A Study On Job Satisfaction

ENGINE DIVISION- HAL
DISSERTATION PROJECT
A project work entitled
"A STUDY ON JOB SATISFACTION"
Carried out at
"Hindustan Aeronautics Ltd."
Engine Division
Dissertation Submitted in partial fulfillment of the

requirements
Of
MASTERS OF BUISNESS ADMINISTRATION
Degree Course of Bangalore University
By
PUNAM KUMARI
Reg.No: 07X8CM6024
Under the Guidance of
MISS MARY LILLIAN. J
External Guide Mr. SURENDER SINGH SUHAG
S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

BANGALORE
S.J.E.S Institutions, Department of management studies
Medahalli, Old Madras Road, Bangalore – 49
Bangalore University
2008-2009

BANGALORE
MISS. MARY LILLIAN. J
HOD, Department of Management Studies
S.J.E.S Institutions, University of Bangalore,
Bangalore – 49
====================================
===========
CERTIFICATE
This is to certify that the project report entitled “A

STUDY ON JOB SATISFACTION ON HAL ENGING DIVISION”
Submitted as per the requirement of the curriculum of
master degree in Business Management by PUNAM KUMARI
was undertaken under my supervision and guidance as per
the curriculum of S.J.E.S College of Management Studies.
DATE
PLACE: BANGALORE
(MISS.MARYLILLIAN.J)

BANGALORE
Declaration
I hereby declare that the project work entitled “A STUDY

ON JOB SATISFACTION ON HAL ENGINE DIVISION” is a
record of independent project work carried out by me under
the guidance of MISS. MARY LILLIAN. J, Department of
management studies S.J.E.S Institutions, University of
Bangalore, Bangalore, as per the requirement of the
curriculum of Master degree in Business Administration of
S.J.E.S College of Management Studies.
This work has not been submitted earlier for award of any
degree or diploma, or in any other course.
PLACE: BANGALORE
(PUNAMKUMARI)
DATE: Reg
No: 07X8CM6024

BANGALORE
ACKNOWLEDGEMENT
I take this opportunity to express a deep sense of gratitude

to my project guide MISS MARY LILLIAN.J, HOD, Department
of management studies S.J.E.S Institutions, University of
Bangalore, Bangalore .for providing constant guidance,
support, encouragement throughout the study.
My special thanks and sincere gratitude to Mr. Surender

Singh Suhag, Deputy Manager HRD department, HAL
Engine Division, for providing me an opportunity to
undertake this project at their esteem organization.
I also like to thank all department heads, supervisors,

employees for their valuable suggestions and opinions
despite their busy engagements.
(PUNAM KUMARI)

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EXECUTIVE SUMMARY
Towards the fulfilment of corporate exposure learning Program, a

study was conducted at ‘HAL Engine Division’ based in
Bangalore, India.
The corporate exposure learning program involved study of

organization, its working etc. this involved getting
familiarized to the organization, studying the different
departments while giving the special emphasis to the HR
department and interacting from employees to workers in
the firm. This helped to a great extent in understanding the
nature of their work and the constraints of working in certain
environment.

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The title of “the study on job satisfaction in HAL Engine

Division” Bangalore. An overview of the Indian aeronautics
industry and the dynamic development that has taken place
in this field over the past few years. The Hindustan
Aeronautics Limited, established in 1940 with its corporate
office at Bangalore, has nine units in the country. It is
engaged in the design, development and manufacture of
sophisticated state-or-the-art electronics equipment
components for the use of the defense services, Para-
military organizations and since then the company has
produced over 3000 aircrafts, overhauled over 6000 aircraft
and produced over 3000 engines.
On line computerization for material management, state-of-the-

art test facilities for carrying out environment and reliability
checks, Aeronautical interference/ Electro-Magnetic
compatibility testing facility, aircraft testing facility, back-up
support from standardization technical Information and
documentation, computer aided design and manufacture
have made HAL a modern and professional aeronautical
company. A linker scale model evolution of HINDUSTAN
AREONAUTICS LTD elaborating on its strategy, structure
system, style, staff, Skills and shared values.
The project aims at the studying the job satisfaction method

adopted by HAL Engine Division. Therefore it is necessary to
initially lay the importance of job satisfaction and why it
plays a vital role in the organization. Job satisfaction is a
step where the management finds out how effective it has
been in placing and satisfying an employees needs. To find
out: “The study on job satisfaction adapted by HAL Engine
Division” on the employees and workmen in the entire
different SBU of Bangalore complex.

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Descriptive research has been implemented in the study. Data

was collected through questionnaires filled by employees
and workmen. These data were organized in a table and
were interpreted using charts. This study is confined in its
scope, as it limited only to the Bangalore branch, and
therefore all data collected through the questionnaire and I
for the employees in all departments. Since the company is
located in Bangalore, the study was based on first hand
information from the same.
The findings are the inferences collected from the various

tables. It’s the viewpoint or opinions that represent the
majority of the employees. Majority of the employees find
the job more satisfying, challenging and good, while no one
finds it poor. Job satisfaction is not only to know about man
power but is helpful for self-development which is relevant
to the job performed. It’s also seen that the organization was
able to make efficient use of time maintaining the interest of
employees and making the job more satisfiable, acceptable
understandable, and challenging.
The suggestions are, for any organization to grow it is

necessary that the fresh people should be brought into the
organization and job rotation should be considered for the
existing employees so that they gain competence in
different areas too. The computerized performance
management software can be used to implement the entire
personnel management process.
This research project was an enriching experience, which

helped to gain an insight into the working of organization.
The project also helped to implement theoretical concepts in
practical situation thereby enabling to understand the real
business operation.

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Introduction
History of HRM
Human resource management has become a pervasive and

influential approach to the management of employment in a
wide range of market economies. The original American
prescription of the early 1980`s have become more popularized
and absorbed in a variety of economic settings, there are very
few major economic where the nature of human resource
management, to include it is sources operation and philosophy,
are not actively discussed economies which once seemed to
enjoy a distinctive and successful pattern of employee
management against a background of economies growth, such
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as Sweden, have been as attracted to the debate as those

economies, Britain for example, which have struggled with a
problematic employment relationship and low growth Two
related themes run through this first part of the book, both are
concerned with the nature of HRM the first chapter looks at the
antecedents of HRM in INDIA and its translation to economies,
with particular emphasis on unresolved questioning HRM for
some it has become a model for action and application, for
others it is no more than a map than a map that indicates how
the management of employees might be worked out in more
specific ways than HRM can adequately deal with.
The second chapter looks at the organizational context in

which Human Resource Management has emerged and in
which it operates. This is important in understanding some of
the assumption and philosophical stances awareness of the
broader context in which HRM operates, not simply as a set of
operational matters that describe the functional role of
personnel management, but as part of a complex and
sophisticated process that helps us understand the nature of
organizational life. In many aspects this agenda has posed the
most fundamental threat to established patterns of Personal
Management and Industrial Relations in the post- 1945 era. Any
assessment of the emergence of Human Resource
Management has, at least, to take account of this changing
context of employment and provide some explanations as to
the relationships that exit between the contribution HRM has
made to some of these changes on one hand, and on other
hand, the impact that such changes have had on the theory
and practice of HRM itself.
The term Human Resource Management has come to be used

with increasing regularity as a description of the management
of employees. However, despite its swift and widespread there
remains considerable controversy as to its origins, the reasons
for its spread, its characteristics, and its philosophy which
particularly view the essential of HRM and what they believe it

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is representation which colours the discussion. For the purposes

of this analysis four broad perspectives are set out here:
*That HRM is no more than a remaining of basic personal

functions which does little that is different from the
traditional practice of Personnel Management.
*That HRM represents a fusion of Personal Management and

Industrial Relations which is managerially focused and derives
from a managerial agenda.
*That HRM represents and wider conception of the relationship,
to incorporate an enabling and developmental role for the
individual employee. That HRM can be viewed as part of the
strategic managerial function in the development of business
policy in which it plays both a determining and contributory
role.
For many practitioners that their roles and functions can be

seen in anything other than a highly pragmatic light is no
more than a wishful thinking, there is an important, if straight
forward, task of recruiting, selecting, rewarding, managing and
developing employees that must be carried out as efficiently as
possible.
HRM as a new managerial discipline;

This perspective contains more diversity and complexity,
incorporates such issues as the philosophies. Personnel and
industrial relations, the desire to present the management of
employees as a holistic to the inclusive approaches of
accounting and marketing), and the belief that an integrated
management approach can be provided HRM. This would not
only unit the differing perspectives of Pm and IR but create a
new broader discipline as a result of these traditional elements
called ‘’Job satisfaction”,
EMPLOYEE COMMITMENT;

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Attracting the most qualified employees and matching them to

the jobs for which they are best suited is important for the
success of any organization. However, many enterprises are
too large to permit close contact between top management and
employees. Human resources, training and labour relations
managers and specialists provide this link. In the past these
workers have been associated with performing the
administrative function of an organization, such as handling
employee benefits questions or recruiting interviewing, and
hiring new personnel in accordance with policies and
requirements that have been established in
conjunctionwithtopmanagement.Today human resources
workers juggle these tasks and increasingly, consult top
executives regarding strategies planning. They have moved
from behind-the-scenes staff work to leading the company in
suggesting and changing policies. Senior management is
recognizing the importance of the human resource department
to their bottomline.
In an effort to improve moral and productivity and limit job
turnover, they also help their firms effectively use employee
skills, and boost employee satisfaction with their jobs in the
human resources field require only limited contact with people
outside the office, dealing with people is an essential part of
the joint In a small organization, human resources generalist
may handle all aspect of human resources work, requiring a
broad range of knowledge. The responsibilities of human
resources generalists can very widely, depending on their
employee needs. In a large corporation, the top human
resources executive usually develops and coordinates
personnel programs and policies (Executives are included in the
handbook statement on top executive).
These policies are usually implemented by a director or

manager of human resources and, in some cases, a director
manager of human resources and, in some cases, a director of
industrial relations.

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The director of human resources may oversee several

departments, each headed by an experienced manager, who
most likely specializes in one personnel activity such as
employment compensation, benefits, training, and
development, or employee relation.
Employment and placement managers oversee the hiring and
separation of employees and supervise various workers,
including equal employment, recruitment, and placement
specialists recruit and place workers.
Recruiters maintain contacts with in the community and may
travel extensively, often to college campuses, to search for
promising job applicants. Recruiters screen, interview, and
sometimes test applicant. They also may check reference and
extend job offers. These workers must be thoroughly familiar
with the organization and its personnel policies to discuss
wage, working conditions, and promotional opportunities with
prospective employees. They also must keep informed about
equal employment opportunity (EEO) and affirmative action
guidelines and laws, such as the Americans with disabilities Act.
EEO officers, representative, or affirmative and resolve EEO
grievances, examine corporate practices for possible violations,
and compile and submit EEO statistical reports.
Employer relations representatives, who usually work in
government agencies, maintain working relations hips with
local employers and promote the use of public employment
interviewers whose many job titles include personnel
consultants, personal development specialists, and human
resources coordinator-helps match employers with qualified job
seekers.
Compensation, benefits, and job analysis specialists conduct

programs for employers and may specialize in specific areas
such as position classifications or pension. Job analysts,
sometimes called position classifiers, collect and examine
detailed information about job duties to prepare job description.
These descriptions explain the duties, training, and skills each
job requires. Whenever a large organization introduces a new

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job or reviews existing jobs, it calls upon the expert’s

knowledge of the job analyst.
Occupational analysts conduct research, usually inn large

firms. They are concerned with occupational classification
systems and study the effects of industry and occupational
trends upon worker relationship. They may serve as
technical liaison between the firms and industry,
government, and labour unions. Establishing and
maintaining a firm pay system is the principal job of the
compensation manager. Assisted by staff specialists,
compensation managers devise ways to ensure fair and
equitable pay rates. They may conduct surveys to see how
their rates compare with others and to see that the firm’s
pay scale complies with changing laws and regulations. In
addition, compensation managers often oversee their firm’s
performance evaluation system, and they may design
reward system as pay –for –performance plan.
Employee benefits managers and specialists handle the

company’s employee benefits program, notably its health
insurance and pension. Plans .Expertise in designing and
administering benefits program continues to gain
importance as employer-provided benefits account for a
growing proportion of overall compensation costs, and as
benefits plan increase in number and complexity.
For example, pension benefits might include saving and

thrift, profit sharing, and stock ownership plan; health
benefits may include long term catastrophic illness
insurance and de tall insurance. Familiarity with health
benefits is a top priority, as more firms struggle to cope
with the rising cost of health care for employee and
retirees. In addition to health insurance and pension
coverage, some firms offer employee life and
dismemberment insurance, and relatively new benefits
designed to meet the need of a changing work force, such
as parental leave, child and elder care, long term nursing

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homecare insurance, employee assistance and wellness

programs and flexible benefits plans. Benefits manager
must keep abreast of changing Federal &State regulations
&legislation that may affect employee benefits.
Employee assistance plan manager, also called employee

welfare manager, are responsible for a wide array of
programs covering occupational safety and health
standards and practices; health promotion and physical
fitness, medical examinations, and minor health treatment,
such as first aid; plant security; publication; food service
and recreation and activities; car pooling and
transportation programs, such as transit subsidies;
employee suggestion system; child &elder care;
&counselling services. Child and elder are care important
due to growth in the number of dual- income households
and the elderly population. Counselling may help employee
deal with emotional disorders, or marital, family, consumer,
legal, and financial problem. Some employee offer career
counselling as well. In large firms certain programs, such as
security and safety, may be in separate departments
headed by other managers.
CHRACTERISTICES OF HRM:
AN important part of the debate, both in the US and the UK,

has been the search for the defining characteristics that will
describe, analyze and explain the HRM phenomenon. To a
considerable extent this quest has proved largely
unresolved because of the wide range of prescriptions
placed upon the term, and the relative lack of available
evidence to determine systematically whether or not HRM
has taken root as a sustainable model of employee
management. This difficulty is further if one considers a
series of critical questions about HRM;
*Is HRM a practitioner-driven process which has attracted a

wider audience prompted sub sequent analytical attention?

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*Is HRM an academically-derived description of the

relationship, to which the practitioners have subsequently
become drawn?
*Is HRM essentially a prescriptive model of how such a

relationship ‘ought’ to be?
*Is it ‘leading edge’ as to how such relationship actually is

within certain types of organization?
ASSUMPTIONS OF HRM:
Mutual goal mutual influence, mutual rewards, mutual

responsibilities. They theory is that policies of mutuality will
elicit commitment which in turn will yield both better
economic performance and greater human development.
So beer and Sector 1985 emphasized a new set of
assumption in shaping their meaning of HRM;
* Proactive system wide interventions, with emphasis on

HR, linking with strategic planning and cultural change.
*people are social capital capable of development.
* Coincidence of interest between stake holders can be

development.
*Seeks power equalization for trust and collaboration.
*open channel of communication to build trust and

commitment.
OBJECTIVE OF HRM:
1 To create and utilize an able and motivated work force, to

accomplish the basic organizational goals.
2 To establish and maintain sound organizational structure

and desirable working relationship among all the member
of the organizational
3 To secure the integration of individual or group goals with

those of the organization.
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4 To create opportunities and facilities for individual or

group development so as to match it with the growth of the
organization.
5 To attain an effectives utilization of human resource in

the achievement of organizational goals.
6 To identify and satisfy individual or group needs by

providing adequate and equitable wages, employee
benefits, incentives and social security and measures for
challenging work, prestige, recognition, security, status.
7 To maintain high employees morale and sound human

relations by sustaining and improving various human
condition and facilities.
8 To strengthen and appreciate human assets continuously

by providing training and developmental programs.
9 To provide facilities and conditions of work and creation

of favourable atmosphere for maintaining stability of
employment.
10 To provide an opportunity for expression and voice

management.
11 To provide fair, acceptable, and efficient leadership.
Management has to create conductive environment and

provide necessary prerequisites for the attainment of the
personnel objectives after formulation.
HRM as a Strategic and International Function:
The advent of Human Resource Management has also

brought forward the issue of the linkages between the
employment relationship and wider organizational
strategies and corporate policies. Historically, the
management of industrial Relations and Personal has been
concerned to cope with either `downstream` consequences
of earlier strategic decisions or to` firelight ` short term

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problems which threaten the long-run success so a

particular strategy.
In the private sector the well known case British Leyland in

the 1970’s demonstrated a situation where considerable
amount of managerial effort (up to 60 %of operational
manager’s time by some estimates) were devoted to fixing
shop floor problems. In order to re- establish managerial
control the company effectively turned the reshaping on
industrial relations in to its strategy so that it could
refashion its product range and market position.
HUMAN RESOURCE MANAGEMENT lays claim to

fundamentally different relationship between the
organization’s employment function and its strategic role.
The assumption lying behind HRM is that it is essentially a
strategically driven activity which is not only a major
contributor to that proves but is a determining part of it.
For example, a further element in this construction of HRM
to its international potentialities. The role models for there
organization to emulate. From this line of argument one
arrives at the proposition that HRM is capable of providing
a managerial approach to the employment relationship that
is ‘culturally neutral’, is derived and sustained from within
the prescriptions of the organizational boundaries indeed
one might argue that, personnel policies which have the
capacity to be translated to other firms regardless of
culture.
HRM MODEL:

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The model emphasizes the necessity of `tight fit` between

HRM and business strategy. This in turns has lead to
plethora of interpretations by practitioners of these two
strategies are linked. Some offer synergies between Human
Resource Planning (Man power planning) and business
strategies with the driving force rooted in the `product
market logic`. Whatever the process the result is very
much an emphasis on the ‘unitarist’ views of HRM
‘Unitarism’ assumes that conflict or atleast differing views
cannot exist within the organization because the actors-
management and employees are working to the same goal
of the organization `s success.
The personal department has often been perceived as an

administrative support function with a lowly status.
Personal was now to become very much part of Human
Resource Management of the organization and HRM was
conceived to be more than personal and to have
peripheries wider than the normal personal function. The

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organization development by Alfred chandler (1962) and

evolved in the matching model.
MEANING OF JOB SATISFACTION:
Job satisfaction describes how content an individual is with

his or her job. It is relatively recent terms since some
centuries as the job available to a particular person were
often predetermined by the occupation of that person’s
parent. There are a variety of factor that can influence a
person’s level of job satisfaction; some of these factor
include the level of pay and benefits, the perceived fairness
of promotion system within the company, the quality of
working conditions, leadership and social relationship and
the job its. Job satisfaction is not the same as motivation,
although it is clearly liked. Job design aims to enhance job
satisfaction and performance. ; Method includes job
rotation, job enlargement and enrichment. Other influences
on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous
work group. Job satisfaction is a very important attitude
which is frequently measured by organization. The most
common way of measurement is the use of rating scales
where employee react their reaction to their jobs. Question
relating to rate of pay, work responsibilities variety of task
promotion opportunities the work itself and co-workers.
Some questioners ask yes or no questions while other asks
to rate satisfaction on 1-5 scale (where 1 represent
“strongly disagree” and 5represent “strongly agree”).
HISTORY OF JOB SATISFACTION:
One of the biggest preludes to the study of the satisfaction

was the Hawthorne studies. These studies (1924-1933),
primarily credited to Elton Mayo of the Harvard business
school sought to find the effect of various conditions on
worker’s productivity. These studies ultimately showed that
novel changes in workers conditions temporarily increase
productivity this called (Hawthorne effect). It was later
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found that this increase resulted, not form new conditions,

from the knowledge of being observed. This finding
provided strong evidence that people work for purpose s
other than pay, which paved the way for researcher to
investigate other factor in job satisfaction. .
But some still argue that Marlow’s Hierarchy of need
theory, a motivation theory, laid the foundation for job
satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life-physiological needs, safety
needs, and social needs. This model served as good basis
from which early researchers could develop job satisfaction
theories.
MODELS OF JOB SATISFACTION:
Edwin A Locke’s range of Affect Theory (1976) is arguably

the most famous job Satisfaction model. The main premise
of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one
has in a job. Further the theory states that how much one
values a give facet of work which moderates how satisfied
dissatisfied one become when expectation are not met.
When person values a particular facet of a job his
satisfaction is more greatly impacted both positively (when
expectation are met ) and negatively (when expectation
not met) compared to one who does not value that facet.
DISPOSITIONAL THEORY:
Another well _known job satisfaction theory is dispositional

theory. It is a very important general theory that suggests
that people have innate disposition that cause them to
have tendencies towards a certain level of satisfaction,
regardless of one’s job.
This approach becomes a notable explanation of job

satisfaction in light of evidence that job satisfaction tends
to be stable over time and across careers and job. Research
also indicates that identical twins have similar level of job

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satisfaction. A significant model that narrowed the scope

of the dispositional theory was the core self_ evaluation
models, proposed be Timothy a judge in 1998. Judge
argued that there are four core self _evaluations that
determine ones disposition towards job satisfaction: self –
efficacy, locus of control neuroticism. This model states
that higher levels of self esteem (the value one places on
his self) and general self- efficacy (the belief in one’s own
competence) leads to their work satisfaction.
TWO FACTOR THEORY (MOTIVATERHYGIENE

THEORY):
Frederick Hertzberg’s two factor theory (also known as

motivator hygiene theory) attempts to explain satisfaction
and motivation in the work place this theory states that
satisfaction and dissatisfaction are driven by different
factors motivation and hygiene factor, respectively.
Motivating factor are those aspects of the job that make
want to perform, and provide people with satisfaction.
These motivating factors are considered to be intrinsic to
the job, or the work carried out, and includes aspects of
work environment such as pay, company policies,
supervisory practices and other working condition.
APPLYING THE THEORY:
To apply Hertzberg’s theory to real –world practice, let’s

begin with the hygiene issues. Although hygiene issues
are not the sources of satisfaction, these issues must be
dealt with first to create an environment in which employee
satisfaction and motivation are even possible.
Company and administrative policies:
An organization’s policies can e a great source of

frustration for employees if the policies are unclear or
unnecessary or if not everyone is required to follow them.

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Although employees will never feel a great sense of

motivation or satisfaction due to your policies, you can
decrease dissatisfaction in this area by making sire your
policies are fair and apply equally to all. If you do not have
a written manual, create one, soliciting staff input along the
way. If you already have a manual, consider updating it
(again, with staff input). You might also compare your
policies to those of similar practices and ask yourself
whether particular policies are unreasonably strict or
whether some penalties are too harsh.
Supervision: To decrease dissatisfaction in this area, you

must begin by making wise decision when you appoint
someone to the role of supervisor. You should teach your
supervisor to use positive feedback whenever possible and
should establish a set means of employee evaluation and
feedback so that no one feels singled out.
Working conditions: the environment in which people

work has a tremendous effect on their level of pride for
themselves and for the work they are doing. Do everything
you can to keep your equipment and facilities up to date. If
you have placed your employees I close quarters with little
or no personal space, do not be surprised that there is
tension among them.
Work itself: Perhaps most important to employee

motivation helping individuals believe that the work they
are doing is important and that their tasks are meaningful.
Emphasize that their contributions to the practice result in
positive outcomes and good health care for your patients.
Share stories of success about how an employee’s action
made a real difference in the life of a patient, or in making
process batter. Make a big deal out of meaningful tasks
that may have become ordinary, such as new-baby visits.
Achievement: One premise inherent in Hertzberg’s

theory is that most individuals sincerely want to do a good
job. To help them, make sure you’ve placed them in
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positions that use their talents and are not set up for
failure. Set clear, achievable goals and standard for each
position, and make sure employees know those and
standards are. Individuals should also receive regular,
timely feedback on how they are doing and should feel they
are being adequately challenged in their jobs.
Recognition: Individual at all levels of the organization

want to be recognized for their achievements on the job. If
you notice employees doing something well, take the time
to acknowledge their good work immediately. Publicly
thank them for handling a situation particularly well. Or
given them a bonus, if appropriate. You may even want to
establish a formal recognition program, such as “employee
of the month”,
Responsibility: Employees will be more motivated to do

their jobs well if they have ownership of their work. This
requires giving employees enough freedom and power to
carry out their tasks so that they feel “own” the result. As
individual mature in their jobs, provide opportunities for
added responsibility. Instead, find ways to add challenging
and meaningful work, perhaps giving the employee greater
freedom and authority as well.
MEASURING JOB SATISFACTION:
There are many methods of measuring job satisfaction. By

far the most common method for collecting data regarding
job satisfaction is the Likert scale (named after Rensis
Likert) other less common methods for gauging job
satisfaction includes: Yes\No questions, true false
questions, point system, checklist, and forced choice
answers. It was an overall measurement ofjobsatisfaction.It
was an improvement of job satisfaction.
Managing job satisfaction: Increase job satisfaction is

important for its humanitarian value and for its financial
benefits (due to its effect on employee behaviour). As early

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as 1918, Edward Thorndike explored the relationship

between work and satisfaction in the journal of applied
psychology. NBIR typically includes measures of job
satisfaction in all our employee survey. Employee with
higher job satisfaction:
* believe that the organization will be satisfying in the

long run.
*care about the quality of their work.
* are more committed to the organization,
* have higher retention rates, and
* are more productive.
MEANING OF JOB SATISFACTION:
Job satisfaction describes how content an individual is with

his or her job. It is relatively recent terms since some
centuries as the job available to a particular person were
often predetermined by the occupation of that person’s
parent. There are a variety of factor that can influence a
person’s level of job satisfaction; some of these factor
include the level of pay and benefits, the perceived fairness
of promotion system within the company, the quality of
working conditions, leadership and social relationship and
the job itself.

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Job satisfaction is not the same as motivation, although it is

clearly liked. Job design aims to enhance job satisfaction
and performance. ; Method includes job rotation, job
enlargement and enrichment. Other influences on
satisfaction include the management style and culture,
employee involvement, empowerment and autonomous
work group. Job satisfaction is a very important attitude
which is frequently measured by organization. The most
common way of measurement is the use of rating scales
where employee react their reaction to their jobs. Question
relating to rate of pay, work responsibilities variety of task
promotion opportunities the work itself and co-workers.
Some questioners ask yes or no questions while other asks
to rate satisfaction on 1-5 scale (where 1 represent
“strongly disagree” and 5represent “strongly agree”).
There are many methods of measuring job satisfaction. By

far the most common method for collecting data regarding
job satisfaction is the Likert scale (named after Rensis
Likert) other less common methods for gauging job
satisfaction includes: Yes\No questions, true false
questions, point system, checklist, and forced choice
answers.
It was an overall measurement of job satisfaction. It was an

improvement of job satisfaction. Personnel were now to
become very much part of Human Resource Management
and HRM was conceived to be the more than personnel and
to have peripheries wider than the normal personnel
function. In order for HRM to be the strategic it had to
encompass all the Human Resource areas of the
organization and to be the practiced by all Employees. In
addition decentralization and development of responsibility
are also seen as very much part of the HRM strategic as it
facilitates communication, involvement and commitment of
middle management and other employees deeper within
the organization.

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Managing job satisfaction: Increase job satisfaction is

important for its humanitarian value and for its financial
benefits (due to its effect on employee behaviour).As early
as 1918; Edward Thorndike explored the relationship
between work and satisfaction in the journal of applied
psychology. Human resources management lays claim to
fundamentally different relationship between the
organization employment function and its strategic role.
The assumption lying behind HRM is that it is essentially a
strategically driven activity which is not only a major
contribution which the management of the employment
relationship makes to the overall managerial process is as
vital and formative as that of finance or marketing for
example.
STATEMENT OF THE PROBLEM: HAL a flagship company

of our country is a great organization with a glories future
we have embarked upon several challenging project. It is
employees of the organization who have to take up
challenging assignment and help HAL to march forward. In
event if the company do not check the level of the
satisfaction of the employees then it has to pay heavy price
in having its strength substandard personnel which will
have a direct bearing in not being able to achieve of the
company if this important source (human resource) is not
satisfied in their job then it will be to the determined of the
company resulting in the decay and closure of the every
company itself. In this view the HAL rotary wing research
and design canter wants to know the employees
satisfaction level in their work. In brief the statement of the
problem is “A Study on job Satisfaction in HAL ENGINE
DIVISION”.
Need of the study:
The project was undergone to know about the levels of

satisfaction among the employees, as employees are the
key assets of any organization it is important to check the

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satisfaction level because satisfaction has direct bearing on

the employee is affected and in future there may be job
hopping by the employees in the organization and retaining
employees has now become the corporate imperative with
such prevailing turnover it is important for the organization
to improve creative strategies and solution to keep valued
members of the staff. This study was aimed at analyzing
the satisfaction of the employees in various aspects like job
content, working conditions, pay and benefits etc. and
helping the management to realize areas of weakness and
offer suggestions to increase the satisfaction level of the
employees.
Objective of the study:
The purpose of this study is to gain insight into the working

of the personnel department. One of the main criteria is
satisfaction of employees in their job, which act as a
motivator and enhance the productivity level of the
employees.
1. To study the level of job satisfaction at HAL ENGINE

division Bangalore.
2. To gain insight into the professional hindrances faced by

the staff.
3. To analyze promotional aspect within the organization.
4. To summarize the findings and offer suggestion.
Operational concepts definition:
Job Satisfaction is an individual general attitude toward his

or her job a person with high level of job satisfaction will
hold a positive attitude about the job, while a person who is
dissatisfied with his or her job holds a negative attitude
about the job.

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Reward system: The organization’s reward system

influences decision makers by suggesting to them what
choices are preferable in terms of personal payoff
Job description: a written description of a non-

management job, covering the title, duties, and
responsibility and including its location on the organization
chart.
Job content: explains about the responsibility and task

involved in a job {source of this data is job description
which is an outcome of job analysis process}
Promotion: a change within the organization to higher

position that has greater responsibility and usually requires
more advanced skills and knowledge than the previous
position.
Supervisor: same as manager, but ordinarily used to

apply to managers at the lowest level, or first line of
managing.
Scope of the study: Though HAL Bangalore is a vast

organization having many divisions as well design complex
only engine division was chosen to carryout the study with
a sample size of 50 respondents.
Methodology: A survey method has been employed to

collect necessary data. Primary data has been collected
from the respondent and the secondary data is collected
from the published material and magazines.
SAMPLE TECHNIQUE:
1 Sample size: A sample size of 50 respondents was

decided which based on the designation.
2 Sample procedure: the samples were taken on the

random basis (simple random) taking from different cards
of the organization.
3search instruments: Plan of analysis:

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SOURCE OF DATA:
1 Secondary data: the data that has been already

collected by someone else and which has already passed
through a statistical process .the secondary data is
collected through internal and external source. The data
that can be collect through websites, journals, manuals etc.
2Primary data: Data that is collected afresh and for the

first time and thus happens to be original in character. Here
the data that is collected from respondents through
questionnaires.
TOOLS AND TECHNIQUES FOR COLLECTION OF DATA:
For this report two kind of data have been used
*primarydata
*secondary data
PLAN OF ANALYSIS:
The data collected will be analyzed with the help of the

statistical tools such as percentages, ration, averages, etc
and the analyzed data is presented in the form of tables
and charts.
Limitation of the study:
The limitation of this study is as follows:
1. The report suffers from the limitation imposed on the

researchers towards restrictive time period within which it
has to be observed.
2. The bias of the responded may have introduced errors in

the survey findings.
3. The analysis is based on the belief that all the answers

received are true. The responded may have been affected
by the respondent frame of mind at the time of filling the
questionnaire.

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4. The result of the study is applicable only to the specific

company, not to all companies.
An overview of chapter scheme:
Introduction
Here an introduction to HRM is given. Also the meanings,

methods, characteristics of Job Satisfaction are given.
Research design:
Introduction
* Statement of the problems
* Need for study
* Operational concepts definition
* Scope of the study
* Methodology
* Sampling
* Sources of data
* Tools for data
* Plan of analysis
* Limitations
* Objective of the study
Profile of the company

This chapter presents of the company.
Analysis and interpretation

This chapter discloses the analysis and interpretation of the
data.
Findings and Recommendations

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These chapter fiefs about the findings of the study and also
respective recommendations.
Studies undertaken
In this chapter an attempt is made to review the previous
studies on impact training on productivity by the
researchers and institutions and finally we have identified
the research gaps on these issues.
Training for Productivity:
Is spending on training personnel worthwhile? Many of the
firms in the research revealed here believed so; and what is
more, case study results in manufacturing (footwear, wire
products) suggest that it delivered sizeable returns in
labour productivity. Importantly, findings support the view
that firms should be undertaking long-term strategic
planning, not just targeting day-to-day problems.
The Impact of Training on Productivity and Wages:
Evidence from British Panel Data: (Dearden et al,
2005): This paper is part of a smaller literature on the
effects of work-related training on direct measures of
productivity. This study constructs a panel of British
industries between 1983 and 1996 containing training,
productivity and wages. Using a variety of econometric
estimation techniques (including system GMM) this found

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that training is associated with significantly higher
productivity. Raising the proportion of workers trained in an
industry by one percentage point (say from the average of
10%to 11%) is associated with an increase in value added
per worker of about 0.6% and an increase in wages of
about 0.3%.Mentorship: A career Training and
Development Tool (Hunt D M and Michael C, 1983): This
paper reviews the literature on mentorship and presents an
initial framework for research on mentor-protege
relationships for both men and women. Critical dimensions
of this framework include the context within which a
mentor-protégé relationship exists, the gender of these role
partners, the characteristics each partner seeks in the
other, the stages of the relationship, and the positive and
negative outcomes accruing to the mentor, to the protege,
and to their organization;
Influence of Job Satisfaction (Akehurst C, 2004):
This study gives the comparison picture of job satisfaction
of the employee. The study revealed that level of job
satisfaction will increase in higher. rate compare to the cost
of training at some extent.

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The Impact of job satisfaction (Zwickau T): This study
takes account of selectivity in training by using expected
skill shortages and personnel department activity as
instruments that identify the training decision. In addition,
unobserved heterogeneity is corrected by estimating fixed-
effects panel estimation. If both sources of estimation bias
are controlled simultaneously, it is found that an increase in
training intensity. The estimations demonstrate that
selectivity bias reduces the measured productivity impact.
Therefore, establishments strategically intensify training
when they expect qualification gaps in the future and cover
their qualification demand mainly by own training efforts
instead of hiring qualified labour from the labour market.
Managerial work, organizational perspective and
the training of managers, Hultman and Glenn (1984): in
his study discusses as empirical and theoretical issues are
planned organizational change and the training of
managers, noting that, although managers are often
viewed as people of action leadership research suggests
the opposite. A discussion utilizing research on managerial
work and organizational perspective is used to present the

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phenomenon of leadership and leader competence in a new
perspective, which considers whether further research into
managerial work and skills and organizational perspective
can produce insights that such research on the relationship
between the working condition of participants and the
nature of educational approach in management training is
recommended.
The Pygmalion effect Goddard, Robert W (1985) in his
study, describe the “Pygmalion effects” or the behavioural
science principle that states that an employee success is
directly related to the company’s expectations. Training
practices are discussed, such as recognizing employee’s
potential for improved performance showing confidence in
the employee.
Effects of stimulus variability on trainee outcomes:
enhancing behaviour modelling training Timothy
Toddy (1988) in his study Based on findings of this study it
was suggested that the conventional wisdom of using low
variability and strictly positive stimuli in training contexts
should be recognized. The value of negative modelling and
non exemplary information demonstrated here clearly

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warrants further conceptual and empirical work. In addition,
the inverse relation ship and transfer, confirms the
importance of training designers linking their evaluation
criteria with training objectives.
An exploratory study of the impact of a western
management training programme, Yang Zhiguo (1989)
in his work says the base programme contributed mostly to
their acquisition of management knowledge, followed by
the broad perspectives regarding western management
science and improvement of managerial abilities. And the
respondents were in general, satisfied with the educational
process in terms of curriculum, quality of teaching. The
respondents more useful than those in general areas
regarded academic subjects in functional areas such as
marketing, financial management and production
management.
Current level of training programmes, Bennett S A
(1990) in his study the findings of the study includes,
administrator recognized the growing importance, the
value and the increased emphasis on training, but
inconsistently supported the training concept. Training

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programmes intended to concentrate towards technological
aspects as well as management personnel. And minimal
amounts of training were directed towards development
employee attitudes.
The role of training in support of the team
management concept, Ann Bailey (1991) in his study
describes the organization, the physical facility,
management philosophy, organization structure, the
management team, the employees and the training team.
Logan Aluminium (where the study was conducted) clearly
demonstrated a crucial role for training and development
beyond the typical one of technical and management
training in traditional organizations. The core dimensions of
self – managing teams including broadly defined jobs with
team performing a group of jobs, rotation through jobs, pay
by skill mastered, peer evaluation, vertical job
responsibilities, widely shared business data, broad
employee participation and minimizing status difference
were all areas where the training and development
professionals at logon aluminium and influence and impact
as the organizational matured, the focus of training

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changed from an early emphasis on every necessary
technical training to a growing commitment to behavioral
training to reinforce and enhance team skills for effective
team functioning.
The above review of literature provides information about
the leadership through training, psychological motivation
for the employees through training, importance of training
designers in linking their evaluation criteria with training
objectives, western management training programmes,
training programmes directing towards developing
employee attitudes, role of training in supporting the team
management, necessity of training in facing the future
challenges, need for team training.

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COMPANY PROFILE
Introduction
This chapter deals with profile of the company including
values of the company, core business, human resource
development, training & development & performance
appraisal of the company. The analysis’s starts with brief
introduction of the company.
sOver the three decades the company has grown
tremendously new division have been established new lines
of manufacture setup and new technologies have been
introduced. This has led to changes in the company s
organizational structure and as well as the functions of the
various divisions. In the context of Public Sector Units in
India they also in the line of innovation by this they have
their own identification in the global market through
contributing their own ideas/products to the customers. Still
today some of them are standing first in the market. But it
is not true in all cases of Indian public sector units because
several industries are closed, several industries are running
in the loss and some of the industries are declared as sick
units. HAL is engaging in the manufacturing of defense

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product and main supplier of militaries. Today also HAL is in
the first place for the supplier of defense products through
maintaining quality, price and services. This is due to
relationship with the employees, new methods of training
to workers obviously it leads higher productivity. HAL is
mainly engaged in the production of defense products and
related to air force. Training methodologies and their
effectiveness, the topic was selected because of the view
that a key constraint to growth and competitiveness is
inadequate skill formation and knowledge absorption. The
main objective of the analysis, focusing on skills and
technology absorption, is to examine the challenges and
opportunities facing the Hindustan Aeronautics Limited in
promoting skills and technology with the aim of increasing
productivity. Firm and worker training are expected to
increase labour productivity through improved skills of the
workforce. If implemented right, technical and vocational
training of the workforce has shown significant impact on
employability, salary and productivity and is furthermore
known to facilitate increased investment in technology. As
Indian context government, private sectors and worker

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associations have succeeded in promoting productivity
through training policies.
Birth: Hindustan aircraft limited
This was setup at Bangalore in Karnataka by the late shri.
Walchand Hirachand in December 1940 in association with
the government of mysore as a private limited company in
June 1942 government of India purchased in interest of this
company and took over its management 0f shri walchand
hirachand had the vision to start this company for the
manufacture of aircraft for the first time in India. The
Harlow trainer and Curtirs Hawk fighter aircraft were the
first two aircraft produced by Hindustan Aircraft Limited
and they were successfully test flown in 1942.
In 1948 with the importance given by the prime minister of
India Shri. Jawaharlal Nehru; the policy for manufacture as
well as design and development of aircraft was received by
the government of India. A license agreement was entered
into for manufacture of the private prentice trainee aircraft.
Simultaneously a project was sanctioned for the design and
development of HT –2 aircraft an elementary piston engine

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trainer. The HT-2 aircraft was successfully developed and
was type certificate in January 1953.
Aeronautics India Ltd
In August 1962 Government of India entered into a
collaboration agreement with the Soviet Union for the
manufacture of MIG – 21 FL aircraft including its engine and
avionics. Aeronautics India Limited has formed to
undertake the manufacture of MIG – 21 aircraft and
factories was setup at Nasik in Maharashtra for
manufacture of the airframes, setup in Orissa fir the aero
engines and in Hyderabad for the Avionics for MIG aircraft.
Hindustan Aircraft Limited and Aeronautics India Limited
were merged on October 1964 to form the present
Hindustan Aeronautics Limited.
Research and design centers
Today Hindustan Aeronautics Limited has 14 production
divisions, 7 at Bangalore, one each at Nasik, Karafuto,
Kanpur, Luck now, Korwa, Hyderabad and Barrakpore.
These division as fully backed by 9 design centers, which
are relocated with the production divisions.

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Values of Company
In the modern world all companies wants to survive in the
business. So they have to establish their values and
objectives according to new requirements. As like HAL is
also has its own values to contribute its products to
customers. These values are
Commitment to total quality: The Company has always
committed to continuous improvement of all activities and
supply products and services that conforms to highest
steadily of design, manufacture, reliability, maintainability
and fitness for use as desired by customer.
Cost and time consciousness: Success of company depends
on ability to continually reduce the cost and shorten the
delivery period of products and services. That will achieve
this by eliminating waste in all activities and continuously
improving all processes in every area of work.
Innovation and creativity: Company believing in strive for
improvement in every activity involved in the business by
pursuing and encouraging risk taking, experimentation and

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learning at all levels within the company with a view to
achieving excellence and competitiveness.
Integrity: A commitment to be honest, trustworthy, and fair
in all dealings, loyal and devoted to organization. Practice
self-discipline and own responsibility of actions, so as to
ensure that organization is always worthy of trust.
Core Business
1 Design and development of fixed and rotary wings,
aircraft avionics and accessories
2 Manufacturing, maintenance, repair and overhaul of
o Fighter, Transport and Trainee Aircraft
o Helicopter
o Aero Engines
o Avionics
o Accessories
o Ground support equipment
o Manufacture of structural components for Rockets .
o Design consultancy
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Customers Domestic customers
• Indian Air Force
• Indian Navy
• Indian Army
• Indian Coastal Guard
• Indian Airlines
• Other some factories
• Research and Development Centers
• Border Security Force
International customers
1 Aerospatiale, France
2 Boeing Unites States of America
3 Dassault, Aviation France
4 Lation, France, Germany
5 Nepal
6 Zimbabwe Royal Malaysian Air force Currently HAL has
customers in both national and international level as

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seen its customers above. National
o Director general of aeronautical quality assurance
[DGAQA] India
o Director General of Civil Aviation [DGCA] HAL has been
certified with ISO 9002.
International
o Aerospatiale and DGAC, France
o Boeing Airplane Company, USA
o British Aerospace Defense Ltd, UK
o Dassault Aviation, France
o Dornier Luffahrt and LBA, Germany
o Federal Aviation Administration, USA
When we look at sales of the company over the five years
even reduction in manpower sales has increasing year by
year as shown in the figure 1. When compare the growth of
the sales varies nearly from Rs.300 to Rs.800 crores. This
indicates when company in the track of arranging trainings

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to the employees and acquiring new trends of knowledge
leads to this kind of growth.
Figure 1: Performance of company in sales
Total Sales (Rs in Crores)
6000
5341.5
5000 4533.8
3799.78
4000
3120.42
2774.81 Series1
3000
Series2
2000
1000
0
2003 - 2004 - 2005 - 2006 - 2007 -
04 05 06 07 08
Human Resource Development [HRD]
Emanating from the company s mission statement, the
strategic Human Resource Development [HRD] goal of HAL
is to create an atmosphere of technological and managerial

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excellence to become a globally competitive aerospace
industry with the changing environment rapid technological
changes characterized by paradigm shift from license
production to R and D based production duly balanced with
co-development /co-production technological up gradation
etc greater customer demand, focused diversification to
civilian and export markets the overall objective of Human
Resource Development plan would be to build a vibrant and
learning organization so as to meet the challenges of
quality and excellence, recruitment and retention of
competent human resource and develop high commitment
and sense of belongings to the company. Vision
“To make HAL a dynamic, vibrant, value based learning
organization with human resources exceptionally skilled,
highly motivated and committed to meet the current and
future challenges. This will be driven by core values of the
company fully embedded in the culture of the
organization”.
Mission
Enable all those working for HAL to give out their best to
ensure their all round as well as that of the organization.

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Objective
1 Ensure availability of Total Quality People to meet the
organizational goals and objectives
2 Continuous improvement in knowledge, skill and
competence.
3 Promote a culture of achievement and excellence, with
emphasis on integrity, credibility and quality
4 Maintain a motivated workforce through empowerment
of individual and team building
5 Enhance organizational learning
6 As a strategic business partner Human Resource to
play a pivotal role directly and significantly to
productivity enhancement, profitability and improve
quality of work life.
Strategy
1 To be in total alignment with corporate strategy
2 Maintain human resource at optimum level to meet the
objectives and goals of the company
3 Competence mapping, analysis and up gradation of
knowledge and skills including training, retraining,
multi skill development etc

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4 Create leadership with shared vision at various levels in
the org.
5 Focused development of core competence in high –
tech areas
6 Building cross functional teams bring company wide
awareness of mission, values and organizational goals
7 Personnel policies on performance based criteria,
ensuring growth, rewards, recognition and motivation
Focus of human resource policy
1 Competence building
2 Commitment
3 Motivation
4 Employee relations
In the milieu of the above focus of Human Resource
Development initiatives at HAL emphasize on the following:
Manpower planning
1. Out sourcing of low technical and medium technical
jobs
2 Fresh induction only in critical / highly specialised areas
based on requirements due to increase in work load and

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super annotation profile (Annexure-II). In the Workmen
Cadre, induction will be restricted to Direct Workmen only
Improving the existing qualification profile by focusing
on induction of professionally qualified personnel and
diploma holders Hence focus of recruitment would be to recruit
people with a combination of knowledge, skill, experience and attitude in
line with the organizational requirement through appropriate manpower
plan both short term (contract appointments) and long term recruitment
programmers.
Man Power of the Engine division
Manpower of Engine Division
1400 1323 1303

1169 1138
1200 1102 1065
976
1000
800
600
400
200
0
01-02 02-03 03-04 04-05 05-06 06-07 07-08

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The continuous increase of skills results to increase in
performance of employee, and even implementing
advanced technology is also possible.
II) TRAINING AND DEVELOPMENT
Training is one of the most important tools for developing human
resource. Hence, identification of training competency profile in
terms of Vision, Mission of the Company would be the strategic
point of the training and development strategy of the Company. The
following objectives have been set in this regard:-
• To provide training to all employees at regular intervals in a plan

periodof5years
• Training to become an integral component of individual professional
evolution by:
• Updating knowledge to avoid obsolescence
• Enhancing professional creativity
• Enabling employees to shoulder higher responsibility
• Creating a business trend and strategic thinking to take up new
business challenges (creation of Centre of Excellence, etc)
The goals of training will be to progressively achieve 7 days training

per employee per year with a budget of 2% of annual Wage Bill.
Keeping in view the organizational requirement and goals and

objectives of training, the following have been identified as the key
focus areas of training:
• Technology
• Tooling
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• Quality
• Information Technology
Further, to facilitate the development of soft skills (change of mind-

set, managerial development etc.) training would be imparted on a
continuous basis. Tie-ups with Centres of Excellence like IITs, NDC,
and FIAS France etc. for imparting training would be given prime
importance.
III) PERFORMANCE APPRAISAL: Appraising people for meeting the

Company's goal would be the prime focus of performance management.
The new Performance Appraisal System based on work planning and
commitment (mutually agreed tasks) , self-review and performance
analysis, performance review and feedback would ensure that the focus
would be on value adding activities rather than on routine activities which
bear no relationship with the Organization’s goals and objectives.
IV) REWARD SYSTEM
The focus of the reward system in the Company is to promote team work
and cultivate a sense of achievement and excellence in the Organization.
This is in addition to the existing scheme of reward for an individual who
innovatively and creatively makes exemplary contributions in the key
thrust areas of the Company that would lead to its achieving overall
excellence. Coupled with the above, schemes like "Inter Divisional
Competition" and "Profit Sharing Scheme" have been institutionalized in
the Company for team reward.
II ) TRAINING AND DEVELOPMENT
Training is one of the most important tools for developing human
resource. Hence, identification of training competency profile in
terms of Vision, Mission of the Company would be the strategic
point of the training and development strategy of the Company. The
following objectives have been set in this regard:-

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• To provide training to all employees at regular intervals in a plan

periodof5years
• Training to become an integral component of individual professional
evolution by:
• Updating knowledge to avoid obsolescence
• Enhancing professional creativity
• Enabling employees to shoulder higher responsibility
• Creating a business trend and strategic thinking to take up new
business challenges (creation of Centre of Excellence, etc)
The goals of training will be to progressively achieve 7 days training

per employee per year with a budget of 2% of annual Wage Bill.
Keeping in view the organizational requirement and goals and

objectives of training, the following have been identified as the key
focus areas of training:
• Technology
• Tooling
• Quality
• Information Technology
Further, to facilitate the development of soft skills (change of mind-
set, managerial development etc.) training would be imparted on a
continuous basis. Tie-ups with Centre’s of Excellence like IITs,
NDC, FIAS France etc.
V) SCHEME FOR LEARNING AND CERTIFICATION FOR

EXECUTIVES
A "Learning Organization" is essential for survival in the present era

of Liberalization, Privatization and Globalization. Therefore,
"Knowledge" is the only core competence of Organizations for
coping with changes. Since individual knowledge is the starting
point for organizational knowledge, it is only the employees who can
convert knowledge into efficient actions.
In line with the above philosophy, among other initiatives like

institutionalizing Learning Centers in Divisions etc., HAL has also
introduced the scheme for Learning and Certification for executives
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as a starting point for building individual knowledge. The scheme

inter-alia provides an opportunity for the Junior and Middle
Management Cadre Executives to broaden their perspective by not
only learning about all functions and procedures in their respective
disciplines but also in related areas and overall knowledge about
the Organization and its environment. So far, approximately, 45%
(both for "O" & "A" level) of executives have been certified
(Annexure IV). It is proposed to expand the coverage of this scheme
further, if required, by linking the scheme to some kind of reward
mechanism.
EVOLUTIONANDGROWTHOFTHECOMPANY
The Company's steady organisational growth over the years with

consolidation and enlargement of its operational base by creating
sophisticated facilities for manufacture of aircraft / helicopters,
aeroengines, ace ssories and avionics is illustrated below.

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CUSTOMER SATISFACTION
We are dedicated to building a relationship with our
customers where we become partners in fulfilling their
mission. We strive to understand our customers ' needs and
to deliver products and services that fulfill and exceed all
theirrequirements.
COMMITMENT TO TOTAL QUALITY

We are committed to continuous improvement of all our
activities. We will supply products and services that conform
to highest standards of design, manufacture, reliability,
maintainability and fitness for use as desired by our
customers.
COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to
continually reduce the cost and shorten the delivery period of
our products and services. We will achieve this by
eliminating waste in all activities and continuously improving
all processes in every area of our work.
INNOVATION AND CREATIVITY

We believe in striving for improvement in every activity
involved in our business by pursuing and encouraging risk-
taking, experimentation and learning at all levels within the
company with a view to achieving excellence and
competitiveness.
TRUST AND TEAM SPIRIT

We believe in achieving harmony in work life through mutual
trust, transparency, co-operation, and a sense of belonging.
We will strive for building empowered teams to work towards
achievingorganisationalgoals.
RESPECT FOR THE INDIVIDUAL

We will treat each other with dignity and respect and strive
forindividual growth and realisation of everyone'sfullpotential.

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INTEGRITY
We believe in a commitment to be honest, trustworthy, and
fair in all our dealings. We commit to be loyal and devoted to
our organisation.
International
Domestic Customers
Customers
• Airbus Industrie, France • Air India
• APPH Bolton, UK • Air Sahara
• BAE Systems, UK • Airports Authority of India
• Chelton, UK • Bharat Electronics
• Coast Guard, Mauritius • Border Security Force
• Corporate Air, Philippines • Coal India
• Cosmic Air, Nepal • Defence Research & Development
• Dassault aviation, France Organisation
• DowtyAerospace • Govt. of Andhra Pradesh
Hydraulics, UK • Govt. of Jammu & Kashmir
• EADS, France • Govt. of Karnataka
• ELTA, Israel • Govt. of Maharashtra
• Gorkha Airlines, Nepal • Govt. of Rajasthan
• Hampson, UK • Govt. of Uttar Pradesh
• Honeywell International, • Govt. of West Bengal
USA • Indian Airfare
• Island Aviation Services, • Indian Airlines
Maldives • Indian Army
• Israel Aircraft Industries, • Indian Coast Guard
Israel • Indian Navy
• Messier Dowty Ltd., UK • Indian Space Research
• Organisation
• Jet Airways

BANGALORE
This Charter is a declaration of our commitment, expectations

and highest standards with Total Quality, to achieve excellence
in Design, Manufacture and Maintenance of Aerospace defence
equipment, Software development for Aerospace application
and Design Consultancy by managing the business on
commercial lines in the most fair, honest and transparent
manner, with corruption-free service for the benefit of the
Customers who are our partners in progress to ensure safe
custody of public money. We shall accomplish our mission with.
• Absolute integrity and dedication

• Total customer satisfaction
• Honesty and transparency
• Courtesy and promptness
• Total quality & Fairness
• Innovation and creativity
• Trust and team spirit
• Respect for the individual.
• We commit ourselves to do our duty to the best of our
ability, integrity and efficiency with the prime motto of fulfilling
the customer’s, shareholders' and individual’s requirements and
to raise their expectations and beyond.
1. You are presently working in

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Sl.No Particulars No. of Percentages

Respondent
1 Technical 18 36
2 Non –technical 32 64
3 Total 50 100
Table-1
Analysis & Interpretation:
36% of the respondents are working in the technical work

and 64% of the respondents are working in the non-
technical type of work.
Inference:
A majority of the respondents are less in technical work

and more in non technical work.
36%
Technical
Non-technical
64%
2. What is the reason to join this company?

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Sl. No. Choice No. of Percentage
respondents
1 Nature of the work 4 8
2 Salary 6 12
3 Job Security 38 76
4 Status 2 4
Table-2
8% of the respondents are join this company for nature of the
work, 12% of the respondents are join this company from
salary, 76% of the respondents are join this company for the
job security and 4% of the respondents are join this company
for the status.
Inference:
The majority of the respondents are join this company for the
job security.

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3. I frequently feel stress in the job:

BANGALORE
SL. No Particulars No: of Percenta

responde ge
nt
1 Strongly 2 4
disagreed
2 Disagreed 13 26
3 Cannot say 13 26
4 Agree 16 32
5 Strongly 5 10
agree
6 Total 50 100
Table-3
Analysis & interpretation:
32% of the respondent agree that frequently feel stress in

their job whereas 26% percentage of the respondent
cannot say about the stress in the job and the same
percentage of 26disagree they do not frequently feel stress
in their job and 10% of the respondent strongly agree that
they frequently feel stress in their job and 4%of the
BANGALORE
respondent strongly disagree that they do not frequently

feel stress in the their job.
Inference :
A majority of 32% agree that they frequently feel strees in

their job

BANGALORE
4. Type of Encouragement you receive in any new and
challenging
Responsibility.
Sl. No. Particulars No. of respondents Percentage

1 Very high 6 12
2 High 18 36
3 Average 18 36
4 Not at all 8 16
Table- 4
12% of the respondents are receive in any new and challenging
responsibility are very high, 36% of the respondents are
receiving the new and challenging responsibility at high level
and average, and 16% are not receiving the any responsibility.
Inference:

BANGALORE
The majority of the respondents are 36% respondents are
receiving the new and challenging responsibility at high and
average particulars.
20
18
16
14
12
10 Series1
8
6
4
2
0
Very high High Average Not at all

BANGALORE
5. What were the modes adapted for training programme?
Response Number of Percentage

Respondent
s
Class room 10 20
Role play 10 20
Case study 26 52
Practical demonstration 4 8
Computer simulated 0 0
exercise
Table-5
The 20% of the respondents are class room modes adapted for
training programme, 20% of the respondents are role play
modes adapted for training programme, 52% of the
respondents are case study modes adopted for training
programme and 8% are practical demonstration modes
adapted for training programme.
Inference:
The 52% of the respondents are case study modes adapted for
training programme.

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8% 0%
20%
Class room
Role play
Case study
Practical demonstration
20%
Computer simulated exercise
52%

BANGALORE
6. Flexibility in the job:
SL. Particulars No: of Percenta

No responde ge
nt
1 Strongly 4 8
disagreed
2 Disagreed 10 20
3 Cannot say 14 28
4 Agree 20 40
5 Strongly 2 4
agree
6 Total 50 100
Table-6
40% of the respondent agree that they are given

enough flexibility in their job and 28% of the
respondent cannot say anything about the flexibility
given in their job where as only 20% and 8%
respectively disagree and strongly disagree that there
are not given any flexibility in their job and only 4% of
the respondent strongly agree that they are given
enough flexibility in their job.
inference:
A high percentage of the respondents i.e. agree that

they are given enough flexibility in their job.
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Flexibility in the job:
Graph- 6

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7. Training we have attended has helped us to improve our

skills and knowledge.
Response Number of Percenta

Respondents ge
Strongly Agreed 12 24%
Agreed 32 64%
Disagreed 4 8%
Strongly Disagreed 2 4%
Table- 7
The 24% of the respondents are strongly agreed that training

we have attended has helped us to improve our skills and
knowledge, 64% are agreed that training helped us to improve
our skills and knowledge. 8% are disagreed and 4% are
strongly disagreed that training is not helped us to improve our
skills and knowledge.
Inference:
The 64% for the respondents are agreed that training is helped
us to improve our sklls and knowledge.

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Improve skills and knowledge:
4%
8%
24%
Strongly agree
Agree
Disagree
Strongly agree
64%
Graph- 7
8. Fear of losing the job:

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Sl:n Particul No: of Percenta

o. ars respondent ge
1 Strongly 24 48
disagreed
2 Disagreed 16 32
3 Cannot say 8 16
4 Agree 1 2
5 Strongly 1 2
agree
6 Total 50 100
Table-8
Analysis& Interpretation:
48% of the respondent strongly disagree that do not

have the fear of losing their job .i.e. they very secured
and a slight fall in the percentage i.e.34 disagree that
they do not have fear in losing their job and only 16 %
of the respondent cannot say about losing of their job.
Where 2% of the respondent strongly agree and agree
that they have fear of losing their job.
Inference:-
Majority of the respondent strongly disagree that they

do not have fear of losing their job.

BANGALORE
Graph- 8
9. The best suggestions are accepted by the management are
suitable rewarded.

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Sl. No. Particulars No. of Percentage
respondents
1 Strongly Agree 12 24
2 Agree 28 56
3 Disagree 5 10
4 Strongly disagree 5 10
Table-9
24% are the strongly agree from that the best suggestions are
accepted by the management are suitable rewarded, 56% are
agree that best suggestions are accepted by the management
are suitable rewarded and 5% are disagree and 5% are
strongly disagree from this.
Inference:
The 56% of the respondents are agreed from this that the best
suggestions are accepted by the management are suitable
rewarded.

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The management are suitable rewarded.
10%
10%
Agree
Strongly agree
Disagree
56%
Strongly disagree
24%
10. Appreciates recognizes and rewards the hard

work:
SL. Particulars No. of Percenta

No responde ge
nt
1 Strongly 5 10

BANGALORE
disagreed
2 Disagreed 6 12
3 Cannot Say 10 20
4 Agree 27 54
5 Strongly agree 2 2
6 Total 50 100
Table - 10
A 58% of the total respondent agree that their supervisor

contribute the very best in them and a equal percentage of
16 cannot say and disagree that their supervisor does
shown any interest to contribute the very best in them and
8% of the respondent strongly disagree that their does not
contribute the very best in the\m and only 2% of the
respondent strongly agree that their supervisor contribute
the very best them.
Inference:
54% of the respondents agree that there supervisor

appreciates recognises and reward their hard work in their
job and majority of them are satisfied with their supervisor.
Appreciates recognizes and rewards the hard work

BANGALORE
Graph - 10
11. Treats fairly with respect;
SL. Particulars No; of Percenta

No responde ge
nt
1 Strongly 0 0
disagreed
2 Disagreed 11 22

BANGALORE
3 Cannot Say 5 10
4 Agree 30 60
5 Strongly 4 8
agree
6 Total 50 100
Table - 11
60% of the respondent agree that their supervisor treats

fairly with respect and 22% of the respondent disagree that
the supervisor does not treat fairly with respect and 10% of
do not tell anything about their supervisor treats fairly with
respect and none of the respondent strongly say that their
supervisor do not treats them fairly with respect.
Inference:
Slightly lower to the three fourth percentage of the

respondent agree that their supervisor treats fairly with
respect.

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Treats fairly with respect;
12. Tools to do work:
SL. Particulars No; of Percentag

No responde e
nt
1 Strongly 9 18
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disagreed
2 Disagreed 16 32
3 Cannot Say 10 20
4 Agree 13 26
6 Total 50 100
Table-12
Analysis & interpretation
A majority of 32% disagree that the organization is not

providing appropriate tools to do their work where as 26%
agree that the organization is providing appropriate tools to
do the appropriate tools to do the work where as 20%
cannot say anything about the tools which is used to work
appropriately and 18% strongly disagree that the
organization is not providing tools to do their work where as
4% strongly agree that the organization is providing
appropriate tools to do their work.
Inference:
A majority of the respondent disagree that the company is

not providing appropriate tools to do their work.
Tools to do work:
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Graph-12
13. Participation I group to get things done:
SL. Particulars No; of Percen

No responde tage
nt
1 Strongly 3 6
disagreed

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2 Disagreed 7 14
3 Cannot Say 16 32
4 Agree 21 42
6 Total 50 10
0
Table-13
42%of the respondents agree that they participate in-group

to get things done when as 32% of the respondent does not
tell anything about the active participation in their work
when works have to be done and 14% of the respondent
strongly disagree that they strongly agree and strongly
disagree about the work group participation to get things
done.
Inference:
Less than 50% of the respondents agree that they

participate actively in work group to get things done.
Participation I group to get things done:

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Graph-13
14. Performance evaluation:

No responde ge
nt
1 Strongly 14
disagreed
2 Disagreed 12 24
3 Cannot Say 19 38
4 Agree 10 20
BANGALORE
6 Total 50 100
Table-14
38% of the respondent cannot say about the performance

evaluation done in the organization and 24% agree that
they are satisfied with the performance evaluation done in
the organization whereas 20% of the respondent are not
satisfied with the performance evaluation done in the
organization and 14% of the respondent strongly agree that
they are satisfy with the performance evaluation which is
don in the organization.
Inference:
Majority of them do not say anything about the

performance evaluation whether they are satisfied or not.
Performance evaluation:

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Graph- 14
15. Safe and attractive physical environment:

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No responde ge
nt
1 Strongly 7 14
disagreed
2 Disagreed 15 30
3 Cannot Say 5 10
4 Agree 20 40
6 Total 50 100
Table-15
40% of the respondents agree that the company provide

safe and attractive physical work environment whereas
30% totally disagree that the company is not providing the
safe and attractive work environment and 14% strongly
disagree that the company is not providing the safe and
attractive work environment and only 6% strongly agree
that the company provide safe and attractive physical work
environment .
Inference:
Less than 50% of the respondents agree that the company

is providing safe ad attractive physical work environment.
Safe and attractive physical environment:

BANGALORE
Graph-15
16. Get help from work group when there is work
related problem:

BANGALORE
SL Particulars No; of Percenta

. responde ge
N nt
o
1 Strongly 0 0
disagreed
2 Disagreed 5 10
3 Cannot Say 6 12
4 Agree 27 54
6 Total 50 100
Table-16
More than 50% of the respondents agree that they get help
from the work group when there are work related problems,
24% of the respondent strongly agree that they get help
from the work group when they are work related problems
whereas 12% cannot say anything about their about their
work group and 10% of the respondent disagree that that
they do not work with their work group when they have
work related problem where there is no strongly disagree
to the work group when they are work related problems.
Inference:
54% of the respondents agree that they work with there3

group when are work related problems.

BANGALORE
Get help from work group when there is work

related problem
Graph- 16

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17. Company’s benefit meets the need:
SL. Particulars No; of Percentag

no respondent e
1 Strongly 5 10
disagreed
2 Disagreed 20 40
3 Cannot Say 13 26
4 Agree 11 22
6 Total 50 100
Table-17
40% of the respondent disagree that the company benefits

does not meet their need and 26% of the respondent cannot
say anything about the company benefit which satisfy their
needs where as only 22% of the respondent feel that the
company benefit will meet their requirement and 10% of the
respondent of the respondent strongly disagree that the
company benefits will not satisfy their needs and only 2%of
the respondent strongly agree that the company benefit that
the company benefit will satisfy their needs and requirement.
Inference:
1a majority of the respondents do not say anything about

the company benefits I.e. monetary and non-monetary
benefits that satisfy their needs and requirement.

BANGALORE
Company’s benefit meets the need:
Graph- 17
18. Keep informed about the job:

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No responde ge
nt
1 Strongly 7 14
disagreed
2 Disagreed 7 14
3 Cannot Say 3 6
4 Agree 30 60
6 Total 50 100
Table-18
60% of the respondent agree that the supervisor will keep

informed about the job they have to know and 14% of the
respondent equally disagree and strongly disagree about
the supervisor that they do not inform about the things that
need to done by the them and 6% of the respondent cannot
say anything about their supervisor about the thing that
need to be informed and the same percentage of the
respondent strongly agree that the supervisor keep
informed about the job that need to be done.
Inference:
More than 50% of the respondents agree that the

supervisor will keep informed about the job that needs to
be done.Graph-19

BANGALORE
Keep informed about the job:
Graph-18
19. Reward system of the organization

No responde ge

BANGALORE
nt
1 Strongly 12 24
disagreed
2 Disagreed 14 28
3 Cannot Say 18 36
4 Agree 6 12
5 Strongly agree
6 Total 50 100
Table-19
36% of the respondent cannot say anything about the

reward system of the organization whether it is fair,
adequate and equitable whereas 28% and 26% of the
respondents respective disagree and strongly disagree
about the reward system of the organization that is not fair,
adequate and equitable and 12% of the respondent agree
that the reward system of the organization is fair, adequate
and equitable and none of the respondent strongly agree
that reward system of the organization is fair, adequate
and equitable.
Inference:

organization rewards system whether it is fair, adequate
and equitable.
Reward system of the organization

BANGALORE
Graph- 19
20. Pay package and Increase productivity.

BANGALORE
No respondent ge
1 Strongly 15 30
disagreed
2 Disagreed 14 28
3 Cannot Say 17 34
4 Agree 3 6
6 Total 50 100
Table -13

current pay package, which has positive impact, or not on
the employees’ productivity and a slight lower percentage
of the respondent i.e.34% strongly disagree about the
current pay package, which has no positive impact, on the
employees, productivity and 28% of the respondent
disagree that the current pay pack do not have positive
impact on the employees productivity and a low
percentage of the respondent of the respondent of 6 and 2
respectively agree and strongly agree that the pay package
has a positive impact on the employees productivity.
Inference:
A majority of the respondent cannot say anything about the

current pay package and employees productivity.
Pay package and Increase productivity.

BANGALORE
Graph- 20
FINDINGS
To analysis the job satisfaction in Engine division at HAL.

Bangalore for the employee who joined the organization after
BANGALORE
2009 questionnaire was used containing a total of 19 question

data collected from each question is analyzed from different
angles and impact of them are noticed.
The findings of analysis phase are not given in the same order
of question but for all the finding reference to the concerned
graph are given.
1 Majority of the respondent agrees that they are proud to be a

part of the organization and majority of the respondent restrict
themselves from responding whether their job was boring or
not.
2 The same percentage of the respondent agree that the

success of the organization is because of the people like them
working there and the equal percentage of the respondent
cannot say anything about the success of the organization is
because of the people like them working in the organization
and majority of the respondent strongly disagree that they do
not gave fear of losing their job they are satisfied that they are
secured in the job.
3 Majority of the respondent disagree that they do not tell their

friends that this is a good place to work and agree that they get
help from the work group when they have work related
problem.
4 the respondent agrees that the job makes best utilization of

their skills ability and disagree that they are not paid according
to the performance and experience.
5 A majority of the respondent agree that the job description

match their job and also there are given enough flexibility in
the job.
6 The respondents agree that they frequently feel stress in

their job even though they agree that the company is providing
safe and attractive work environment.
7 The majority of the respondent disagree that the company

benefits {I, e, monetary and non monetary} meet their needs
BANGALORE
and restrict themselves to say about the reward system

whether it is fair adequate and equitable.
8 Most of the respondent cannot say anything about the

current pay package and the positive effect on the employee
productivity and many of them cannot say anything about the
performance evaluation done in the organization.
9 A high percentage of the respondents agree that the

supervisor treat them fairly with respect.
10 Most of the respondent agree that their supervisor inspires

to contribute the best in them and also agree that they
appreciates recognizes and rewards their hard work and keeps
informed about the things that need to be done by the
respondents.
11 Majority of the respondent agree that their supervisor tasks

personnel and active interest in the helping to get a head in
their job but most of them cannot say anything about the
confidential help provided by the supervisor even thought it
affect the work .
12 majority of the respondent agree that their frequently feel

stress I the job and they also agree that the company do
provide them with appropriate in group to get things done.
13 the respondent agree that they are people to whom they

can go for help when they have work related problem and they
also participate in group to get thing done.

BANGALORE
SUGGESTION:
*Promotion policy should be changed by giving importance to

efficient employee.
* Compensation should be in par with the industry.
*The respondent disagree that they do not tell their friends that
it is a good place to work and have agree that they also get
help for the work group when they have work related problems,
the participation I the group has been confined to the work
itself it is suggested to have an informal group where they can
express the sense of belongingness and this help in building a
good reputation for the firm.
* The respondent greet ht the job description matches their job

and they are given enough of flexibility in their job and this has
to be continued.
*Perks should be paid high in order to encourage and motivate

the employees who lead to job satisfaction.
*The respondent are satisfied with their supervisor because of

their contribution, appreciation, and recognition, done by them
and also the supervisor keep informed about the things that
needed to be done it has continued.
*Employee must be motivated to perform well in their jobs by

giving incentive, bonus, promotion and rewards.
* Majority of the respondent feel stress in their job and they

also agree that the company is not providing appropriate tools
to do the work so that the stress can be reduced and this in
turn increase the efficiency of the worker.
* The respondent agree that they are people to whom they can
go for help when they have work related problems and they
also participate in group to get things done and needed to be
continued.

BANGALORE
* The same percentage of the respondent agree that the

success of the organization is because of the people like them
working there and the equal percentage of the respondent
cannot say anything about the success of the organization is
because of the people like them working in the organization
and it is suggested to the employees that when the success of
the organization is dependents on them then there is
something wrong the way the performance evaluation are
done. So it is suggested that the human resource department
to evaluate the performance periodically.
*Training in their appropriate should be organized. Training will

help in material handling better co-operation, increased
productivity, reduction in accident which enables them to
function more efficiently in their job.
*Immediate implementation of latest technology to complete

with the competitors.
*Encouragement should be given to employees when they face

new and challenging responsibilities.

BANGALORE
CONCLUSION
The studies started with the main objective of knowing about

the employees to analyze them to know the satisfaction levels
of each of them.
Keeping this aspect in mind major factor, which influence the

satisfaction level of the employees is identified each aspect of
these factors is thoroughly analyzed and interpretation are
drawn accordingly and arrived at certain findings.
However this report does not claim that method followed here
and the suggestion given here are best ones. There may be
many other factors influencing the satisfaction level and
affecting the findings. But within the scope of the study, efforts
are made to do well job.

BANGALORE
BIBLIOGRAPHY
1 BY- James AN .F Stoner Management Publication-

Prentice Hall
Of Indian Delhi 110001
2By-N.g Nair, Latha Nair Personal management
New Delhi 110001
3 By-Heinz Weirch Harnold Management a global

perspective
Publication-McGraw Hill
International
Edition
4 By-C.B Memoria Personnel Management
Publication-Himalaya
publishing house
5 By-Edwin B Flippo Personnel Management
Publication- TATA McGraw

HILL Publishing
Company Ltd (1984)

Edition-6
Web Site
1 WWW.HAL- INDIA.COM
2 WWW. GOOGLES.COM

BANGALORE
QUESTIONNAIRES
Dear sir/Madam,
I am the student of S.J.E.S. College of management studies,

Bangalore carrying on a project titled “A -STUDY ON JOB
SATISFACTION” in your esteemed organization in partial
fulfilment of MBA course of Bangalore University. I request you
to help me in completing the enclosed questionnaires. I assure
you all the information provided by you will be kept confidential
and used for academic purpose only and therefore request to
be frank in answering the questionnaires.
Thanking you
Punam Kumari
Name (optional)__________________________________
Age_________
Qualification ____________________________
Department____________
Designation ____________________________ Experience __
Guidelines:
1. Please indicate your opinion by ticking the appropriate box

according to the checklist the first box indicates strongly
disagrees second box indicates disagree and goes on.
BANGALORE
1. You are presently working in:
() Technical () Non technical
2. What is the reason to loin this company:
[ ] Nature of the work [ ] Salary [ ] Job security [ ] Status
3 I frequently feel stress in the job:
[ ]Strongly disagreed [ ]Disagreed [ ] Can not say [ ] Agree [ ]
strongly agreed
4 Type of encouragement you receive in any new and
challenging responsibility?
[ ] Very high [ ] High [ ] Average [ ] Not at all
5 What were the modes adapted for training programmer?
[ ] Class Room [ ] Role Play [ ] Case Study [ ] Practical
demonstration
6 I am given enough flexibility to do in the job:

BANGALORE
[ ] Strongly disagreed [ ] Disagreed [ ] Agree [ ] strongly
agreed
7. Training we have attended has helped us to improve ours
skills and knowledge?
agreed
8. I have fear of losing the job:
agreed
9. The best suggestions which are accepted by the
management are suitable rewarded?
agreed
10. Appreciates recognizes and rewards the hard work?
[ ] Strongly disagreed [ ] Disagreed [ ] Can not say [ ] Agree [
] strongly agreed
11. Treats fairly with respect:

BANGALORE
agreed
12. Tools to do work:
agreed
13. Participation of group to get things done:
agreed
14. I am satisfied with the way performance evaluation are
done:
agreed
15. Company provides a safe and attractive physical work
environment:
agreed
16. Get help from work when there is work related
problem.

BANGALORE
agreed
17. Company benefits meets the needs:
agreed
18. Keep informed about the job:
agreed
19. Reward system of the organization:
agreed
20. The current pay package has a positive effect on
employee productivity?
agreed
21. What are the factors you like most in your present
job:

BANGALORE
------------------------------------------------------------------------------------
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A Study On Job Satisfaction

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ENGINE DIVISION- HAL

"Hindustan Aeronautics Ltd."

Dissertation Submitted in partial fulfillment of the

Degree Course of Bangalore University

Under the Guidance of

MISS MARY LILLIAN. J

External Guide Mr. SURENDER SINGH SUHAG

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

S.J.E.S Institutions, Department of management studies

Medahalli, Old Madras Road, Bangalore – 49

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

MISS. MARY LILLIAN. J

HOD, Department of Management Studies

S.J.E.S Institutions, University of Bangalore,

This is to certify that the project report entitled “A

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

I hereby declare that the project work entitled “A STUDY

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

I take this opportunity to express a deep sense of gratitude

My special thanks and sincere gratitude to Mr. Surender

I also like to thank all department heads, supervisors,

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

Towards the fulfilment of corporate exposure learning Program, a

The corporate exposure learning program involved study of

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

The title of “the study on job satisfaction in HAL Engine

On line computerization for material management, state-of-the-

The project aims at the studying the job satisfaction method

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

Descriptive research has been implemented in the study. Data

The findings are the inferences collected from the various

The suggestions are, for any organization to grow it is

This research project was an enriching experience, which

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

Human resource management has become a pervasive and

as Sweden, have been as attracted to the debate as those

The second chapter looks at the organizational context in

The term Human Resource Management has come to be used

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

is representation which colours the discussion. For the purposes

*That HRM is no more than a remaining of basic personal

*That HRM represents a fusion of Personal Management and

For many practitioners that their roles and functions can be

HRM as a new managerial discipline;

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

Attracting the most qualified employees and matching them to

These policies are usually implemented by a director or

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

The director of human resources may oversee several

Compensation, benefits, and job analysis specialists conduct

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

job or reviews existing jobs, it calls upon the expert’s

Occupational analysts conduct research, usually inn large

Employee benefits managers and specialists handle the

For example, pension benefits might include saving and

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

homecare insurance, employee assistance and wellness

Employee assistance plan manager, also called employee

AN important part of the debate, both in the US and the UK,

*Is HRM a practitioner-driven process which has attracted a

S.J.E.S. COLLEGE OF MANAGEMENT STUDIES,

*Is HRM an academically-derived description of the