A PROJECT REPORT

ON

Impact of Organizational Justice, organizational commitment and

Job satisfaction on Retention

A dissertation report submitted for award

of BBA (Hons.)

GUIDE:

SUBMITTED BY:

Dr. Ajay Wagh

Samar Shukla

Associate Prof

2013104045

ABSTRACT
Human resources are the life blood of any organization. Even though most of the organizations are
Now a days, found to be technology driven, yet human resources are required to run the technology.
They are the most vital and dynamic resources of any organization. With all round development in
each and every area of the economy, there is stiff competition in the market. With this development
and competition, there are lots and lots of avenues and opportunities available in the hands of the
human resources. The biggest challenge that organizations are facing today is not only managing
these resources but also retaining them. Securing and retaining skilled employees plays an
important role for any organization, because employees knowledge and skills are central to
companies ability to be economically competitive. Besides, continuously satisfying the employees
is another challenge that the employers are facing today. Keeping into account the importance and
Sensitivity of the issue of retention to any organization, the present study tries to review the various
available literature and research work on employee retention and the factors affecting employee
retention and job satisfaction among the employees.
Keywords:
Human resources, employee retention, job satisfaction, literature

CERTIFICATE

It is hereby certify that the project report on A Project

Impact of Organizational

Justice, organizational commitment and Job satisfaction on Employee

Retention in Leather Industry Kanpur

(U.P), being submitted by Samar Shukla

student of the Degree of Bachelor of Business Administration (B.B.A) (6 thSem) of Indira Gandhi
National Tribal University, Amarkantak. Dist. Anuppur (M.P) is an original work carried out
successfully under my guidance and supervsion and that no part of this project has been submitted
for any other degree/diploma. The sincerely efforts put in during the course of investigation is
hereby Acknowledged.

Dr. Ajay Wagh

Associate Prof

DECLARATION

I, Samar Shukla, a student of Human Resources in hereby declare that Dissertation

training report entitled is submitted by me in partial fulfillment of the awards of the
degree of BBA-6th Semester and the information presented in this project on

Impact of Organizational Justice, Organizational

Commitment

and

Job

satisfaction

on

Employee

Retention in Leather industry report are correct to the best of my

knowledge

Place: Kanpur
Date:

Signature

ACKNOWLEDGEMENT

This research work is a combined effort of many people who have contributed in their own ways in
making this project effective and purposeful. In this section of my report, I would like to take the
opportunity of thanking all those who have been instrumental in preparing this report.
I am extremely grateful to our Dr. Ajay Wagh, for providing us the opportunity to prove our
skills through this academic project. My mentor for this project, Ms. Vidushi Sharma, guided
me suitably at all times with his evaluations and suggestions.
I also extend my heartiest gratitude to, Mr. Istkar Ahmad, General Manager- Mirza
Leather Industry, who provided me each relevant information and guidance in making this
project a success. It was a great experience working under his supervision.

Date:

Samar Shukla

Table of Contents

S No

Chapters

Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5

Overview of the Company

Introduction
Literature Review
Research Methodology
Data Analysis & Interpretation

Page No

COMPANY OVERVIEW
Mirza International Limited
Mirza International Limited is Indias leading manufacturer and marketer of leather footwear
and finished leather.
With an established footprint that spans across 30 countries, as well as a rock solid infrastructure,
Mirza has taken ground-breaking strides in the Indian leather industry since its inception in 1979.
The fusion of international style and comfort, conceptualized by the in-house design development
team, and its translation into compelling, high quality products at Company-owned integrated
facilities drives Mirzas credential as the preferred supplier to leading international brands. In UK,
the Company has garnered a 25% share in the mens leather footwear in the mid-segment category,
the high market penetration underlining the strong acceptance for its products.
Apart from supplying products to global retailers, Mirza also has global in-house brands - Red Tape
and Oaktrak - in its portfolio. Recently the Company acquired brand Yezdi to increase its product
offerings. A Company with both a legacy and a vision, Mirza is dedicated to expanding the reach of
its in-house brands and strengthening customer connects. In fact, Mirza is the only Indian
manufacturer to sell footwear under own brand names in the fashion capitals of the world, including
UK, USA and France.
Expanding aggressively in global markets and capturing the growing opportunities in the domestic
arena, Mirza today is at an inflection point. Backed by rich industry experience of close to four
decades and equipped with state-of-the-art manufacturing plants, the future is truly exciting. And
with a seamless supply chain function, in-house design studios and a strong marketing and
distribution network as growth drivers, the strides are all set to get bigger. Giving strength to its
potential is the fact that Mirza International has 90 acres of land bank for future expansion.
Headquarter in Kanpur; with the Corporate and Marketing Office at New Delhi,
Mirza International is listed on the NSE and BSE.

LEADERSHIP TEAM
Mr. Irshad Mirza, Promoter, Executive Chairman
Recipient of the prestigious Padma Shri Award in 2010 in recognition of his contribution to Trade &
Industry, Mr. Irshad Mirza is the visionary leader responsible for founding Mirza International.
He has a vast experience spanning around 50 years in the field of Industrial & Leather Technology
and Business Management.
Mr. Rashid Ahmed Mirza, Promoter, Managing Director
Mr. Rashid Ahmed Mirza has been the driving force behind Mirzas sustained growth and success
since inception. He holds a Diploma in Leather Technology from London. His expertise extends

across Industrial & Leather Technology and Business Management, having extensive experience of
about four decades in these areas. He is responsible for the overall management of the Company.
List of President and Director of Company

Mr. Shahid Ahmad Mirza, Whole-time Director

Mr. Tauseef Ahmed Mirza, Whole-time Director

Mr. Tasneef Ahmed Mirza, Whole-time Director

Mr. N.P. Upadhyay, Whole-time Director

Mr. Shuja Mirza, President - Marketing

Mr. Faraz Mirza, President Marketing

INVESTOR RELATION
During the past year, The total revenue from overseas sales amounted to Rs. 707.32 Crores as
compared to Rs.505.86 crores in the previous years, showing a growth of 39.8%.

PREFERRED OVERSEAS SUPPLIER

The leading Indian supplier of leather
footwear to global brands since last 15
years.
Mirza International is the leading Indian
supplier of leather footwear to global brands
since last 15 years.
Approximately 75% of total revenue
generated is derived from sales in
international markets. 85% of the total
overseas sales are private label goods supplied
to leading international footwear companies.
These international labels come to Mirza due
to the ability to affect quick deliveries; offer
great build quality and maintain economic
prices thanks to the integrated nature of its
facilities.

manufacturing

At present, the Company operations spans across 30 countries around the globe. The main overseas
markets are UK, France, Germany and USA.

INTERNATIONAL MARKETS
Embracing the latest trends in international fashion
while providing unparalleled comfort, Red Tape footwear
has emerged a frontrunner in international markets.
In fact, Red Tape is the only Indian footwear brand to
globally and earn significant overseas revenue.

sell

In the UK, where it is targeted at the mens midsegment category, it is amongst the leading brands
in fashion footwear.
Other highlights of Red Tape presence in UK

Present across multiple brand outlets and leading chain stores

Accessible at 300 prime outlets and across 1200 shop windows

Available on topmost e-commerce websites

Apart from UK, Red Tape footwear is also sold in the USA where it is present across 500+ shop
windows.

DOMESTIC MARKETS
We work in India with the same passion that drives us in global markets.
This passion leads us to deliver world-class products which can be worn with pride, making Red
Tape the aspirational fashion brand of young India.
Today, Red Tape footwear is a growing footwear brand in the country because of its superior value
proposition of international style and comfort at affordable prices.

Red Tape shoes are marketed in India through a network of 120 exclusive Brand shops across 30
cities along with a presence in 175+ shop-in-shops. Mirza International has 10 distribution branches
in India. The efforts on the ground are augmented with a vibrant presence in the online media
through a dedicated online website to accentuate sales.
Extending brand offerings beyond footwear to allied areas of garments and accessories, Red Tape
has emerged as a premium life-style brand for the young and trendy.
Aspirational class seek aspirational products. The empowered youth and the growing middle class
segment with higher disposable income provide a big opportunity matrix for increasing Red Tape
sales in India.

INTRODUCTION
Organizational justice
Greenberg (1987) introduced the concept of organizational justice with regard to how an
employee judges the behavior of the organization and the employee's resulting attitude and
behavior. (e.g., if a firm makes redundant half of the workers, an employee may feel a sense of
injustice with a resulting change in attitude and a drop in productivity).
Justice or fairness refers to the idea that an action or decision is morally right, which may be
defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the
justice of events and situations in their everyday lives, across a variety of contexts (Tabibnia,
Satpute, & Lieberman, 2008). Individuals react to actions and decisions made by organizations
every day. An individuals perceptions of these decisions as fair or unfair can influence the
individuals subsequent attitudes and behaviors. Fairness is often of central interest to organizations
because the implications of perceptions of injustice can impact job attitudes and behaviors at work.
Justice in organizations can include issues related to perceptions of fair pay, equal opportunities for
promotion, and personnel selection procedures.

Organizational justice factors

There are following dimensions of OJ with reference to the impact described by Prof Rizwan
Fareed (USA) in a research article presented in ICMR 2014 Equitable compensation Formal
Selection Justifiable promotions impersonal relation

Corporate social responsibility

A concept related to organizational justice is corporate social responsibility (CSR). Organizational
justice generally refers to perceptions of fairness in treatment of individuals internal to that
organization while corporate social responsibility focuses on the fairness of treatment of entities
external to the organization. Corporate social responsibility refers to a mechanism by which
businesses monitor and regulate their performance in line with moral and societal standards such
that it has positive influences on all of its stakeholders (Carroll, 1999). Thus, CSR involves
organizations going above and beyond what is moral or ethical and behaving in ways that benefit
members of society in general. It has been proposed that an employees perceptions of their
organizations level of corporate social responsibility can impact that individuals own attitudes and
perceptions of justice even if they are not the victim of unfair acts.

Organizational Commitment
In organizational behavior and industrial and organizational psychology, organizational
commitment is the individual's psychological attachment to the organization. The basis behind
many of these studies was to find ways to improve how workers feel about their jobs so that these
workers would become more committed to their organizations. Organizational commitment predicts
work variables such as turnover, organizational citizenship behavior, and job performance. Some of
the factors such as role stress, empowerment, job insecurity and employability, and distribution of
leadership have been shown to be connected to a worker's sense of organizational commitment.

Organizational commitment can be contrasted with other work-related attitudes, such as job
satisfaction, defined as an employee's feelings about their job, and organizational identification,
defined as the degree to which an employee experiences a 'sense of oneness' with their organization.
Organizational scientists have also developed many nuanced definitions of organizational
commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's
model of commitment, which was developed to integrate numerous definitions of commitment that
had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the
model is not consistent with empirical findings, and may not be fully applicable in domains such as
customer behavior. There has also been debate surrounding what Meyers and Allen's model was
trying to achieve.

Job Satisfaction
Job satisfaction or employee satisfaction has been defined in many different ways. Some believe
it is simply how content an individual is with his or her job, in other words, whether or not they like
the job or individual aspects or facets of jobs, such as nature of work or supervision. Others believe
it is not so simplistic as this definition suggests and instead that multidimensional psychological
responses to one's job are involved. Researchers have also noted that job satisfaction measures vary
in the extent to which they measure feelings about the job (affective job satisfaction) or cognitions
about the job (cognitive job satisfaction).
Models

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.

Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied with their
jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have
similar levels of job satisfaction.

Equity theory
Equity Theory shows how a person views fairness in regard to social relationships such as with an
employer. A person identifies the amount of input (things gained) from a relationship compared to
the output (things given) to produce an input/output ratio. They then compare this ratio to the ratio
of other people in deciding whether or not they have an equitable relationship. Equity Theory
suggests that if an individual thinks there is an inequality between two social groups or individuals,
the person is likely to be distressed because the ratio between the input and the output are not equal
For example, consider two employees who work the same job and receive the same pay and
benefits. If one individual gets a pay raise for doing the same work as the other, then the less
benefited individual will become distressed in his workplace. If, on the other hand, both individuals
get pay raises and new responsibilities, then the feeling of equity will be maintained.

Discrepancy theory
The concept of discrepancy theory is to explain the ultimate source of anxiety and dejection. An
individual who has not fulfilled his responsibility feels the sense of anxiety and regret for not
performing well. They will also feel dejection due to not being able to achieve their hopes and
aspirations.

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. An
employees motivation to work is continually related to job satisfaction of a subordinate. Motivation
can be seen as an inner force that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, p. 133). 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.

EMPLOYEE RETENTION
Employee retention refers to the ability of an organization to retain its employees. Employee
retention can be represented by a simple statistic (for example, a retention rate of 80% usually
indicates that an organization kept 80% of its employees in a given period). However, many
consider employee retention as relating to the efforts by which employers attempt to retain
employees in their workforce. In this sense, retention becomes the strategies rather than the
outcome.
A distinction should be drawn between low-performing employees and top performers, and efforts
to retain employees should be targeted at valuable, contributing employees. Employee turnover is a
symptom of deeper issues that have not been resolved, which may include low employee morale,
absence of a clear career path, lack of recognition, poor employee-manager relationships or many
other issues. A lack of satisfaction and commitment to the organization can also cause an employee
to withdraw and begin looking for other opportunities. Pay does not always play as large a role in
inducing turnover as is typically believed.
In a business setting, the goal of employers is usually to decrease employee turnover, thereby
decreasing training costs, recruitment costs and loss of talent and organizational knowledge. By
implementing lessons learned from key organizational behavior concepts, employers can improve
retention rates and decrease the associated costs of high turnover. However, this isn't always the
case. Employers can seek "positive turnover" whereby they aim to maintain only those employees
whom they consider to be high performers.

Literature Review
Many studies have been conducted in the area of cultural effect on consumer buying
behavior; consumer behavior is synonymous with marketing. Robertson and Kassarjian
(1991) explain consumer behavior as the scientific study of consumer actions in the
marketplace. However, some others view consumer behavior as independent of
marketing or any particular discipline. Jacoby (1976), defined consumer behavior as the
acquisition, consumption and disposition of goods, services, time and ideas by decision
making units .... Arndt (1976) argued that consumer behavior encompasses the the
problems encountered by members of society in the acquisition and realization of their
standard of living. More recently, Holbrook (1995) defined consumer research as the
study of consummation in all of its aspects. Holbrook defined, Consummations of one
sort or another are what all humans and therefore all consumers seek. Consummation
attaining customer value or achieving satisfaction thereby designates the central core of
the concept of consumer research. As a field, consumer behavior represents the
intellectual meeting ground for investigators from economics, marketing, applied
psychology, sociology, anthropology, philosophy, family sciences, and related
disciplines. Conventional wisdom holds that the emotional cultural differences between
countries will significantly impact on cross national business relationships between firms
from different countries and cultures. Studies from both the field of anthropology and
management science have concluded that most human behavior is mediated by culture.
The study of psychology developed the hierarchy of effects model, which proposes that
behavior is composed of three dimensions: cognitive, affective and conative. The
cognitive dimension involves developing awareness and knowledge, the affective
component relates to developing feelings and attitudes, and the conative dimension
involves development of conviction or intention and actual behavior, such as purchase
(Lavidge and Steiner, 1961).
The literature is divided concerning the influence of national culture on cross
nationalBusiness ventures. Traditionally, the literature has accepted that fundamental
beliefs can differ greatly between cultures (Hall, 1960). It is, however, complex to

understand how these culture differences can influence international business

relationships. Scholars have called for markets with different cultures to be treated
differently, while offering little in the way of empirical evidence to support such notions.
The literature warns the reader that the success of any international marketing strategy
depends on attempting to conform to customer culture norms (Deshpande and Webster,
1989). Hofstedes work resulting in the creation of five indices of culture (uncertainty
avoidance, power distance, individualism, masculinity and long term orientation), upon
which the work related values of individuals of different countries are purported to
differ, has been received as seminal in the cross cultural literature. Countries (and indeed
regions) have different attitudes towards IDV and collectivism. Countries such as the
Peoples Republic of China consider the value of tradition as paramount: The traditional
Chinese person hardly thinks of himself as an individual. Economic and political
systems also enforce individualism or collectivism. The capitalist market economy
philosophy emphasizes IDV and the achievement of the individual, whereas socialist
forms of economic control and state planning encourage collectivismof the five indices
of culture developed by Hofstede, the individualism collectivism index is considered to
be the most important difference associated with the cultures of various countries.
Despite the obvious impact of lifestyle, life stage, income and age on consumers
behavior within each of these, essentially, men and women have an interest in, talk
about, and show a fondness for, different products. Despite calls for more research
focusing on gender differences, relatively few studies have been conducted (Carsky and
Zuckerman, 1991) and these studies have focused on relatively narrow areas, such as
impulse buying, or have been very product specific, eg house purchasing. Evidence
suggests that gender differences exist in the aids used to arrive at buying decisions as
well as in the decisions themselves (egHelmig, 1997; Wood, 1998). However, most of
the studies have focused on low involvement and nondurable products (Patterson, 1993).
Country of origin effect can be defined as any influence that the country of manufacture
has on a consumers positive or negative image of a product (Cateora and Graham,
1999). With increasing availability of foreign goods in most national markets, the
country of origin can become more important as consumers often evaluate imported
goods differently than they do competing domestic products With the increasing pace of

globalization and the diversity of manufacturing activities internationally, more studies

are needed to guide marketers to have a better insight into buyers attitudes and behavior
with respect to global products. Cross cultural management researchers have
traditionally used Hofstadters (1980, 1997) definition of culture, which equates culture
to ``the collective programming of the mind which distinguishes the members of one
group or category of people from another''. Culture influences behavior through its
manifestations: values, heroes, rituals, and symbols (Hofstede, 1997). These are the
forms in which culturally determined knowledge is stored and expressed. Thus, each
cultural group possesses different cultural manifestations. Culture, which could be seen
as group personality, is one of the factors distinguishing groups from one another,
especially physically distant groups; Thus, it is seen as an important agent of bias,
especially in formation of country images.

Research Methodology
A research process consists of stages or steps that guide the project from its conception through the
final analysis, recommendations and ultimate actions. The research process provides a systematic,
planned approach to the research project and ensures that all aspects of the research project are
consistent with each other.
Research studies evolve through a series of steps, each representing the answer to a key question.

fs

Basically there are three research methods:A. Exploratory Research method.

B. Descriptive Research method.
C. And Casual Research method.

Exploratory Research
The method I have used for data collection for this study is
A.

Primary Data

B.

Secondary data

Primary Data
New data gathered to help solve the problem at hand. As compared to secondary data which is
previously gathered data. An example is information gathered by a questionnaire. Qualitative or
quantitative data that are newly collected in the course of research, Consists of original information
that comes from people and includes information gathered from surveys, focus groups, independent
observations and test results. Data gathered by the researcher in the act of conducting research. This
is contrasted to secondary data which entails the use of data gathered by someone other than the
researcher information that is obtained directly from first-hand sources by means of surveys,
observation or experimentation.
Primary data is basically collected by getting questionnaire filled by the respondents.

Secondary Data
Information that already exists somewhere, have been collected for another purpose. Sources
include census reports, trade publications, and subscription services and also Data that have already
been collected and published for another research project.
There are two types of secondary datas:

Internal secondary data

External secondary data

Information compiled inside or outside the organization for some purpose other than the current
investigation.

Market information compiled for purposes other than the current research effort; can be internal
data, or it can be research conducted by someone else, such as a market research company or the
U.S. government. Published, already available data that comes from pre-existing sets of
information, like medical records, vital statistics, prior research studies and archival data
Secondary source of data used consists of books and websites
My proposal is to first conduct an intensive secondary research to understand the full impact and
implication on employee retention, to review and critique the industry norms and reports, on which
certain issues shall be selected, which I feel remain unanswered or liable to change, this shall be
further taken up in the next stage of exploratory research.

DESCRIPTIVE RESEARCH
STEPS in the descriptive research:
Problem Recognition
Identification of information needed to solve the problem
Selection or development of instruments for gathering the information
Identification of target population and determination of sampling Plan.
Design of procedure for information collection
Collection of information
Analysis of information
Generalizations and/or prediction

DATA COLLECTION
Data collection took place with the help of filling of questionnaires. The questionnaire method has
come to the more widely used and economical means of data collection. The common factor in all
varieties of the questionnaire method is this reliance on verbal responses to questions, written or
oral. I found it essential to make sure the questionnaire was easy to read and understand to all
spectrums of people in the sample. It was also important as researcher to respect the samples time

and energy hence the questionnaire was designed in such a way, that its administration would not
exceed 4-5 minds. These questionnaires were personally administered.
The first-hand information was collected by making the people fill the questionnaires. The primary
data collected by directly interacting with the people. The respondents were contacted at Mirza
international Ltd head office Kanpur. The data was collected by interacting with 100 respondents
who filled the questionnaires and gave me the required necessary information. The respondents
consisted of workers, supervisors and executives in the organization. The required information was
collected by directly interacting with these respondent

Sampling Frameworks
Determination of the Sample Plan & Size
Target Population:
It is a description of the characteristics of that group of people from whom a course is intended. It
attempts to describe them as they are rather than as the describer would like them to be. Also called
the audience the audience to be served by our project includes key demographic information (i.e.;
age, sex etc.).The specific population intended as beneficiaries of a program. It included
Employees, Executives & Self-employed.

Sample Size
I have targeted 100 people in the age group above 21-55 years for the purpose of the research. The
sample size is influenced by the target population. The target population represents the Kanpur
region. The people were from different professional backgrounds.

Sampling Method
Simple random sampling technique has been used to select the sample

A simple random sample is a group of subjects (a sample) chosen from a larger group (a
population). Each subject from the population is chosen randomly and entirely by chance, such that
each subject has the same probability of being chosen at any stage during the sampling process.
This process and technique is known as Simple Random Sampling,

Error in study
Interviewer error
There is interviewer bias in the questionnaire method. Open-ended questions can be biased by the
interviewers views or probing, as interviewers are guiding the respondent while the questionnaire
is being filled out. The attitudes the interviewer revels to the respondent during the interview can
greatly affect their level of interest and willingness to answer openly. As interviewers probing and
clarifications maximize respondent understanding and yield complete answers, these advantages are
offset by the problems of prestige seeking, social desirability and courtesy biases.
Questionnaire error
The questionnaire designing has to careful so that only required data is concisely reveled and there
is no redundant data generated. The questions have to be worded carefully so that the questions are
not loaded and does not lead to a bias in the respondents mind
Respondent error
The respondents selected to be interviewed were not always available and willing to cooperate also
in most cases the respondents were found to not have the knowledge, opinion, attitudes or facts
required additionally uninformed response errors and response styles also led to survey error.
Sampling error

We have taken the sample size of 100, which cannot determine the Share market of the total
population. The sample has been drawn from only Mirza International Ltd. Kanpur.

Research Design
Research design is a conceptual structure within which research is conducted. A research design is
the detailed blueprint used to guide a research study towards its objective. It is a series of advanced
decision taken together comprising a master plan or a model for conducting the research in
consonance with the research objectives. Research design is needed because it facilitates the smooth
sailing of the various research operations, thereby making research as efficient as possible yielding
maximum information with the minimum effort, time and money.

DATA ANALYSISS & INTERPRETATION

Analysis and Interpretation
Analysis and Interpretation work is very important work of any research study. For the present
study we have done a survey of 100 Employees of Mirza International Ltd. Kanpur. The main
objective of the research is impact of organizational commitment, organizational justice& job
satisfaction on employee retention. For this purpose some question are asked to employees &
executives about job satisfaction commitment & justice for retention in the organization.
Q.1 I am quite proud to able tell people who is that I work for?

Disagree

10

Moderately Disagree

10

Lightly Disagree

30

Agree Slightly

----

Agree Moderately

10

Agree very much

----

According to the response received the most of the employees are lightly disagree.

Proudness
35
30
25
20
15
10
5
0

Analysis:
-

Q.2 I Sometimes feel like leaving employment for good?

Disagree

----

Moderately Disagree

50

Lightly Disagree

20

Agree Slightly

10

Agree Moderately

10

Agree very much

----

ANALYSIS: - From the responses received, it is observed that maximum number of respondent are
moderately disagree.
Q.3 I feel myself to be part of organization?

Disagree

20

Moderately Disagree

----

Lightly Disagree

40

Agree Slightly

10

Agree Moderately

20

Agree very much

----

Analysis: - From the responses received, it was seen that maximum number of respondents said that
they are lightly disagree (with 40%).

Q.4 Think a lot leaving this organization?

Disagree

40

Moderately Disagree

10

Lightly Disagree

10

Agree Slightly

20

Agree Moderately

20

Agree very much

10

Analysis: - Mostly respondents are disagreeing.

Q.5 I feel satisfied with my chance for performance?

Disagree

10

Moderately Disagree

10

Lightly Disagree

40

Agree Slightly

30

Agree Moderately

----

Agree very much

----

Analysis: - From the responses received, it is observed that 40% of respondents are lightly disagree.
Q.6 There is a little chance for promotion in my job?

Disagree

50

Moderately Disagree

10

Lightly Disagree

20

Agree Slightly

10

Agree Moderately

10

Agree very much

----

Analysis: - According to the response received the most of the employees are disagree.
Q.7 When I do good job I receive the recognition for it I should receive?

Disagree

10

Moderately Disagree

20

Lightly Disagree

10

Agree Slightly

40

Agree Moderately

10

Agree very much

10

ANALYSIS: - From the responses received, it is observed that maximum number of respondent are
slightly agree.

Q.8 I do not feel that the work I do is appreciated?

Disagree

40

Moderately Disagree

10

Lightly Disagree

----

Agree Slightly

20

Agree Moderately

10

Agree very much

20

Analysis: - From the responses received, it was seen that maximum number of respondents said that
they are disagree (with 40%).
Q.9 I like the people I work with?

Disagree

10

Moderately Disagree

----

Lightly Disagree

10

Agree Slightly

20

Agree Moderately

40

Agree very much

20

Analysis: - Mostly respondents are agreeing moderately.

Q.10 There is too much bickering and fighting at work?

Disagree

----

Moderately Disagree

10

Lightly Disagree

---

Agree Slightly

10

Agree Moderately

50

Agree very much

30

Analysis: - From the responses received, it is observed that 50% of respondents are agree
moderately.
Conclusion recommendation

Reference
INTERNET:
http://iosrjournals.org/iosr-jbm/papers/Vol14-issue2/B01420816.pdf
www.encyclopedia.com
www.wikipedia.com
www.google.com
https://en.wikipedia.org/wiki/Job_satisfaction , Tuesday, April 19, 2016