TABLE OF CONTENTS

CHAPTE R NO. 1. 2. 3. 4. 5.

TITLE INTRODUCTION COMPANY PROFILE COMPANY PROCESS PRODUCT PROFILE CONCLUSION

PAGE NO.

1.

CHAPTER I
INTRODUCTION

1.1 PROJECT PROFILE INTRODUCTION - JOB SATISFACTION Job satisfaction refers to an employees general attitude towards his job. Locke defines Job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. According to P.C. Smith, Job satisfaction is the persistence of feeling towards discriminable aspect of the job . According to Keith Davis, Job satisfaction is the favorableness or unfavorable ness with which employees view their work if results when there is a fit between job characteristics and the wants of employees . According to Vroom, Job satisfaction as the positive orientation of an individual towards the work role which he is presently occupying. According to Stephen P. Robbins, Job satisfaction is an individuals general attitude towards his or her job. MOTIVATION, ATTITUDE AND JOB SATISFACTION Motivation means willingness to work or produce. A person may be talented and equipped with all kinds of abilities and skills but may have no will to work. Satisfaction on the other hand, implies the positive emotional state, which may be totally unrelated to productivity. Similarly in the literature, the terms job attitude and Job satisfaction are inter changeable. Attitudes and pre-dispositions that make the individual behave in a

characteristic way across situations. They are precursors to behavior and determine its intensity and directions. Job satisfaction on the other hand, is an end-state of feelings that may influence subsequent behavior. In this respect job attitude and Job satisfaction would result from motivation and their morale level.

EVALUVATING JOB SATISFACTION Before management can develop policies and practices to increase employees satisfaction or maintain existing levels if they are found to be acceptable, information must be obtained from the organizations work force. Management can informally acquire some insights into satisfaction level based on impressions obtained from employees. Unfortunately, sometimes information gathered in this way may be misleading. Employees are often reluctant to tell supervisors negative things about their jobs. Moreover, such information will almost certainly be obtained from a nonrepresentative sample of all employees. An accurate assessment of employees satisfaction ordinarily requires a more formal procedure. Satisfaction surveys are often conducted to get systematic information from employees. Satisfaction survey can provide information regarding how employees feel about their jobs and the organization. However surveys are not completely neutral information-gathering devices. Employees expectation may be raised simply because employees are asked to participate in the survey process. Failure to follow up on the survey with appropriate managerial action may result in decreased employee satisfaction than what existed before. Job satisfaction survey helps to find out the level of employee satisfaction and to take collective actions if needed to improve employee satisfaction and performance.

RELATIVE FACTORS INVOLVED IN JOB SATISFACTION 1. Nature of work 2. Working Environment 3. Working hours 4. Job security 5. Responsibility given for the job 6. Relationship with colleagues 7. Relationship with supervisors 8. Safety measures 9. Grievance handling 10. Wage rate system 11. Incentives 12. Canteen facilities 13. Bonus schemes 14. Family welfare measures 15. Medical / First Aid facilities 16. Recognition 17. Rewards

1.2. NEED FOR THE STUDY The resource capable of enlargement mainly is human resource. Other resources can be utilized or less utilized, but they can never have output greater than the sum of outputs. Human resources available can grow and develop. Human resource can be utilized at its maximum only when they are satisfied with their job. When an employee joins the company, various factors in and around the company affects the mind setting of the employee either in positive or negative way. Due to change in mind setting the employee may either change himself/herself to be active or inactive. It is very much essential to study the impact/contribution of various factors of job satisfaction to the employees of the organization to retain its human resource and also to increase their productivity. 1.3. OBJECTIVES The objectives of the study are 1. To study the existing welfare facilities provided by POLY HOSE INDIA PRIVATE LIMITED. 2. To analyze the employees job satisfaction level in POLY HOSE INDIA PRIVATE LIMITED. 1.4. SCOPE OF THE STUDY The study covers only few aspects that contribute to the employee satisfaction. It includes, safety & health measures, employee welfare, working condition, motivation and leave procedures Through this research, the researcher also try to give suggestions regarding employee satisfaction. Increase the Job satisfaction Reduce the employees turnover

1.5. LIMITATIONS 1. The study is applicable to POLY HOSE INDIA PRIVATE LIMITED only. There fore it cannot be generated for other existing industries of the owner. 2. There may be personal bias of the respondents, which may affect the result of the study.

1.6. RESEARCH METHODOLOGY

RESEARCH DESIGN DESCRIPTIVE RESEARCH Descriptive research method has been followed to conduct the research study. Descriptive study is concerned with describing the particular characteristic of individual or a group. Our study describes the satisfactory level of employees of POLY HOSE INDIA PRIVATE LIMITED. SAMPLING DESIGN/TECHNIQUES The study consisted of only 125 employees. The entire population has been covered for the study. The sampling design we used here is census method, which means a complete enumeration of all items in the population. Since all the workers have been surveyed, it will help in knowing the real job satisfaction level. DATA COLLECTION METHOD The primary source of data was collected from the employees through survey method, considering the size of the company and time factor. The data was collected through interview schedule on a 5-point scale questionnaire. The secondary data was collected referring to the personnel manual of the organization.

CHAPTER - II REVIEW OF LITERATURE AND COMPANY PROFILE

2.1. REVIEW OF LITERATURE Miller & Stephen1 wrote an article as Mick Jagger of The Rolling Stones famously (if ungrammatically) lamented that he cant get no satisfaction. But, if employees feel the same way about their jobs, it spells trouble. Low job satisfaction has been associated with increased levels of turnover, absenteeism and decreased productivity. To help gauge and improve the good vibes, the society for Human Resource Managements (SHRM) 2007 Job Satisfaction Survey Report offers insights that can help HR professionals better understand employee preferences when developing programs and policies. An article on Nations Restaurant News2, a daily newspaper says, A recent survey by the Society of Human Resource Management found that 70 percent of employees reported compensation as the most important factor in job satisfaction. Other factors include benefits, job security, work-life balance and workplace safety. Koppula & Ritu3 in their said that Measurement of employee job satisfaction at work is a construct that has been researched extensively by business analysts and organizational
1

psychologists. However, new

Miller & Stephen, HR Magazine, HR, employees vary on job satisfaction: perceptions differ on whats important to workers August 2007. 2 Nations Restaurant News, Employees say money matters when it comes to job satisfaction July 2006 3 Koppula & Ritu, China Staff, Is job satisfaction the ultimate measure of employee well being? April 2006

researched

extensively

by

business

analysts

and

organizational

psychologists. However, new research workplace related literature is moving away from upholding job satisfaction as the ultimate barometer to measuring employee well-being. Ritu Koppula attempts to go beyond the discussion of job satisfaction, and explores other equally important considerations that engage employees to their jobs. Bragg & Terry4 The most important factor affecting employee satisfaction with their job is their immediate supervisor. Thats right. The boss is the most important factor determining whether, an employee likes his job. Perhaps not surprising, about 65 percent of employees dislike their bosses. Consequently, many employees dislike their jobs though they like the work they do. Meisinger & Susan5 It is generally believed that high levels of employee satisfaction translate into increased employee commitment, productivity and retention for organizations. However, if employees are dissatisfied with their jobs, trouble lies ahead. Low job satisfaction is associated with higher levels of absenteeism, decreased productivity and increased turnover three conditions that organizations can ill afford in todays highly competitive search for talent. An Article in Economic Times (New Delhi, India)6, says that, A new international workplace survey by Kelly Services Inc has found that India
4

Bragg &Terry, Fairfield Country Business Journal, How managers can increase employee job satisfaction. August 2002 5 Meisinger & Susan, HR Magazine, Job satisfaction: a key to engagement and retention. October 2007 6 Economic Times ( New Delhi, India), Indians rank 7th in employee satisfaction survey. December 2006

has one of the highest rates of employee satisfaction in the world and that Indian employees also believe that their bosses are doing a good job. The Kelly Global Workforce Index, a survey that sought the views of approximately 70,000 people in 28 countries including almost 2,000 people in India, found that 66 percent of all Indian employees were either happy or very happy with their current position Margaret M. Clark7 in his article says that Employees and HR professionals agree on a lot of whats important to employees on the job but they differ notably on whats Very important, according to a new survey report on job satisfaction released by the society for Human Resource Management (SHRM). About 8 out of 10 employees surveyed reported overall satisfaction with their jobs, roughly the same proportion that HR professionals predicted. But HR underestimated the proportion of employees who are very satisfied with their jobs. They predicted only 18 percent, while 39 percent of employees said they were very satisfied.

Margaret M.Clark, HR Magazine, Employees, HR differ on satisfaction factors August 2005

2.1. COMPANY PROFILE

Polyhose India pvt.lmt.,an ISO 9001-2000 company,is a well known name in the global arena as a world class manufacturer of Hydraulic, P.T.F.E & Industrial hoses and Tubings.Polyhose was incorporated in 1997 with technical know-how from U.K. It is perceived as the most modern plant of its kind in Asia, being located in a 10 acres land with built up area of 150,000 sq. ft. at Kelambakkam near Chennai. It has a world class manufacturing facility with computerized dimensional and quality control systems backed up with 100% captive power generation to ensure uninterrupted supplies to its ever demanding valued customers spread all over the globe. Polyhose's existing thermoplastic hose capacity is in excess of 13 million meter per annum. Cost of production is quite economic to complete in global as well as domestic market. Polyhose has a state-of-the-art RUBBER HYDRAULIC

&INDUSTRIAL HOSE PLANT,ISO 9001-2000 & ISO/TS 16949:2002 Certified Unit in the SIPCOT Industrial Park, near Sriperambadur, Tamilnadu on a 12 acres land with an installed capacity of 6 millions meters per annum. The plant is one of its kind equipped with world's most modern and fastest braiders from Magnatech(USA) and extruders from Davis Standard (Germany). The testing facilities include 100000 PSI Burst pressure tester, Flex-impulse tester as well as static impulse tester in addition to all other regular raw material and finished goods testing equipments. The plant has commenced production since mid-september 2005 under the supervision of a highly experienced,trained and qualified team of technical

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personnel. Polyhose is a100% EOU and regularly exports it's products to international customers in Europe,Asia,USA,North America,Australia. Now in line with Govt.policy,Polyhose has started catering to the domestic market with world class quality controlled Hydraulic,Thermoplastic, & Industrial hoses and Tubing. Polyhose is serving domestic customers like Ashok Leyland,TELCON, L&T Demag, Inductotherm,ESAB India-to name a few. Polyhose,in addition to the attached products produces several speciality products like grease hose, beverage dispensing hose, CO2 hose,etc.Please contact for specialty hoses for which fechnical details can be provided upon request. Polyhose,with the above mentioned infrastructure, now looks forward to be associated with dynamic organizations who are in continuous search for new development in the field of Industrial,Automobile,Hydraulic and Pneumatic applications with the aim to establish cost effective and high quality hoses for hydraulic power transmission. In short Polyhose is committed to provide optimum quality at an unbeatable price through its net work of dealers

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CHAPTER III ANALYSIS AND INTERPRETATION

ANALYSIS Analysis is the process of placing the data in the ordered form, combining them with the existing information and extracting the meaning from them. Only analysis brings out the information from the data. INTERPRETATION Interpretation is the process of relating various factors with other information. It brings out the relation between the findings to the research objectives and hypothesis framed for the study in the beginning. STATISTICAL TOOLS To analyze the data the following tools were applied: Simple Percentage Analysis Chi Square Test Likerts Scale of rating

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3.1 SIMPLE PERCENTAGE ANALYSIS

DEPARTMENTWISE CLASSIFICATION OF RESPONDENTS TABLE -3.1.1 DEPARTMENT PURCHASE PERSONNEL ACCOUNTS ENGINEERING PRODUCTION TOTAL NO:OF WORKERS 9 6 28 15 67 125 PERCENTAGE 7.2 4.8 22.4 12 53.6 100

INFERENCE:
From the table it is found that production department is the biggest (main department) with a work force of 53.6% of workers and accounts department the second biggest department with 22.4 % of workers.

13

DEPARTMENTWISE CLASSIFICATION OF RESPONDENTS

FIGURE - 3.1.1

60 53.6 50

40 PERCENTAGE

30 22.4 20 12 10 7.2 4.8

0 PURCHASE PERSONNEL ACCOUNTS ENGINEERING PRODUCTION

DEPARTMENTS

PERCENTAGE

14

AGEWISE CLASSIFICATION OF RESPONDENTS

TABLE 3.1.2

S.NO: 1. 2. 3. 4. 5.

AGE 18 - 25 26 - 33 34 - 41 42 - 49 50 & OVER TOTAL

NO:OF WORKERS 18 46 49 7 5 125

PERCENTAGE 14.4 36.8 39.2 5.6 4 100

INFERENCE: The above table indicates that a maximum number of workers are in the age group between 26 years and 41 years.

15

AGEWISE CLASSIFICATION OF RESPONDENTS

FIGURE 3.1.2

NO:OF WORKERS

50 45 40 35 WORKERS 30 25 20 15 10 5 0 18 - 25 26 - 33 34 - 41 42 - 49 50 & OVER

AGE

NO:OF WORKERS

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GENDERWISE CLASSIFICATION OF RESPONDENTS

TABLE 3.1.3

S.NO:

GENDER

NO:OF WORKERS

PERCENTAGE

1.

FEMALE

65

52

2.

MALE

60

48

TOTAL INFERENCE:

125

100

From the above table, the total no: of Female workers are slightly higher than the total no: of Male workers.

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GENDERWISE CLASSIFICATION OF RESPONDENTS FIGURE 3.1.3

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EXPERIENCE OF RESPONDENTS TABLE - 3.1.4

S.NO:

EXPERIENCE

NO:OF WORKERS

PERCENTAGE

LESS THAN 4 YEARS

44

35.2

4 - 6 YEARS

67

53.6

7 - 9 YEARS

14

11.2

TOTAL

125

100

INFERENCE:
From the table it is found that 67 workers (53.6%) have experience in category 4 6 years and about 14 workers (11.2%) have experience in category 7 9 years.

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EXPERIENCE OF RESPONDENTS FIGURE - 3.1.4

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RESPONDENTS CORDIAL RELATIONSHIP WITH SUPERIOR / SUPERVISOR TABLE 3.1.5

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 26 79 15 5 0 125

PERCENTAGE 20.8 63.2 12 4 0 100

INFERENCE: From the table it is inferred that most of the worker (83.8%) have cordial relationship with the supervisors / superiors in the organization.

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RESPONDENTS CORDIAL RELATIONSHIP WITH SUPERIOR / SUPERVISOR

FIGURE - 3.1.5

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BENEFIT SCHEMES (BONUS) FOR RESPONDENTS TABLE - 3.1.6

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 23 81 6 9 6 125

PERCENTAGE 18.4 64.8 4.8 7.2 4.8 100

INFERENCE: From the table it is found that most of the workers (83.2%) have agreed that the concern is providing high rate of bonus.

BENEFIT SCHEMES (BONUS) FOR RESPONDENTS 23

FIGURE - 3.1.6

SAFETY MEASURES FOR RESPONDENTS

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TABLE - 3.1.7

S.NO: 1 2 3 4

RELATION Strongly agree Agree Neutral Disagree Total

NO:OF WORKERS 24 89 9 3 125

PERCENTAGE 19.2 71.2 7.2 2.4 100

INFERENCE: From the table it is found that most of the workers (90.4%) agreed with the safety provisions provided by the concern while working.

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SAFETY MEASURES FOR RESPONDENTS FIGURE - 3.1.7

26

FAMILY WELFARE MEASURES TAKEN CARE

TABLE 3.1.8

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 11 94 8 7 5 125

PERCENTAGE 8.8 75.2 6.4 5.6 4 100

INFERENCE: From the table it is found that most (84%) of the workers feels that the concern is taking enough care on their family welfare facilities.

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FAMILY WELFARE MEASURES TAKEN CARE FIGURE - 3.1.8

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WORKING HOURS ARE SUITABLE FIXED TABLE - 3.1.9

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 24 89 8 4 0 125

PERCENTAGE 19.2 71.2 6.4 3.2 0 100

INFERENCE: From the table it is inferred that the working hours are suitably fixed for most of the workers (90.4%).

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WORKING HOURS ARE SUITABLE FIXED FIGURE 3.1.9

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WORKING CONDITIONS ARE SATISFACTORY TABLE 3.1.10

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 6 90 6 18 5 125

PERCENTAGE 4.8 72 4.8 14.4 4 100

INFERENCE: From the table it is found that most of the workers (76.8%) feels that the environment is suitably fixed for working.

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WORKING CONDITIONS ARE SATISFACTORY FIGURE - 3.1.10

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JOB SECURITY ENSURED TABLE - 3.1.11

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 5 100 8 6 6 125

PERCENTAGE 4 80 6.4 4.8 4.8 100

INFERENCE: From the table it is found that as long as the workers are doing their job effectively and efficiently they are secured with their jobs.

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JOB SECURITY ENSURED FIGURE - 3.1.11

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LEAVE PROVISIONS ARE ADEQUATE TABLE - 3.1.12

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 3 36 12 70 4 125

PERCENTAGE 2.4 28.8 9.6 56 3.2 100

INFERENCE: The above table brings a common problem of most of the workers that the leave provided to them is not sufficient.

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LEAVE PROVISIONS ARE ADEQUATE FIGURE - 3.1.12

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TOILET FACILITIES ARE ADEQUATE TABLE - 3.1.13

S.NO: 1 2 3 4 5

RELATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO:OF WORKERS 3 44 28 32 18 125

PERCENTAGE 2.4 35.2 22.4 25.6 14.4 100

INFERENCE: From the table it is inferred that there is not enough lavatories provided and it is located at a distant place for many departments.

37

TOILET FACILITIES ARE ADEQUATE FIGURE - 3.1.13

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3.2 CHI-SQUARE ANALYSIS RELATIONSHIP BETWEEN MARITAL STATUS AND FAMILY WELFARE MEASURES TABLE 3.2.1 LEVEL OF SATISFACTION Marital status Married Single Total Highly satisfied 6 5 11 Satisfied 58 36 94 Dissatisfied 5 15 20 Total 69 56 125

NULL HYPOTHESIS (Ho) There is no significant relationship between marital status and family welfare measures. ALTERNATE HYPOTHESIS (H1) There is close relationship between marital status and family welfare measures. Fo 6 58 5 5 36 15 125 Fe 6.072 51.888 11.04 4.928 42.112 8.96 125 (Fo-Fe) -0.0720 6.1120 -6.0400 0.0720 -6.1120 6.0400 (Fo-Fe)^2 0.0052 37.3565 36.4816 0.0052 37.3565 36.4816 (Fo-Fe)^2/Fe 0.0009 0.7199 3.3045 0.0011 0.8871 4.0716 8.9850

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CHI-SQUARE RESULT: Calculated chi-square value = 8.985 Degree of freedom = 2 Table value = 5.9915 Level of significant = Sig. At 5% level

CONCLUSION
From the above analysis we conclude that there is close relationship between marital status and family welfare measures. The company provides educational fund to the children of the workers. It brings a motivation attitude to a married worker towards the job than an unmarried worker.

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RELATIONSHIP BETWEEN EXPERIENCE OF THE RESPONDENTS AND THEIR RELATION WITH SUPERIOR /SUPERVISOR TABLE 3.2.2

Experience Less than 4 years 4 years to 9 years Total

LEVEL OF SATISFACTION Highly satisfied Satisfied Dissatisfied 15 11 26 23 56 79 6 14 20

Total 44 81 125

NULL HYPOTHESIS (Ho) There is no significant relationship between the experience of the respondents and their relation with superior/supervisor. ALTERNATE HYPOTHESIS (H1) There is close relationship between the experience of the respondents and their relation with superior/supervisor.

Fo 15 23 6 11 56 14 125

Fe 9.152 27.808 7.04 16.848 51.192 12.96 125

(Fo-Fe) 5.8480 -4.8080 -1.0400 -5.8480 4.8080 1.0400

(Fo-Fe)^2 34.1991 23.1169 1.0816 34.1991 23.1169 1.0816

(Fo-Fe)^2/Fe 3.7368 0.8313 0.1536 2.0299 0.4516 0.0835 7.2866

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CHI-SQUARE RESULT: Calculated chi-square value = 7.2866 Degree of freedom = 2 Table value = 5.9915 Level of significant = Sig. At 5% level

CONCLUSION
From the above analysis we conclude that there is close relationship between the experience of the respondents and their relation with superior/supervisor. The experience of the respondent brings an understanding with the superior/supervisor.

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RELATIONSHIP BETWEEN THE GENDER OF RESPONDENT AND THEIR WORKING HOURS TABLE 3.2.3

GENDER Female Male Total

LEVEL OF SATISFACTION Highly satisfied Satisfied Dissatisfied 18 6 24 42 47 89 5 7 12

Total 65 60 125

NULL HYPOTHESIS (Ho) There is no significant relationship between the gender of the respondent and their working hours. ALTERNATE HYPOTHESIS (H1) There is close relationship between the gender of the respondent and their working hours. Fo 18 42 5 6 47 7 125 Fe 12.48 46.28 6.24 11.52 42.72 5.76 125 (Fo-Fe) 5.5200 -4.2800 -1.2400 -5.5200 4.2800 1.2400 (Fo-Fe)^2 30.4704 18.3184 1.5376 30.4704 18.3184 1.5376 (Fo-Fe)^2/Fe 2.4415 0.3958 0.2464 2.6450 0.4288 0.2669 6.4245

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CHI-SQUARE RESULT: Calculated chi-square value = 6.4245 Degree of freedom = 2 Table value = 5.9915 Level of significant = Sig. At 5% level

CONCLUSION
From the above analysis we conclude that there is close relationship between the gender of the respondent and their working hours. The female workers have only day shift. Most male workers work in night shift. Female workers were highly satisfied with their working hours. Male workers were not highly satisfied with working hours during night shift.

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3.3 WEIGHTED AVERAGE METHOD OVERALL JOB SATISFACTION LEVEL TABLE 3.3.1 TOTAL S.NO: NO:OF 5'S NO:OF 4'S NO:OF 3'S NO:OF 2'S NO:OF 1'S AVERAGE 1 12 84 10 12 7 3.656 2 6 90 6 18 5 3.592 3 18 76 20 6 5 3.768 4 6 50 31 21 17 3.056 5 24 89 8 4 6 4.112 6 6 90 8 9 12 3.552 7 3 36 12 70 4 2.712 8 26 83 5 5 6 3.944 9 20 92 8 5 0 4.016 10 3 44 28 32 18 2.856 11 32 66 6 13 8 3.808 12 29 70 12 8 6 3.864 13 21 70 20 8 6 3.736 14 24 89 5 2 0 3.96 15 5 100 8 6 6 3.736 16 19 90 6 6 4 3.912 17 26 83 10 6 0 4.032 18 4 48 30 36 7 3.048 19 36 66 6 10 7 3.912 20 30 71 9 11 4 3.896 21 40 68 6 5 6 4.048 22 6 39 34 28 18 2.896 23 23 81 6 9 6 3.848 24 10 20 80 10 5 3.16 25 6 99 16 3 1 3.848 TOTAL 90.968 AVERAGE 3.63872

AVERAGE JOB SATISFACTION INDEX = 90.968 / 25.

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OVERALL JOB SATISFACTION LEVEL = 3.638 (IN 5 TO 1 SCALE). INFERENCE The overall job satisfaction level in Likert Scale Method by WEIGHTED AVERAGE METHOD is 3.638 (in 5 to 1 scale). When converting to percentage, it indicates that workers were satisfied at 72.76% with their job.

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CHAPTER IV
4.1 FINDINGS 1. 72% of the respondents were satisfied and 5% of the respondents were highly satisfied about the working conditions. 2. 71% of the respondents were satisfied and 19% of the respondents were highly satisfied about the working hours. 3. 84% of the respondents feel that the job is secured as long as they do good work. 4. 66% of the respondents were satisfied and 21% of the respondents were highly satisfied with the supervisor/superior cooperative. 5. With respect to bonus schemes 65% of the respondents were satisfied and 18% of the respondents were highly satisfied. 6. 57% of the respondents were satisfied and 24% of the respondents were highly satisfied by the grievance handling of the company. 7. With respect to family welfare measures 48% of the respondents were satisfied and 10% of the respondents were highly satisfied. 8. Almost 64% of the respondents feel neutral about the training during their work. 9. 54% of the respondents were satisfied and 32% of the respondents were highly satisfied with the periodical review of the workers in the company. 10. Almost 36.8% of the respondents feel negative about the savings from their earnings. 11. With respect to opportunities to present the problems to the management 53% of the respondents were satisfied and 29% of the respondents were highly satisfied. 12. Almost 52.8% of the respondents were negative about the rest pauses provided by the company. 13. 72% of the respondents were satisfied and 15% of the respondents were highly satisfied with the cooperation of coworkers in the company. 14. With respect to safety provisions 68% of the respondents were satisfied and 5% of the respondents were highly satisfied.

47

15. Nearly 56% respondents were satisfied and 23% of the respondents were highly satisfied about drinking water facilities available in the company. 16. On first aid facilities 53% of the respondents were satisfied and 26% of the respondents were highly satisfied. 17. 74% of the respondents were satisfied and 16% of the respondents were highly satisfied about the washing facilities available in the company. 18. 66% of the respondents were satisfied and 21% of the respondents were highly satisfied with the lighting and ventilation facilities in the company. 19. 56% of the respondents were not satisfied with the leave facilities provided by the company. 20. 40% of the respondents were not satisfied with the bathroom and toilet facilities provided by the company. 21. 72% of the respondents were satisfied and 5% of the respondents were highly satisfied with the shift term facilities in the company.

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4.2 SUGGESTIONS 1. Due to continuous work many feel mentally tired in short time. There fore the company may provide short breaks. 2. Organization may take efforts to provide additional medical facilities for the workers. 3. The company has to improve latrines and urinals facility with good hygiene condition 4. The company has to provide enough leave facilities for their employees. 4.3 CONCLUSION This research is aimed at knowing the employee satisfaction as it is very important . It will lead to increased productivity and reduce employee turnover. From this research it is concluded that most of the employees of POLY HOSE INDIA(P) LTD., CHENNAI are satisfied with their job and the welfare facilities provided by the organization. Out of 17 welfare items provided by the company improvements are required only in 3 items. If they can able to improve those three aspects, then they can satisfy the employee more.

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APPENDIX
A STUDY ON JOB SATISFACTION OF WORKERS IN POLY HOSE INDIA PRIVATE LIMITED, CHENNAI DISTRICT.

PERSONAL DATA 1. Name (optional) 2. Department 3. Age 4. Sex 5. Educational qualification: 6. Marital status : (a) Single 7. Experience (b) Married : (a) < 3Yrs (b) 4 6 Yrs (c) 7 9 Yrs : : : (a) 18-25 (b) 26-33 (c) 34-41 (d) 42-49 (e) 50 and over : (a) Male (b) Female

PLEASE INDICATE YOUR LEVEL OF SATISFACTION FOR THE FOLLOWING ASPECTS

01. I like the nature of my work. Strongly Agree Agree Neutral Disagree Strongly Disagree

02. Working conditions are satisfactory here. Strongly Agree Agree Neutral Disagree Strongly Disagree

03. There is a high team spirit in the work group. Strongly Agree Agree Neutral Disagree Strongly Disagree

04. As per work requirement my pay is fair. Strongly Agree Agree Neutral Disagree Strongly Disagree

05. Working hours are suitably fixed. Strongly Agree Agree Neutral Disagree Strongly Disagree

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06. Shift work is properly organized & I like to work in shifts. Strongly Agree Agree Neutral Disagree Strongly Disagree

07. Enough leave facilities are given. Strongly Agree Agree Neutral Disagree Strongly Disagree

08. Lighting and Ventilation facilities are adequate. Strongly Agree Agree Neutral Disagree Strongly Disagree

09. Washing facilities are adequate. Strongly Agree Agree Neutral Disagree Strongly Disagree

10. Bath rooms, toilets are properly maintained. Strongly Agree Agree Neutral Disagree Strongly Disagree

11. Medical / First Aid in needy times provided. Strongly Agree Agree Neutral Disagree Strongly Disagree

12. Drinking water arrangement is good. Strongly Agree Agree Neutral Disagree Strongly Disagree

13. Canteen and its services are good. Strongly Agree Agree Neutral Disagree Strongly Disagree

14. Adequate safety provisions are ensured. Strongly Agree Agree Neutral Disagree Strongly Disagree

15. My job is reasonably secure as long as I do good work. Strongly Agree Agree Neutral Disagree Strongly Disagree

16. Co workers are cooperative in work. Strongly Agree Agree Neutral Disagree Strongly Disagree

17. My supervisors / superiors treat me well & properly. Strongly Agree Agree Neutral Disagree Strongly Disagree

18. Given rest pauses are sufficient. Strongly Agree 51

Agree Neutral 19. I have opportunities to present my problems to the management. Strongly Agree Agree Neutral

Disagree

Strongly Disagree

Disagree

Strongly Disagree

20. Grievance handing is good. Strongly Agree Agree Neutral Disagree Strongly Disagree

21. Periodical review of workers in work. Strongly Agree Agree Neutral Disagree Strongly Disagree

22. I agree that I can make some sort of savings. Strongly Agree Agree Neutral Disagree Strongly Disagree

23. I am satisfied with respect to Bonus schemes. Strongly Agree Agree Neutral Disagree Strongly Disagree

24. I get enough training by working in this concern. Strongly Agree Agree Neutral Disagree Strongly Disagree

25. The concern is taking care of my family welfare measures. Strongly Agree Agree Neutral Disagree Strongly Disagree

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BIBLIOGRAPHY
1. Stephen. P. Robbins Organizational Behavior, ninth edition by prentice hall. 2. Edwin. B. Flippo Principles of Personnel Management, Mc Graw Hill Kogusha Company Limited, Tokyo, sixth edition 1998. 3. C.R.Kothari Research Methodology Methods and Techniques, Wishwa Prakashan, second edition 1990. 4. C. B. Mamoria Personnel Management, Himalaya Publishing House, Bombay_4 1992. 5. Tripathi - Personnel Management and Industrial Relations, Sultan Chand and Sons, New Delhi, Twelfth Edition 1996.

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