A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

CHAPTER 1 INTRODUCTION
1.1) INTRODUCTION:
Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs. Human beings spent a majority of their adult life making a living for themselves and their families. To this end, they spend eight hours or more weekly at places of employment using their time, energy and intellectual ability to the benefit of their employer. Whether they are raring and energized to carry out these responsibilities or not constitutes motivation, which was discussed in the previous chapter. Moving from motivation, this chapter aims to detail contemporary research studies into job satisfaction and parallel their applicability to the working environment as described. There is a definite link between employee attitudes and patient satisfaction. If employees are unhappy or dissatisfied, despite their best efforts; it is difficult for them to conceal this factor when interacting with patients and other staff members. One of the primary reasons for evaluating employee satisfaction is to identify problems and try to resolve them before they impact on patient care and treatment. Improving the quality of patient care in hospitals is a vital and necessary activity. Patients report they receive less individual attention than ever before. They complain that doctors and nurses are too busy tending to the technical aspects of care to provide the much needed attention to patients personal needs. Not only is it important in terms of quality of patient care, assessing employee satisfaction is a critical component in retaining qualified health professionals. Many health care providers feel frustrated and disillusioned in jobs they expected to find fulfilling. They have less time to do a quality job of caring for patients; they are continually expected to cut corners, but see waste and feel unable to change the

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Situation; they feel unappreciated and they feel their skills are underused. This leads to low morale, staff turnover, and overall disenchantment with job opportunities in health care.

Definition
At its most general level of conceptualization, job satisfaction is simply how content an individual is with his or her job. At the more specific levels of conceptualization used by academic researchers and human resources professionals, job satisfaction has varying definitions. Affective job satisfaction is usually defined as an unidimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is usually defined as being a more objective and logical evaluation of various facets of a job. As such, cognitive job satisfaction can be unidimensional if it comprises evaluation of just one aspect of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.

History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon modern of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

1.2) MODELS OF JOB SATISFACTION:

Affect theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: selfesteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Opponent process theory According to opponent process theory, emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations. Equity theory Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced. Discrepancy theory The concept of discrepancy theory explains the ultimate source of anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression. Two-factor theory (motivator-hygiene theory) Frederick Herzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured. Job characteristics model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon how likely a job is to affect an employee's attitudes and behaviors. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Motivating Potential Score The motivating potential score (MPS) can be calculated, using the core dimensions discussed above, as follows;

Jobs that are high in motivating potential must be also high on at least one of the three factors that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a job has a high MPS, the job characteristics model predicts that motivation, performance and job satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism and turnover, will be reduced.

1.3) FACTORS INFLUENCING JOB SATSFACTION:

ENVIRONMENTAL FACTORS
Communication overload and communication under load One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame. Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of over load which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them. According to the ideas of communication over-load and underload, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Superior-subordinate communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Strategic Employee Recognition A Watson Wyatt Worldwide study identified a positive outcome between a collegial and flexible work environment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines, Americas Best Companies to Work For also appear on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices. Employee recognition is not only about gifts and points. It's about changing the corporate culture in order to meet goals and initiatives and most importantly to connect employees to the company's core values and beliefs. Strategic employee recognition is seen as the most important program not only to improve employee retention and motivation but also to positively influence the financial situation. The difference between the traditional approach (gifts and points) and strategic recognition is the ability to serve as a serious business influencer that can advance a companys strategic objectives in a measurable way. "The vast majority of companies want to be innovative, coming up with new products, business models and better ways of doing things. However, innovation
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon is not so easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully manage an organization so that, over time, innovations will emerge."

INDIVIDUAL FACTORS
Emotion Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. Some research suggests moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models: Emotional dissonance: Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. Social interaction model: Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. Genetics It has been well documented that genetics influence a variety of individual differences. Some research suggests genetics also play a role in the intrinsic,
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands. Personality Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job.

1.4)

IMPORTANCE OF JOB SATISFACTION:

Job Dissatisfaction is revealed by a number of factors. Bargraim, Potgieter, Schultz, Viede and Werner (2003) offered that when employees are dissatisfied, they display the following responses, amongst others: Exit: Terminating the contract of employment with the current employer or actively seeking alternative employment by applying for a job. Voice: Employees unhappy about their jobs may put forward alternative suggestions or demand attention to their work problems. To this end, employees have been known to toyi-toyi in South Africa. Loyalty: A state of inactivity may be shown by dissatisfied employees. They would, however, remain positive to resolution of problems encountered. Neglect: Intentionally letting the work conditions deteriorate without taking the necessary steps to rectify, absenteeism, less effort and making more mistakes. Nel, et al (2003) mention that current research has not found a direct relationship between job satisfaction and performance, but a general agreement exists that job satisfaction influences absenteeism, turnover, commitment and loyalty.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Ross and Zanders (1957) study of need satisfactions and turnover found that a degree to which an employees needs are supplied by their company has a significant direct relationship to their continued employment in that company. Those needs were as follows, in order importance: Need for recognition. Need for autonomy. Need for doing important work. Need for evaluation by fair standards. They concluded that workers whose needs were satisfied on the job were more likely to maintain their employ with their company. Alavi and Askaripur (2003) offered the following reasons highlighting the importance of job satisfaction: Dissatisfied employees leave the organization, Satisfied employees enjoy better health and increased life expectancy, Job satisfaction effects on the employee cross over into the individuals private life. Lawler (1994) suggests that organizational effectiveness can be influenced by job satisfaction since it is related to absenteeism and turnover. It therefore makes good business sense for organizations to be concerned with job satisfaction. 1.5) MEASURMENT OF JOB SATISFACTION: As mentioned previously, job satisfaction is the general attitudes that an employee has relative to their job, therefore an understanding of those attitudes can only be assessed by: 1) Their behavior, 2) Confrontational meetings, 3) Questionnaires & surveys. Nel et al (2001) offer that there are various reliable and valid instruments to measure job satisfaction systematically and mention the following, but not limited to, the following 3 instruments: Rating scales: These are questionnaires in which people report their reactions to their jobs, and the JDI (Job Descriptive Index) is one example of this. It is easy and quick to fill in and norms are usually available for comparison. Critical incidents: Employees are given an opportunity to describe events in their jobs that made them either very satisfied or very dissatisfied.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Interviews: Structured interviews provide a basis for comparison and ensure that important aspects are covered. They conclude that conducting a job satisfaction survey in an organization tends to create expectations that positive changes will be implemented and that nonattendance to obvious problems may aggravate any existing dissatisfaction. Smith et al (1969), in their analysis of job satisfaction, designed their final scales around 5 factors of job satisfaction, viz. Work, Pay, Promotions, Supervision and Co-workers. They recognized that these factors do not specify the general construct of job satisfaction completely; however they felt that they were the 5 areas that were most discriminatively different for the pool of workers they were studying and were of primary importance across the range of conditions they wished to study. This study will be focusing on the 5 constructs of job satisfaction as offered by Smith et al (1969) (work, pay, promotions, supervision & co-workers) and will not venture into other areas of job satisfaction-influencing factors like general satisfaction, morale, general company policies and general satisfaction with the company as a place to work. Herewith are the reasons given by Smith et al (1969) for retaining all 5 of the JDI scales: 1. They represent discriminatively different areas of satisfaction. 2. Although the areas are correlated, some areas may be more important to some people than to others. 3. Different areas may be related quite differently to different personal background variables and individual characteristics like age, education and performance. 4. The inter correlations among different areas may be a function of a common measurement method and of specific job situations and employee samples, and thus they may vary widely from one company/situation to another, and 5. Different areas may be affected differently by different situational variables. In line with the purpose of this study to unearth the determinants of job satisfaction for the manipulation thereof by organizations, only the organizational factors will be measured. 1.6) ELEMENT OF JOB SATISFACTION: Nel et al (2001) propose 2 main groups of factors that contribute to job satisfaction, viz. Personal and Organizational Factors. Organizational factors are the following:
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Work: employees prefer interesting and challenging tasks that provide opportunities for self-actualization and recognition. For employees to execute their tasks efficiently, they need training and development, which serve to enable the employer to reach its HR targets, not forgetting that these two are of mutual interest to the employer and the employee. Pay: the remuneration employees receive is perceived as an indication of their worth to the organization after evaluating their input and peers input against their pay. Luthans (2002a) concurred and offered that money is more persuasive than fringe benefits seeing that it encourages employees to perform better than is expected of them. Promotion: opportunities for promotion are seen to be key in determining job satisfaction. Employees perception of the existence of the ability to self actualizes in the organization through getting a better job and the perception of that being applied fairly contribute towards job satisfaction. It therefore stands to reason that an objective performance measurement system needs to be in place and applied fairly because, according to Luthans (2002a), promotions usually occur when employees are appraised and remunerated for the efforts they have contributed to the organization. Supervision: the amount of technical and social support extended by the supervisor to the employee influences job satisfaction. Supervisors direct the activities of employees by planning, leading, organizing and controlling the organizations resources (Davis & Newstrom 2002). By being open to employees suggestions relative to their jobs and letting their inputs form part of the decisions that affect their jobs, they play an important role in employees job satisfaction (Nel, et al, 2001). Co-Workers: the relationship with co-workers is seen to affect job satisfaction moderately given the employees predisposition / emphasis to career orientation. The writer believes that blue-collar workers in the context of this report would be more affected by co-workers in determining their job satisfaction than white-collar workers, given their team set-up.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

CHAPTER 2 ORGANIZATION PROFILE

2.1) ABOUT SANSTHAN:

Shri Sant Gajanan Maharaj Sansthan Shegaon According to the instructions of Shri Gajanan Maharaj, the construction of the temple began in 1909. To manage the activities of the temple, a board of trustees was required. Hence the organisation "Shri Gajanan Maharaj Sansthan" was estabilished on 11th April 1909 with the blessings of Gajanan Maharaj. On receiving Maharaj's consent, a few trustworthy people from shegaon were brought together and first Board of Trustees of the temple organisation was appointed. Late Honrable HARI KUKAJI PATIL [FOUNDER]

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon The Shri Gajanan Maharaj Sansthan has been strictly abiding by the principles laid down by Shri Gajanan Maharaj. Science Mpney is not the main priority, the sansthan's objective is "Sarve Bhavantu Sukhenah" (May all be Happy). To achive this noble goal, the "Sevadharis" strive to take all measures possible to make everybody happy. With the aim of putting into practice it's ideology of "Sarve Bhavantu Sukhenah" (May all be Happy) the sansthan has undertaken several social development projects. While implementing these project Sansthan has always kept in mind that "Service to humanity is Service to GOd". Cosequently, 42 different projects in the field of education, medicine, social welfare and spritual development are operational under the aegis of the Sansthan.

2.2) ABOUT ADMINISTRATION:

According to the instruction of Shri Gajanan Maharaj, the construction of the temple began in 1909. To manage the activities of the temple, a board of trustees was require. Hence the organisation 'Shri Gajanan Maharaj Sansthan' was estabilished on 11th April 1909 with the blessing of Shri Gajanan Maharaj. On receiving Maharaj's consent, a few trustworthy people from Shegaon were brought toggether and the First Baord of Trustees of the temple organisation was appointed.

The names of President science the inception of Board are as follows: 1 2 3 4 5 6 7 8 Shri Hari Kukaji Patil Shri Sukhdeolalji Ramdeoji Modi Shri Gajlalji Ramdeoji Modi Shri Puranmalji Sitaramji Murarka Shri Shankar Sukhdeo Ganesh Patil Shri Mahadeo Pundlik Ganesh Patil Shri Indarmalji Puranmalji Murarka Dr. Rameshchandra Chamalal Dangra 1909 to 1930 1930 to 1940 1940 to 1953 1953 to 1969 1969 to 1990 1990 to 1999 2000 to 2008 2008 onwards

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon The Name of Managing Trustees(Vyavasthapak) science the inception of Baord are as follows Shri Maruti Chandrabhan Ganesh Patil Shri Ramchandra Krishnaji Ganesh Patil Shri Purushottam Hari Ganesh Patil Shri Sukhdeo Nerayan Ganesh Patil Shri Pundlik Ramchandra Ganesh Patil Shri Shivshankar Sukhdeo Ganesh Patil 1909 to 1913 1913 to 1948 1948 to 1951 1952 to 1953 1962 to 1981 1951 to 1952 1953 to 1962 1981 onwards

The current/Present Trustees of Sansthan are as follows: Shri Shivshankar Sukhdeo Patil Dr. Rameshchandra Champalal Dangra Shri Chandulal Kisanlal Agrawal Shri Mahadeo Pundlik Ganesh Patil Shri Kishor Trikamdas Tannk Shri Govind Sukdeorao Kalore Shri Nilkanth Shivshankar Ganesh Patil Shri Ashok Trambakrao Deshmukh Shri Narayan Yadavrao Patil Shri Shrikant Shivsankar Ganesh Patil Shri Vishveshwar Shaligram Trikal Shri Pankaj Gajanan Shitoot Managing Trustee President Trustee Trustee Trustee Trustee Trustee Trustee Trustee Trustee Trustee Trustee

'Shri Gajanan Maharaj Sansthan' is functioning at its optimum best because of the relentness efforts of the members of the Board of Trustees, The priests, the 'mansevis' and the 'sevadharis'. The 12 founder trustees of 'Shri Gajanan Maharaj Sansthan' were selected by Shri Gajanan Maharaj from 12 families residing in Shegaon. The tradition continues to date. New member are nominated unanimously to the Board from these 12 families. It may so happen that a person from these families may not judged suitable for the post by the rest of members of the Board. In such case, a suitable person from some other family is nominated. These Board of Trustees fixed a few rules in presence of Shri Gajanan Maharaj of which some are as follows: 1. Devotee will worship from a distance.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon 2. Do not amass wealth.
3.

Do not stop the influx of devotees.

2.3) SERVICE:
Sansthans services/Facilities for Devotees With the aim of putting into practice its ideology of "Sarve Bhavantu Sukhenah" (May all be Happy), the Sansthan has undertaken several social services for devotees. The Sansthan has taken several measures to make the stay of devotees in shegaon as comfortable as possible. Bus Service for Devotees (Transport Service/Facility) At Shegaon railway station, there is an information counter for the devotees. Based on the arrival timing of trains, there is a bus service to transport the devotees from the station to bus stand and to temple free of cost. Buses are also available to go to the Anand Sagar complex too. There are total of five buses that are functional day and night. Bhaktaniwas (Accomodation Service/Facility) In order to provide good lodging facilities to the devotee in Shegaon, the Sansthan has constructed two lodges with in all 161 rooms, just outside the temple omplex. Such lodges at pilgrimage site are known as "Bhaktaniwas". Beside, at a distance of 5 minutes by walk from the temple complex, there is another Bhaktaniwas complex with 417 rooms. some of these rooms are air conditioned(AC). The rooms in these lodges are available on "first come first serve" basis. Minimal cost is charged for these rooms through no advance reservation of these rooms is done. All these constructed between 1980 and 1995. Furthermore, taking into consideration the ever growing number of devotees coming to Shegaon, another Bhaktaniwas facilty called "Anand VIhar" is being developed in the vicinity of Anand Sagar complex at a short distance from the temple. In the first phase of these project, around 900 rooms will be constructed. In the vicinity, there will be another complex called "Anand Visava" to accommodate 5,000 devotees. Mahaprasad Service/Facility
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Sansthan has made arrangement for free of cost meal which is consumed by devotees as "Mahaprasad". To the south of the temple lies a building where lunch(Mahaprasad) is distributed on the ground floor to the devotees from 11.00 AM to 1.00 PM. The devotees queue up and enter the large hall where at the entrence they are served Mahaprasad. It is belived that no devotee can be forced to come to this place and nobady leaves the place without "prasad". Including the main Kitchen in the temple and other kitchens in the bhaktaniwas, there are total 18 different places where meal are prepared. almost 33,600 quintal of wheat, rice,'toor dal'(pigeon pea), chana dal (chick pea), sugar, oil and ghee are required and 6,300 quintals of kohala(pumpkin), potato and other vegitables required. Service in medical field Considering that "Health is wealth" the Sansthan has undertaken several projects to provide medical facilities to as many as possible. In order to treat the petients and provide them with medicines, the Sansthan has started an outpetient department. The patients pay a nominal registration fee. Almost 35 expert Doctors from Shegaon and outside serve the petients from Monday to Saturday from 8.00 Am to 11.30 AM and 3.00 PM to 6.00 PM. Service to the mankind especially the poor and sick, is the motto. 1. Charitable Ayurvedic Clinic : In 1963 the Sansthan has started the charitable Ayurvedic clinic in order to continue the tradition of ancient Indian system of medicine and to let maximum number of devotees benifit from this system. Till Jan 2010 at this clinic. 2. Charitable Allopathic Clinic : With the ami of providiing latest medical treatment to devotee petient at minimal cost, the Sansthan started the Charitable Allopathic clinic in 1974. Pathalogy division, Injection division, First aies division, Saline division are active in the same primises. A saline cost only Rs. 10/- in this clinic. If a petient needs further treatments elsewhere or if a patient is almost in the last stage and needs special attention then these petient are transported to hospital outside Shegaon. For this purpose the sansthan has latest well equipped ambulances. Till Jan 2010, 74,88,706 devotees have been treated in this clinic. 3. Charitable Homeopathy Clinic: In order to provide health facilities of various types, the Sansthan started a Charitable Homeopathy clinic in 1973. Till Jan 2010, about 38,19,520 petient have made use of this service.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

Other then this Sansthan has

o Eye Surgery Camps,Mobile Clinics, Mobile Clinics in tribal regions o Dr. Vikram Pandit Rural Health Care Centre,Medical Aid Centre, Participation in National Programmes and Aid for Leprosy Patients. services in Educational field Education is primordial for development of any society. Recognising the importance of education, the Sasthan has undertaken the task of developing a variety of education centers where the young are well groomed. Knowing the importance of Education. The sansthan decided to enter into the field and "Shri Gajanan Shikshan Sanstha" was registered in 1983. Shri Sant Gajanan Mahraj English Medium School:In order to provide good quality education to student in rural area so that they do not lag behind in comparison with student from urban areas. the Sansthan startted an English Medium School on 1st July 1986 at Shegaon. The school has classes from nursery to 12th standard. The school has bus service to pick up and drop the student home. Shri Sant Gajanan Mahraj College of Engineering:As the Sansthan understand the value of higher education it started Shri Sant Gajanan Maharaj Engineering College in 1983. The college campus is spread over 72 acres of land and comprises college building, 7 Hostels, well equipped library, sports center, medical center, parking lot, self generated electricity generation centre, ATM, Administrative building, guest house, auditorium, STD/ISD telephone booth, Photocopy center, Staff quarters, consumer stores, nurssery and plantation unit etc. Residential school for the mentally challenged: Many mentally challenged are not accepted in the mainstream society. To change this situation and to make them self relient, The Sansthan started the Residential school for mentally challenged in 1998 at Shegaon. Student from any part of Maharashtra can register in this school. The school has special hostel facility. The school has almost 150 students. These students have own 3 Gold Medails and several certificates at National Level.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Residential school for the tribals: In the Satpura mountainous region there are several pockets of tribal areas that are difficult to access. The tribal childrens in these region are usally deprived of education. The Sansthan has started school for tribal in Shegaon. They receive formal education from 1st to 10th standard. They are also trained in physical education, gymnastics, thread making, tailoring and knitting. In 2004 this school ranked second among the tribal school in state and was facilitated by Governor of Maharashtra.

2.3) FUTURE PLANS:

Medical College with Hospital: Sansthan process to build a Hospital with 500 Beds with most recent facilities. The treatment of all diseases will be given by expert doctors. After completion of the Hospital, the Sansthan will propose to open a Medical College. Sansthan's aim is to give services to the sick and the poor patients; so that no one could remain untreated if there is no money with him/her. "Shiv Bhave Jeev Sewa" service to a man (patient) is service to God as Swami Vivekanand said, is the motto of Gajanan Maharaj Sansthan here.

Mobile Hospital for Yatras in Maharashtra: Sansthan has decided to send the Mobile Hospital with all the medicinal facilities to the places where Yatras or Utsavas are held.

Swami Vivekanand Cultural Centre: The construction work of this multiple complex center has already started. It consist of: 1. 2. 3. 4. Sadhu Niwas: Lecture Hall Library: An advance Library for spiritual development. Art Gallery: To preserve Indian cultural Heritage.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon 5. Matru Sewa Sangh: For those woman who has no one to support. They will be trained in Tailoring, printing etc. Computers will be provided to the helpless woman. 6. Centre for Nature Cure and Health Club: For nearly 500 afflicted. They will be treated here. Shri Sant Gajanan Maharaj Anand-Sagar Project: 1. Thousands of devotees from all over Maharashtra and other states visit Shegaon to have the Darshana of Gajanan Maharaj and pay homage. 2. After pooja-archana & Darshana, they are charged with holy & tious atmosphere of mandir and its work. 3. Naturally, they want to prolong their stay and pass their time at the mandir. 4. As it is (Shegaon is) a tiny town cell it has not any attractive places. 5. So the Sansthan decided to create religious cultural educational atmosphere and activities on a broad span with some fun and entertainment. 6. And this is what the prestigious Anand-Sagar project will do. 7. This will be dream come true.

What activities the Anand-Sagar will include? 1. 2. 3. 4. It will be spread on 325 acre of land. It will have a huge water reservoir and spread over 55 acres of Land. The land will beautify by planting 50000 trees of different types. An artificial Island of size of 300' x 60' x 40' will be created in the center of the Pond. 5. A replica of Swami Vivekanand Center at KanyaKumari will be created on the Island. 6. The 60' x 40' hall as Dhyan Kendra will be constructed and 7. A statue of Swami Vivekanand of the size of 30'-35' will be created and established. 8. To reach there on the Island and pay homage to the great Swamiji the facility of "Nauka-nayan" will be made available. 9. To go there and sit at feet of Swami will give necessary "Manah Shanti" and satisfaction. 10. Nature is the unpolluted creation of God almighty. Sadhus and sanyasis prefer nature. Tapaswis have their mind concentration and manah shanty in rich natural vanas. Sansthan plans to create such and isolated places
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon which could give them feelings of rich jungles with small kuties to dwell in and water current here and there. So that such people can have unhindered sadhana with the Adhyatmic literature at hand. Mahaprasada also would be available there. It will be called Sadhana Sthali. 11. To spread the preaching of Sant Shri Gajanan Maharaj a unique project of "Light and Sound " show highlighting important events and philosophy of life of Gajanan Maharaj will be created. An amphitheatre of 1500 capacity will be developed for this purpose. 12. A big Amphitheatre with the capacity of 3500 seats will be created in this project. For organizing cultural activities, exhibitions, and functions. 13. Besides, the above schemes the Sansthan also plans to create an Amusement Park and Tourists center. 14. There is no special arrangement in Vidarbha, Marathwada and Khandesh to attract and entertain the Tourists, Darshanarthies or Bhavik Bhaktas. 15. Hence, an amusement center on line of ESSEL WORLD or DISNEY LAND will be tried and constructed here. It will spread on 50 to 60 acres of Land. It will be called Anand Vihar. 16. Amusement park will be place to enjoy and relax for persons of all ages with beautiful landscape spread over 60 acres of land. It will have different types of Restaurants with diverse Indian varieties of Food. Apart from entertainment, it will provide the glimpses of modern sciences and technology. And the entire project will be centered around a religious theme. 17. Sansthan also plans to create and develop water games on international level. A smaller Lake on 15 acres of land will be developed for this water park. 18. Children's Park will also be there it will have mini train, electronic museum, computer toys (electronic toys) and many other such items. 19. Different types of fountains will be developed with a theme wherein a culminated point will be the musical fountain. This will give music on the tunes of Bhajans on Gajanan Maharaj. And this will be the water fountain museum. 20. Center for Rural Culture & crafts:Our country has a rich culture & heritage of thousands of years for the benefit of the devotee's sansthan proposes to start a center of rural culture & crafts. Variety of items of handicrafts, statues, pictures, photograph etc along with the dishes, from Maharashtra, Rajasthan, Punjab, Gujrat etc. i.e. from all over India will be kept. 21. Shri Gajanan Vasahat (Residential Colony) OR Gajanan Vihar :It is but natural that the devotees would like to have a place at the feet of Gajanan
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Maharaj.To humor this wishes the sansthan has decided to build 1000 flats houses of five different types i.e. one room, one room kitchen, two room kitchen, row houses & Banglows with all facilities by sharing the construction cost with devotees. Devotees can paying nominal charges. The ownership rights of these apartments will rest with sansthan. 22. Besides all this, the project will have aquarium, Jantar Mantar, Zoo, Rock garden, Bhul-Bhulaiya,Minars, fountains etc. 23. For the devotees visiting this project the facilities like super market, parking, banking service, Post office, Railway Booking Booth, Medical help etc. will be created. 24. Water Supply Scheme:For all the above projects and other activities water are ample quantity (about 100 Lac per Day) will be needed. So a lift irrigation has been implemented at Shri Kshetra Nagzari on ManRiver and a pipe line of 350 mm diameter has been laid over a distance of 9 kms to carry the water, pumped by 180 HP electrical pump sets to the Anandsagar reservoir. The scheme has increased the water level of nearly wells which is an indirect benefit to nearly dwellers & farmers.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

CHAPTER NO 3 RESEARCH METHODOLOGY

3.1) RESEARCH DESIGN: To collect data needed to address the above mentioned objectives the exploratory research design was used. Exploratory research was design to describe something. It includes surveys and facts finding enquiries of different kind. The research study is based on collection of data and analysis to draw the conclusion. 3.2) METHODOLOGY: The completion of research involved three phases: First phase: Collection of Secondary and Primary data. Secondary data were collected from books, magazines and websites, etc. And Primary data was collected from the structured questionnaire and interview schedule. Second phase: Pilot study, Actual primary data collection, Editing and tabulation of data. Third phase: Data analysis using statistical tools. Inferences, conclusions, suggestions based on data collected.

3.3) OBJECTIVES OF THE STUDY:

1. To study the level of satisfaction of sevadhari at Gajanan Maharaj Sansthan, Shegaon. 2. To study the effect of satisfaction level on the working of sevadhari. 3. To study the working condition at Shri Gajanan Maharaj Sansthan, Shegaon.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon 3.3) DATA COLLECTION: Data means information required in the research. There are two types of data sources, which have been helpful to carry out the research these, are as follows: Primary data Primary data are those, which are collected a fresh and for the first time. Primary data was collected through questionnaires & Interview schedule. Secondary data Secondary data are those, which have already been collected by publication of Governments, Periodicals of organization, newspaper, books, & internet etc.

Questionnaire The questionnaire is one of the many ways through which data can be collected. Questionnaire is widely used by researcher to collect information on related study. Questionnaire is a method of getting data about respondent by asking them than by observing and sampling their behavior. Questionnaire should be standardized, its anonymity can be assured and questionnaire should be design to meet the simple and native language to allow the use of large sample. Sampling Universe The first step in devolving any sample design is to clearly define the set of objects, technically called the universe. Sample universe includes 100 sewadhari of shri sant gajanan maharaj sansthan shegaon. Sample Technique

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Sampling technique used for selection of sample non-probability, Convenience sampling technique. A convenience sample is that where the sample is selected, in part or only a limited attempt, to ensure that this sample is an accurate representation of some larger group of population. The classic example of convenience sample is standing at shopping mall and selecting shoppers as they walk by to fill out a survey. A convenience sample chooses the individuals that are easiest to reach or sampling that is done easy. Hence, convenience sampling was used for the research. Sample Size This refers to the number of item to be selected from the universe to constitute a sample. Sample size was 100 sewadharis of shri sant gajanan maharaj sansthan shegaon.

3.5) Limitation:
The limitation of this study is that sometimes the male or female respondents may not give the proper and correct information regarding the Training and Development.

1) The study was limited to Shri Sant Gajanan Maharaj Sansthan Shegaon. 2) Due to limited time & money, it was not peruse to come whole entire, hence the sample size was 100 respondents. 3) The study was service base organization.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

CHAPTER NO 4 DATA INTERPRETATION

The data so collected is scrutinized, tabulated and analyzed by the help of some statistical tools and techniques and finally used for the study purpose. Following are the major conclusions are drawn by the researchers. Table No. 4.1 AGEWISE CLASSIFICATION OF RESPONDENTS Sr. No Age(in years) Number of respondents 1 2 3 4 5 18-25 26-35 36-45 46-55 Above 55 TOTAL 20 40 20 15 5 100 20 40 20 15 5 100 Percentage

Fig. no. 4.1 AGEWISE CLASSIFICATIONS OF RESPONDENTS

Number of respondents
5% 15% 20% 40% 20% 18-25 26-35 36-45 46-55 Above 55

Interpretation From above data it can be concluded that, 40% of the respondent from the age group of 26-35, 20% of the respondent from the age group of 18-25, 36-45 & 15% respondents are from above 46-55 group.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.2 GENDER WISE CLASSIFICATION OF RESPONDENTS

Sr. No

Gender

Number of respondents

Percentage

1 2

Male Female TOTAL

70 30 100

70 30 100

Fig. no. 4.2 GENDER WISE CLASSIFICATIONS OF RESPONDENTS

Number of respondents
Male Female

30%

70%

Interpretation From above data it can be concluded that, 70% of the respondents are male and 30% are females.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

Table No. 4.3 WORKING PERIOD OF RESPONDENTS

Sr. No

Working Period

Number of respondents

Percentage

1 2 3 4

Below 2 Years 2-5 Years 4-6 Years Above 6 Years TOTAL

10 10 20 60 100

10 10 20 60 100

Fig. no. 4.3 WORKING PERIODS OF RESPONDENTS

Number of respondents
70 60 50 40 30 20 10 10 0 Below 2 Years 2-5 Years 4-6 Years Above 6 Years 10 20 60 Number of respondents

Interpretation From above data it can be concluded that, 60% of the respondent working from more than 6 years and 20% respondents working from 4-6 years and 10% respondents working since last below 2 years, 2-5 years respectively.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.4 FEELING IN THE WORKING ENVIRONMENT

Sr. No 1 2 3 4

Feelingness. Excellent Good Satisfactory Not satisfactory Total

Percentage 50 20 20 10 100

Fig. no. 4.4 FEELING IN THE WORKING ENVIRONMENT

Percentage
50 50 45 40 35 30 25 20 15 10 5 0 Excellent Good Satisfactory Not satisfactory 10 20 20 Percentage

Interpretation From above data it can be concluded that, 50% of the respondent feeling excellent in working environment. 20% of the respondents felling good and satisfactory & only 10% respondents says not satisfactory environment.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.5 FEELING SECURE IN JOB

Sr. No

Security

Number of respondents

Percentage

1 2 3

High Secure Secure Insecure Total

70 20 10 100

70 20 10 100

Fig. no. 4.5 FEELING SECURE IN JOB

Number of respondents
80 70 60 50 40 30 20 10 0 High Secure Secure Insecure 20 10 Number of respondents 70

Interpretation From above data it can be concluded that, 70% of the respondent says that they feel high secure in their job. 20% of the respondents say secure and 10% respondents say insecure.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.6 RELATION WITH YOUR CO-WORKERS

Sr. No 1 2 3 4

Relation Feeling Very High High Medium Low total

Respondent 40 40 10 10 100

Percentage 40 40 10 10 100

Fig. no. 4.6 RELATIONS WITH YOUR CO-WORKERS

Respondent
Very High High Medium Low

10% 10% 40%

40%

Interpretation

From above data it can be concluded that, 40% of the respondent says that they feel relation with their co-workers that high and very high respectively. 10% of the respondents say Medium and 10% respondents say low.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.7 OPINION ABOUT JOB

Sr. No 1 2 3

Opinion Satisfied Highly satisfied Not satisfied Total

Respondent 50 30 20 100

Percentage 50 30 20 100

Fig. no. 4.7 OPINIONS ABOUT JOB

Respondent
50 45 40 35 30 25 20 15 10 5 0 Satisfied Highly satisfied Not satisfied 30 20 50 Respondent

Interpretation From above data it can be concluded that, 50% of the respondent satisfied with their job, 30% respondents were highly satisfied and 20% were not satisfied.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.8 SATISFIED WITH THE APPRECIATION OR REWARDS

Sr. No 1 2 3

Opinion Satisfied Highly satisfied Need Improvement Total

Respondent 40 40 20 100

Percentage 40 40 20 100

Fig. no. 4.8 SATISFIED WITH THE APPRECIATION OR REWARDS

Respondent
40 35 30 25 20 15 10 5 0 Satisfied Highly satisfied Need Improvement Respondent

Interpretation

From above data it can be concluded that, 50% of the respondent says that there organization provides on the job training, 30% says they provide off the job training and 20% says both methods are use there.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.9 SATISFACTION FROM INCENTIVES

Sr. No.

Satisfaction

No. of respondent

Percentage

1 2 3

Satisfied Highly satisfied Need Improvement Total

20 20 60 100

20 20 60 100

Fig. no. 4.9 SATISFACTIONS FROM INCENTIVES

No. of respondent
70 60 50 40 30 20 10 0 Satisfied Highly satisfied Need Improvement No. of respondent

Interpretation From above data it can be concluded that, 60% of the respondent were not satisfied with the incentives and says need improvement, 20% respondents says they were satisfied with incentives and same percentage respondents were highly satisfied.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.10 THINKING ABOUT WELFARE SCHEMES OF ORGANIZATION

Sr. No.

Thinking

No. of respondent

Percentage

1 2 3

Satisfied Highly satisfied Need Improvement Total

70 20 10 100

70 20 10 100

Fig. no. 4.10 THINKING ABOUT WELFARE SCHEMES OF ORGANIZATION

No. of respondent
70 60 50 40 30 20 10 0 Satisfied Highly satisfied Need Improvement No. of respondent

Interpretation From above data it can be concluded that, 70% of the respondent were satisfied with the welfare schemes of the organization, 20% respondents says they were highly satisfied with incentives and 10% improvement.
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respondents were says need

A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.11 SATISFACTION ABOUT COMPENSATION PACKAGE

Sr. No.

Thinking

No. of respondent

Percentage

1 2 3

Satisfied Highly satisfied Need Improvement Total

70 20 10 100

70 20 10 100

Fig. no. 4.11 SATISFACTIONS ABOUT COMPENSATION PACKAGE

No. of respondent
70 60 50 40 30 20 10 0 Satisfied Highly satisfied Need Improvement No. of respondent

Interpretation From above data it can be concluded that, 70% of the respondent were satisfied with the Compensation package of the organization, 20% respondents says they were highly satisfied with pakage and 10% respondents were says need improvement.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.12 OBSERVATION ABOUT FROM OF DISCRIMINIATION

Sr. No. 1 2 3 4

Form of Discrimination

No. of respondent

Percentage

Racial Age Gender None of Above

30 30 10 30

30 30 10 30

Fig. no. 4.12 OBSERVATION ABOUT FROM OF DISCRIMINIATION

No. of respondent

None of Above 30%

Racial 30%

Gender 10%

Age 30%

Interpretation From above data it can be concluded that, 30% of the respondent were observed that there was Racial, age discrimination in the organization, 10% respondents observed gender discrimination in the organization.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.13 ENJOY IN TEA/LUNCH TIME

Sr. No.

Enjoy or Not

No. of respondent

Percentage

1 2

Yes No

50 50

50 50

Fig. no. 4.13 ENJOY IN TEA/LUNCH TIME

No. of respondent
50 40 30 20 10 0 Yes No No. of respondent

Interpretation From the above data it can be conclude that, 50% respondents are enjoy tea or lunch time and 50% respondents did not enjoy tea/ lunch time.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.14 STRESSFULL ASPECTS ON THE JOB

Sr. No.

Aspects

No. of respondent

Percentage

1 2

Yes No Total

20 80 100

20 80 100

Fig. no. 4.14 STRESSFULL ASPECTS ON THE JOB

No. of respondent
80 70 60 50 40 30 20 10 0 Yes No No. of respondent

Interpretation From the above data it can be conclude that, 80% respondents were says there was no stressful aspect on the job and 20% says there is some stress on the job.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.15 RATING THE LEVEL OF JOB STRESS

Sr. No 1 2 3 4

Rating Mild Moderate Severe Extreme total

Respondent 20 30 30 20 100

Percentage 20 30 30 20 100

Fig. no. 4.15 RATING THE LEVEL OF JOB STRESS

Respondent
Mild Moderate Severe Extreme

20%

20%

30%

30%

Interpretation

From above data it can be concluded that, 30% of the respondent says that they feel moderate and severe job stress on the job respectively. 20% of the respondents say Mild stress and 10% respondents say Extreme stress.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.16 JOB STRESS CAUSE BY RELATION WITH ANATHOR PERSON ON THE JOB

Sr. No.

Aspects

No. of respondent

Percentage

1 2

Yes No Total

20 80 100

20 80 100

Fig. no. 4.16 JOB STRESS CAUSE BY RELATION WITH ANOTHER PERSON ON THE JOB

No. of respondent
80 70 60 50 40 30 20 10 0 Yes No No. of respondent

Interpretation From the above data it can be conclude that, 80% respondents were says there was no stressful aspect on the job with relation with another person on the job and 20% says there is some stress on the job with relation with another person.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon Table No. 4.17 CAUSES OF THE JOB STRESS BY THE RESPONDENTS

Sr. No 1 2 3 4

Causes Volume of work Nature of the job Physical work environment Personal health issue total

Respondent 20 30 30 20 100

Percentage 20 30 30 20 100

Fig. no. 4.17 CAUSES OF THE JOB STRESS BY THE RESPONDENTS

Respondent
Volume of work Physical work environment Nature of the job Personal health issue

20%

20%

30%

30%

Interpretation

From above data it can be concluded that, 30% of the respondent says that they feel causes of the stress to nature of the job and physical work environment on the job respectively. 20% of the respondents say cause to volume of the work and 20% respondents say cause of personal health issue.

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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon

CHAPTER NO 5 FINDINGS, SUGGETIONS & RECOMMONDATIONS

5.1) FINDINGS: Most of the sewadhari in Shri sant Gajanan maharaj sansthan Shegaon was working from more than 6 years. 1. Mostly the respondent says excellent working environment. 2. From these research process researcher found that, the respondents feel highly secure in their job. 3. From these research process researcher found that, the respondents feel smoothly relation with co-workers. 4. Most of the sewadhari was satisfied about their job.

5. Almost all the respondents satisfied with the appreciation or rewards. 6. The most of the respondents says need improvement in the incentives system of the sansthan. 7. Almost all the respondents satisfied with the compensation package. 8. Almost all the respondents satisfied with the welfare schemes of the organization. 9. In case of the observation of the respondents about form of discrimination was about racial and age discrimination. 10. Most of the respondents enjoy the tea/ lunch time. 11. 80% respondents though that there was no stressful aspect on the job. 12. Mostly respondent rated the job stress moderate and extreme.
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A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon 5.2) SUGGESTIONS & RECOMMONDATIONS:

1. The organization should take care about satisfaction of the sewadhari peoples. 2. Proper care must be taken while giving the job. 3. The organization should be take care about discrimination factor. 4. Many of the respondents was a stress about job, the organization should be organized some program which teach how to avoid the stress.

P. R. Patil College of Engineering & Technology, Amravati

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