Professional Documents
Culture Documents
CHAPTER- I
INTRODUCTION
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attitude towards life in general and make for a society of more psychologically
healthy. Job satisfaction has been considered as state of condition where people
are:
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satisfaction. If you dislike your job intensely, you will experience job
dissatisfaction”.
1. Job satisfaction refers to one’s feeling towards one’s job. It can only be
inferred but not seen.
3. The terms job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations on the part of individuals
towards their work roles which they are presently occupying. Positive attitudes
towards the job are conceptually equivalent to job satisfaction and negative
attitudes towards the job indicate job dissatisfaction
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discrepancy between what a person expects to receive from work and what that
person perceives is actually relieved. It can also be defined as the extent to
which work is seen as providing those things that one considers conducive to
one’s welfare. In yet another view, job satisfaction is considered a purely
emotional response to job situation. During the 1980s, however, it became
apparent that, although one’s job situation is important to that person’s job
satisfaction level, people who exhibit considerable job satisfaction at one point
of time are likely to be happy with their job several years later, even if they
have changed occupation or employer or both. Others, apparently remain
dissatisfied across numerous work situations
1) Challenging Job: Job must have scope for application of skill, knowledge and
initiative. Herzberg’s Satisfiers and Characteristic Theory are relevant here.
2) Equitable Rewards: More than the rewards, equity and fairness of reward is
equally important. Equity theory of motivation is relevant.
When employees are allowed to operate freely, job satisfaction can contribute
substantially to the organisational effectiveness. It can contribute to productive
output in the form of high quantity and quality of products or services, as well
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as to organisational maintenance as represented by low absenteeism and
turnover. Yet in a great many instances, aspects of the individual, the
organisation, or the environment constrain the satisfaction-productivity
relationship to the point where its practical importance is minimal. Ultimately
stress may catch up with such a person and signs of poor corporate citizenship
may appear, but such denials of natural satisfaction output patterns can maintain
themselves for long periods. Hence, job satisfaction is often much more
important to the individual than to the employing organisation. Individuals can
change jobs, thereby obtaining more satisfying work. Organisation can shift
people from job to job within the firm, but their capacity to move people from
organisation to organisation is very limited. The obvious exception is when a
firm provides outplacement assistance to its laid-off workers.
There are number of factors which effect job satisfaction. Value system
possessed by an individual and the culture supporting the value system in the
organisation can be called as an important and basic for job satisfaction.
However, some of the important factors that determine job satisfaction of the
employees in the organisation are as under:
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2.7 Job Satisfaction and its Relationships
Attitude measures various aspects of work and peoples’ jobs. This measure is
not analogous to a job analysis, where the actual tasks and behaviors required
for those tasks are delineated. Rather, attitude scales measure the perceptions of
a given position. These perceptions can affect how well individuals perform in
their positions. There are numerous factors that affect job satisfaction which can
be measured, and include such issues as, role clarity, role conflict, autonomy
and participation in decision making.
The morale and job satisfaction are not interchangeable. Job satisfaction is the
result of various favorable attitudes the individual holds towards his job,
towards related factors and towards life in general. Morale is the composite
expression of the attitudes of the various individuals employed by the
organization which is ultimately reflected through the generated feeling of the
individual employed both as an individual as well as the member his work
group. It is generated by the group and its leadership through the development
and maintenance of adequate inter-personal relationship
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2.7 d. Job Satisfaction and Organizational Citizenship Behavior (OCB)
The employees in service jobs often interact with customers. Since the
management of service organization should be concerned with pleasing those
customers, it is reasonable to ask: is employee satisfaction related to positive
customer outcomes? For frontline employees who have regular contact with
customers, the answer is “yes”. The evidence indicates that satisfied employees
increase customer satisfaction and loyalty.
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between job satisfaction and life satisfaction makes sense given how much of
employee’s lives are spent at work.
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a moderating influence on their absence. Employees who feel that their work is
important tend to clock in regular attendance. Besides, it is important to
remember that while high job satisfaction will not necessarily result in low
absenteeism, low satisfaction is likely to bring about high absenteeism.
Job stress is the body’s response to any job related factor that threatens to
disturb the person’s equilibrium. In the process of experiencing stress is the
employee’s inner state change. Prolonged stress can cause the employee serious
ailments such as heart disease, ulcer, blurred vision, lower back pain,
dermatitis, and muscle aches. Chronic job-dissatisfaction is a powerful source
of job stress.
2.8 f. Unionization
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2.8 h. Two Faces of Job Satisfaction
2.9 b. Absenteeism:
Job satisfaction is highly related to absenteeism. Studies have found that less
satisfied employees are more likely to be absent from work due to “avoidable
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reasons”. This is known as voluntary absenteeism as against involuntary
absenteeism due to illness or other emergency reasons that are unavoidable and
are not related to job satisfaction.
2.9 c. Tardiness:
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2.10 Guidelines for Promoting Job Satisfaction
In view of the negative consequences of dissatisfaction, it makes sense to
consider ways of raising satisfaction and preventing dissatisfaction on the job.
Based on what views of scientists, here are several suggestions.
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CHAPTER- II
INTRODUCTION
Although it has been more common to investigate employee attitude data at the
individual employee level, researchers have begun to explore similar
relationships at the business-unit level and the organizational level. Research
conducted under the rubric of organizational climate has had success in
aggregating individual employees’ perceptions and investigating their
relationship to both organizational-level and individual-level outcomes (see,
e.g., Schneider, White, & Paul, 1998; Zohar & Luria, 2005). In addition, there
are a handful of studies that have explored the relationship between aggregated
employee job satisfaction attitudes and organizational (or unit-level)
performance.
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satisfaction; thus, organizations with more satisfied employees tended to be
more effective than organizations with dissatisfied employees. This study
indicates that satisfaction is an important social process factor that fosters
organizational effectiveness. The major limitation of this study pertains to the
nature of the study sample; all organizations were secondary schools. The
extent to which similar relationships would hold for organizations in other types
of industries (manufacturing, service, etc) and occupations cannot be
determined.
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Similar to Ostroff’s (1992) study, the major concern with Ryan et al.’s (1996)
research is that the data were all from one organization which limits the general
inability of the findings.
Harter et al. (2002) has the authors conducted a met analysis of studies
previously conducted by The Gallup Organization. The study examined
aggregated employee job satisfaction sentiments and employee engagement,
with the latter variable referring to individual’s involvement with as well as
enthusiasm for work. Based on 7,939 business units in 36 organizations, the
researchers found positive and substantive correlations between employee
satisfaction-engagement and the business unit outcomes of productivity, profit,
employee turnover, employee accidents, and customer satisfaction. More
importantly, these researchers explored the practical utility of the observed
relationships. For example, business units in the top quartile on the employee
engagement measure yielded 1 to percentage points higher profitability. Similar
findings were found for productivity. Specifically, business units in the top
quartile on employee engagement had, on average, from $80,000 to $120,000
higher monthly revenue or sales. Based on these data, it seems clear that
aggregated measures of employee satisfaction and employee engagement are
meaningfully related to business outcomes at a magnitude that is important to
many (if not all) organizations. In comparison to prior studies, the strength of
Harter and his colleagues’ research is the large number of participants (n =
198,514), business units (n = 7,939), and firms (n = 36) included, thereby
providing a level of precision and statistical power rarely found in scholarly
(i.e., non-proprietary) research.
Schneider et al. (2003) has Report analyses of employee attitude survey data
aggregated to the organizational level of analysis. These authors explored the
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relationships between several facets of employee satisfaction and organizational
financial (return on assets; ROA) and market performance (earnings per share;
EPS) using data from 35 organizations over a period of eight years. Thus, in
contrast to previous studies, Schneider and his colleagues’ study was able to
make some inferences about directional causality (i.e., are employee attitudes a
stronger cause of organizational performance than the reverse). Their results
showed consistent and statistically significant positive relationships (over
varied time lags) between attitudes concerning satisfaction with security,
satisfaction with pay, and overall job satisfaction with financial (ROA) and
market performance (EPS). Although these findings are consistent with applied
researchers’ and managers’ implicit beliefs, their study was not without some
surprises. One of the more surprising findings was related to overall job
satisfaction and the performance criteria. Results demonstrated that the causal
directionality flows from financial and market performance to overall job
satisfaction. This latter result does not deny the fact that there were significant
relations going from overall job satisfaction to ROA and EPS; nevertheless, the
reverse direction relationships tended to be stronger in magnitude. Moreover,
the relationship between satisfaction with pay and the performance indicators
appeared to be reciprocal in nature. The obvious strength of this research study
is the longitudinal nature of both the aggregated employee data and the
financial and market performance data. By collecting longitudinal data on both
sets of variables, these researchers were able to examine and begin to
disentangle a set of very important but complex relationships.
Harter, Schmidt and Hayes (2002) has Mentioned that 7,855 articles having
being published between 1976 and2000, on job satisfaction. Cole and Cole in
their study mentioned that majority of the research examining the employee
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satisfaction-performance relationship has been conducted on the micro level of
analysis and a handful of studies have explored the relationship between
aggregated employee job satisfaction attitudes and organizational (unit level)
performance (Ostroff 1992; Ryan, Schmitt and Jonson 1996; Harter, et.al 2002;
Schnieder, Hanges, Smith and Salvaggio 2003; Bowen and Ostroff 2004;
Wright, Dunfold, and Snell 2001; Wright, Gardner, Moynihan and Allen 2005).
Cole and Cole mentioned that the current understanding of how aggregated
employee attitudes influence and are influenced by important business
outcomes is limited and they based on the evidence to date) concluded that
employee satisfaction is related to meaningful business outcomes and these
relationships generalize across companies (and industries). They have also
mentioned at their study that there is potential for longitudinal research in the
area of aggregated employee satisfaction and this longitudinal study would
suggest not only some directionality from employee attitudes to business
outcomes (as well as the reverse) but a reciprocal relationship in some cases.
Khan (2001) In his study mentioned that there is deliberate feminization of the
workforce of the garment Industry in Bangladesh and there are three reasons
behind this deliberate feminization. These are: (1) Garment factory owners
perceived that like the poor women workers of other Asian NICs who had been
socially and economically oppressed for so long and who have low aspirations
wages, teen age girls and young women from rural areas of Bangladesh have
low aspiration wages. so, they appointed mainly unskilled teen age girls or
young women mainly from the rural areas; (2) Since they are already in a
susceptible socio-economic condition, as compared to their male counter parts,
will agree to work for extra hours and if situation demands it will be easier to
dismiss them; (3) most garment factory owners perceived them as docile,
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trustworthy and manageable. The author also mentioned in his study that most
Bangladeshi garment factory owners have failed to see any causal relationship
between lab or standards and productivity outcomes. Therefore, many of them
have become cost effective mainly by lowering labour standards and taking
opportunities for low-wage employment due to the profusion of a young female
labour force.
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CHAPTER III
Introduction
The concept of job satisfaction, viewed through different lenses by
various scholars, is defined differently. Greenberg and Baron (2008), for
instance, viewed job satisfaction as a feeling that can produce a positive or
negative effect toward one’s roles and responsibilities at work and added that it
is important to understand the concept of job satisfaction as there is no single
way to satisfy all workers in the workplace. Greenberg and Baron (2008) saw it
as a positive feeling toward a person’s job. This concept, according to George
and Jones (2005), is the combination of feelings and beliefs, which include the
mental, emotional, and physical domains. Job satisfaction can also be defined as
a worker’s emotional response to different job related factors resulting in
finding pleasure, comfort, confidence, rewards, personal growth and various
positive opportunities, including upward mobility, recognition and appraisal
done on a merit pattern with monetary value as compensation (Robbins &
Judge, 2007; George & Jones, 2005). Arnett, Laverie and McLane’s (2002)
definition is summarized by saying that job satisfaction is reflected as an
employee’s general affective assessment of himself/herself in the context of his
or her job.
Definition of Job Satisfaction
Job satisfaction has been defined in many studies. Cranny, Smith and
Stone
(1992, p.1) define job satisfaction as employees’ emotional state
regarding the job, considering what they expected and what they actually got
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out of it. In fact, an employee with low expectations can be more satisfied with
a certain job than someone who has high expectations. If one’s expectations are
met or exceeded by the job, then one is happy and satisfied with the job.
Weiss (2002, p. 174) cites Locke (1969) who defines job satisfaction as
feelings of contentment derived from the appraisal of one’s job and the
understanding that the job is assisting in achieving one’s goals. Job
dissatisfaction is the unpleasant affections that one feels if one appraises the job
as a barrier in achieving one’s values. Locke (1969, p. 316) states that three
factors exist in any appraisal process of the job: the perception about the facet
of the job, a value system, and an evaluation of the relationship between the
perception and the value system. People have set goals and values in mind. If
their job assists them in achieving those goals, they are satisfied. Robbins
(2005, p. 80) defines job satisfaction as a set of emotions that one feels about
one’s job. Smith, Kendall and Hulin (1969, p. 6) define job satisfaction as
“feelings or affective responses to facets of the situation.” Smith et al. (1969)
state that those feelings are caused by the difference between what is expected
from the job and what is actually experienced, and comparing this difference to
alternative jobs. Agho, Mueller and Price (1993, p. 1007) define job satisfaction
as the extent to which workers are happy with their jobs.
The Importance of Job Satisfaction
Monetary payment is only one of many reasons for which people work.
Schultz and Schultz (1994, p. 4) state that in a survey conducted by Quintanilla
in 1990 in the United States, Germany, and Japan, 84% of the respondents
indicated that they would continue to work even if they had no need for the
money. The rewards for working go far beyond payment. Financial security,
achievement, self esteem, and sense of belonging can contribute to the whole
reward system that an employee may receive. If employees are happy with the
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outcome, they are satisfied with their jobs. If they are only partially happy, then
they are only satisfied with some facets of their jobs.
Job satisfaction is a concept based on the premise that the happiest
worker is also the most productive worker and that to people happy in their
work, their job doesn’t feel as if it is work at all. Many variables make a
difference in the levels of job satisfaction experienced by workers; some
variables are found within the organization, some within the framework of the
job itself, and others are inherent in each worker’s character and personality.
Although there had been more than 12,000 studies published on the topic of job
satisfaction by the early 1990s, job satisfaction is so important to both
organizations and workers that there is still plenty of scope for more research
(Franek and Vecera, 2008).
Job Satisfaction Theories
Job satisfaction theories have evolved in a manner similar to motivation
theories. As mentioned previously, content theories of motivation considered
the same needs for human beings with no regard for personality differences.
Process theories consider different individual cognitive processes. Some job
satisfaction theories are also categorized under motivation theories such as two-
factor theory, job characteristic theory, and high performance cycle theory.
Franek and Vecera (2008) discuss three models of job satisfaction: situational
model, dispositional model, and interactional model. According to Franek and
Vecera (2008) the situational model proposes that job satisfaction results from
job characteristics and that all people receive the same satisfaction from a job
with certain job characteristics as defined by Hackman and Oldham (1980).
The Dispositional model on the other hand, suggests that the
characteristics of people will determine their level of job satisfaction, and that
the job itself plays no role in determining satisfaction. Studies that support
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dispositional model frequently use five personality factors. The core self-
evaluation model stated by Judge, Locke, Durham, and Kluger (1998) narrows
the scope of dispositional theory. The four core self-evaluations are self esteem,
self efficacy, locus of control, and neuroticism (Franek and Vecera, 2008, p.
63).
Two-Factor Theory. This theory suggests that human needs fall under
two categories. The first category is the animal needs such as physiological
needs and the second category is higher level needs such as growth. Those
aspects of the job that are related to first category of needs are called hygiene
factors and those aspects that are related to the second category of needs are
called motivator factors.
Job Characteristic Theory. Hackman and Oldham (1976, p. 257) discuss
their job characteristic model and explain five main dimensions of a job that
lead to three psychological states resulting in some personal and career
outcomes. Skill variety is the degree to which a job needs a diverse array of
tasks. Task identity is the degree to which a job involves completing an entire
work from the beginning to the end. Task significance is the degree to which a
job is important to the life of other people in the society or in the organization.
Autonomy is the degree to which a job gives freedom to the worker in
scheduling and deciding how to carry it out. Feedback is the degree to which
performing the job results in getting feedback.
Content Theories
The first theory of the content theories of motivation is Maslow’s (1943)
hierarchy of needs theory. His hierarchy of needs starts with physiological
needs at the lowest level. At this level, the organism has the purpose of
satisfying the most basic needs such as hunger. It means that if no need is
satisfied, the organism tends to first satisfy the need of hunger rather than the
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need for love or security. But when hunger is satisfied, people tend to satisfy
their other needs. The next level of needs to be satisfied is safety. Maslow
(1943) states that infants and children demonstrate their safety needs while
adults learn to hide it. Infants should feel that their parents and the rest of the
world are reliable. If they hear a loud noise, pain or any irregularity, they react
because they need to feel safe and have a routine in their life.
The second theory of motivation under the category of content theories is
Alderfer’s (1969) Existence, Relatedness, and Growth (ERG) theory. Alderfer
(1969, p.145) discusses the ERG theory and points out, “a human being has
three core needs that he strives to meet. These needs include obtaining his
material existence needs, maintaining his interpersonal relatedness with
significant other people, and seeking opportunities for his unique personal
development and growth.” Alderfer (1969) defines existence needs as
physiological and material needs which are usually scarce resources, meaning
that if an individual needs food, this food will be taken away from another
individual. In work environment, pay is an existence need, and by giving a raise
to one employee, another employee is deprived of a raise. The third theory of
motivation among the content theories is the two-factor theory (Herzberg,
1968). Two- factor theory is also considered a job satisfaction theory.
Studies on Job Satisfaction
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CHAPTER- IV
RESEARCH METHODOLOGY
INTRODUCTION
Methodology can properly refer to the theoretical analysis of the methods
appropriate to a field of study or to the body of methods and principles
particular to a branch of knowledge. In this sense, one may speak of objections
to the methodology of a geographic survey (that is, objections dealing with the
appropriateness of the methods used) or of the methodology of modern
cognitive psychology (that is, the principles and practices that underlie research
in the field). In recent years, however, methodology has been increasingly used
as a pretentious substitute for method in scientific and technical contexts, as in
The oil company has not yet decided on a methodology for restoring the
beaches. People may have taken to this practice by influence of the adjective
methodological to mean "pertaining to methods." Methodological may have
acquired this meaning because people had already been using the more ordinary
adjective methodical to mean "orderly, systematic." But the misuse of
methodology obscures an important conceptual distinction between the tools of
scientific investigation (properly methods) and the principles that determine
how such tools are deployed and interpreted.
STATEMENT OF THE PROBLEM
The present study is orchid chemicals &pharmaceutical LTD attempt find out
various factors governing job satisfaction among the employee the study also
attempt relate certain job satisfaction factors with the demographic variable of
sex age and work experience.
FORMULATION OF HYPOTHESES
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1. There is no association between working job secure and job satisfaction.
2. There is no significance difference between the training programmes offered
based on the gender.
3. There is no significance difference between the safe work environments
based on the gender.
OPERATIONAL DEFINITIONS:
Job satisfaction is defined as a pleasurable or positive state of mind resulting
from appraisal of one’s job or job experiences.
Motivation in management is the process through which managers build the
desire to be productive and effective in their employees.
Research design
Descriptive research design
Descriptive research methods are used when the researcher wants to describe
specific behaviour as it occurs in the environment. There are a variety of
descriptive research methods available, and once again, the nature of the
question that needs to be answered drives which method is used. Traditionally,
descriptive research involves three main categories: observation, case studies,
and surveys. Let's take a closer look at each of these individually.
SAMPLING DESIGN
The method of sampling chosen was that of simple random sampling. In this
method every item of population has equal chance of inclusion in the sample.
The population of the study was that of a finite universe .the sample size was
for 280 employees.
SAMPLE TYPE
The researcher has selected the Simple Random sampling method for his
project work
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OBJECTIVE OF THE STUDY
1. To analyze the satisfaction level of the employees welfare measures and Job
security
2. To suggest some measures for improving the satisfaction level of the
employees.
3. To study the factors contributing for job satisfaction nature of job, work
environment, job security.
4. To analyze the job satisfaction of the employee working area
DATA COLLECTION:
The present study is based on the primary data collection through questionnaire
from 280 employees in the organization.
DATA COLLECTION TOOLS
1. Questionnaire: A close-ended questionnaire consisting of 21 questions was
used in the research. Close- ended questions are when you ask the respondent to
answer the question based on the options already given. You provide the
questions, and give some options for them to choose from. The Respondents
need to choose from those options given only.
SCOPE OF THE STUDY
1. Job satisfaction should be major determinants of an employee organizational
behaviour.
2. A satisfied employee will be having positive attitude towards his or her job
and would go beyond the normal expectation in his or her job.
3. A person who places high importance on imagination, independence and
freedom is likely to be poorly matched with an organization that seeks
conformity from its employees.
NEED FOR THE STUDY
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Job Satisfaction is a very essential aspect in every organization. Jobs should be
designed in such a way that the all the employees feel satisfied with their job.
Job satisfaction plays a vital role in motivating the employees to perform their
jobs more perfectly and in a good manner and also can achieve their goals and
in turn it increases the productivity, less attrition rates, absenteeism etc.
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CHAPTER- V
After data have been collected, the researcher turns to the task of analyzing
them. The analysis of data requires a number of closely related operations such
as establishment of categories, the application of these categories to raw data
through tabulation and drawing statically inferences. Tabulation is the part of
technical procedure where in the classified data are put in the form of tables.
After analyzing the data, the researcher should have to explain the findings on
the basis of some theory. It is known as interpretation. The data has been
collected from 100 employees of SEVA Automotive pvt ltd, Nagpur through
questionnaire. The data thus collected was in the form of master table. That
made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their
interpretation in this manner.
Table 6.1
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Graph 6.1
Above table shows that 31% employees are strongly satisfied with their
work place.
61% employees are satisfied with their workplace. It means over all 92%
employees are satisfied and other 18% are not satisfied with the work
place.
29
6.2. Responses regarding whether the respondents are satisfied
with the infrastructure of organization
Table 6.2
Above table shows that 70% respondents are satisfied with infrastructure and
30% are dissatisfied with infrastructure of SEVA. It can be interpreted that 30%
are not satisfied with infrastructure which not more in number.
30
6.3. Responses regarding whether the respondents are satisfied with
Table 6.3
Graph 6.3
31
Above table shows that 88% employees are satisfied with the canteen
32
6.4.Responses regarding whether the respondents are satisfied with
Table 6.4
Graph 6.4
33
Above table shows that 84% employees are satisfied with implementation of
34
6.5. Responses regarding whether the respondents are satisfied
Table 6.5
Graph 6.5
35
Above table shows that 80% respondents are happy with the freedom at
work given by management but only 20% of respondents are not satisfied
36
6.6. Responses regarding whether the respondents are satisfied
Table 6.6
Graph 6.6
37
Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the
organization.
38
6.7 Responses regarding whether the respondents are satisfied
Table 6.7
Graph 6.7
39
Above table shows that 20% employees strongly feels that the working
hours decided by organization are most convenient for them. Other 52%
employees are satisfied with these working hours. And only 28%
employees are not much satisfied with the working hours.
40
6.8 Responses regarding whether the respondents are satisfied with
Job security
Table 6.8
41
Graph 6.8
Above table shows that only 31 % employees are satisfied with the job
security. And remaining 69% of employees are not satisfied with the job
42
6.9 Responses regarding whether the respondents are satisfied with the
targets achievable
Table 6.9
Graph 6.9
43
Above table shows that 96% employees are strongly in favor that the
targets given are achievable and only 4% are not feels that the targets
44
6.10 Responses regarding whether the respondents are satisfied with
Table 6.10
45
Graph 6.10
Above table shows that only 35% employees are satisfied with the
payment as per their roles and responsibility and remaining 65% are not
46
6.11. Responses regarding whether the respondents are satisfied with
Table 6.11
Graph 6.11
47
Only 22% of the employees are satisfied with the opportunities of
48
6.12. Responses regarding whether the respondents are satisfied with
Table 6.12
Graph 6.12
49
Above table shows that 60% of employees are satisfied with the payment
of salaries on time. Only 40% of the employees are not much satisfied with
the payment of salaries on time.
50
6.13. Responses regarding whether the respondents are satisfied with
Table 6.13
Satisfaction No. Of
level respondents Percentage
Strongly
satisfied 42 42
Satisfied 36 36
Slightly satisfied 4 4
Dissatisfied 14 14
Strongly
dissatisfied 4 4
51
Graph 6.13
From the above table it shows that 76% of the respondents are satisfied
52
6.14. Responses regarding whether the respondents are satisfied with
Table 6.14
Strongly satisfied 51 51
Satisfied 19 19
Slightly satisfied 6 6
Dissatisfied 20 20
Strongly dissatisfied 4 4
Graph 6.14
53
Above table shows that 86% of the respondents are satisfied with in
54
6.15. Responses regarding whether the respondents are satisfied
Table 6.15
Satisfaction level No. Of respondents Percentage
Strongly satisfied 12 12
Satisfied 23 23
Slightly satisfied 18 18
Dissatisfied 20 20
Strongly
dissatisfied 17 17
Graph 6.15
55
Above table shows that 12% are strongly satisfied with the training
program 41% of respondents are satisfied with the period of training but
56
6.16 Responses regarding whether the respondents are satisfied with
Table 6.16
Graph 6.16
57
Above table shows that 92% of the respondents are satisfied with the
HR division
Only 8% of the respondents are not satisfied with the proactive
58
6.17 Responses regarding whether the respondents are satisfied with
Table 6.17
Satisfaction
level No. Of respondents Percentage
Strongly satisfied 62 62
Satisfied 28 28
Slightly satisfied 4 4
Dissatisfied 4 4
Strongly
dissatisfied 2 2
Graph 6.17
59
Above table shows that 90% respondents are satisfied with the
performance appraisal system and only 10% of the respondents are not
Much satisfied with the performance appraisal system implemented
in organization.
60
6.18 Responses regarding whether the respondents are satisfied
Table 6.18
Graph 6.18
61
Above table shows that the 69% of respondents are strongly satisfied
with the office events and parties organized by the organization. 25% of
management
62
6.19 Responses regarding whether the respondents are satisfied
Table 6.19
Graph 6.19
63
Above table shows that nearly all the respondents are satisfied with the
employees birthday remembered and celebrated in the organization. No
one seems to be dissatisfied with the celebration of the employee’s
birthdays.
64
6.20 Responses regarding whether the respondents are satisfied with
Table 6.20
Graph 6.20
65
Above table shows that only 40% of the respondents are satisfied with the
forum for face-to-face communication and remaining all the 60% of the
respondents are not satisfied with the forum for face-to-face communication.
66
6.21 Responses regarding whether the respondents are satisfied with
Table 6.21
Graph 6.21
67
Above table shows that the overall 59% of the respondents are satisfied
with the encouragement given to the employees suggestions in management
decision making and remaining 41% of the respondents are not much
satisfied with the encouragement given to the suggestions of the employees.
68
6.22 Responses regarding whether the respondents are satisfied with
Table 6.22
Graph 6.22
69
Above table shows that the 26% of the respondents are satisfied with the
70
6.23 Responses regarding whether the respondents are satisfied with
Table 6.23
Graph 6.23
71
Above table shows that 90% of the respondents are satisfied with the
management keeps promises and only 10% of the respondents are dissatisfied
with the thing that the management keeps promises.
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CHAPTER- VI
73
LIMITATION OF THE STUDY
As the study is mainly based on primary data, it is best with certain limitation
like time constraint, counter-check replies etc. also the study is confine to only
sample size 280 respondents.
74
CONCLUSION
The major contribution of the study hi the establishment of the fact that
employee are. By and large, job involved and job satisfaction but just above the
medium level only. hence it would be more appropriate to say that the
employee are not less job involved and employee are not fewer jobs satisfied
them to say that they are highly job satisfied. This may be only being a statistic
to depend against the allegation that the employee in management age lacks in
commitment and dedication their profession. this sample statistic cannot
become a matter to complement the chamber of job satisfaction failing still low
cannot be over helmed for reasons beyond the control of any one.
75
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ANNEXURE
QUESTIONER
6.1. Responses regarding whether the respondents are satisfied with the
workplace of organization
6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
6.4.Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.
6.5. Responses regarding whether the respondents are satisfied with the
freedom given at work.
6.6. Responses regarding whether the respondents are satisfied with the team
spirit in organization
6.7 Responses regarding whether the respondents are satisfied with convenient
working hours
6.8 Responses regarding whether the respondents are satisfied with Job security
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable
6.10 Responses regarding whether the respondents are satisfied with the targets
achievable
6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
6.12. Responses regarding whether the respondents are satisfied with the
payment of salary on time
6.13. Responses regarding whether the respondents are satisfied with the quality
of formal training and induction program
86
6.14. Responses regarding whether the respondents are satisfied with the quality
of in-house training
6.15. Responses regarding whether the respondents are satisfied with the period
of training
6.16 Responses regarding whether the respondents are satisfied with the proper
and proactive HR division
6.17 Responses regarding whether the respondents are satisfied with the
performance appraisal system
6.18 Responses regarding whether the respondents are satisfied with the
performance appraisal system
6.19 Responses regarding whether the respondents are satisfied with the
celebration of employees birthday
6.20 Responses regarding whether the respondents are satisfied with forum for
face-to-face communication
6.21 Responses regarding whether the respondents are satisfied with
encouragement to employees suggestions
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
6.23 Responses regarding whether the respondents are satisfied with
management keeps promises
87
88