PROJECT REPORT ON

“Advanced Industrial Psychology”

By

Thoudam Ananta Singh

Enrollment number-303091112

A report submitted in partial fulfillment of the requirements of MBA Program of

Institute of Management & Development,

New Delhi.

Prof :

Venu Arora

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Contents :

Introduction ………………………………………………………………………………………….3

Job satisfaction………………………………………………………………………………………4

Questionnaire ……………………………………………………………………………………….5

Summary ………………………………………………………………………………………………6

Motivational Aspect ………………………………………………………………………………7

Quality circle …………………………………………………………………………………………8

Conclusion …………………………………………………………………………………………....10

Introduction :

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Industrial psychology is the studies of the people at the work in modern industries and business . It studies their aptitude and qualification s for the jobs . It includes the principles and practices of training in the skills and attitudes of industrial works . Management training is important at present . Industrial psychology is concerned with physical aspects of the work environment as, for instance, lighting and temperature, and their effect on their work output and safety . It is the study, to a major degree, of the principles and practices of human relations. It is the study of attitudes and motivation that effect high morale and enthusiasm at work and off the causes of monotony that bring about freedom . It studies the mental on the job and of ways helping back to mental health those people who have become upset and confused. It is a complicated study of a number of things, but it is always primarily the study of people as individuals or in groups in the work station.

Industrial and organizational psychology focuses to varying degrees on the psychology of the workforce, customer, and consumer, including issues such as the psychology of the recruitment, selecting employees from an applicant pool which overall include training, performance appraisal, job satisfaction, work behavior , stress at the work and management. It helps in applying psychological principles for solving the problems encountered in the work settings.

Industrial psychology is a great need today. The reason being that after the industrial revolution in the west, industrializing countries like India also need to develop their industries on the modern lines. Essentially, industrial psychologists study the behavior of employees in a work setting. Although industrial psychology didn't begin until the 1920's, the discipline has evolved rapidly and revolutionized the workplace within the last century. Because the workplace is a social system, the application of industrial psychology is useful in understanding its complexity. Industrial psychology, currently known as industrial-organizational psychology or I-O psychology, is defined by the Society for Industrial and Organizational Psychology (SIOP) as "the scientific study of the workplace." As a type of applied psychology, I-O psychology assists organizations in selecting personnel with a focus toward how to maximize human capital.

Job satisfaction :

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Job satisfaction is the result of various attitudes possessed by an employee . In a narrow sense ,these attitudes are related to the job and are concerned with such specific wages, supervision, steadiness of the employment, conditions of work, advancement opportunities, recognition of ability, fair evaluation of work, social relations on the job, prompt settlement grievance, fair treat of employer, and other similar items.

However, a more comprehensive approach requires that many additional factors be included before a complete understanding of the job satisfaction can be obtained. Such factors as the employee’s age, health, temperament, desires, and level of aspiration should be considered. Further, his family relationship, social status, recreational outlets, activity in organizations- labor political, or pure social- contribute ultimately to job satisfaction.

In short job satisfaction is a general attitude which is the result of many specific attitudes in three areas, namely, specific job factors, individual characteristics, and group relation outside the job.

Why seek information about the job satisfaction? For an organization the consequence are extremely important. By discovering attitudes on other factors related to the job , a firm can correct certain bad situations and thereby improve the job satisfaction of the staff. From this point of view it would be justified in being concerned only with this area and neglecting the individual “ego” and ‘its employees’ adjustment to the group outside the plant. However, an industrial organization can benefit materially if it knows what individual attitudes contribute to the job satisfaction.

There are many methods for 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 of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback Management(EFM) system.

Questionnaire :

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1 ) Are you satisfied with your salary ?

a ) yes b ) no c ) may be d ) no comments

2 ) Are you happy with your working environment ?

a ) yes b) no c ) may be d ) no comments

3 ) Do you have any personal misunderstanding with your colleagues ?

a ) yes b) no c ) maybe d ) no comments

4 ) Are you happy with your job design ?

a ) yes b ) no c ) may be d ) no comments

5 ) Will you shift to other organization if they offer you with higher salary or package?

a ) yes b ) no c ) may be d ) no comments

6 ) Are you satisfied with your performance ?

a ) yes b ) no c ) may be d ) no comments

7 ) Do you get any appreciation from your senior or your boss ?

a ) yes b ) no c ) sometimes d ) no comments

8 ) Do you have a good relationship with your co-workers and senior ?

a ) yes b ) no c ) may be d ) no comments

9) Is your manager fair in giving performance appraisal ?

a ) yes b ) no c ) sometimes d ) no comments

10 ) Are u satisfied with your incentive and bonus system ?

A ) yes b ) no c ) may be d ) no comments

11) Is your manager or colleagues are co-operative in accomplishing task ?

a) yes b) no c) may be d ) no comments

12) Are you happy with the training gave to you and to your junior ?

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a ) yes b) no c) may be d) no comments

13) Do you want to make any changes in training program ?

a ) yes b) no c ) may be d ) no comments

14)How do you find your management system in your organization ?

a ) good b ) bad c) no comments

………………………………x……………………………………

Name of the company :………………………………………………………………………………………………..

Add. Of the company :………………………………………………………………………………………………….

Web-site of the company :……………………………………………………………………………………………

Employee E-mail :………………………………………………………………………………………………………..

Summary :

When different person filled the questionnaire I found two person who are fully satisfied with their job and the other is not satisfied with their job.

1) The one who is satisfied with their job is working in OXFORD PRINTING PRESS, according to the questionnaire she filled, she is satisfied with her salary , working environment and even she don’t have any personal misunderstanding with their colleague. she is happy with her design of job. She is also appreciated by her boss for her work. And her manager is fair in giving appraisal. She get good incentives and bonus is also good. Her colleague so helping in accomplishing task. She is happy wit the training gave to her and to her juniors. She is also happy with the management system in their office.

2) The one who is not satisfied with their job is working in KOTAK MAHINDRA BANK, according to the questionnaire she filled, she is not so happy with the salary she is getting, even with working environment.

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She don’t have any personal misunderstanding but she is having problems with her job design. And if she gets offer from other company with good package she strongly answer that she will shift. She is getting appreciation from their boss for their performance sometimes only. She doesn’t want to disclose the appraisal system for the performance. One of important thing is that her co-worker is not so co-operative in accomplishing task. She is not happy with training gave to her and to her juniors too so she wants to make some changes in the training program. And in the final question she strongly answer that the management system in her office is bad.

Motivational Aspects :

Motivation is a driving force which drives a person into action. There are two kinds of motivational aspects for an employee in an organization to make the employee accomplish their task to achieve the organizational goal.

A) Financial aspects

o Wages and Salaries

Wages are normally paid per hour worked and workers receive money at the end of the week. Overtime is paid for any additional hours worked during the week. However salaries are annual (based on a year’s work) and are paid at the end of each month.

o Piece-rate

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Piece-rate is paying a worker per item they produce in a certain period of time. It was recommended by the motivation theorist Taylor and had close links with working on production lines.

o Fringe Benefits

These are often known as ‘perks’ and are items an employee receives in addition to their normal wage or salary e.g. company car, private health insurance, free meals

o Performance-related pay

This is paid to those employees who meet certain targets. The targets are often evaluated and reviewed in regular appraisals with managers. It is system that is being increasingly used in businesses in the UK.

o Profit sharing

This is a system whereby employees receive a proportion of the company’s profits. This means staff are in the same position as shareholders.

o Share ownership

This is a common incentive for senior managers who are given shares in the company rather than a straightforward bonus or membership of a profit sharing scheme. It means that some staff are also shareholders

B) Non financial

o Job enrichment

Job enrichment means giving workers more interesting, challenging and complex tasks. Workers should also be given the opportunity to complete a whole unit of work rather than individual separate tasks. This is motivating for several reasons:

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It gives workers the chance to test themselves and use their full range of ability. It is more motivating than job enlargement or job rotation as it increases the complexity or challenge involved in the task, rather than just simply providing more variety to the work. Workers should obtain a greater sense of achievement and possibly more praise or recognition of their work when they have successfully completed a tougher task Workers respond better as managers have shown trust in the fact that they possess the ability to handle the increasing complexity and pressures of the work.

The managers need to judge carefully however what an appropriate task is for a worker to handle- if it is too complex for the workers or they do not posses the correct skill level, then expensive mistakes could be made.

o Job enlargement

Job enlargement means simply giving workers more tasks to do of a similar nature or complexity. This will reduce the monotony or repetition involved in a persons work but over time this will not increase a person’s satisfaction or sense of achievement.

Job rotation is a part of this and involves having a wider variety of tasks to do, perhaps rotating jobs with other members in your team, but not increasing the challenge of the job.

o Team-working

Team-working is where employees work in groups or teams. This can meet a worker’s social needs as a person can more easily build friendships and feel a sense of belonging to a unit or group and hopefully to the business as a whole. This applies in much the same way as being a member of a sports team or any other team representing a school or college.

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o Empowerment

Empowerment is like delegation. It is when power or authority is given to employees so they can make their own decisions regarding their working life. For instance workers have control over how to use their time and deciding the priority of tasks that need to be done. They are encouraged to consider problems they face and come up with some solutions.

For empowerment to be successful, workers must have adequate training and/or good skill levels in order to be trusted to make the correct decisions. If they do not, then expensive mistakes can be made that could affect the whole business. It is the manager’s job to judge whether a subordinate can cope with more authority and decision-making power. It should be noted however, that even if managers pass down authority to their subordinates, they are still responsible for the work that is done by them.

Quality circle :

Pioneered by Japanese. Japanese nomenclature: Quality Control Circles (QCC), generally now

known as Quality Circles (QC) or some call it as Small Group Activity (SGA).

1962: First QC Circle was registered with QC Circle Head Quarters in Japan.

1974: Lockheed Company, USA started Quality Circle movement. 1977: International Association of Quality Circles (IACC) was formed in

USA. 1980: BHEL, Hyderabad first in India to start Quality Circles. 1982: Quality Circle Forum of India (QCFI) was founded.

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What is Quality Circle (QC)?

Quality Circles are (informal) groups of employees who voluntarily meet together on a regular basis to identify, define, analyze and solve work related problems.

Usually the members of a particular team (quality circle) should be from the same work area or who do similar work so that the problems they select will be familiar to all of them. In addition, interdepartmental or cross functional quality circles may also be formed.

An ideal size of quality circle is seven to eight members. But the number of members in a quality circle can vary.

Objectives of Quality Circles

Promote job involvement Create problem solving capability Improve communication Promote leadership qualities Promote personal development Develop a greater awareness for cleanliness Develop greater awareness for safety Improve morale through closer identity of employee objectives with

organization's objectives Reduce errors. Enhance quality Inspire more effective team work Build an attitude of problem prevention Promote cost reduction Develop harmonious manager, supervisor and worker relationship Improve productivity Reduce downtime of machines and equipment Increase employee motivation

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Structure of Quality Circles Program

Six Basic Elements

Circle participants or members. Circle leaders/deputy leaders. Program facilitator. Steering/advisory committee. Top management. Non-participating management/members.

How Do Quality Circles Operate?

Appointment of a steering committee, facilitator and QC team leaders. Formation of QCs by nomination/voluntary enrolment of QC members. Training of all QC members (by an expert consultant). Training of non-participating employees (by an expert consultant). Problem data bank and identification of problems for QC work. QC problem resolution by QCs through standardized techniques. Presentation of QC solutions to management.

Evaluation of award/recognition.

Problem Solving Tools and Techniques Used by Quality Circles

Given below are the most commonly used tools and techniques. These are called the old QC tools:

Brainstorming. Pareto analysis. Cause and effect diagram (or fish bone diagram or Ishikawa diagram). Histogram. Scatter diagram Stratification Check sheet Control charts and graphs

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Benefits of QC

Self development. Promotes leadership qualities among participants. Recognition. Achievement satisfaction. Promotes group/team working. Serves as cementing force between management/non-management

groups. Promotes continuous improvement in products and services. Brings about a change in environment of more productivity, better

quality, reduced costs, safety and corresponding rewards.

Misconception about Quality circle :

Quality Circles do not tackle just quality problems. Quality Circle is not a substitute or replacement for task forces, product

committees, joint plant councils or works committees, quality assurance department, suggestion schemes.

Quality Circles do not change the existing organizational structure or the chain of command.

Quality Circles are not a forum for grievances or a spring board for demands.

Quality Circles are not a means for the management to unload all their problems.

Quality Circles are not just another technique. Quality Circles are not a panacea for all ills.

Quality Circle Meetings :

Meetings are important part of quality circle's working. Meetings are attended by all the members of the quality circle. In general, meetings take place once a week or once in a fortnight. Each meeting lasts for approximately one hour, though variations are

possible. Apart from the frequency of the meetings, what is important is the

regularity of the meetings.

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Conclusion :

Industrial psychology is very much important in today’s business world. Through industrial psychology an organization can improve in all regards and can achieve individual task to achieve organizational goal. By industrial psychology employee can be motivated with different motivational tool. Motivation is a driving forces which drives into action, so every employee should be motivate to achieve organizational goal, either with the financial tool or non-financial tool.

By motivation only the organization can achieve the goal but there should be few volunteer employee to maintain the quality circle. The objective of the quality circle helps the employee to share their learning experience. It helps in problem solving process increase productivity of an employee. In very simple words it helps an employee in all regards to improve their productivity and to enjoy the satisfactory worklife.

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