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A PROJECT REPORT ON

EMPLOYEE JOB SATISFACTION


SUBMITTED TO

ALL INDIA MANAGEMENT ASSOCIATION


CENTRE FOR MANAGEMENT EDUCATION
MANAGEMENT HOUSE, 14 INSTITUTATIONAL AREA, LODHI ROAD, NEW DELHI-110003

MAY 2013

BY GOLLAMANDALA MADHURI
REGESTRATION NO:

GUIDED BY PROF. AMRITHA


For the partial fulfillment of

Post Graduate Diploma in Management

CONTENTS
ACKNOWLEDGEMENT..................................................................................................................... 3 PREFACE .......................................................................................................................................... 3 CHAPTER- I ...................................................................................................................................... 3 PROJECT PROPOSED ....................................................................................................................... 3 1.1 Job Satisfaction: ........................................................................................................................ 3 1.2 FACTORS INFLUENCING JOB SATISFACTION ............................................................................ 4 CHAPTER II....................................................................................................................................... 5 INTRODUCTION ............................................................................................................................... 5 History ......................................................................................................................................... 6 CHAPTER III.................................................................................................................................... 11 CHAPTER-IV.......

OBJECTIVES OF THE STUDY 4.1 Objectives. 4.2 Limitations


CHAPTER V ................................................................................................................................. 15 RESEARCH METHODOLOGY .......................................................................................................... 15 5.1 Research design: ..................................................................................................................... 15 5.2 Sampling design: ..................................................................................................................... 16 5.3 Questionnaire design:............................................................................................................. 16 5.4 Data collection: ....................................................................................................................... 16

5.5 Statistical Tools used for Analysis...15


CHAPTER VI ................................................................................................................................. 17 DATA ANALYSIS AND INTERPRETATION ...................................................................................... 17 CHAPTER VII.................................................... FINDINGS............................................... SUGGESTIONS.. QUESTIONNAIRE............................................... BIBLIOGRAPHY..

LIST OF TABLES TABLE PAGE NO

ACKNOWLEDGEMENT

PREFACE

CHAPTER- I PROJECT PROPOSED


1.1 Job Satisfaction:
Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between ones expectation of the job and the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of ones environment of job is an important part of life as Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as

employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

1.2 FACTORS INFLUENCING JOB SATISFACTION


The major factors influencing job satisfaction are presented below:

SUPERVISION To a worker, Supervision is equally a strong contributor to the job satisfaction as well as to the job dissatisfaction. The feelings of workers towards his supervisors are usually similar to his feeling towards the company. The role of supervisor is a focal point for attitude formation. Bad supervision results in absenteeism and labor turnover. Good supervision results in higher production and good industrial relations.

CO-WORKERS Various studies had traced this factor as a factor of intermediate importance. Ones associates with others had frequently been motivated as a factor in job satisfaction. Certainly, this seems reasonable because people like to be near their friends. The workers derive satisfaction when the co-workers are helpful, friendly and co-operative.

PAY Studies also show that most of the workers felt satisfied when they are paid more adequately to the work performed by them. The relative important of pay would probably changing factor in job satisfaction or dissatisfaction.

AGE Age has also been found to have a direct relationship to level job of satisfaction of employees. In some groups job satisfaction is higher with increasing age, in other groups job satisfaction is lower and in other there is no difference at all.

MARITAL STATUS Marital status has an important role in deciding the job satisfaction. Most of the studies have revealed that the married person finds dissatisfaction in his job than his unmarried counterpart. The reasons stated to be are that wages were insufficient due to increased cost of living, educations to children etc.

EDUCATION Studies conducted among various workers revealed that most of workers who had not completed their school education showed higher satisfaction level. However, educated workers felt less satisfied in their job.

WORKING CONDITION The result of various studies shows that working condition is an important factor. Good working atmosphere and pleasant surroundings help increasing the production of industry. Working conditions are more important to women workers than men workers.

CHAPTER II INTRODUCTION
Introduction:

Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask

yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). History One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs 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, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

Models of job satisfaction (a) Affect Theory Edwin A. Lockes 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 given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. (b) Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general selfefficacy (the belief in ones own competence) lead to higher work satisfaction .Having internal locus of control (believing one has control over her\his own life, as opposed to

outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. (c) Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact.[ Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. (d) Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an

index of how likely a job is to affect an employee's attitudes and behaviors----. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM. Measuring 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 is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

Job satisfaction and emotions Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2. Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The

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accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction performance of emotional labor that produces desired outcomes could increase job satisfaction. Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction.. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self-evaluations are taken into account. With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance are the result of personality.

CHAPTER III REVIEW OF LITERARTURE


Literature Review: Gupta & Joshi (2008), concluded in their study that Job satisfaction is an important technique used to motivate the employees to work harder. It had often said that, "A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very important because most of the people spend a major of their life at their work place.

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Khan (2006), reveals in his study hat Hoppack brought Job satisfaction to limelight. He observed Job satisfaction in the combination of psychological & environmental circumstances that cause person to fully say, "I am satisfied with my job" Rao (2005), reveal in his study that Job satisfaction refer to person feelings of satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction, happiness or self-contentment but the satisfaction of the job. According to him, there are 4 types of theories: 1. Need Fulfillment Theory 2. Equity Theory 3. Two Factor Theory 4. Discrepancy Theory Aswathappa (2003), opines that the Job Satisfaction of employees can be judged through the system of wage payment. Different organisation adapts different type of wage payment system. Along with wages and salaries they are paying incentives, perquisites and non-monetary benefits. According to him, he explained 3 theories of remuneration: A. Reinforcement and Expectancy Theory B. Equity Theory C. Agency Theory Velnampy (2008), in his study "Job Attitude and Employees Performance of Public Sector Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does have impact on future performance through the job involvement, but higher performance also makes people feel more satisfied and committed. It is a cycle of event that is clearly in keeping with the development perspective. Attitudes such as satisfaction and involvement are important to the employees to have high levels of performance. The results of the study revealed that attitudes namely satisfaction and involvement, and performance are significantly correlated.

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Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction, 19982004: evidence from the Workplace Employment Relations Survey" examined that their significant increases in satisfaction with the sense of achievement from work between 1998 and 2004; a number of other measures of job quality are found to have increased over this period as well. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements in perceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with sense of achievement between 1998 and 2004. We infer that the rise in satisfaction with sense of achievement is due in large part to the existence of falling unemployment during the period under study, which has driven employers to make improvements in the quality of work. Jain, Jabeen, et. al. (2007), in their study "Job Satisfaction as Related to Organisational Climate and Occupational Stress: A Case Study of Indian Oil" concluded that that there is no significant difference between managers and engineers in terms of their job satisfaction and both the groups appeared almost equally satisfied with their jobs. When the managers and engineers were compared on organizational climate, it was found that both the groups differed significantly. Managers scored significantly high on organizational climate scale than the engineers indicating that the managers are more satisfied due to the empowerment given to them. Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded that relationship between fatigue and Job Satisfaction variables which were found to be significantly negative. The study also found that fatigue is negative predictor of Job Satisfaction. The study is clearly indicative of different issues for Call Centre employees in Indian context. There are different ON THE JOB and OFF THE JOB FACTORS leading to dissatisfaction and fatigue for them which were explored in this study. If

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fatigue can be reduced and job satisfaction can be increased by various innovative and encouraging strategies. Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An Empirical Study" concluded that the companies that are lagging behind in certain areas of job satisfaction & job stress need to be developed so that their employees show good performance level, as it is provided that performance level lowers wit high satisfaction scores. The awareness program pertaining to stress & satisfaction is to be taken up in the industries to make them aware of the benefits of knowledge of stress and its relationship with satisfaction and achievement of goal of industries. Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of their work. Job Satisfaction can be influenced by a variety of factors e.g., the quality of one's relationship with their supervisions, the quality of the physical environment in which they work, degree of their fulfillment in their work etc.

CHAPTER IV OBJECTIVES OF THE STUDY


Objectives of the study: 1. To Study the job satisfaction of employees from different organizations. 2. To Measure the satisfaction levels of employees on various factors and give suggestions for improving the same. 3. To find out whether experience have an effect on Job Factors. 4. To find the significance difference among age groups with respect to job Factors. 5. To find the significance difference among male and female employees with respect to job Factors.

4.1 Limitations of the study:

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1. Sample size of the study is only 100. 2. Some of the respondents were not responding to some of the Questions. 3. Due to time constraint the research is limited to 100 respondents of Bangalore.

CHAPTER V RESEARCH METHODOLOGY


Research Methodology: The methodology followed for conducting the study includes the specification of research design, sample design, questionnaire design, data collection and statistical tools used for analyzing the collected data.

5.1 Research design:

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The research design used for this study is of the descriptive type. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or a group.

5.2 Sample size: The sample size consists of 100 respondents from different organizations for the study.

5.3 Sampling design: Since it is difficult to contact the entire population, sampling technique was adopted. The employees were interviewed using convenience sampling techniques.

5.4 Questionnaire design: Questionnaire was designed to know the satisfaction levels of the employee on different aspects like environment and nature of work, safety measures, compensation and promotion etc. 5.5 Data collection: The primary data was collected by using questionnaires. The questionnaire has 19 questions. A five point scale was used such strongly agree, agree, neither agree nor disagree, disagree, strongly disagree. 5.6 Statistical tools used for analysis The collected data were analyzed by using following techniques: Percentage analysis One-way ANOVA

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CHAPTER VI DATA ANALYSIS AND INTERPRETATION


TABLE NO. 1 Frequency Male Female TotaL 80 20 100 Percent 80 20 100

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Chart no: 1

100 80 60 40 20 0 Frequency
Male Female TotaL

TABLE NO. 2 Working hours are convenient for me Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 34 32 18 13 3 100 Percent 34 32 18 13 3 100

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Chart no. 2
100 90 80 70 60 50 40 30 20 10 0 Frequency
strongly agree
agree neither agree nor disagree disagree

strongly disagree
Total

Interpretation: From the above chart and table it is clearly evident that 34% of the respondents strongly agree that working hours are convenient from them and 32% agree with that and 18% neither agree nor disagree and 13% disagree with the working hours and 3% are strongly against working hours.

Table No: 3 I'm happy with my work place Frequency Strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 30 39 18 8 5 100 Percent 30 39 18 8 5 100

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Chart No: 3
100 80 60 40 20 0 Frequency
Strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is clear that 30% respondents strongly agree and 39% respondents agree that they are happy with their work place only 13% disagreed and 18% have no idea towards their work place.

Table No: 4 I feel I have too much work to do Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 7 9 25 37 22 100 Percent 7 9 25 37 22 100

Chart No: 4

20

100 80 60 40

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

20 0
Frequency

Interpretation: From the above table it is quite clear that the work load is not high, 37% of the respondents disagreed with the question I feel I have too much work and another 22% strongly disagreed, 18% admits they have too much work and 23% have no idea towards this question.

Table No: 5 Safety measures provided by the company Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 28 31 24 11 6 100 Percent 28 31 24 11 6 100

Chart No: 5 21

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Frequency

Interpretation: From the above table it is evident that the safety measures provided by the organizations are good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24% neither agreed nor disagreed.

Table No: 6 My relationship with my supervisor is cordial Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 30 41 16 6 7 100 Percent 30 41 16 6 7 100

Chart No: 6

22

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is clear that relationship between employees and their supervisors are cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13% disagreed and 16% of respondents have neither agreed nor disagreed.

Table No: 7 My supervisor is not partial Frequency 18 Agree neither agree nor disagree Disagree strongly disagree Total 30 15 19 18 100 Percent 18 30 15 19 18 100

Chart No: 7

23

100 80 60 40 20 0 Frequency
Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is evident that the supervisors are not partial to the employees as 18% strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed this level is quite high compared to other questions.

Table No: 8 My supervisor considers my idea too while taking decision Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 26 43 26 2 3 100 Percent 26 43 26 2 3 100

Chart No: 8 24

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is clear that 26 and 42% of the respondents agree that supervisors consider their employees ideas also and only 5% disagreed and 26% neither agreed nor disagreed.

Table No: 9 I'm satisfied with the support from my co-workers Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 21 47 16 9 7 100 Percent 21 47 16 9 7 100

Chart No: 9 I'm satisfied with the support from my co-workers 25

100 80 60

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

40
20 0 Frequency

Interpretation: From the above table it is clear that relation with co-workers is quite good as nearly 68% of the respondents agree that they are satisfied with support from co-workers and only 15% disagreed and 16% have no answer to this.

Table No: 10 People here have concern from one another and tend to help one another Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 26 41 19 9 5 100 Percent 26 41 19 9 5 100

Chart No: 10

26

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is clear that in this organization people have concern over each other as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor disagreed.

Table No: 11 I'm satisfied with the refreshment facilities Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 9 20 30 26 15 100 Percent 9 20 30 26 15 100

Chart No: 11

27

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is clear that the employees are not satisfied with the refreshment facilities offered by the company as 26% of respondents disagreed and 15% strongly disagreed and 30% neither agreed nor disagreed and only 29% agreed.

Table No: 12 We are provided with the rest and lunch room and they are good Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 8 16 22 34 20 100 Percent 8 16 22 34 20 100

Chart No: 12 28

strongly agree

100 80 60 40 20 0 Frequency
Total Agree neither agree nor disagree Disagree strongly disagree

Interpretation: From the above table it is quite evident that 24% strongly disagreed and 30% of the respondents disagreed and 22% neither agreed nor disagreed and only 24% of the respondents are satisfied with the rest and lunch room provided.

Table No: 13 The parking spaces for our vehicles are satisfactory

Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 4 9 24 32 31 100

Percent 4 9 24 32 31 100

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Chart No: 13

100 80

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

60
40 20 0 Frequency

Interpretation: From the above table it is clear that respondents are not satisfied with the parking facilities provided by the company as 31% of respondents strongly disagreed and 32% of respondents disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have neither agreed nor disagreed.

Table No: 14 I feel I'm paid a fair amount for the work I do Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 15 39 25 13 8 100 Percent 15 39 25 13 8 100

Chart No: 14

30

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is evident that the respondents are satisfied with their salary as 39% agree and 15% strongly agree. Only 3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table No: 15 I'm satisfied with the chances for my promotion Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 27 43 13 9 8 100 Percent 27 43 13 9 8 100

Chart No: 15

31

100 90 80 70 60 50 40 30 20 10 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is quite clear that employees are satisfied with their chances for promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree, 13% neither agree nor disagree.

Table No: 16 The salaries we receive are good as other organizations offer pay to their employees Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 27 37 26 6 4 100 Percent 27 37 26 6 4 100

Chart No: 16

32

100 80

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

60
40 20 0 Frequency Interpretation:

From the above table it is quite clear that the salary in this organization is at par to the industry as 37% agree and 27% strongly agree. Only 6% disagree and 4% strongly disagree, 26% neither agree nor disagree.

Table No: 17 I'm satisfied with the allowances provided by the organization Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 19 42 21 11 7 100 Percent 19 42 21 11 7 100

Chart No: 17

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100 80 60 40 20 0 Frequency Interpretation: From the above table it is clear that the employees are satisfied

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

with the allowances and other benefits provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree and 7% strongly disagree, 21% neither agree nor disagree.

Table No: 18

I feel my boss motivate me to achieve the organizational goals

Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 11 33 25 22 9 100

Percent 11 33 25 22 9 100

Chart No: 18

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100 90 80 70 60 50 40 30 20 10 0 Frequency Interpretation:

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

From the above table it is evident that employees boss are motivating to achieve organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

Table No: 19 My supervisor motivates me to increase my efficiency at times when I am not Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 18 44 18 13 7 100 Percent 18 44 18 13 7 100

Chart No: 19

35

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation: From the above table it is evident that employees boss motivates the employee when he is unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7% strongly disagree and 7% disagree, 18% neither agree nor disagree. .

Table No: 20 Overall I'm satisfied with my job Frequency strongly agree Agree neither agree nor disagree Disagree strongly disagree Total 21 33 25 15 6 100 Percent 21 33 25 15 6 100

Chart No: 20

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strongly agree

100 80 60 40 20 0 Frequency
Total Agree neither agree nor disagree Disagree strongly disagree

Interpretation: From the above table it is evident that Overall satisfactions of the respondents are good as 33% agree and 21% strongly agree. Only 6% strongly disagree and 15% disagree and 25% neither agree nor disagree.

DATA ANALYSIS ONE WAY ANOVA H0: There is no significant difference among respondents of various experience groups with regard to Environment and nature of work factor.

H1: There is significant difference among respondents of various experience groups with regard to Environment and nature of work factor

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Table No: 21 ANOVA Environment and Nature of work

Sum of Squares Between Groups Within Groups Total 30.758 30.168 591

Df

Mean Square

Sig

.148

.465

.761

95

. 318

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to environment and nature of work.

H0: There is no significant difference among respondents of various experience groups with regard to the factor Relationship with supervisors and colleagues.

H1: There is significant difference among respondents of various experience groups with regard to the factor Relationship with supervisors and colleagues.

Table No: 22 ANOVA Relationship with supervisors and colleagues

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Sum of Squares Between Groups Within Groups Total 23.576 22.376 1.199

Df

Mean Square

Sig.

.300

1.273

.286

95

236

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to Relationship with supervisors and colleagues.

H0: There is no significant difference among respondents of various experience groups with regard to the factor Welfare facilities

H1: There is significant difference among respondents of various experience groups with regard to the factor Welfare facilities

Table No: 23 ANOVA Welfare facilities

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Sum of Squares Between Groups Within Groups Total 30.440 28.699 1.741

df

Mean Square

Sig.

435

1.441

.227

95

.302

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to welfare facilities.

H0: There is no significant difference among respondents of various experience groups with regard to the factor Pay and Promotion

H1: There is significant difference among respondents of various experience groups with regard to the factor Pay and Promotion

Table No: 24 ANOVA Pay and Promotion

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Sum of Squares Between Groups Within Groups Total 38.165 35.017 3.148

df

Mean Square

Sig.

787

.369

.082

95

.369

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to Pay and promotion.

H0: There is no significant difference among respondents of various experience groups with regard to the factor Communication and Motivation.

H1: There is significant difference among respondents of various experience groups with regard to the factor Communication and Motivation.

Table No: 25 ANOVA Communication and Motivation

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Sum of Squares Between Groups Within Groups Total 35.037 34.100 .937

Df

Mean Square

Sig.

95

.652

.627

95

95

95

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to communication and motivation.

H0: There is no significant difference among respondents of various experience groups with regard to Job Factors.

H1: There is significant difference among respondents of various experience groups with regard to Job Factors

Table No: 26 ANOVA Job factor

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Sum of Squares Between Groups Within Groups Total 40.798 39.360 1.437

Df

Mean Square

Sig.

.359

.867

.487

95

.414

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various experience with respect to Job factors

H0: There is no significant difference among respondents of various age groups with regard to Job Factors.

H1: There is significant difference among respondents of various age groups with regard to Job Factors.

Table No: 27 ANOVA Sum of df Mean F Sig.

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Squares Between Groups .007 2

Square .004 .009 .991

Within Groups Total

40.790

97

.421

40.798

99

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various age groups with respect to Job factors.

H0: There is no significant difference among respondents of various genders with regard to Job Factors.

H1: There is significant difference among respondents of various genders with regard to Job Factors.

Table No: 28 ANOVA Sum of df Mean F Sig.

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Squares Between Groups Within Groups Total 40.798 99 40.782 98 .036 1

Square .038 .086 .770

.416

Interpretation: Since the significant difference is greater than 0.05 accept null hypothesis and reject alternate hypothesis which says, there is no significant difference among respondents of various genders with respect to Job factors.

Descriptive Statistics

N environment and nature work relationship with supervisors and 100 of 100

minimum 1.40

Maximum 4.20

Mean 2.4960

Std.Deviation .55740

1.00

3.80

2.3620

.48799

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colleagues welfare facilities pay promotion communiction 100 and motivation job factors Valid (listwise) 100 N 100 1.20 4.40 2.5400 .56174 1.25 4.00 2.5725 .59490 and 100 1.00 4.00 2.3900 .62089 100 2.00 4.60 3.4600 .55450

CHAPTER-VII FINDINGS
The descriptive statistics table helps us to derive satisfaction level of employees on various factors:

The respondents are satisfied with the environment and nature of work factors as their mean value is near to 2.50 The respondents relationship with the superiors and colleagues are quite good as their mean value is 2.36 is an agreeable level.

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The Respondents are not provided with proper welfare facilities thats the reason the mean value is quite high at 3.46 levels which is disagree level.

The communication and motivation of employees by their superiors in this organization is reasonable as the mean value is 2.57.

The Pay and promotion activities in this organization is also good as their mean value is 2.4

The Respondents are overall satisfied with their job as their mean value is 2.54 which is an agreeable level. The Parking facilities provided by the organization are not good thats why most respondents disagree with this question.

The refreshment facilities are also need to be improved because most of the employees are dissatisfied on this factor.

The Rest room facilities in the company are not good and they are not satisfied with the lunch facilities.

CHAPTER VIII QUESTIONNAIRE


Questionnaire 1.Name: 2. Age: 3. Gender: Male Female 4. Designation..

Ques1- Working hours are convenient for me-

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1)strongly agree 2) agree 3) neither agree nor disagree 4) disagree 5) strongly disagree

Ques2- I am happy with my work place1) strongly agree 2) agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques3- I feel I have too much work to do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques4- Safety measures provided by the company are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques6- My manager is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques7- My manager consider my ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques10- I am satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques11- We are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

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Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques14- I am satisfied with the chances for my promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques15- I am satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques16- I feel my boss motivate me to achieve the organizational goals1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques18- I feel my job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques19- Overall I am satisfied with my present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

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