Project Report Nbc

7/27/2019 Project Report Nbc

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Project Report On Employee Satisfaction

An

Analytical Report on

Employee Satisfaction Survey

At

National Engineering Industries Limited

Khatipura Road, Jaipur-302006, India.

In Partial Fulfillment of the Requirements

For the 2-years full-time MBA course

Submitted To: -

Submitted By:-

Department of Management Studies Shalini Gupta

MNIT, Jaipur M.B.A. (2011-2013)

(2011PMB6534)

Malaviya National Institute of Technology

MALVIYA NATIONAL INSTITUTE OF TECHNOLOGY Page 1


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(Jawahar Lal Nehru Marg, Jaipur-302017)

ACKNOWLEDGEMENT

Gratitude is the hardest of emotions to express and often one does not find adequate words to

convey all, that one feels. It has been my good fortune to come across many good hearted people

during my project activities.

I take this opportunity to express my deep sense of gratitude, thanks and regards towards all of

those who have directly or indirectly helped me in the successful completion of this project.

I must thank the organizations that allowed me to enter their workplaces, and all the participants

involved in the studies. I want to thank all the staff of NBC and especially the training officer,

Mr. A.K. Singh. These people invested time and energy into completing my survey purely for

the benefit of helping others. I am so appreciative of their efforts and I am determined to share

the knowledge that I have gained from them. I am grateful to all faculty members of Department

of Management Studies, MNIT who have helped me in the successful completion of this project.

Last but not the least I am indebted to my PARENTS who provided me their time, support and

inspiration needed to prepare this report.

Date:

Place: Jaipur

(SHALINI GUPTA)



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PREFACE

In the rapid Industrial development of our country bearing is playing an important role in it.

Consequently bearing manufacturing has become an interesting and useful subject for us.

Therefore, I preferred to undergo my practical training at NATIONAL ENGINEERING

INDUSTRIES LIMITED, JAIPUR(NBC) which is a leading bearing manufacturer in Asia. I

listed all the departments of the company and an attempt has been made to make an analysis of

all the departments.



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CONTENTS

Chapter - 1: Company Profile 5

1.1 Introduction 7

Chapter - 2: Project Profile 9

2.2 Definition 11

2.3 Review of literature 11

Chapter 3: Research Methodology 13

3.1 Objectives 14

3.2 Research design 15

3.3 Data Collection Method 16

3.4 Limitations 17

Chapter 4: Data Analysis 18

Chapter 5: Conclusion 38

Chapter 6: Suggestions 39

Chapter 7: Annexure 41

7.1 Reference 41

7.2 Bibliography 43

7.3 Questionnaire 44



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CHAPTER - 1

INTRODUCTION

National Engineering Industries Ltd., part of the 150 year old, multi-billion dollar C.K. Birla

group manufactures a wide range of bearings for automotive and railway industry as well as for

general industrial applications under the brand name NBC . NEI, founded in the year 1946 as a

pioneer industry in the field of bearing manufacture, now manufactures nearly 80 Million

Bearings per annum in over 500 different sizes ranging from 6 mm bore to 1300 mm outer

diameter having capability to manufacture bearing up to 2000 mm. diameter.

NEI is one of the largest domestic bearing manufactures with gross annual turnover of Rs. 1051

crore in 2010-11. The company exports bearings to more than 20 countries and is also exporting

to OEMs in Europe and USA. NEI has grown at a CAGR of 19% since 2007-08.

NEI manufactures a wide range of bearings namely ball and cylindrical roller bearings, double

row angular contact bearings, tapered roller bearings for automobiles, railways and industrialapplications and large diameter bearings for steel plants and rolling mills. The three plants

situated at Jaipur, Newai and Manesar manufacture these products with approx. 2300-strong

team, supported by a well-equipped R&D with bearing life testing facility.

NEI Ltd. has been awarded the coveted 2010 Deming Application Prize, by the Union of

Japanese Scientists and Engineers (JUSE), Japan, for achieving distinctive performance

improvement through the application of Total Quality Management (TQM).The Deming medal

confirms that our quality management systems are one of the best, globally .For our customers,

this means enjoying consistently superior products and assurance of highest quality for every

NBC bearings they use.



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R&D is equipped to introduce new technology in the field of bearings and related products .All

functions from concept design to product launch are an integral part of R&D. The activity

begins from customer interaction by Application Engineering and QFD approach is used to

understand

customer requirements to translate into a useful product. It has a full fledged test centre for

endurance as well as application testing .The test lab is being expanded to double the capacity in

next four years.

Advanced functions like Tribology, Simulation, Materials Technology and Lubrication

technology have been added .The centre relies on the associate strength that has vast experience

in the bearing industry. Academic excellence is being promoted by inclusion of specialists from

IITs and RECs .The centre will be a leading technology centre in next 4 to 5 years.

PLANT AT JAIPUR:

(i). Ball Bearing:

Precision Ball Bearings from 6 mm bore to 75 mm bore diameter are manufactured on state of

the art manufacturing facilities with in-process and post-process gauging in grinding and

centrally air conditioned assembly lines with auto gauging and testing equipments. The latest

advanced techniques for manufacturing and Quality Assurance are implemented to meet the

rapid increase in demand for Quality, diversity of specifications and new types of bearings.

This Division is spread over a covered area of 14,694 Sq. Meters.

ii). Steel Ball:Precision Steel Balls up to 25 mm diameters for NBC Bearings are manufactured on precision

grinding and lapping machines to achieve super finished surface, accuracy and roundness as per

ISO standards.




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(iii). Tapered Roller Bearing:

Precision Tapered Roller Bearings are manufactured in Inch and Metric series from 15.875mm

bore to 95.25mm bore with technology obtained from our earlier collaborator, Federal Mogul

Corporation, USA and now with NTN Corporation, Japan. These bearings are used by all major

Automobile manufacturers in the country as Original Equipment.


(iv). Railway Bearing:

Roller Bearing in Axle Box:

With the production of Roller Bearings and Axle Boxes since 1952, the company has fully met

the requirements of the Indian Railways (one of the largest systems of the world) by designing

and developing Axle Boxes and bearings for fitment to Locomotives manufactured by Diesel

Locomotive Works , Chittaranjan Locomotive Works, various wagon builders, the ICF broad

and meter gauge coaches. Over a million NBC bearings and boxes are in service with the Indian

Railways. The development of completely indigenized Axle Boxes and bearings for the high

speed Rajdhani Locomotive, the Yugoslavian and Egyptian Railway wagons are the highlights

of the design capabilities at NEI.

On date more than 100 types of Axle Boxes & Bearings have been manufactured.

Spherical Roller Bearing:The manufacturing of Spherical Roller Bearings was started in the year 1975-76 for fitment to

broad gauge and meter gauge passenger coaches with designs, technology, machines and

equipment procured from the collaborators.

Cartridge Tapered Roller Bearing:

For fitment to the new BOX-IN Up rated Wagons designed by the RDSO, NEI is the only

manufacturer in the country to indigenize these bearings to a high percentage under

collaboration with the largest manufacturer of these bearings in the world. Production of these

bearings commenced in the year1984. These bearings are grease packed and require no field

lubrication for a period of 7 years.




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(v). Large Diameter Bearing:

Self-sufficiency in steel is the call of the day, so is the importance of bearings in Steel Mills

Equipment. NEI has the distinction of being one of the ten manufacturers of these bearings in

the world, who can manufacture large diameter bearings up to 2000 mm diameter.

The largest bearing manufactured by NEI for fitment to the Plate Mill of Rourkela Steel Plant

was released by Mr. G.P. Birla in September 1985. This 4-Row Tapered Roller Bearing

measures 1300 mm diameter and weigh 4.39 tons.

The large diameter bearings are mainly manufactured out of case carburizing steel, heat treated

on special equipment and furnaces developed by NEI. Precision grinding is done to close

tolerances on CNC Twin Spindle Programmable Berthiez Machine for bearings ranging from

500 to 2000 mm diameter with electronic sizing and numerical display.

Production of these bearings started in 1975 and to date over 100 different types of special large

diameter bearings have been manufactured and successfully used, saving considerable foreign

exchange for the country.

The Large Diameter Bearings Division is spread over a covered area of 2,508 Sq. Meters.

RESEARCH & DEVELOPMENT AT JAIPUR :

Design & Development: Complete in-house facility for design development of all types of

bearings and tooling is available. The design of all types of bearings is done on Pro-Engineer

3D Modeling & Analysis Software.

Complete engineering and research facility is available to solve intricate problems with expert

advice on design, development, manufacturing, installation and maintenance of bearings. With

the signing of the technical collaboration agreement with NTN Corporation, Japan & BRENCO

Inc of USA, the capability to offer finest engineering services in the bearing industry hasenhanced. Services of team of experienced engineers are available for selection of bearing as per

application.

Machine Building :NEI has the capability of machine building to design, develop and

manufacture special purpose CNC Grinding Lines, HT Lines, Material Handling Equipments



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and other special purpose machines which have been made for its captive use to keep pace with

latest technology.

A well equipped electronic design, development laboratory with all testing facilities supports the

Machine Building Division.

Machine Building has the capability and supports the Manufacturing Divisions by overhauling

and retrofitting of the existing equipments, resulting in upgraded quality and improved

productivity.

R&D Division is spread over a covered area of 2,007 Sq. Meters.

CHAPTER - 2

REVIEW OF LITERATURE

Definition:

Employee satisfaction is the terminology used to describe whether employees are happy andcontented and fulfilling their desires and needs at work. Many measures purport that employee

satisfaction is a factor in employee motivation, employee goal achievement, and positiveemployee morale in the workplace.

Factors contributing to employee satisfaction include treating employees with respect, providingregular employee recognition, empowering employees, offering above industry-average benefitsand compensation, providing employee perks and company activities, and positive managementwithin a success framework of goals, measurements, and expectations.

Employee satisfaction is often measured by anonymous employee satisfaction surveysadministered periodically that gauge employee satisfaction.

Review of literature:

Ostroff (1992) investigated the relationship between employees attitudes and organizationalperformance. Ostroff found that aggregated job satisfaction and organizational commitmentwere concurrently related to the performance of the employees, as measured by severalperformance outcomes such as employee achievement and employee turnover rates.



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Ryan, Schmitt and Johnson (1996) investigated similar relationships between aggregatedemployee attitudes, firm productivity, and customer satisfaction. The authors measured theserelationships at two points in time from 142 branches of an auto finance company. Resultsindicated employee morale was related to subsequent business performance indicators, customer

satisfaction sentiments, and turnover ratios. These researchers attempted to study the causalrelations among the variables; however, their attempts lead to mostly inconclusive findings.Interestingly, they did find evidence suggestive of customer satisfaction as a causal influence onmorale.

Harter et al (2002) conducted a Meta analysis of studies previously conducted by The GallupOrganization. The study examined aggregated employee job satisfaction sentiments andemployee engagement, with the latter variable referring to individuals involvement with as wellas enthusiasm for work. Based on 7,939 business units in 36 organizations, the researchersfound

positive and substantive correlations between employee satisfaction-engagement and thebusiness unit outcomes of productivity, profit, employee turnover, employee accidents, andcustomer satisfaction. More importantly, these researchers explored the practical utility of theobserved relationships. For example, business units in the top quartile on the employeeengagement measure yielded 1 to 4 percentage points higher profitability. Similar findings werefound for productivity. Specifically, business units in the top quartile on employee engagementhad, on average, from $80,000 to $120,000 higher monthly revenue or sales. Based on thesedata, it seems clear that aggregated measures of employee satisfaction and employeeengagement are meaningfully related to business outcomes at a magnitude that is important tomany (if not all) organizations. In comparison to prior studies, the strength of Harter and hiscolleagues research is the large number of participants (n = 198,514), business units (n =

7,939), and firms (n

= 36) included, thereby providing a level of precision and statistical powerrarely found in scholarly (i.e., nonproprietary) research.

Schneider et al (2003) report analyses of employee attitude survey data aggregated to theorganizational level of analysis. These authors explored the relationships between several facetsof employee satisfaction and organizational financial (return on assets; ROA) and marketperformance (earnings per share; EPS) using data from 35 organizations over a period of eightyears. Thus, in contrast to previous studies, Schneider and his colleagues study was able tomake some inferences about directional causality (i.e., are employee attitudes a stronger causeof organizational performance than the reverse). Their results showed consistent and statisticallysignificant positive relationships (over varied time lags) between attitudes concerning

satisfaction with security, satisfaction with pay, and overall job satisfaction with financial(ROA) and market performance (EPS). Although these findings are consistent with appliedresearchers and managers implicit beliefs, their study was not without some surprises. One ofthe more surprising findings was related to overall job satisfaction and the performance criteria.Results demonstrated that the causal directionality flows from financial and market performanceto overall job satisfaction. This latter result does not deny the fact that there were significantrelations going from overall job satisfaction to ROA and EPS; nevertheless, the reverse directionrelationships tended to be stronger in magnitude. Moreover, the relationship between



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satisfaction with pay and the performance indicators appeared to be reciprocal in nature. Theobvious strength of this research study is the longitudinal nature of both the aggregatedemployee data and the financial and market performance data. By collecting longitudinal dataon both sets of variables, these researchers were able to examine and begin to disentangle a setof very important but complex relationships.

(Davis et al 1985) Job satisfaction represents a combination of positive or negative feelings thatworkers have towards their work. Meanwhile, when a worker employed in a businessorganization, brings with it the needs, desires and experiences which determinates expectationsthat he has dismissed. Job satisfaction represents the extent to which expectations are and matchthe real awards. Job satisfaction is closely linked to that individual's behavior in the work place.

(Kaliski 2007) Job satisfaction is a workers sense of achievement and success on the job. It isgenerally perceived to be directly linked to productivity as well as to personal well-being. Jobsatisfaction implies doing a job one enjoys, doing it well and being rewarded for ones efforts.Job satisfaction further implies enthusiasm and happiness with ones work. Job satisfaction is

the key ingredient that leads to recognition, income, promotion, and the achievement of othergoals that lead to a feeling of fulfillment.

(Statt 2004) Job satisfaction can be defined also as the extent to which a worker is content withthe rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation.

(Armstrong, 2006)The term job satisfaction refers to the attitude and feelings people haveabout their work. Positive and favorable attitudes towards the job indicate job satisfaction.Negative and unfavorable attitudes towards the job indicate job dissatisfaction.

(George et al 2008) Job satisfaction is the collection of feeling and beliefs that people have

about their current job. Peoples levelsof degrees of job satisfaction can range from extremesatisfaction to extreme dissatisfaction. People also can have attitudes about various aspects oftheirjobs such as the kind of work they do, their coworkers, supervisors or subordinates andtheir pay.

(Mullins 2005) Job satisfaction is a complex and multifaceted concept which can mean differentthings to different people. Jobsatisfaction is usually linked with motivation, but the nature ofthis relationship is not clear. Satisfaction is notthe same as motivation.

(Azeri, 2008) Job satisfaction is more of an attitude, an internal state. It could, for example, beassociated with a personal feeling of achievement, either quantitative or qualitative. We consider

that job satisfaction represents a feeling that appears as a result of the perception that the jobenables the material and psychological needs.

(Gumesson 1987) long-term relationships with customers are especially important in services,where relationships with customers can be more expensive to establish. The emphasis onrelationships is also important in industrial markets. This does not mean that short-term sales arenot desirable. In fact, they may be very profitable. However, if close and long-term relationships



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can be achieved, this will lead to increased profitability for the company and reduced costs andmake market entry or share gain difficult for competitors.

(Berry 1983) Relationship marketing is applicable when there is an ongoing and periodic desirefor the service and when the customer controls the selection of a service supplier and has

alternatives from which to choose.

(Lewis 1989) points out that emphasizing service is one thing; delivering it is another. In fact,he considers that emphasizing service is not the most appropriate approach to adopt. His basicidea is that emphasis should be placed on the customer and that focusing on the customerrenders marketing and service inseparable.

(Christopher, Payne and Ballantyne 1991) go further than this to describe a new synthesisbetween quality, customer service and marketing. They argue that quality is also a key linkagein the exchange relationship between the organization and its customer. They maintain thatunless management can bring these activities together with new forms of collaboration and

cross-functional coordination, there can be no sustainable competitive advantage. Relationshipmarketing can therefore be seen as a focal point for integrating customer service and qualitywith a marketing orientation.

(Schneider and Bowen 1985) have found that when employees identify with the norms andvalues of an organization, they are less inclined to leave and, furthermore, customers are likelyto be more satisfied with the service.

(Helman and Payne, 1991) The extent therefore, to which these organizations can attract, keepand motivate quality personnel will influence their capability to offer quality services to theircustomers. Consistently offering services that match the requirements of the external customer

will be an important factor in building strong long-lasting customer relationships. The conceptof internal marketing emerged in the literature in the last 15 years as a way of enablingcompanies to get, motivate and retain customer-conscious employees, and was then describedmore widely in the services management literature. The aims of internal marketing are toimprove internal marketing relationships, quality and customer service in order to satisfyinternal and external customer needs.



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CHAPTER - 3

RESEARCH METHODOLOGY

OBJECTIVES

a. To get knowledge about how Employee Satisfaction plays an important role in

the human resource management.

b. Measure job satisfaction of the employees of NEI LTD.

c. To assess the general attitude of the employees towards NEI LTD.

d. Analyze the strengths and weakness of NEI as an organization



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e. To help the management of the company to know about the actions to be taken to

increase the level of satisfaction of the employees.

Research Methodology Adopted

Research Design : Descriptive Research

Descriptive Research - Descriptive Research includes surveys and facts-finding enquires. In

this there is no control over the variables. The major purpose in descriptive research is to show

what has is happening.

Research Instrument : Structured Questionnaire

Structured Questionnaire - Structured Questionnaire are those Questionnaire in which thereare definite, concrete and pre-determined questions. The questions are presented with exactlythe same wording and in the same order to all respondents.



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Sampling Plan

Simple Random Sampling Method - Under this sampling design every individual in theorganization has an equal chance, or probability, of being chosen as a sample. This implies that

the section of sample items is independent the persons making the study that is, the samplingoperation is controlled objectively so that the items will be chosen strictly at random.

i) Sample Method : Simple Random Sampling Method

ii) Universe : 1261

(RB-267, SRB-13, GS-35, R&D-21, BB-535,LDB- 70, TRB-330)

iii) Sample Size : 500 (40% of universe)(RB-107, SRB-5, GS-15, R&D-7, BB-210,LDB- 24, TRB-132

iv) Sample unit : Employees who do not hold aSupervisory position

Source of Data

i) Primary Data : Structured Questionnaire



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ii) Secondary Data : Journals, Booklets, Company Data, etc.

DATA COLLECTION METHOD

The collection of data is the first step in statistics. The data collection process includes theformulation of research design and sample plan. The data can be Primary Data or SecondaryData.

Primary Data - Primary Data are those data which are collected at first time through

observation, direct communication or personal interview.

The Primary Data required for this project work was collected through Questionnaires. This

method consisted of preparing detailed questions covering the Employee satisfaction standards

in the Company. Thereafter it was distributed amongst a number of personnel of the Company

(respondents) who were randomly selected. Further, no names were sought from those filling in

this Questionnaire so as to obtain their free and frank opinion as also to protect their privacy.

The format of the Questionnaire is attached to this report.



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Secondary Data - Secondary data is the data which is already available i.e., they refer to data,which has already been collected and analyzed by someone else.

LIMITATIONS

1) The questionnaire is too lengthy.

2) The study is only conducted in NEI Ltd. Jaipur.

3) Accurate response was not given by the respondents.

4) Some respondents were randomly choosing the options.

5) Some of the replies of the respondents may be biased.



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CHAPTER - 4

DATA ANALYSIS

CHARTS

WORK ENVIRONMENT

DEPT. NAME. SD D N A SA Q.T

GENERAL STORE 10 15 45 51 22 143

R&D 21 3 25 13 2 64

BALL BEARING 260 168 700 444 501 2073

LDB 25 24 65 29 52 195

SRB 4 4 31 5 4 48

RAILWAY BEARING 224 137 279 157 242 1039

TRB 254 147 414 192 252 1250

798 498 1559 891 1075 4812



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SD% D% N% A% SA% Q.T

16.6 10.3 32.4 18.5 22

Interpretation:

The pie chart depicts that in the all dept. the maximum employee i.e. 22% strongly agree with

the working environment of the company. But strongly dissatisfied employee is 16.6%.

So there is need to improve the working environment of company. Company should paid

attention to the working condition and tries to improve that according to the employees need.

COMMUNICATION


GENERAL STORE 14 5 41 19 58 137

R&D 13 14 26 7 0 60

BALL BEARING 408 227 678 380 379 2072

LDB 25 17 78 35 35 190

SRB 3 3 40 2 2 50

RAILWAY BEARING 248 150 281 199 160 1038

TRB 395 166 348 127 176 1231

1106 582 1492 769 810 4778


23.1 12.2 31 16.1 17.0



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Interpretation: The pie chart depicts that overall 23.1% employees dont know about the

company goals and their work profile totally. They strongly feel that there is lack of

communication in the environment. So there is needed to spread the awareness of the company

goals, work profile, outcomes, and results among the employees. Company should conduct theprograms and induction session for employees.

COMPENSATION & WELFARE


GENERAL STORE 28 20 24 36 13 121

R&D 36 1 21 0 1 59

BALL BEARING 469 304 511 356 224 1864

LDB 67 30 61 13 3 174

SRB 7 6 32 0 0 45

RAILWAY BEARING 434 87 180 132 99 932

TRB 553 146 257 100 82 1138

1594 594 1086 637 422 4333


36.8 13.7 25.1 14.7 9.7



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Interpretation:

The pie chart depicts that overall 36.8% employees are strongly dissatisfied with the company

welfare and compensation schemes. So there is need to improve. Employees should be given

proper salary and promotion on right time. There should be unbiased decision is taken and paid

attention on strictly followed the rules regulation of the company .

QUALITY


GENERAL STORE 6 5 31 51 22 115

R&D 9 6 22 2 9 48

BALL BEARING 148 105 473 429 497 1654

LDB 7 14 57 33 48 159

SRB 1 0 28 6 2 37

RAILWAY BEARING 108 64 284 117 252 825

TRB 51 53 445 170 290 1009

330 247 1340 808 1120 3847


8.6 6.4 34.8 21.0 29.1



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Interpretation:

The pie chart shows that from the overall departments 29.1% employees are strongly satisfied

with the quality of company products and work. Employees 34.8% are satisfied with the

company products quality.

Thus it is good that workers satisfied with their organization product quality. They have faith in

the company works quality.

TECHNIQUE



R&D 16 6 16 9 7 54

BALL BEARING 162 165 504 415 401 1647

LDB 5 20 61 32 39 157

SRB 1 1 20 2 9 33

RAILWAY

BEARING 129 73 265 179 163 809

TRB 240 91 312 161 214 1018

559 359 1187 867 866 3838


14.6 9.4 30.9 22.6 22.6



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Interpretation:

The pie charts depicts that 30.9% employees are neutral to the technique parameter from overall

department. Total 45.2 % employees are satisfied with the company technique for producing the

product and and have proper way to apply the technique.

TRAINING & DEVELOPMENT


GENERAL STORE 15 5 16 35 30 101

R&D 17 2 23 3 1 46

BALL BEARING 239 135 481 289 295 1439

LDB 15 21 59 20 20 135

SRB 2 2 29 1 0 34

RAILWAY BEARING 190 80 201 136 101 708

TRB 286 94 282 105 114 881

764 339 1091 589 561 3344


22.8 10.1 32.6 17.6 16.8



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Interpretation:

The pie chart depicts that 16.8% employs are strongly satisfied with the company training &

development policies and schemes. 32.6% employees are neutral to this parameter.

So company should adopt good training and development programme for the employees, who

enhance their knowledge and working efficiency.

MOTIVATION


GENERAL STORE 21 5 27 24 36 119

R&D 14 4 25 9 2 48

BALL BEARING 190 150 522 428 372 1662

LDB 13 13 47 31 52 156

SRB 1 2 33 0 4 40

RAILWAY BEARING 153 69 241 132 217 812

TRB 283 55 246 182 243 1009

675 298 1141 806 926 3846


17.6 7.7 29.7 21.0 24.1



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Interpretation:

This pie chart depicts that majorly employees (all departments) 45.1% are satisfied to

motivation parameter and 29.7% of employees are neutral.

Thus company HR department has good schemes and policies to motivate the employees. So

they can work with satisfaction and feel proud in their job and give their best to the

organization.

CUSTOMER SATISFACTION



R&D 0 0 33 14 9 56

BALL BEARING 134 98 343 398 679 1652

LDB 4 9 37 38 71 160

SRB 0 0 24 3 13 40

RAILWAY BEARING 75 73 209 181 258 796

TRB 23 29 418 224 318 1012

238 227 1071 899 1399 3835


6.2 5.9 27.9 23.4 36.5



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Interpretation:

This pie chart tells that majorly 59.9% employees are satisfied with the company to fulfill thecustomer expectations. Those employees think that company give value, highest priority to his

customer.

Thus company has to maintain this level and try to make it better.

CAREER DEVELOPMENT


GENERAL STORE 30 15 31 25 16 117

R&D 33 0 19 0 0 52

BALL BEARING 351 174 670 352 277 1824

LDB 46 38 40 12 21 157

SRB 5 6 28 0 0 30

RAILWAY

BEARING 304 72 152 149 136 813

TRB 458 119 228 83 120 1008

1227 424 1168 621 570 4001


30.7 10.6 29 15.5 14.2



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Interpretation:

This pie chart depicts that majorly of employees 41.3% is dissatisfied with the carrier

development parameter. They dont feel his job secured and dont think to have good carrier in

the company.

So company really has to improve this condition. It has to pay attention to the employees

carrier and make sure them that they are equally important for the company as others. For this

company can adopt a feedback system for employees.

WORK SAFETY AND OTHERS


GENERAL STORE 19 7 48 41 17 132

R&D 12 8 32 1 3 56

BALL BEARING 351 174 670 353 277 1824

LDB 30 41 71 15 20 177

SRB 1 5 36 1 0 43

RAILWAY BEARING 285 114 234 147 124 923

TRB 375 132 322 128 186 1143

1073 481 1413 686 627 4298


25.0 11.2 32.9 16.0 14.6



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Interpretation:

This pie chart depicts that majorly 32.9% employees are neutral to this parameter. But 36.2%

employees are dissatisfied with the work safety schemes for the working environment in the

company. They believe that there is no proper arrangement for safety .They thinks that their

working condition is too stressful for them.

So company needs to improve this bad condition. It has to make sure that there is good

relationship between employees and management. And employees can do their work without

any stress and under negative pressure.



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FUTURE PLANNING



R&D 8 0 4 4 3 19

BALL BEARING 351 174 670 352 277 1824

LDB 0 2 21 17 20 60

SRB 2 1 10 2 0 15

RAILWAY

BEARING 285 114 234 147 143 923

TRB 375 132 322 128 186 1143

1024 423 1265 672 641 4025


25.4 10.5 31.4 16.7 15.9


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Interpretation:

This pie chart depicts that 32.6%employess are satisfied with the Company future planning.

They believe that company think about its long term growth and have good decision techniques.

But totally 35.9% employesses are dissatisfied with this.

So there is need to do satisfy the employees. Company should have a good decision making

tools and have to tell the employees about its long term goals and aims.

DEPARTMENT WISE CHARTS

GENERAL STORE



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Interpretation:

The highest level of satisfaction in general store can be seen in future planning with the

percentage of 92.8% and lowest in compensation & welfare with the percentage of 60.3%.The

company should work upon the compensation & welfare and career development of the

employees. The employees should get timely benefits n proper salary. Awards and rewards

should be given. The employer should assure the employees about their job security.

RESEARCH & DEVELOPMENT



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Interpretation:

The pie chart depicts that the highest level of satisfaction in research & development in

customer satisfaction with the percentage of 100% and lowest in career development with the

percentage of 36.5%.This shows very bad satisfaction level of employees.

Thus company should paid attention on those things which can help to increase the satisfaction

level of employees. The employees should feel that his job is secured and he has importance in

the company. The company should also focus on the employee development. It has to be made

sure that only right person get promotion at right time.

So, thus company increases the satisfaction level of employees.



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BALL BEARING

Interpretation:

The pie chart depicts that the highest level of satisfaction in Ball Bearing department in

customer satisfaction with the percentage of 85.95% and lowest in career development with the

percentage of 61%.As we can see that overall satisfaction level of employees in this departmentis fairly good. But company should paid attention the carrier development parameter. It can

become the reason of dissatisfaction of employees. The company HR department also has to

improve the communication system of the department.

LARGE DIA BEARING



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Interpretation:

The pie chart depicts that in the large dia bearing department highest satisfaction level 96.66%

to the future planning parameter and lowest 44.27%for the compensation &welfare then lower

to the carrier development parameter, its 46.49%.

To increase the satisfaction level of Employees Company should adopt the good compensationand reward plan and schemes. Company should have paid attention to the employees welfare.

There should be given right salary according to the work done and by considering others

parameters too, company can increase the satisfaction level of employees.



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SPHERICAL ROLLER BEARING

Interpretation:

This pie chart depicts the satisfaction level of employees in the spherical roller bearing

department. The highest satisfaction level 92.5% with the motivation parameter and lowest withthe carrier development. But if see an average this department employees are more satisfy than

other departments at yet.

Thus company should try to improve the development programs for employees and giving them

better environment to develop their carrier in the company.



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RAILWAY BEARING

Interpretation:

This pie chart depicts the employees satisfaction level in the railway bearing department. This

department is as important as other departments. We can see that highest satisfaction level

81.4% to the costumer satisfaction parameter and lowest 44.09% to the compensation &welfareparameter. It means that employees are not satisfied with the companys compensation plan and

welfare schemes for them.

Thus company should paid attention to improve the compensation plan and schemes. They

should provide the better schemes and plan system to satisfy the employees so they can enhance

their performance.

TAPER ROLLER BEARING



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Interpretation:

The pie chart depicts that Tapper roller bearing departments employees are highly satisfied with

the customer satisfaction, 94.8% and lowest level of satisfaction with the compensation welfare

38.5%.The carrier development has also lower percentage of satisfaction is 42.7%.

So company has to improve the compensation plan for employees. Company has to make sure

that employees will get extra benefits that it can motivate them to give their best performanceand they should have faith in companys decisions and employees can understand their value

and importance in the organization.



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AGGRREGATE SATISFACTION LEVEL CHART

Interpretation:

The pie chart depicts the aggregate satisfaction level of employees (all departments) in the

company according to the chosen eleven parameters by the company for survey. We can see that

employees have lowest level of satisfaction 49.2% with the compensation welfare parameter. It

means that employees feel that the compensation and rewards system of the company is not sogood. They are also not satisfying with the companys welfare schemes. Along with this

employees shown highest 87.8% satisfied to the customer satisfaction parameter.

Thus company really needs to improve its compensation &welfare schemes for the employees

and try to increase the satisfaction level according to the different parameters.


PARAMETERS SATISFACTION LEVEL

WORK ENVIRONMENT 72.9

COMMUNICATION 64.1

COMPENSATION & WELFARE 49.2

QUALITY 84.9

TECHNIQUE 76.1

TRAINING & DEVELOPMENT 67

MOTIVATION 74.8

CUSTOMER SATISFACTION 87.8

CAREER DEVELOPMENT 58.7

WORK SAFETY 63.5

FUTURE PLANNING 64


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EMPLOYEESSATISFACTION LEVEL IN NEI

PARAMETERS SD D N A SA Q.T

WORK ENVIRONMENT 798 498 1559 891 1075 4812

COMMUNICATION 1106 582 1492 769 810 4778

COMPENSATION & WELFARE 1594 594 1086 637 422 4333QUALITY 330 247 1340 808 1120 3847

TECHNIQUE 559 359 1187 867 866 3838

TRAINING & DEVELOPMENT 764 339 1091 589 561 3344

MOTIVATION 675 298 1141 806 926 3846

CUSTOMER SATISFACTION 238 227 1071 899 1399 3835

CAREER DEVELOPMENT 1227 424 1168 621 570 4001

WORK SAFETY 1073 481 1413 686 627 4298

FUTURE PLANNING 1024 423 1265 672 641 4025

9388 4472 13813 8245 9017 44957


20.9 9.9 30.7 18.3 20.1

Interpretation:

The pie chart depicts the overall companys employees satisfaction level. As it is figured out by

the chart that majorly is neutral 30.7%. Total 38.4 %( SA+A) is satisfied employees and 30.8%

employees are dissatisfied (SD+D).

So company has to adopt the new things and plans, system to increase the satisfaction level of

employees and to motivate them to perform with their full efficiency. For this they can adopt the

feedback system and new compensation schemes&plans.Thus there are many methods to

improve the level of satisfaction.



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CHAPTER 5

CONCLUSION

A survey is done on the topic impact of employee satisfaction at National Engineering

Industries Limited through questionnaires in all departments i.e., general store and research &

development, Ball bearing, large dia bearing, spherical roller bearing, railway bearing, Taper

roller bearing where the universe is 1600 and the sample size is 590 .It was done on those

employees who do not hold any supervisory position.

The survey was done on the

eleven parameters of the company. They are; work environment, communication, compensation

& welfare, quality, technique, training & development, motivation, customer satisfaction, career

development, work safety and future planning.

According to this analysis,

relatively little variance could be observed in this organization. Most workers state that they are

neutral with the working conditions in their main job. The highest satisfaction level (87.8%) of

employee could be observed in costumer satisfaction. The lowest satisfaction (49.2%) is

reported by workers in compensation & welfare.



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CHAPTER - 6

SUGGESTIONS

The company should work upon the compensation & welfare and career development of

the employees. The employees should get timely benefits n proper salary. Awards and

rewards should be given. The employer should assure the employees about their job

security.

Work area should be pollution free and the employees must be given the knowledge or

information about the vision and mission of the company.

Adequate guidelines and instructions should be given to the employees.

Company should have some tie-upwith some good school of NCR for education of children.

Company should arrange one trip in a year for enjoyment of employees.

The questionnaire should not be too lengthy as it creates confusion among the employees

and they feel hesitant to fill it.



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AREAS TO IMPROVING

Medical Facility should be available in the company area.

Schooling facility for the employees children.

Time to time Training should be provided by the company.

Compensation

- Salary

- Benefits

Opportunities for professional development

Recognition



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CHAPTER 7

ANNEXURE

REFERENCE

Aydin, B. (2007). Faktor analizi yardimiyla performans olcutlerininboyutlarinin ortaya konulmasi. The 8th Econometrics and Statistics Congressof Turkey, May, 2007, University of Inonu Malatya Turkey.

Gibbons, P. (2000). Spirituality at work: Definitions, measures, assumptions,and validity claims. In Biberman and Whitty. Work and Spirit: A reader ofnew spiritual paradigms for organizations.,Tonawanda, University of TorontoPress.

Gineviius, R., & Vaitknait, V. (2006). Analysis of organizational culturedimensions impacting performance. Journal of Business Economics andManagement, 7(4), 201211.

Lederach, J.P. (1995). Preparing for peace: Conflict transformation acrosscultures. (Syracuse studies on peace and Vol. 4, No. 3 International Journalof Business and Management 166 conflict resolution). NY: SyracuseUniversity Press.

Maxwell, T. (2003). Considering spirituality: Integral spirituality, deepscience and ecological awareness. Zygon, 38(2), 257276.

Michelman, P. (2003). Your new core strategy: Employee retention. HarvardBusiness School Working Knowledge,Nov.26,2003.

Ozdevecioglu, M., (2000). Orgutsel vatandaslik davranisi ile universiteogrencilerinin bazi demografik ozellikleri ve akademik basarilari arasindakiiliskilerin belirlenmesine yonelik bir arastirma. Erciyes Universitesi Iktisadi veIdari Bilimler Fakultesi Dergisi, 20(1), 117-135.



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Ozdogan, F.B., & Tuzun, I. (2007). Ogrencilerin universitelerine duyduklariguven uzerine bir arastirma. Kastamonu Egitim Dergisi, 15 (2), 639-650.Potterfield, T. (1999).

The business of employee empowerment: Democracy and ideology in theworkplace. Westport, Conn, Greenwood Publishing Group.

Judge, T.A., Erez, A., Bono, J., and Locke, E.A., (2005), Core self evaluationsandjob and life satisfaction : the role of self concordance and goal attainment,Journal of Applied Psychology, Vol. 90, No. 2, pp.257-268.

Locke, E.A., (1969), What is job satisfaction, Organizational Behavior and

Human Performance, Vol. 4, Iss. 4, pp. 309-336.

Matzler, K. and Renzl, B. (2007), Assessing asymmetric effects in theformation of employee satisfaction, Tourism Management, Vol. 28, pp.1093-1103.

McAdam, R. and McKeown, M. (1999) Life after ISO 9000: An analysis of theimpact of ISO 9000 and total quality management on small businesses inNorthern Ireland, Total Quality Management, Vol. 10 No. 2, pp. 229-241.



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BIBLIOGRAPHY

The following books and websites were referred to during the making of the projectreport.

In house journals and magazines of NEI.

The MOVE (magazine of NEI)

Organizational Behavior (Dr. L.M. Prasad & Ashwathappa)

Business Today

Business World

Human Resource (Ashwathappa)

www.neibearing.com

Economic Times

http://www.neibearing.com/http://www.neibearing.com/


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