Job Satisfaction

A STUDY ON EMPLOYEE JOB SATISFACTION IN ONCLAIRS
TECHNOLOGIES
CHAPTER I
INDRODUCTION
The present study is made an attempt to identify Job Satisfaction facilities and
employees level about Job Satisfaction facilities adopted. To achieve the aforesaid
objective data is gathered from 130 employees of the organization with random
sampling technique. It is found that most of the respondents are aware about the
legislative and non - legislative employee Job Satisfaction facilities provided at the
Company, Job Satisfaction facilities like medical, canteen, working environment,
safety measures etc., are provided by the company. And most of the employees are
satisfied with the Job Satisfaction facilities adopted by the company towards the
employees Job Satisfaction.
INTRODUCTION
Every individual has certain needs and motives which want to fulfill. Any job
which fulfills their needs and motives. There are some situational factors
responsible for job satisfaction. The important causes of job satisfaction are wage
incentive systems, the work environment, length of working hours, behavior of the
supervisor, security, scope for promotion and recognition of merit. Besides proper
evaluation of work, impartial behavior and social relationship with co-workers etc.
are also contributory factors.
The term Job Satisfaction proposes many ideas, meanings and connotations, such
as the state of well-being, health, happiness, prosperity and the development of
human resources. As a total concept of Job Satisfaction, it is a desirable state of
existence involving physical, mental, moral and emotional well-being.
The social concept of Job Satisfaction implies the Job Satisfaction of man, his
family, and his community. Job Satisfaction is called a relative concept, for it is
related to time and space. Changes in it have an impact on the system of Job
Satisfaction as well. Job Satisfaction is also a positive concept. In order to establish
a minimum level of Job Satisfaction, it demands certain minimum acceptable
conditions of existence, biologically and socially.
The employee Job Satisfaction schemes can be classified into two categories viz.
statutory and non-statutory Job Satisfaction schemes. The statutory schemes are
those schemes that are compulsory to provide by an organization as compliance to
the laws governing employee health and safety. These include provisions provided
in industrial acts like Factories Act 1948, Dock Workers Act (safety, health and Job
Satisfaction) 1986, Mines Act 1962. The nonstatutory schemes differ from
organization to organization and from industry to industry.
It is a comprehensive term including various services, benefits and facilities

offered to employees by the employer. Through such generous fringe benefits, the
employer makes life worth living for employees. The Job Satisfaction amenities
are extended by in addition to normal wages and other economic rewards available
to the employees as per legal provisions. The significance of Job Satisfaction were
accepted as early as 1931 when the Royal Commission on Labor stated, the
benefits are of great importance to the worker which he is unable to secure by
himself. The schemes of labor Job Satisfaction may be regarded as a wise
investment because these would bring a profitable return in form of greater
efficiency.
Employee Job Satisfaction facilities in the organization affects on the behavior of

the employees as well as on the productivity of the organization. While getting
work done through employees the management must provide required good
facilities to all employees. The management should provide required good facilities
to all employees in such way that employees become satisfied and they work
harder and more efficiently and more effectively.
Job Satisfaction is a broad concept referring to a state of living of an individual or

a group, in a desirable relationship with the total environment ecological
economic and social. It aims at social development by such means as social
legislation, social reform social service, social work, social action. The object of
economics Job Satisfaction is to promote economic production and productivity
and through development by increasing equitable distribution.
Lab our Job Satisfaction is an area of social Job Satisfaction conceptually and
operationally. It covers a broad field and connotes a state of well being, happiness,
satisfaction, conservation and development of human resources.
Employee Job Satisfaction is an area of social Job Satisfaction conceptually and

operationally. It covers a broad field and connotes a state of well being, happiness,
satisfaction, conservation and development of human resources and also helps to
motivation of employee. The basic propose of employee Job Satisfaction is to
enrich the life of employees and to keep them happy and conducted. Job
Satisfaction may be both Statutory and Non statutory laws require the employer to
extend certain benefits to employees in addition to wages or salaries.
OBJECTIVE OF THE STUDY
The study has been designed with the following objects

To know awareness about the concept of Employee job satisfaction
To know employees Job Satisfaction strategies in this company of
employees.
To give suggestions to improve the labor job satisfaction measures in the
company. Ensure continuous development of human Resources.
To maintain good relationship between the management and workers.
To find out various job satisfaction
Facilities provided at the Company.
SCOPE OF THE STUDY
The study "Employee job satisfaction provided by ONCLAIRS

TECHNOLOGIES, CHENNAI has thrown light to the Job Satisfaction of
employee who marks in the organization.
This study wills help the top management to improve their labor Job
Satisfaction in favorable for employees of ONCLAIRS
TECHNOLOGIES, CHENNAI.
The Study covers the whole organization is taken into consideration and the
survey is conducted among the workers through the Questionnaire and also
present study is restricted to ONCLAIRS TECHNOLOGIES, CHENNAI
and data is analyzed based on the information provided by employees of the
ONCLAIRS TECHNOLOGIES, CHENNAI.
CONSTRAINTS AND LIMITATION OF THE STUDY:

As the study revolves around the reward system of the organization and in
spite of keeping serious and sincere efforts there are several limitations.
There are as follows.
The information is collected by 110 employees only.
The investigation access to the staff was limited due to the shift system.
Information received from the respondents neither may not be accurate. So
the received information will not give a true and fair view of the actual
position.
Due to time constraint, the research work has been undertaken within the
stipulated time of 3 weeks
Due to time limitation, sample size for the project study is limited to only
110 laborers.
RESEARCH METHODOLOGY
A Research design is simply the framework or plan for a study. The design may be
a specific presentation of the various steps in the process of Research. For this
descriptive design was used. Descriptive research includes survey and fact finding
enquiries of different kinds. The major purpose of descriptive research is
description of the state of affairs, as it exists at present. In this method the
researcher has no control over the variables. He / She can only report what has
happened and what is happening.
The methodology adapted to collecting information from a sample size of 100

respondents by using simple random sampling technique, in order to analyze and
interpret the respondents opinions and views with respect to the Job Satisfaction
provided by ONCLAIRS TECHNOLOGIES, CHENNAI. The entire study is
based on both the primary data and Secondary data.
PRIMARY DATA:
For collecting the primary data, the questionnaire method was employed. Each
respondent was given a questionnaire and they answered it and returned back in
two weeks time.
Questionnaire: A Questionnaire has been prepared and distributed among the

respondents (employees) for both executives and non-executives.
Interview: Personal Interview and interaction with the respondents (employees).
Observation: by observing the working environment.
SECONDARY DATA
For secondary data the researcher depends on various company records, websites
and journals etc. The secondary data is that which have been already collected by
someone or else which have been passed through statistical data can be categorized
into two broad categories named published and unpublished statistics.
Data sources
Primary data was collected by the questionnaire based marked survey. Secondary
data was obtained from journals, magazines newspapers, books and the internet.
Research Instrument
For doing the survey research, structured questionnaire with both open ended and
close end equations were used.
Data Analysis:
The mode of survey was personal interview with the respondents during the filling
up of the questionnaire.
Sampling Techniques:
The sampling used for this study was probability sampling. Since the study is only
meant for certain specific categories within the total population,
a stratified random sample was used. Three groups of categories have
been taken into account viz. students professionals and general public.
Sample Size
A sample size of 110 respondents is used for the study.
TOOLS OF THE STUDY

Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 150
No. of respondents
Percentage of respondents = ---------------------------- X 100
Total No.of respondents

CHI-SQUARE ANALYSIS:
Chi-square test = (O-E)2/E
Degrees of freedom = V = (r-1) (C-1)
Where O = Observed Frequency
E = Expected Frequency
R = Number of rows
C = Number of columns
Level of significance = 5%.
CHAPTER II
REVIEW OF LITERATURE
Report of National Commission on Employee (2002), Government of India,

made recommendations in the area of Employee Job Satisfaction which include
social security, extending the application of the Provident Fund, gratuity and
unemployment insurance etc. Shobha, Mishra & Manju Bhagat, in their Principles
for Successful Implementation of Employee Job Satisfaction, stated that
Employee absenteeism in Indian industries can be reduced to a great extent by
provision of good housing, health and family care, canteen, educational and
training facilities and provision of Job Satisfaction activities.
A. Sabarirajan, T. Meharajan, B.Arun (2001) analyzed the study on employee

Job Satisfaction in Software industry. The study shows that 15% of the employees
are employees are satisfied with their Job Satisfaction.39 % of the employees is
average with their Job Satisfaction. 16% of them are in highly dissatisfied level.
This study throws light on the impact of Job Satisfaction on QWL among the
employees of Software Industry in Chennai district. While describing the Job
Satisfaction in Onclairs Technologies, A.J.Todd (1933) was analyzed that the
Employee Job Satisfaction is the voluntary efforts of the employers to establish,
within the existing industrial system, working and sometimes living and cultural
conditions of the employees beyond what is required by law, the custom of the
industry and the conditions of the market.
V. V. Gir+i National Employee Institute(1999-2000), a fully funded autonomous

body of the Ministry of Employee, it was conducted action-oriented research and
provides training to grass root level workers in the trade union movement, both in
the urban and rural areas, and also to officers dealing with industrial relations,
personal management, Employee Job Satisfaction, etc.
In the view of K.K. Chaudhuri, in his Human Resources: A Relook to the
Workplace, states that HR policies are being made flexible. From leaves to
compensations, perks to office facilities, many companies are willing to customize
policies to suit different employee segments.
Conventions and Recommendations of ILO (1949) sets forth a fundamental

principle at its 26th conference held in Philadelphia recommended some of the
measures in the area of Job Satisfaction which includes adequate protection for life
and health of workers in all occupations, provision for child Job Satisfaction and
maternity protection, provision of adequate nutrition, housing and facilities for
recreation and culture, the assurance of equality of educational and vocational
opportunity etc.
A Study done by P.R. China in 2003, Great expectations are being placed on
firms to act with increasing social responsibility, which is adding a new dimension
to the role of management and the vision of companies. They argue that social Job
Satisfaction activities are strategic investments for firm. They can create intangible
assets that help companies overcome entry barriers, facilitate globalization, and
outcompete local rivals. They are simple contribution, topic contribution,
collaboration with non-profit organizations or government organizations, and
establishment of corporation charity fund. Future research on corporate citizenship
would be strengthened in philanthropic strategy and management.
CHAPTER III
INDUSTRY HISTORY AND PROFILE:

INTRODUCTION TO THE ORGANIZATION
About Onclairs Technology:
Onclairs is a Chennai based Company with a highly professional approach,

targeting to be one among the top ten in the country over the next few years.
Incorporated as a private company in the year 2005, we also provide services to
our clients in different countries like the UK, USA, Spain, and the Netherlands. We
have different projects on hand with a highly qualified team handling each project,
ensuring an uninterrupted flow of work.
We seek to link human resources with knowledge across the planet, thereby
overcoming the obstacles posed by geographical boundaries. In short, Onclairs
pursues the course of taking full advantage of a world that is 'rapidly shrinking' due
to the swift technological advancements witnessed across the globe.
In spite of being newcomers to the industry, we believe that professionalism

coupled with client satisfaction, along with a highly motivated workforce are the
key elements which will contribute to our success in this highly competitive field.
Where professionalism is concerned, Onclairs is certainly not short of it, most of
our work force is comprised of seasoned veterans who have already put in
considerable experience in other companies engaged in related fields, and already
have 'hands on' experience in the IT industry. Most of those engaged in the
technical line are highly qualified engineers , and those working in the content
section of the organization have put in considerable experience in journalism,
including the print and electronic media. In short, they are the kind of professionals
who can add value to knowledge, and deliver solutions that are of 'world class'
standards.
We do not however discount the fact that client satisfaction also plays an important
role in the success of an IT company. We are perfectly aware that the best
advertisement that we can get is through referrals from our 'satisfied clients', who
also tend to approach us with repeat contracts'. With this background, it is little
wonder that we continue to be a financially stable, cash flow positive company.
OPERATIONS:
Corporate & Investment Banking Includes Capital Markets, Debt &
Finance and Corporate & Institutional Banking. Capital Markets encompass
equities, commodities, fixed-income, forex, derivatives and structured
products.
Asset Management Onclairs Global Asset Management is the 14th largest

asset management firm in the world with $734 billion in assets under
management as of September 30, 2012. Subsidiaries include Onclairs Asset
Management, Harris Associates, Loomis Sayles, Nexgen FS and Reich &
Tang.
Private Equity & Private Banking Onclairs Private Banking unit includes
Banque Prive.
Services Business lines include insurance, securities, financial guarantees,

and consumer finance.
Receivables Management (offered through its Coface subsidiary). Coface

deals in risk analysis, supporting corporates in account receivables.
CAREERS OF ONCLAIRS TECHNOLOGY:
Flash Programmer:
Job Responsibilities: Candidates with good working knowledge in Action script

1.0, 2.0 & 3.0. will have an advantage. Candidate should be strong in fundamental
programming and oops concept. Candidate should have strong analytical and
logical reasoning skills. Candidate must possess expertise in photoshop, xml with
load, communicating with server side, should be able to handle graphics and
animation with programming, should be able to understand and analyze the
storyboard then implement the script according to it. Knowledge in flash game
engine will be an added advantage.
Flash 2D Animator:
Job Responsibilities: Candidates should have good knowledge in tracing of

images and giving exact color to them. Should be an expert in using all animation
tools. Should have good knowledge in setting time frames for animations, should
be able to design a character of their own according to the story board given to
them and also create perfect BG for that. Candidate should be a good visualizer
with excellent creativity, which is mandatory. Graduates who posses B.F.A degree
is preferred for this position.
Story Board Writer:
Job Responsibilities: Candidates should have good creativity, should be able to

create new concepts for game development. Candidates must have good free hand
drawing skills. Knowledge in flash is mandatory. Should be a good visualizer and
also who is interested in games.B.sc Visual communication graduates
fresh/experienced can apply.
PHP Programmers:
Job Responsibilities: Candidates with good knowledge in php programming with

good template designing skills using css, should have strong knowledge in mysql
queries with knowledge expertise in validation of the website using JavaScript and
also strong knowledge using ajax. Candidates who has worked in projects using
content management system such as drupal, Joomla is an added advantage.
Artist:
Job Responsibilities:
Candidates who are expert in free hand drawing skills with flash working
knowledge is mandatory. Should be able to visualize the script and create a
background according to it. Should have thorough knowledge in using all three
types of animation. Graduates who possess B.F.A degree will be preferred for this
position.
Content Writers:
Job Responsibilities:
Candidates with good writing skills in English, and experience in content

writing is mandatory. Candidates with knowledge in Foreign Languages such as
French, Arabic, Polish, Swedish, German, Japanese will be an added advantage.
Achievements
Our success and business model has been recognized and rewarded
repeatedly since its inception. These awards demonstrate our dedication and
commitment to our clients and consultants. Every referral or opportunity for repeat
business represents recognition for a job well done more than any award. We offer
sincere thanks to our clients and partners for allowing us the privilege of doing
what we love and serving alongside you. We are proud to share some of our
recognition for building a great company with a culture that empowers our people
to deliver results.
This year's employers were divided among five different categories

extra small, small, medium, large and extra large and were selected based on
survey responses provided by employees. The Onclairs Best Places to Work
surveys and the subsequent scoring of responses were provided in partnership with
Quantum Workplace.
INTRODUCTION ABOUT SOFTWARE INDUSTRIES
ABOUT IT INDUSTRY:
The software industry includes businesses for development, maintenance

and publication of software that are using different business models, mainly either
"license/maintenance based" on-premises or "Cloud based". The industry also
includes software services, such as training, documentation, consulting and data
recovery. There Majorly two types of IT Industry Software Development and
Embedded software development.
SOFTWARE DEVELOPMENT:
Software development is the process of computer programming,

documenting, testing, and bug fixing involved in creating and maintaining
applications and frameworks involved in a software release life cycle and resulting
in a software product. The term refers to a process of writing and maintaining the
source code, but in a broader sense of the term it includes all that is involved
between the conception of the desired software through to the final manifestation
of the software, ideally in a planned and structured process. Therefore, software
development may include research, new development, prototyping, modification,
reuse, re-engineering, maintenance, or any other activities that result in software
products.
Software can be developed for a variety of purposes, the three most common
being to meet specific needs of a specific client/business (the case with custom
software), to meet a perceived need of some set of potential users (the case with
commercial and open source software), or for personal use (e.g. a scientist may
write software to automate a mundane task).
EMBEDDED SOFTWARE DEVELOPMENT:
Embedded software development that is, the development of embedded

software such as used for controlling consumer products, requires the development
process to be integrated with the development of the controlled physical
product. System software underlies applications and the programming process
itself, and is often developed separately.
The need for better quality control of the software development process has
given rise to the discipline of software engineering, which aims to apply the
systematic approach exemplified in the engineering paradigm to the process of
software development.
There are many approaches to software project management, known as

software development life cycle models, methodologies, processes, or models.
The waterfall model is a traditional version, contrasted with the more recent
innovation of agile software development.
CTIVITIES OF IT INDUSTRYS:
1. Identification of need
2. Planning
3. Designing
4. Implementation, testing and documenting
5. Deployment and maintenance
Identification of need:
The sources of ideas for software products are legion. These ideas can
come from market research including the demographics of potential new
customers, existing customers, sales prospects who rejected the product, other
internal software development staff, or a creative third party. Ideas for software
products are usually first evaluated by marketing personnel for economic
feasibility, for fit with existing channels distribution, for possible effects on
existing product lines, required features, and for fit with the company's marketing
objectives. In a marketing evaluation phase, the cost and time assumptions become
evaluated. A decision is reached early in the first phase as to whether, based on the
more detailed information generated by the marketing and development staff, the
project should be pursued further.
Planning:
Planning is an objective of each and every activity, where we want to

discover things that belong to the project. An important task in creating a software
program is extracting the requirements or requirements analysis. Customers
typically have an abstract idea of what they want as an end result, but do not know
what software should do. Skilled and experienced software engineers recognize
incomplete, ambiguous, or even contradictory requirements at this point.
Frequently demonstrating live code may help reduce the risk that the requirements
are incorrect.
Once the general requirements are gathered from the client, an analysis of
the scope of the development should be determined and clearly stated. This is often
called a scope document.
Certain functionality may be out of scope of the project as a function of cost

or as a result of unclear requirements at the start of development. If the
development is done externally, this document can be considered a legal document
so that if there are ever disputes, any ambiguity of what was promised to the client
can be clarified.
Designing:
Once the requirements are established, the design of the software can be
established in a software design document. This involves a preliminary, or high-
level design of the main modules with an overall picture (such as a block diagram)
of how the parts fit together. The language, operating system, and hardware
components should all be known at this time. Then a detailed or low-level design is
created, perhaps with prototyping as proof-of-concept or to firm up requirements.
Deployment and maintenance:
Deployment starts directly after the code is appropriately tested, approved

for release, and sold or otherwise distributed into a production environment. This
may involve installation, customization (such as by setting parameters to the
customer's values), testing, and possibly an extended period of evaluation.
Software training and support is important, as software is only effective if it

is used correctly.
Maintaining and enhancing software to cope with newly discovered faults or

requirements can take substantial time and effort, as missed requirements may
force redesign of the software.
BUSINESS PROCESS OF IT INDUSTRIES:
1. A business model illustrates the functions associated with the business

process being model and the organizations that perform these functions. By
depicting activities and information flows, a foundation is created to
visualize, define, understand, and validate the nature of a process.
2. A data model provides the details of information to be stored, and is of

primary use when the final product is the generation of computer software
code for an application or the preparation of a functional specification to aid
a computer software make-or-buy decision. See the figure on the right for an
example of the interaction between business process and data models.
HISTORY OF IT INDUSTRY
The word "software" was coined as a prank as early as 1953, but did not appear in
print until the 1960s. Before this time, computers were programmed either by
customers, or the few commercial computer vendors of the time, such
as UNIVAC and IBM. The first company founded to provide software products and
services wasComputer Usage Company in 1955.
The software industry expanded in the early 1960s, almost immediately after
computers were first sold in mass-produced quantities. Universities, government,
and business customers created a demand for software. Many of these programs
were written in-house by full-time staff programmers. Some were distributed freely
between users of a particular machine for no charge. Others were done on a
commercial basis, and other firms such as Computer Sciences
Corporation (founded in 1959) started to grow. Other influential or typical software
companies begun in the early 1960s included Advanced Computer
Techniques, Automatic Data Processing, Applied Data Research, and Informatics
General. The computer/hardware makers started bundling operating
systems, systems software and programming environments with their machines.
When Digital Equipment Corporation (DEC) brought a relatively low-

priced microcomputer to market, it brought computing within the reach of many
more companies and universities worldwide, and it spawned great innovation in
terms of new, powerful programming languages and methodologies. New software
was built for microcomputers, so other manufacturers including IBM, followed
DEC's example quickly, resulting in the IBM AS/400 amongst others.
The industry expanded greatly with the rise of the personal computer ("PC") in the
mid-1970s, which brought desktop computing to the office worker for the first
time. In the following years, it also created a growing market for games,
applications, and utilities. DOS, Microsoft's first operating system product, was the
dominant operating system at the time.
In the early years of the 21st century, another successful business model has arisen
for hosted software, called software-as-a-service, or SaaS; this was at least the
third timethis model had been attempted. From the point of view of producers of
some proprietary software, SaaS reduces the concerns about unauthorized copying,
since it can only be accessed through the Web, and by definition no client
software is loaded onto the end user's PC.
LIST OF COMPUTING DEVICES:

Ancient era
Devices have been used to aid computation for thousands of years, mostly
using one-to-one correspondence with fingers. The earliest counting device was
probably a form of tally stick. Later record keeping aids throughout the Fertile
Crescent included calculi (clay spheres, cones, etc.) which represented counts of
items, probably livestock or grains, sealed in hollow unbaked clay containers. The
use of counting rods is one example.
The abacus was early used for arithmetic tasks. What we now call the Roman
abacus was used in Babylonia as early as 2400 BC. Since then, many other forms
of reckoning boards or tables have been invented. In a medieval European counting
house, a checkered cloth would be placed on a table, and markers moved around
on it according to certain rules, as an aid to calculating sums of money.
Renaissance calculating tools:
Scottish mathematician and physicist John Napier discovered that the

multiplication and division of numbers could be performed by the addition and
subtraction, respectively, of the logarithms of those numbers. While producing the
first logarithmic tables, Napier needed to perform many tedious multiplications. It
was at this point that he designed his 'Napier's bones', an abacus-like device that
greatly simplified calculations that involved multiplication and division.
PUNCHED CARD DATA PROCESSING:
In 1801, Joseph-Marie Jacquard developed a loom in which the pattern being

woven was controlled by a paper tape constructed from punched cards. The paper
tape could be changed without changing the mechanical design of the loom. This
was a landmark achievement in programmability. His machine was an
improvement over similar weaving looms. Punched cards were preceded by punch
bands, as in the machine proposed by BasileBouchon. These bands would inspire
information recording for automatic pianos and more recently numerical
control machine tools.
FIRST GENERAL-PURPOSE COMPUTING DEVICE:
Charles Babbage, an English mechanical engineer and polymath,

originated the concept of a programmable computer. Considered the "father of the
computer", he conceptualized and invented the first mechanical computer in the
early 19th century. After working on his revolutionary difference engine, designed
to aid in navigational calculations, in 1833 he realized that a much more general
design, an Analytical Engine, was possible. The input of programs and data was to
be provided to the machine via punched cards, a method being used at the time to
direct mechanical looms such as the Jacquard loom. For output, the machine would
have a printer, a curve plotter and a bell. The machine would also be able to punch
numbers onto cards to be read in later. It employed ordinary base-10 fixed-point
arithmetic.
ANALOG COMPUTING:
In the first half of the 20th century, analog computers were considered by many to
be the future of computing. These devices used the continuously changeable
aspects of physical phenomena such as electrical, mechanical,
or hydraulic quantities to model the problem being solved, in contrast to digital
computers that represented varying quantities symbolically, as their numerical
values change. As an analog computer does not use discrete values, but rather
continuous values, processes cannot be reliably repeated with exact equivalence, as
they can with Turing machines.
The first modern analog computer was a tide-predicting machine, invented by Sir
William Thomson, later Lord Kelvin, in 1872. It used a system of pulleys and
wires to automatically calculate predicted tide levels for a set period at a particular
location and was of great utility to navigation in shallow waters. His device was
the foundation for further developments in analog computing.
DIGITAL COMPUTING:
The principle of the modern computer was first described by computer

scientist Alan Turing, who set out the idea in his seminal 1936 paper, On
Computable Numbers. Turing reformulated Kurt Gdel's 1931 results on the limits
of proof and computation, replacing Gdel's universal arithmetic-based formal
language with the formal and simple hypothetical devices that became known
as Turing machines. He proved that some such machine would be capable of
performing any conceivable mathematical computation if it were representable as
an algorithm. He went on to prove that there was no solution to
the Entscheidungsproblem by first showing that the halting problem for Turing
machines isundecidable: in general, it is not possible to decide algorithmically
whether a given Turing machine will ever halt.
He also introduced the notion of a 'Universal Machine' (now known as a Universal

Turing machine), with the idea that such a machine could perform the tasks of any
other machine, or in other words, it is provably capable of computing anything that
is computable by executing a program stored on tape, allowing the machine to be
programmable. Von Neumann acknowledged that the central concept of the
modern computer was due to this paper. Turing machines are to this day a central
object of study in theory of computation.
COMPANY PROFILE
Onclairs is a global leader in consulting, technology, and outsourcing and next-

generation services. We enable clients in more than 50 countries to outperform the
competition and stay ahead of the innovation curve. With US$.80 in FY16
revenues and 19400+ employees, we are helping enterprises renew themselves
while also creating new avenues to generate value. We provide enterprises with
strategic insights on what lies ahead. We help enterprises transform and thrive in a
changing world through strategic consulting, operational leadership, and the co-
creation of breakthrough solutions, including those in mobility, sustainability, big
data, and cloud computing.
Onclairs helps customers do business better by leveraging our industry-wide

experience, deep technology expertise, comprehensive portfolio of services and
vertically aligned business model. Our 55+ dedicated emerging technologies
Centers of Excellence enable us to harness the latest technology for delivering
business capability to our clients.
Onclairs is globally recognized for its innovative approach towards delivering

business value and its commitment to sustainability. Onclairs champions
optimized utilization of natural resources, capital and talent. Today we are a
trusted partner of choice for global businesses looking to differentiate at the
front and standardize at the core through technology interventions.
In todays world, organizations will have to rapidly reengineer themselves and be
more responsive to changing customer needs. Onclairs is well positioned to be a
partner and co-innovator to businesses in their transformation journey, identify
new growth opportunities and facilitate their foray into new sectors and markets.
The Onclairs Story:
In 1999, seven engineers started Onclairs Limited with just US$250. From
the beginning, the company was founded on the principle of building and
implementing great ideas that drive progress for clients and enhance lives
through enterprise solutions. The company Founder R. Narayanasamy.
Managing Director N.Venkatesan For over three decades, we have been
a company focused on bringing to life great ideas and enterprise solutions that
drive progress for our clients.
We recognize the importance of nurturing relationships that reflect our culture
of unwavering ethics and mutual respect. Itll come as no surprise, then, that
97.1 percent of our revenues come from existing clients.
Onclairs has a growing global presence with more than 19400+ employees.
Globally, we have 25 sales and marketing offices and 24 development centres
as at March 31, 2016.
At Onclairs, we believe our responsibilities extend beyond business. That is
why we established the Onclairs Foundation to provide assistance to some
of the more socially and economically depressed sectors of the communities
in which we work. And that is why we behave ethically and honestly in all our
interactions with our clients, our partners and our employees.
ABOUT ONCLAIRS CONSULTING:
Today, businesses operate in an unprecedentedly fluid environment. The

technology landscape is turning highly complex as it evolves to meet the demands
of a competitive marketplace and an experiential economy. At the same time,
customers are increasingly demanding simple, new, and convenient experiences.
Infosys Consulting helps global corporations - in over 20 countries - develop

unique solutions to address their complex business challenges and create value
through sustainable innovation. As pragmatic consultants with an eye on execution,
we help you design and achieve market-leading performance roadmaps by
combining creative thinking, technology expertise, and global reach.
Partner with us to:
Achieve deeper insights into your business and develop innovative

responses to your most pressing challenges, leading with an empathetic,
human-centered perspective.
Transcend the limitations of traditional software packages by combining

new technologies, open source software, and start-up innovations with our
core capabilities in enterprise resource planning (ERP), digital technology,
analytics, and organizational change.
Accelerate response to new realities using artificial intelligence (AI), cloud

technologies, and automation.
Our consultants are entrepreneurial, bold and question the conventional. They own
your business challenges, identify new opportunities and reimagine business
solutions to help create new markets and disrupt existing ones. We are successfully
defining, designing and delivering value to corporations across industries such as
financial services, insurance, retail, CPG, logistics, energy, utilities, healthcare, life
sciences, manufacturing, telecommunications and services such as airlines and
hospitality in US, Latin America, Europe, Asia-Pacific and other geographies.
Strategy and Architecture

Our focus is on enabling you to get the best business value from technology by:
Developing an IT strategy that matches technology capability, cost and

agility to your business strategy
Ensuring that your applications and infrastructure are optimized to give you
the right mix of innovation, agility, reliability and cost
Designing and implementing IT operating models that enable you to manage

and govern the operational delivery according to your business needs
Defining and governing the technical architecture that ensures reliable,

secure, cost-effective use of the technology, while still having the agility to
adapt to changing circumstances, and the capability to manage technical
innovation
List of Service Offerings
IT strategy:
Developing IT strategy roadmaps to align IT plans with the business

strategy and building business cases that enable the measurement and governance
of IT value.
Application and infrastructure optimization :
Ensuring that your application and infrastructure is designed to give you

the agility and reliability that your business needs by optimizing the use of IT
modernization, core system renewal, and cloud technology.
IT Operations:
Designing and implementing IT operating models that enable you to

manage and govern IT service delivery quality, cost, and speed by using centers of
excellence, bi-modal IT governance, and state-of-the-art IT service and vendor
management.
Technical architectures:
Enabling you to define, plan, measure and manage the technical
architecture services that underpin the delivery of technology services. We will
work with you on technical architecture strategy, through to the details of
designing and managing security, end-user computing, and infrastructure services.
Business Transformation:
Our focus is on enabling you to define and deliver technology-enabled
transformations of your business by:
Working with you to define the business ambition that drives the
transformation, and the strategy needed to achieve it. We help you to
establish a value realization roadmap, define the business case, design
governance principles and set up the business transformation program
management.
Supporting you in implementing the transformation strategy, providing

proper program and project management, and the right set of change
management methods
Providing QA or turnaround support that enables you to ensure the

effectiveness of in-flight transformation programs where we are not your
primary implementation partner
Transformation Strategy:
Helping you identify transformation requirements and the value that is associated
with realization. In the next step, we support you in defining the transformation
program
Transformation Program Management:
Helping you manage and govern a complex, long-term, business transformation

program (often supplemented by our enterprise change and learning offerings)
Transformation program management quality assurance:
Helping you turn around ailing programs, or providing you with independent
advice and support in managing high profile or high risk programs where you have
selected other implementation partners.
Enterprise Processes:
Our focus is to enable you to achieve integrated, well-functioning and efficient

enterprise processes by:
Designing the overall process model, eliminating organizational, process or

information gaps
Enhancing Supply Chain and Operations capabilities
Addressing key challenges in Finance and Controlling processes
Ensuring employees can be productive by fulfilling process objectives and
enterprise targets
Business Process Optimization:

Helping you to properly address changing business needs by streamlining
your processes to ensure information is shared and accessible across the value
chain and by improving your Business Process Management capability
Supply Chain and Operations Processes:
Building Supply Chain and Operations Capability has always been

important but it is now the critical differentiator for sustainable and scalable
success. We help you to realize Supply Chain and Operations performance
objectives both for execution and planning processes.
Finance Processes:
Building and supporting a world-class finance function that consistently

delivers added value to the CXO organization is paramount to your success in this
ever-changing regulatory market.
HR Processes:
Enhancing employee productivity and satisfaction to reach the highest

potential to achieve CXO objectives, while being able to adapt to the fast pace and
agility of the market.
Enterprise Applications:
Enterprise Applications should enable you to design, implement, and

operate the core processes that ensure your business achieves optimal success.
They should be agile enough to meet todays changing demands, robust enough to
sustain business critical processes and standardized enough to leverage your scale
and give you predictable operational costs.
As your consulting partner, our aim is to ensure that Enterprise

Applications do what they should do, with the minimum amount of risk or business
disruption.
We have extensive experience in working with our clients to get the best
value from Enterprise Applications and to meet the challenges and overcome the
obstacles that can reduce that value.
Our offerings include Enterprise Application-enabled business

transformation programs, the design and implementation of Oracle and SAP
solutions and ensuring that SAP operations use the best tools and services to
provide a reliable level of quality and a predictable level of cost.
Oracle-enabled business transformation
SAP template design and implementation
HANA
SAP (and associated applications) implementation
SAP operational excellence
SAP technical services

Digital Transformation:
We enable you to focus your whole value chain for the best customer experience
and operational performance by:
Creating a continued set of positive experiences, resulting in sustained

higher share of wallet and lifetime value, and positive influences on other
customers
Creating next-generation commerce systems that deliver better multi-

channel customer experiences through personalization, advanced selling and
customer engagement techniques.
Translating your strategies into operational processes and information

technology systems that optimize business performance, delivering
excellence in sales processes.
Improving the performance of marketing operations by developing systems

and operations that result in better customer acquisition/conversion and more
efficient use of marketing spend techniques.
Changing the culture of IT organizations and their business counterparts, to

develop capabilities and planning approaches to improve performance and
become more nimble
Helping you to develop, test and scale new capabilities to deliver new
revenue streams and defend against disruption
Customer Experience Management:

We help clients create and enhance customer lifetime value, higher share of
wallet, and bring about a continued set of positive experiences
Multi-Channel Commerce:
We create next-gen commerce systems for better multi-channel customer

experiences through personalization, advanced selling, and engagement techniques
Customer Relationship Management:
We translate client strategies into operational processes and IT systems that

optimize business performance to deliver sales process excellence
Digital Marketing:
We help clients improve their marketing operations performance by

developing systems and processes that result in better customer acquisition and
conversion
Agile Enterprise:
We help clients change their culture, development capabilities, and

planning approaches to improve performance and become more nimble (not just
Agile SDLC)
New Business Models:
We help clients develop, test, and scale new capabilities to deliver new
revenue streams to defend themselves against disruptions
Insights and Analytics:

Our focus is to enable you to get the best business value from data by:
Helping you to define the information strategy that is needed to properly

utilize existing data from various internal and external sources
Ensuring that data management and governance structures are established in

an efficient and sustainable way
Utilizing real-time predictive analytics for accelerated decision making
Defining a content management approach that enables you to make use of

unstructured data
Information strategy and governance:
Developing an information strategy to help the organization to utilize data

and insights for decision making processes, accompanied by streamlining
governance structures and procedures.
Master data management:

Ensuring one version of accurate master data for business-critical entities,
such as products, customers, vendors, employees and locations to support
core business processes and enable accurate reporting.
Business analytics and big data:
Helping companies manage their business processes using real-time

predictive analytics based on dynamic business analytics technologies.
Content management:
Enabling you to properly manage and make use of unstructured data to

ensure all value-adding insights can be used to optimize and steer your
business processes
Change and Learning:

We enable organizations to transform and deliver value by ensuring that users
adopt and make the best use of the planned changes in their ways of working.
We drive user adoption via three linked offerings:
Strategic change
Change enablement
Learning
Each of these has an embedded set of capabilities that our practitioners can deploy
to attain the best value for our clients.
Strategic Change :
We work with CXOs to define change agendas to help streamline business
objectives and enable new operational structures.
Change Enablement :
We leverage our experience and expertize to ensure our clients overcome
implementation change challenges.
Learning:
We leverage the latest technologies and social trends to assist our clients
optimize their investments.
Human Resource Development
Introduction:
Human resources are the people who make up the workforce of

an organization, business sector, or economy. "Human capital" is sometimes used
synonymously with "human resources", although human capital typically refers to
a more narrow view i.e., the knowledge the individuals embody and economic
growth. Likewise, other terms sometimes used include "manpower", "talent",
"Employee", "personnel", or simply "people". A human resources department HR
department of a company performs human resource management, overseeing
various aspects of employment, such as compliance with Employee law and
employment standards, administration of employee benefits, and some aspects
of recruitment and dismissal
Certain statements made in this Analyst Meet concerning our future growth
prospects are forwardlooking statements, which involve a number of risks and
uncertainties that could cause actual results to differ materially from those in such
forward-looking statements. The risks and uncertainties relating to these statements
include, but are not limited to, risks and uncertainties regarding fluctuations in
earnings, our ability to manage growth, intense competition in IT services
including those factors which may affect our cost advantage, wage increases in
India, our ability to attract and retain highly skilled professionals, time and cost
overruns on fixed-price, fixed-time frame contracts, client concentration,
restrictions on immigration, industry segment concentration, our ability to manage
our international operations, reduced demand for technology in our key focus
areas, disruptions in telecommunication networks or system failures, our ability to
successfully complete and integrate potential acquisitions, liability for damages on
our service contracts, the success of the companies in which Infosys has made
strategic investments, withdrawal of governmental fiscal incentives, political
instability and regional conflicts, legal restrictions on raising capital or acquiring
companies outside India, and unauthorized use of our intellectual property and
general economic conditions affecting our industry.
Human resources activities:
A Human Resources Manager has several functions in a company:
Determine needs of the staff.
Determine to use temporary stuff or hire employees to fill these needs.
Recruit and train the best employees.
Supervise the work.
Manage employee relations, unions and collective bargaining.
Prepare employee records and personal policies.
Ensure high performance.
Manage employee payroll, benefits and compensation.

Ensure equal opportunities.
Deal with discrimination.
Deal with performance issues.
Ensure that human resources practices conform to various regulations.
Push the employee's motivation.
Managers need to develop their interpersonal skills to be effective. Organizations

behaviour focuses on how to improve factors that make organizations more
effective.
Human resources development:
Human resources play an important part of developing and making a

company or organization at the beginning or making a success at the end, due to
the Employee provided by employees. Human resources is intended to show how
to have better employment relations in the workforce. Also, to bring out the best
work ethic of the employees and therefore making a move to a better working
environment.
Human resources planning:
Administration and operations used to be the two role areas of HR. The
strategic planning component came into play as a result of companies recognizing
the need to consider HR needs in goals and strategies. HR directors commonly sit
on company executive teams because of the HR planning function. Numbers and
types of employees and the evolution of compensation systems are among
elements in the planning role. Various factors affecting Human Resource planning
Organizational Structure, Growth, Business Location, Demographic changes,
environmental uncertainties, expansion etc. Additionally, this area encompasses the
realm of talent management.
Recruitment and Hiring:
How to create job postings that attract qualified applicants, scheduling

candidate interviews and asking effective interview questions are ideal topics for
an HR seminar on recruitment and selection. Fair employment practices, such as
those required by Title VII of the Civil Rights Act of 1964, are fundamental to
recruiting. Therefore, beginning the seminar with an explanation of fair
employment practices creates the necessary foundation for recruitment learning
objectives.
The first point of contact a prospective employee has with a company is

generally through the HR department. Specific duties vary depending on the size of
the company and department, but HR typically places advertisements for new
employees and may attend job fairs and handle other recruiting duties. Staff will
screen resumes, check references and perform any necessary background checks,
and often conduct first interviews with applicants, coordinating follow-up
interviews with other company departments and managers. HR performs
orientations of new hires, informing them of policies, procedures, benefits and
other relevant information.
Compensation and Benefits:

A key HR function is how the company pays it workers. The Fair Labor
Standards Act of 1938 should be discussed first, because it's the federal law that
mandates employees' wages, overtime pay and exempt and nonexempt employee
classification. An explanation of how labor conditions impact wages and
compensation practices is a ancillary topic that assists compensation specialists in
learning more about pay strategy for their organizations.
Some companies offer new employees letters of employment or employee

contracts, which are drafted by HR staff. In some companies, particularly small
businesses, HR will take on some payroll duties, such as tracking vacation time
and pay, maintaining a holiday schedule, creating policies on flexible work hours
and updating records when employees are promoted or transfer departments.
Employee benefits, such as health insurance, retirement plans, transportation
subsidies and other perks, are considered part of the overall compensation package
and are administered by the HR department.
In the big picture, HR monitors salary and wages within the company's
industry to ensure compensation remains competitive. The department also helps
management map out pay structures within the company.
Employee Relations and Performance:
In addition to the initial training in company policies, the HR

department often helps coordinate training and mentoring programs to further
develop employee skills. Training programs may be developed in-house,
depending on the resources within the company, or might be outsourced. HR staff
may play a role in employee performance reviews, handle employee complaints,
help resolve disputes and monitor employee remediation programs. For companies
with union employees, HR often oversees union contracts and assists management
with union negotiations. Many companies offer employee assistance programs that
provide counseling and help for a variety of personal issues. While the programs
are generally outsourced in small businesses, the HR department monitors
compliance, contract and privacy issues with the organization handling the
program.
Compliance:
A number of compliance issues are important for a company to monitor,

regardless of size. The HR department keeps track of federal and state laws
regulating benefits and compensation, such as the Family Medical Leave Act and
laws regarding overtime. The department also is tasked with ensuring a company
complies with the federal regulations of the Equal Employment Opportunity
Commission, including auditing and reporting duties. It also typically handles
disputes between employees, or any claims of sexual harassment or workers'
compensation injuries.
Primary Responsibilities of a Human Resource Manager:
Similar to other department managers, a human resource manager has

two basic functions: overseeing department functions and managing employees.
For this reason, a human resources manager must be well-versed in each of the
human resources disciplines compensation and benefits, training and
development, employee relations, and recruitment and selection. Core
competencies HR managers have are solid communication skills and decision-
making capabilities based on analytical skills and critical thought processes.
Overall Responsibilities:
Human resource managers have strategic and functional

responsibilities for all of the HR disciplines. A human resource manager has the
expertise of an HR generalist combined with general business and management
skills. In large organizations, a human resource manager reports to the human
resource director or a C-level human resource executive. In smaller companies,
some HR managers perform all of the department's functions or work with an HR
assistant or generalist that handles administrative matters. Regardless of the size of
department or the company, a human resource manager should have the skills to
perform every HR function, if necessary.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATIONS
TABLE 4.1
Age
Frequency Percent Valid Percent Cumulative
Percent
27 24.5 24.5 24.5
Below-30
Valid 31-40 52 47.3 47.3 71.8

41-50 31 28.2 28.2 100.0
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 1 24.5% of the employees come under the age group of below 30,
47.3% of the employees come under the age group of 31-40. 28.2% of the
employees come under the age group of 41-50.
Gender
Frequency Percent Valid Percent Cumulative Percent
Male 54 49.1 49.1 49.1

Valid Female 56 50.9 50.9 100.0
Total 110 100.0 100.0
TABLE 4.2
CHART
INTERPRETATION:
The above table 2 indicates that 49.1% of respondents are from male, 50.9% of
respondents are from female.
TABLE 4.3
Educational Qualification
SSLC 16 14.5 14.5 14.5

HSC 31 28.2 28.2 42.7
Graduate 33 30.0 30.0 72.7
Valid Post 30 27.3 27.3 100.0
Graduated
Total 110 100.0 100.0
CHART
INTERPRETATION:
The above table 3 states that 14.5% of the respondents are SSLC and 28.2% of the
respondents are HSC, 30.0 of the respondent Graduate, 27.3 of the respondent Post
Graduate It can be inferred that most of the respondents are aware of the employee
Job Satisfaction facilities provided at the company.
TABLE 4.4
Salary
24 21.8 21.8 21.8

20000-30000
32 29.1 29.1 50.9

30000-35000
Valid 29 26.4 26.4 77.3

35000-40000
25 22.7 22.7 100.0

Above 50000
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 4 it can observe that 21.8% of the respondents feel that the overall
Job Satisfaction facilities provided by the organization are 20000-30000, 29.1% of
respondents think 30000-35000 about the overall satisfaction level about the Job
Satisfaction facilities, 26.4% feel 35000-40000, 22.7% of them feel above 50000,
it can be inferred that the opinion of the respondents regarding the overall Job
Satisfaction facilities are salary.
TABLE 4.5
Experience
16 14.5 14.5 14.5

2-3 year experience
39 35.5 35.5 50.0

3-4 year experience
Valid
4-5 years 35 31.8 31.8 81.8
experience
above 5 years 20 18.2 18.2 100.0
Total 110 100.0 100.0
CHART
INTERPRETATION:
Job Satisfaction facilities provided by the organization are 2-3 years experience,
35.5% of respondents think 3-8 years experience about the overall satisfaction
level about the Job Satisfaction facilities, 31.8% feel 4-5 years experience, 18.2%
of them feel above 5 years, it can be inferred that the opinion of the respondents
regarding the overall Job Satisfaction facilities are Experience.
TABLE 4.6
Employee Job Satisfaction Facilities
yes 56 50.9 50.9 50.9
Valid no 54 49.1 49.1 100.0
Total 110 100.0 100.0
CHART
INTERPRETATION:
The above table 6 states that 50.9% of the respondents are aware and 49.1% of the
respondents are unaware of the statutory and non statutory employee Job
Satisfaction facilities provided at industry. It can be inferred that most of the
respondents are aware of the employee Job Satisfaction facilities provided at the
company.
Medical facilities
Excellent 11 10.0 10.0 10.0

19 17.3 17.3 27.3
Very Good
Good 33 30.0 30.0 57.3

Valid
18 16.4 16.4 73.6
Satisfactory
poor 29 26.4 26.4 100.0
Total 110 100.0 100.0

TABLE 4.7
CHART
INTERPRETATION:
From the table 7 it can observe that 26.4% of respondents feel that the medical
and First aid facilities are poor, while 30.0% of respondents feel medical and First
aid facilities are good and another 16.4% of the respondents convey as satisfactory,
17.3% of the respondents feel medical and first aid facilities are very good and
10.0% of respondents think medical and first aid facilities are excellent. It can be
inferred that medical and first aid facilities such as mini clinic, free medical
checkup, free first aid availability pills, tonic and tablets are poor.
TABLE 4.8
Canteen Facilities
Percent
Excellent 18 16.4 16.4 16.4
19 17.3 17.3 33.6
Very Good
Good 29 26.4 26.4 60.0

Valid
23 20.9 20.9 80.9
Satisfactory
poor 21 19.1 19.1 100.0
Total 110 100.0 100.0

CHART
INTERPRETATION:
From the table 8 it can observe that 26.4% of the respondents say that the canteen
facilities are good, 20.9% of respondents think canteen facilities are satisfactory,
17.3% say canteen facilities are very good whereas 16.4% say excellent and 19.1%
of respondents say canteen facilities are poor.
Transport
Excellent 17 15.5 15.5 15.5
Very Good 30 27.3 27.3 42.7
Good 23 20.9 20.9 63.6
Valid
Satisfactory 27 24.5 24.5 88.2
poor 13 11.8 11.8 100.0
Total 110 100.0 100.0
TABLE 4.9
CHART
INTERPRETATION:
From the table 9 it can observe that 20.9% of the respondents say that the
Transport and parking facilities are good, while 24.5% of them think Transport and
parking facilities is satisfactory and the 11.8% respondents say poor, whereas of
the 27.3%respondents convey that the Transport and parking facilities are very
good and 15.5% say parking facilities are excellent. It can be inferred that
employees opinion on parking facility of the company ranges from good to
satisfactory.
Uniform
Excellent 22 20.0 20.0 20.0

22 20.0 20.0 40.0
Very Good
Good 30 27.3 27.3 67.3

Valid
20 18.2 18.2 85.5
Satisfactory
poor 16 14.5 14.5 100.0

Total 110 100.0 100.0
TABLE 4.10
CHART
INTERPRETATION:
Uniform and safety shoe are satisfactory, while 14.5% of the respondents say
uniform and safety shoes are poor, whereas 20.0% think Uniform and safety shoes
are very good and another 27.3% of the respondents say good and 20.0% think
Uniform and safety shoes are excellent. It can be inferred that uniform and safety
shoes provided by the company to the employees are satisfactory.
TABLE 4.11
Restroom
Excellent 33 30.0 30.0 30.0

18 16.4 16.4 46.4
Very Good
Good 28 25.5 25.5 71.8
Valid
17 15.5 15.5 87.3
Satisfactory
poor 14 12.7 12.7 100.0
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 11 it can observe that 12.7% of the respondents feel that the rest
rooms/ wash rooms are poor, while 15.5% think rest rooms are satisfactory
whereas 25.5% of the respondents feel good about rest rooms, 16.4% convey rest
rooms are very good and 30.0% say rest rooms are excellent. It can be inferred that
respondents feel Rest rooms/ wash rooms/Recreational facilities provided by the
company are poor.
Commitment
Frequency Percent Valid Cumulative Percent
Percent
18 16.4 16.4 16.4
Strongly Agree
Agree 30 27.3 27.3 43.6

Neutral 34 30.9 30.9 74.5
Valid
Disagree 17 15.5 15.5 90.0
11 10.0 10.0 100.0
Strongly disagree
Total 110 100.0 100.0
TABLE 4.12
CHART
INTERPRETATION:
The table 12 depicts that 15.5% of the respondents are indecisive about the
commitment of the company in promoting employee Job Satisfaction facilities,
respondents disagree with the organization is committed in promoting employee
Job Satisfaction facilities, 27.3% of respondents agree towards Job Satisfaction
facilities and 10.0% of the respondents disagree that the companys commitment in
employee Job Satisfaction facilities and 16.4% of the respondents strongly agree
that the companys commitment towards employee Job Satisfaction facilities. It
can be inferred that the opinion of the respondents is moderate regarding the
commitment of the organization in the promotion of employee Job Satisfaction
facilities.
TABLE 4.13
Employee Counselling
Percent
18 16.4 16.4 16.4
Highly Satisfied
Satisfied 26 23.6 23.6 40.0

Neutral 22 20.0 20.0 60.0
Valid 31 28.2 28.2 88.2
Dissatisfied
Highly 13 11.8 11.8 100.0
Dissatisfied
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 13 it can observe that 20.0% of the respondents are Neutral about
the employee counseling, while 28.2% are dissatisfied about the counseling and
23.6% of the respondents are satisfied whereas 11.8% of the respondents are highly
dissatisfied 16.4% of the respondents are highly satisfied with employee
counseling. It can be inferred that respondents have moderate opinion about the
employee counseling of the company.
TABLE 4.14
Attitude
Excellent 19 17.3 17.3 17.3
Very Good 25 22.7 22.7 40.0
Good 24 21.8 21.8 61.8
Valid
poor 19 17.3 17.3 100.0
Total 110 100.0 100.0
CHART
INTERPRETATION:
Job Satisfaction facilities provided by the organization are good, 22.7% of
respondents think very good about the overall satisfaction level about the Job
Satisfaction facilities, 17.3% feel excellent, 20.9% of them feel satisfied, whereas
19% say they have poor satisfaction towards facilities, it can be inferred that the
opinion of the respondents regarding the overall Job Satisfaction facilities are
good.
Safety Facilities
Strongly Agree 15 13.6 13.6 13.6
Agree 31 28.2 28.2 41.8
Neutral 39 35.5 35.5 77.3
Valid
Disagree 18 16.4 16.4 93.6
Strongly disagree 7 6.4 6.4 100.0
Total 110 100.0 100.0
TABLE 4.15
CHART
INTERPRETATION:
From the table 15 it can observe that 35.5% of the respondents are indecisive
about the safety facilities, 28.2% of them agree with the adoption of safety
facilities whereas 16.4% of the respondents disagree, whereas 13.6% of the
respondents strongly agree and 6.4% of respondents strongly disagree about safety
facilities and standard adopted by the Company. From the above analysis it can be
said that the opinion of the respondents is moderate about the safety facilities of
the company.
Safety Equipments
yes 56 50.9 50.9 50.9

Valid no 54 49.1 49.1 100.0
Total 110 100.0 100.0
TABLE 4.16
CHART
INTERPRETATION:
From the table-16 it can observe that 50.9% of the respondents feel they are
provided with the safety equipments during work, while 49.1% do not feel that the
safety equipments are provided. It can be inferred that the company provides
safety equipments to its employees during work.
TABLE 4.17
Condition
Excellent 12 10.9 10.9 10.9
Very Good 27 24.5 24.5 35.5
Good 29 26.4 26.4 61.8

Valid
poor 12 10.9 10.9 100.0

Total 110 100.0 100.0
CHART
INTERPRETATION:
working conditions are good, while 24.5% think working conditions are very good,
whereas 27.3% feel Satisfactory about the working conditions, 10.9% feel poor
and 10.9% think excellent about the working conditions respectively.
TABLE 4.18
Drinking Water

Percent
yes 55 50.0 50.0 50.0
55 50.0 50.0 100.0

Valid no
110 100.0 100.0
Total
CHART
INTERPRETATION:
From the table 18 it can observe that 50.0% of the respondents agree that the
company provides sufficient drinking water and 50.0% do not agree towards
company providing sufficient drinking water. It can be inferred that the company
provides sufficient drinking water its employees.
TABLE 4.19
Present job
Percent
14 12.7 12.7 12.7
Strongly Agree
Agree 18 16.4 16.4 29.1

Neutral 22 20.0 20.0 49.1
Valid
Disagree 32 29.1 29.1 78.2
24 21.8 21.8 100.0
Strongly disagree
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 19 it can observe that 20.0% of the respondents are neutral
indecisive about the safety facilities, 16.4% of them agree with the adoption of
safety facilities whereas 29.1% of the respondents disagree, whereas 12.7% of the
respondents strongly agree and 21.8% of respondents strongly disagree about
safety facilities and standard adopted by the Company. From the above analysis it
can be said that the opinion of the respondents is moderate about the safety
facilities of the company.
My job
14 12.7 12.7 12.7

Strongly Agree
Agree 31 28.2 28.2 40.9

Neutral 35 31.8 31.8 72.7
Valid
Disagree 19 17.3 17.3 90.0
11 10.0 10.0 100.0
Strongly disagree
Total 110 100.0 100.0

TABLE 4.20
CHART
INTERPRETATION:
From the table 20 it can observe that 31.8% of the respondents are neutral
indecisive about the safety facilities, 28.2% of them agree with the adoption of
safety facilities whereas 17.3% of the respondents disagree, whereas 12.7% of the
TABLE 4.21
Personal job
21 19.1 19.1 19.1

Strongly Agree
Agree 21 19.1 19.1 38.2
Neutral 24 21.8 21.8 60.0

Valid
Disagree 21 19.1 19.1 79.1
23 20.9 20.9 100.0
Strongly disagree
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 21 it can observe that 21.8% of the respondents are indecisive
about the safety facilities, 19.1% of them agree with the adoption of safety
facilities whereas 19.1% of the respondents disagree, whereas 19.1% of the
TEST
T-TEST
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Age 110 2.0364 .72854 .06946

110 2.5000 1.07302 .10231
Salary
One-Sample Test
Test Value = 0
T df Sig. (2- Mean 95% Confidence Interval of
tailed) Difference the Difference
Lower Upper
Age 29.315 109 .000 2.03636 1.8987 2.1740

24.436 109 .000 2.50000 2.2972 2.7028
Salary
ONE WAY ANOVA TEST
ANOVA
Gender
Sum of Squares df Mean Square F Sig.
.665 3 .222 .876 .456

Between Groups
26.826 106 .253

Within Groups
Total 27.491 109

CORRELATION:
Correlations
Medical Canteen
facilities Facilities
1 -.069
Pearson Correlation
Medical facilities .475
Sig. (2-tailed)
N 110 110
-.069 1
Pearson Correlation
Canteen Facilities
Sig. (2-tailed) .475
N 110 110
CHI-SQUARE TEST
Transport
Observed N Expected N Residual
Excellent 17 22.0 -5.0

30 22.0 8.0
Very Good
Good 23 22.0 1.0
27 22.0 5.0
Satisfactory
poor 13 22.0 -9.0
Total 110
Uniform
Observed N Expected N Residual
Excellent 22 22.0 .0
22 22.0 .0
Very Good
Good 30 22.0 8.0

20 22.0 -2.0
Satisfactory
poor 16 22.0 -6.0

Total 110
Test Statistics
Transport Uniform
8.909a 4.727a
Chi-Square
df 4 4
.063 .316
Asymp. Sig.
a. 0 cells (0.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 22.0.
CHAPTER-V
FINDING AND SUGGESTIONS &CONCLUSIONS
FINDINGS
It can be 24.5% of the employees come under the age group of below 30,
47.3% of the employees come under the age group of 31-40. 28.2% of the
employees come under the age group of 41-50.
It indicates that 49.1% of respondents are from male, 50.9% of respondents
are from female.
It states that 14.5% of the respondents are SSLC and 28.2% of the
respondents are HSC, 30.0 of the respondent Graduate, 27.3 of the
respondent Post Graduate It can be inferred that most of the respondents are
aware of the employee welfare facilities provided at the company.
It can observe that 21.8% of the respondents feel that the overall welfare
facilities provided by the organization are 20000-30000, 29.1% of
respondents think 30000-35000 about the overall satisfaction level about the
welfare facilities, 26.4% feel 35000-40000, 22.7% of them feel above
50000, it can be inferred that the opinion of the respondents regarding the
overall welfare facilities are salary.
facilities provided by the organization are 2-3 years experience, 35.5% of
respondents think 3-8 years experience about the overall satisfaction level
about the welfare facilities, 31.8% feel 4-5 years experience, 18.2% of them
feel above 5 years, it can be inferred that the opinion of the respondents
regarding the overall welfare facilities are Experience.
It states that 50.9% of the respondents are aware and 49.1% of the
respondents are unaware of the statutory and non statutory employee welfare
facilities provided at industry. It can be inferred that most of the respondents
are aware of the employee welfare facilities provided at the company.
It can observe that 26.4% of respondents feel that the medical and First aid
facilities are poor, while 30.0% of respondents feel medical and First aid
facilities are good and another 16.4% of the respondents convey as
satisfactory, 17.3% of the respondents feel medical and first aid facilities are
very good and 10.0% of respondents think medical and first aid facilities are
excellent. It can be inferred that medical and first aid facilities such as mini
clinic, free medical checkup, free first aid availability pills, tonic and
tablets are poor.
It can observe that 26.4% of the respondents say that the canteen facilities
are good, 20.9% of respondents think canteen facilities are satisfactory,
17.3% say canteen facilities are very good whereas 16.4% say excellent and
19.1% of respondents say canteen facilities are poor.
It can observe that 20.9% of the respondents say that the Transport and
parking facilities are good, while 24.5% of them think Transport and parking
facilities is satisfactory and the 11.8% respondents say poor, whereas of the
27.3%respondents convey that the Transport and parking facilities are very
good and 15.5% say parking facilities are excellent. It can be inferred that
employees opinion on parking facility of the company ranges from good to
satisfactory.
It can observe that 18.2% of the respondents say that the Uniform and safety
shoe are satisfactory, while 14.5% of the respondents say uniform and safety
shoes are poor, whereas 20.0% think Uniform and safety shoes are very
good and another 27.3% of the respondents say good and 20.0% think
Uniform and safety shoes are excellent. It can be inferred that uniform and
safety shoes provided by the company to the employees are satisfactory.
It can observe that 12.7% of the respondents feel that the rest rooms/ wash
rooms are poor, while 15.5% think rest rooms are satisfactory whereas
25.5% of the respondents feel good about rest rooms, 16.4% convey rest
rooms are very good and 30.0% say rest rooms are excellent. It can be
inferred that respondents feel Rest rooms/ wash rooms/Recreational facilities
provided by the company are poor.
It depicts that 15.5% of the respondents are indecisive about the
commitment of the company in promoting employee welfare facilities,
respondents disagree with the organization is committed in promoting
employee welfare facilities, 27.3% of respondents agree towards welfare
facilities and 10.0% of the respondents disagree that the companys
commitment in employee welfare facilities and 16.4% of the respondents
strongly agree that the companys commitment towards employee welfare
facilities. It can be inferred that the opinion of the respondents is moderate
regarding the commitment of the organization in the promotion of employee
welfare facilities.
It can observe that 20.0% of the respondents are Neutral about the employee
counseling, while 28.2% are dissatisfied about the counseling and 23.6% of
the respondents are satisfied whereas 11.8% of the respondents are highly
dissatisfied 16.4% of the respondents are highly satisfied with employee
counseling. It can be inferred that respondents have moderate opinion about
the employee counseling of the company.
facilities provided by the organization are good, 22.7% of respondents think
very good about the overall satisfaction level about the welfare facilities,
17.3% feel excellent, 20.9% of them feel satisfied, whereas 19% say they
have poor satisfaction towards facilities, it can be inferred that the opinion of
the respondents regarding the overall welfare facilities are good.
It can observe that 35.5% of the respondents are indecisive about the safety
facilities, 28.2% of them agree with the adoption of safety facilities whereas
16.4% of the respondents disagree, whereas 13.6% of the respondents
strongly agree and 6.4% of respondents strongly disagree about safety
facilities and standard adopted by the Company. From the above analysis it
It can observe that 50.9% of the respondents feel they are provided with the
safety equipments during work, while 49.1% do not feel that the safety
equipments are provided. It can be inferred that the company provides
safety equipments to its employees during work.
It can observe that 26.4% of the respondents say that the working conditions
are good, while 24.5% think working conditions are very good, whereas
27.3% feel Satisfactory about the working conditions, 10.9% feel poor and
10.9% think excellent about the working conditions respectively.
It can observe that 50.0% of the respondents agree that the company
provides sufficient drinking water and 50.0% do not agree towards company
providing sufficient drinking water. It can be inferred that the company
provides sufficient drinking water its employees.
It can observe that 20.0% of the respondents are neutral indecisive about the
safety facilities, 16.4% of them agree with the adoption of safety facilities
whereas 29.1% of the respondents disagree, whereas 12.7% of the
respondents strongly agree and 21.8% of respondents strongly disagree
about safety facilities and standard adopted by the Company. From the
above analysis it can be said that the opinion of the respondents is moderate
about the safety facilities of the company.
It can observe that 31.8% of the respondents are neutral indecisive about the
safety facilities, 28.2% of them agree with the adoption of safety facilities
whereas 17.3% of the respondents disagree, whereas 12.7% of the
respondents strongly agree and 10.0% of respondents strongly disagree
about safety facilities and standard adopted by the Company. From the
above analysis it can be said that the opinion of the respondents is moderate
about the safety facilities of the company.
It can observe that 21.8% of the respondents are indecisive about the safety
facilities, 19.1% of them agree with the adoption of safety facilities whereas
19.1% of the respondents disagree, whereas 19.1% of the respondents
strongly agree and 20.9% of respondents strongly disagree about safety
facilities and standard adopted by the Company. From the above analysis it
SUGGESTIONS
The employees are very satisfied with intramural facilities. In some areas like
extramural facilities there is need of further development in these facilities
provided to the employees. In some areas like non- statutory facilities, there is need
of make improvement in these facilities. Presently the Job Satisfaction activities
are limited to canteen, transport and incentives. Staffs are not aware of any other
existing schemes. So, the management should make the staffs aware of all the Job
Satisfaction schemes. Proper functioning of the existing Job Satisfaction schemes
is enough to motivate the staffs. Curtailing of existing Job Satisfaction schemes
will boost the disappointment of staffs. Management can discuss with staff to
improve the Job Satisfaction schemes Improvement of cleanliness and facilities of
canteen are needed. Improvement of Job Satisfaction activities help to improve the
financial set up of the staffs. They may help them to improve the standard of
living. Introduction of better increment schemes. Recreation facilities to be
improved in order to make staffs more active Staffs in the organization are average
aged, so it will really affect the Job Satisfaction activities of the organization
CONCLUSION
From the study on labor Job Satisfaction certain points have been identified that
some employees are satisfied and some are not satisfied with the present Job
Satisfaction.
But as far as the Job Satisfaction are concerned the organization management is
following the statutory provisions which are reflected in the Factories Act 1948,
the existing Job Satisfaction benefits are effective, which directly motivate the
employees in the organization. Hence taking the global reality, the management
may review the problems with a soft mind. In future, the management can well
think of improving the present Job Satisfaction by consulting with employees.
Urgent provisions are to be made regarding the transport, rewards for results, and
canteen facilities as general wellbeing of the workers important. Job Satisfaction
refers to the physical, mental, moral, and emotional wellbeing of an individual.
Human resource is the asset of an organization, so they need proper attentions.
APPENDICES
1. Venugopal P., Bhaskar T. and Usha P., Employee Job Satisfaction Activities with
Respective Measures in Industrial Sector-A Study on Industrial Cluster At Chittor
District, International Journal of Research in Commerce, It and Management,
1(6), 78-84 (2011)
2. Babu K.V.S.N Jawahar, Valli S. Kalesha Masthan and Bhupathi C., Recent
Trends In Factories Job Satisfaction, ACADEMICIA: An International
Multidisciplinary Research Journal, 2(12), 252-261 (2012)
3. Balakumar R., A Study on Employee Job Satisfaction In Mas Linea Leather

Company, Chennai, and Report Submitted to the SRM School of Management
(2010)
4. Maheswara Reddy, Human resource management practices in organized

retailing - a study of select retailers, International Journal of Multidisciplinary
Research. December (2011)
5. Tiwari Pankaj, Impact of selected HRM practices on perceived employee

performance, Global management Journal, (2011)
6. Paulrajan Rajkumar, Employability Skills in Chennai Retail Market, ACTA

Universitatis Danubius, (2011)
7. Gupta K. Shashi, Joshy Rosy, Human Resource Management, Kalyani

Publishers, New Delhi. (2010)
8. Kahn W.A. Psychological conditions of personal engagement and

disengagement at work, Academy of Management Journal, (1990)
9. Maslach C. Schaufelli W.B. and Leiter M.P., Job burnout, Annual Review of
Psychology, 52, 397-422 (2001)
10. Dasam Ragupathi., The Financial and Human resource Management Strategies
to Develop the Organization, Research, Journal Management Sciences, 2(10), 6-9
(2013
A STUDY EMPLOYEE JOB SATISFACTION QUESITONARY
1. Age group of employees in this organization?
a) Below 30
b) 31 40
c) 41 50
2. Distribution of respondents by gender?
a. Male
b. Female
3. Educational qualification of the employee in company?
a) SSLC
b) HSC
c) Graduate
d) Post graduated
4. Salary of the respondents
a) 20000-30000
b) 30000-35000
c) 35000-40000
d) Above 50000
5. Experience of the employee
a) 2-3 year experience

b) 3-4 years experience
c) 4-5 years experience
d) Above 5 years
6. Awareness towards the statutory and non-statutory employee Job Satisfaction

facilities at this company?
a. Yes
b. No
7. Medical and First aid facilities provided by the company?
a. Excellent
b. Very good
c. Good
d. Satisfactory
e. Poor
8. Canteen facilities provided by the company?
a. Excellent
b. Very Good
c. Good
d. Satisfactory
e. Poor
9. Transport and parking facilities provided by the company?
a) Excellent
b) Very Good
c) Good
d) Satisfactory
e) Poor
10. Uniform and ID card provided by the company?
a) Excellent
b) Very Good
c) Good
d) Satisfactory
e) Poor
11. The rest room/wash rooms/Recreational facilities provided by the company?
a) Excellent
b) Very Good
c) Good
d) Satisfactory
e) Poor
12. Commitment of the organization in promoting employee Job Satisfaction

facilities?
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
13. Employee counseling provided by the company?

a) Highly Satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly Dissatisfied
14. Attitude of the employees towards Job Satisfaction facilities adopted by the
organization?
a) Excellent
b) Very Good
c) Good
d) Satisfactory
e) Poor
15. Safety facilities and standards adopted in Company ensuring adequate safety to
employees and thus preventing the accident?
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
16. Provision of safety equipments (glasses, Masks, helmets, shoes etc) to the
employees during work
a) Yes
b) No
17. Working conditions of the Company with respect to Ventilation, Lighting,
Temperature, Seating arrangement, Spacing of machinery and Cleanliness inside
working premises?
a) Excellent
b) Very Good
c) Good
d) Satisfactory
e) Poor
18. Provision of sufficient good drinking water in the work area?
a) Yes
b) No
19.The most important things that happen to me involve my present job. ?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
20. To me, my job is only a small part of who I am.
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
21. I am very much involved personally in my job.

b) Disagree
c) Neutral
d) Agree
e) Strongly agree

Job Satisfaction

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A STUDY ON EMPLOYEE JOB SATISFACTION IN ONCLAIRS

It is a comprehensive term including various services, benefits and facilities

Employee Job Satisfaction facilities in the organization affects on the behavior of

Job Satisfaction is a broad concept referring to a state of living of an individual or

Employee Job Satisfaction is an area of social Job Satisfaction conceptually and

The study has been designed with the following objects

SCOPE OF THE STUDY

The study "Employee job satisfaction provided by ONCLAIRS

CONSTRAINTS AND LIMITATION OF THE STUDY:

The methodology adapted to collecting information from a sample size of 100

Questionnaire: A Questionnaire has been prepared and distributed among the

Interview: Personal Interview and interaction with the respondents (employees).

Observation: by observing the working environment.

A sample size of 110 respondents is used for the study.

TOOLS OF THE STUDY

Percentages are obtained when ratios are multiplied by 150

Percentage of respondents = ---------------------------- X 100

Total No.of respondents

Chi-square test = (O-E)2/E

Degrees of freedom = V = (r-1) (C-1)

Where O = Observed Frequency

Level of significance = 5%.

Report of National Commission on Employee (2002), Government of India,

A. Sabarirajan, T. Meharajan, B.Arun (2001) analyzed the study on employee

V. V. Gir+i National Employee Institute(1999-2000), a fully funded autonomous

Conventions and Recommendations of ILO (1949) sets forth a fundamental

INDUSTRY HISTORY AND PROFILE:

About Onclairs Technology:

Onclairs is a Chennai based Company with a highly professional approach,

In spite of being newcomers to the industry, we believe that professionalism

Asset Management Onclairs Global Asset Management is the 14th largest

Services Business lines include insurance, securities, financial guarantees,

Receivables Management (offered through its Coface subsidiary). Coface

Job Responsibilities: Candidates with good working knowledge in Action script

Job Responsibilities: Candidates should have good knowledge in tracing of

Story Board Writer:

Job Responsibilities: Candidates should have good creativity, should be able to

Job Responsibilities: Candidates with good knowledge in php programming with

Candidates with good writing skills in English, and experience in content

This year's employers were divided among five different categories

The software industry includes businesses for development, maintenance

Software development is the process of computer programming,

EMBEDDED SOFTWARE DEVELOPMENT:

Embedded software development that is, the development of embedded

There are many approaches to software project management, known as

4. Implementation, testing and documenting

5. Deployment and maintenance

Planning is an objective of each and every activity, where we want to

Certain functionality may be out of scope of the project as a function of cost

Deployment and maintenance:

Deployment starts directly after the code is appropriately tested, approved

Software training and support is important, as software is only effective if it

Maintaining and enhancing software to cope with newly discovered faults or

1. A business model illustrates the functions associated with the business

2. A data model provides the details of information to be stored, and is of

When Digital Equipment Corporation (DEC) brought a relatively low-

LIST OF COMPUTING DEVICES:

Renaissance calculating tools:

Scottish mathematician and physicist John Napier discovered that the

In 1801, Joseph-Marie Jacquard developed a loom in which the pattern being

FIRST GENERAL-PURPOSE COMPUTING DEVICE:

Charles Babbage, an English mechanical engineer and polymath,

The principle of the modern computer was first described by computer

He also introduced the notion of a 'Universal Machine' (now known as a Universal