A Comparative Study on Job Satisfaction among Blue Collar Workers of Two Plants of a Leading Railway Manufacturing Company in West Bengal

1. Introduction

1.1 Background of the study

In today’s competitive world the most valuable resource that an organization has within its possession is its man power. As we refer to the 4Ms of resource management: Manpower, money, material and method, each of these can benefit an organization by providing a competitive edge and improve performance through effective resource management. Using the 4Ms, it is feasible to determine which of the four M conditions is responsible for a fault mode.

In today’s competitive world Man power plays a very eminent role in shaping the environment of the organization. A man-power that is driven by motivation, culture and powered by high satisfaction level increases the viability of an organization that is destined to reach is organizational goals. Job satisfaction of the employee and workers in an organization is a key factor in determining the organizational climate. Both terms organizational climate and job satisfaction are intertwined: while job satisfaction is the employee’s perception and their attitude towards their work, organizational culture stems at perception of the attributes of the organization. Employee motivation, morale, and job satisfaction can all be raised by a positive organizational climate, while reduced productivity, fatigue, stress, and job dissatisfaction can all result from an unfavorable or toxic organizational culture.

This study aims at analyzing the job satisfaction among Blue Collar workers of the leading railway manufacturing company, for its P1 and P2 plants. The leading railway manufacturing company has 147 blue collar workers stretched across its P1 plant (49 workers) and P2 plant (98 workers). Being a manufacturing giant in the passenger rolling stock including trains and metros, designs and manufactures wagons such as container flats, grain hoppers, cement wagons, clinker wagons, and tank wagons, the backbone of the organization seems to be its blue-collar workers.

This study aims to provides a comparative analysis as to how the job satisfaction between two plants within an organization are affected due to various factors including elements about the work of a job that motivates the worker, sense of accomplishment, safety needs, need for recognition, team work, belongingness, etc. Therefore providing an insight into the job satisfaction level of the prime internal stakeholder at The leading railway manufacturing company.

1.2 Statement of the Problem

The aim of this study is to conduct a comparative analysis of job satisfaction among blue-collar workers at P2 and P1 plants within the leading railway manufacturing company. Despite being integral to the functioning of the company, blue-collar workers often face unique challenges in their work environment, which can significantly impact their job satisfaction. This research seeks to investigate the factors influencing job satisfaction, including but not limited to working conditions, organizational culture, and job security, in order to identify similarities and differences between the two plants. By understanding the determinants of job satisfaction in these contexts, this study aims to provide insights that can inform strategies for enhancing the well-being and productivity of bluecollar workers in manufacturing environments.

1.3 Introduction to the Topic

1.3.1. Job Satisfaction among Blue Collar Workers

Job satisfaction among blue-collar workers is a critical area of study within the realm of organizational psychology and management. Blue collar workers constitutes a sizable section of the global labor market and are vital to many sectors of the economy, including manufacturing. Hence, it is critical to comprehend their level of job satisfaction in order to boost output, lower attrition, and advance general wellbeing. Investigating the nuances of job satisfaction among blue-collar workers is therefore pertinent.

1.3.1.a. Theories Discussed – Maslow’s Hierarchy of Needs

As we delve into the arena of Job Satisfaction, motivational theories provide a basis for understanding the relevant factors that drive human behavior in the workplace. In Figure 1, Maslow’s Hierarchy of Needs posits that individuals are motivated by a hierarchy of needs, ranging from physiological needs to self-actualization. Blue-collar workers’ job satisfaction can be influenced by the extent to which their job fulfills these needs, such as providing adequate pay, job security, and opportunities for advancement.

Figure 1: Maslow’s Hierarchy of Needs

1. Psychological Needs: Physiological needs including food, water, shelter, and rest are ranks at the bottom of Maslow’s hierarchy of needs. Meeting these fundamental needs is critical to the wellbeing and job satisfaction of blue-collar workers. Fulfilling their physiological demands requires fair working hours, access to clean and safe working conditions, and adequate income that allows them to acquire basics. Where these primary and basic needs are not satisfied, blue-collar workers find it difficult to perform effectively and experience dissatisfaction in their roles. The physiological needs can be met with relation to blue collar workers if Organizations should adopt the statutory requirements under the labour laws like The Factories Act, 1948, Minimum Wages Act,1948, The West Bengal Shops and Establishment Acts, 1963, The Mines Act, 1952, that provides various provisions relating to the psychological needs of the blue collar workers.
2. Safety Needs: On physiological needs being satisfied, individuals seek for security and safety. Blue collar workers are often exposed to situations that essentially put them in situations where they are susceptible to physical injuries and hazards that may be life threatening causing partial or total disablement, and in the worst-case scenario it may lead to death. Therefore, meeting the safety demands of blue-collar workers requires adopting emergency protocols, ensuring workplace safety measures, and offering appropriate training on equipment usage. Their sense of safety and well-being is also greatly influenced by job security and stability, against layoffs or downsizing.
3. Need for Affiliation: People require interpersonal connections and a sense of belonging in addition to their basic needs for safety and physiology. Blue-collar workers build relationships and social connections within their teams by working opposite one another with their coworkers for extended periods of time. A welcoming workplace that makes employees feel appreciated, respected, and included promotes a feeling of community and togetherness. Blue-collar workers’ interpersonal relationships and workplace happiness can be strengthened through team-building exercises, collaborative possibilities, and open lines of communication.
4. Esteem Needs: Esteem needs delve into the feelings of respect, acknowledgment, and achievement under Maslow’s hierarchy of needs. Blue-collar workers derive their esteem needs from: acknowledgment for their accomplishments, efforts, and abilities. This sense of self-worth and esteem in the job can be strengthened by chances for growth, skill development initiatives, and performance-based rewards within their jobs. Furthermore, when blue-collar workers are given the autonomy of decision making within their team, it provides a sense of freedom and autonomy, providing them a sense of pride in relation to the work they are involved in.
5. Self-actualization: Most often, Blur-collar workers are involved in manual labor and specialized trades, thereby they are not usually connected with self-actualization endeavors. Due to their employment being perceived as primarily focused on providing basic requirements, such as stability and financial security. However, in the hindsight, there are ways, the concepts of self-actualization can be applied to the lives of blue-collar workers. Self-actualization represents the highest attainable level in Maslow’s hierarchy of needs. However, is not exclusive and limited to certain professions; blue-collar workers are certainly capable of personal development, creativity, and self-fulfillment. Whether through learning new skills, working through challenging problems, or participating in meritorious projects, blue-collar workers can have moments of self-actualization while performing their jobs. Encouraging these workers to follow their passions, explore relevant their interests, and set high achievable goals creates a culture of lifelong learning and growth, which in turn enriches their overall sense of job satisfaction and sense of fulfillment.

1.3.1.b. Theories Discussed Herzberg’s Two Factor Theory

Under Herzberg’s 2 factor theory, two categories of elements were identified by Prof. Frederick Irving Herzberg. As per Prof. Herzberg, the two categories of elements are: Hygiene factors and Motivators (Table 1).

Table 1: Hygiene factors and Motivators

This theory holds that contentment and discontent of an individual with regard to their job is impacted by distinct elements rather than being at opposite extremes of the same spectrum. Job satisfaction for blue-collar workers can be greatly impacted by motivators like opportunities for skill development and recognition for their achievements, but hygienic elements like fair wages and safe working conditions are also crucial in developing the sense of job satisfaction among the blue collar workers.

1.3.1.c. Theories Discussed – Vroom’s Theory of Expectancy or VIE , Theory of Work Motivation

According to Victor Harold Vroom’s theory of expectancy or VIE theory, individuals are driven to take action when they anticipate positive results. There are three variables: Valence, Instrumentality and Expectancy. Valence implies the strength of an individual’s preference for a particular outcome, which may include value, incentive, attitude and expected utility. Valence can be positive (the individual must prefer attaining the outcomes, rather than not attaining it), negative (the individual prefers not attaining the outcomes, rather than attaining it), or zero (the individual is indifferent towards the outcome). Instrumentality of the first level of outcomes in attaining the second level of outcomes, connotes towards another major input into valance. Expectancy signifies the probability (0 to 1) that an effort will lead to a certain first level of outcome, thereby the instrumentality that the first level of outcome will fetch an individual the second level of outcome. In case of blue collar worker, suppose a blue collar worker gets paid asper the pieces he assembles of a certain product the minimum benchmark being 30 an hour. If the company introduces an incentive program in the structure mentioned below it would motivate the blue collar workers to put in an effort for higher performance (first level outcome) and hence the desire to attain a higher incentive (second level outcome) (Table 2).

Table 2: Incentive Program

Thus when delving into the subject matter of blue collar workers and job satisfaction, the sense of job satisfaction among the blue collar workers is impacted by their conviction that hard labor that they put in their daily work will pay off in the form of incentives such as recognition, promotions, or career development (example: up-skilling). Hence, in order to attain high levels of job satisfaction among the blue collar workers, employers need to make sure that there is a clear connection between performance and rewards.

1.3.2. Factors affecting Job Satisfaction among Blue Collar workers

Job satisfaction among blue collar workers is influenced by both intrinsic and extrinsic motivators. Intrinsic factors signifies the nature of the work itself, opportunities for skill development, and the sense of accomplishment derived from completing tasks. Extrinsic factors involves pay, benefits, working conditions, job security, and relationships with supervisors and colleagues.

1. The nature of the work: Repetitive and physically strenuous duties are widespread among blue-collar workers. Opportunities for creativity within their responsibilities coupled with the liberty to participate making decisions, can all have an impact on how satisfied employees are with their jobs.
2. Compensation and benefits: In terms of compensation and benefits, the organizations that provide wages along with benefits asper the market standards after having done a proper market survey keeping in mind the rates at which the competitors are paying its blue collar workers can not only provide job satisfaction to the workers, but also provide the organization with a competitive edge.
3. Working conditions: An organizations that tends to the safety needs of the blue collar workers who often engage in hazardous processes provides the blue collar workers a sense of security in terms of their life. Working conditions that ensure safety and comfort contribute to enhanced productivity and reduced level of stress. In addition proper equipment and ergonomic workspaces, combined with the above factors of safety can provide an enhanced level of job satisfaction.
4. Recognition and appreciation: Through recognition of the contribution and efforts put forth by bluecollar workers in their daily work and achieving the departmental targets or organizational goals can boost the morale of the blue collar workers. They shall gain a sense of fulfillment and accomplishment with their jobs. Initiatives like incentives, bonus, verbal praise, awards like worker of the month in the structure of buddy systems can significantly contribute to the development of positive work environment.
5. Career advancement opportunities: Blue-collar workers can be driven towards enhanced performance if the organization sets standards that enables them to progress in their career. Various initiatives and schemes for for skill development, training programs, and career advancement illustrates that the organization values the contribution and time of the workers and form a sense of belongingness among the blue collar workers. This in turn contributes towards building trust between the blue collar workers and the management, and provides assurance viable to both the workers and the organization in the long run.