming about a better job. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree 0. I find much of my job repetitive and boring. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree 1. I am mentally andNor physically exhausted at the end of a day at work. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree :. I feel that my job has little impact on the success of the company. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree @. I have an increasingly bad attitude toward my job& boss& and employer . Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree A. I am no longer given the resources I need to successfully do my job. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree
B. I am not being used to my full capabilities. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree =. I have received no better than QfairQ evaluations recently. Strongly !gree !gree "either !gree nor <isagree <isagree Strongly <isagree +>. I feel as though my boss and employer have let me down. Strongly !gree !gree "either !gree nor <isagree <isagree