A STUDY ON JOB SATISFACTION OF EMPLOYEES AT BHARATH

RUBBER INDUSTRY LIMITED, MADURAI

Submitted by
G.Bharani
Reg.No:90208601006

BHARATH NIKETAN ENGINEERING COLLEGE

AUNDIPATTY-620009.THENI

A PROJECT REPORT
Submitted to the
DEPARTMENT OF MANAGEMENT STUDIES
In partial fulfilment of the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY, TIRUCHIRAPALLI

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 BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY ON JOB SATISFACTION OF

EMPLOYEES AT BHARATH RUBBER INDUSTRY LIMITED, MADURAI.” Is the
bonafide work of Mrs. G. Bharani who carried out the research under my supervision.
Certified further, that to the best of my knowledge the work reported here in does not form part
of any other project report on the basis of which their degree was conferred on an earlier
occasion on this are any other candidate.

SIGNATRURE OF THE SIGNATURE OF THE

INTERNAL GUIDE HOD

SIGNATURE OF THE
EXTERNAL EXAMINER

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 DECLARATION

I hereby declare that the project work entitled “A STUDY ON JOB SATISFACTION OF
EMPLOYEES AT BHARATH RUBBER INDUSTRY LIMITED, MADURAI.” Submitted by
me for award of degree of Master of Business Administration has not formed the basis for the
wards of any degree, diploma, associated ship, fellowship of other similar titles.

Place: SIGNATURE OF THE CANDIDATE

Date: (G.BHARANI)

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 ACKNOWLEDGEMENT
It gives me great pleasure to acknowledger the efforts of those who have helped me in
making this project success.
My sincere thanks on due to Dr.P. PATHABANAVHAN, M.E, Ph.D PRINICIPAL
OF BHARATH NIKETAN ENGINEERING COLLEGE AUNDIPATTY, THENI. Who
is generous in providing all necessary facilities in carrying our course, Master of Business
Administration.
I extend my gratitude to A.V.R. JANANI MBA., HOD of Master of Business
Administration BHARATH NIKETAN ENGINEERING COLLEGE, AUNDIPATTY.
THENI.
I would like tom place my graceful thanks to my guide Mr.C.N. SARAVAN KUMAR
MBA., BHARATH NIKETAN ENGINEERING COLLEGE AUNDIPATTY THENI. For his
guidance and encouragement throughout my p[roject work.
I express my sincere thank to Mr. V. YUVARAJ MBA, for giving me opportunity to
do this project at BHARATH RUBBER INDUSTRY LIMITED, MADURAI. I would like to
thank my colleagues and my friends for the valuable support and contribution to the
completion of my project.

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 ABSTRACT

The present study investigates the relationship between the ages, job experience
monthly income and educational level of the industrial employees with their Job
involvement. The study also aimed to investigate the relationship between Job satisfaction,
Job involvement and work involvement. Job involvement and organizational commitment
interact jointly to affect turnover.

In order to reduce the turnover propensity of employees, a manager’s goals should be to

get employees to identify with and care about their jobs. The greater the success at this, the
more the job becomes important to each employee’s self-image, which reflects the basic
definition of job involvement. It is important to get employees feeling positively about the
organization that employs them so they identify with particular organizational goals, values
and culture, and want to maintain membership in it. This is defined as organizational
commitment.
Employees with both high job involvement and organizational commitment should,
therefore, have the most positive attitudes and the lowest propensity to quit because they
are attracted by both the job and the organization. It is hoped that the results of the study
will give an insight to management in the formation of involvement of job and ultimately
yield effective programs to develop the involvement in job among employees.

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6
CHAPTER 1

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 INTRODUCTION

1.1INTRODUCTION

Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever changing. When
the people are ever increasing and ever changing when the people needs are not fulfilled they
become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose.
Job satisfaction of industrial workers us very important for the industry to function
successfully. Apart from managerial and technical aspects, employers can be considered as
backbone of any industrial development. To utilize their contribution they should be provided
with good working conditions to boost their job satisfaction.
Job satisfaction is important technique used to motivate the employees to work harder.
It is often said that “A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy
employee is generally that employee who is satisfied with his job.

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 Job satisfaction is very important because most of the people spend a major portion of
their life at working place. Moreover, job satisfaction has its impact on the general life of the
employees also, because a satisfied employee is a contented and happy human being. A
highly satisfied worker has better physical and mental well being.

Job satisfaction is the extent of positive feelings or attitudes that individuals have
towards their job.

According to E.A. Locke,”Job satisfaction is a pleasurable or positive emotional state

resulting from the appraisal of one’s job or job experience”.

According to Field Man and Arnold, “Job satisfaction will be defined as the amount of
overall positive affect or (feelings) that individuals have towards their job”.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job
satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable
emotional state that often leads to a positive work attitude. A satisfied worker is more likely
to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance. Increased productivity the quantity and
quality of output per hour worked seems to be a byproduct of improved quality of working
life. It is important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's
(1957) have shown at least low correlation between high morale and high productivity, and it
does seem logical that more satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their
effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as
soon as the threat is lifted performance will decline.

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 Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a healthier work force and
has been found to be a good indicator of longevity. And although only little correlation has
been found between job satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a prerequisite to satisfying or
delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is
quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on
the factory floors. Take away my factories, but leave my people, and soon we will have a new
and better factory"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful. Organizations
that aspire to creating a work environment that enhances job satisfaction need to incorporate
the following:

 Flexible work arrangements, possibly including telecommuting

 Training and other professional growth opportunities
 Interesting work that offers variety and challenge and allows the worker opportunities
to "put his or her signature" on the finished product
 Opportunities to use one's talents and to be creative
 Opportunities to take responsibility and direct one's own work
 A stable, secure work environment that includes job security/continuity
 An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
 Flexible benefits, such as child-care and exercise facilities
 Up-to-date technology
 Competitive salary and opportunities for promotion.

Factors Influencing Job Satisfaction

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 SOURCES OF JOB SATISFACTION

Organizational Work environment Work itself Personal factors

factors factors

There are a number of factors that influence job satisfaction in an organization. A no.
of research studies have been conducted in order to establish some of the causes that result in
job satisfaction. These studies have revealed consistent correlation of certain variables with
the job satisfaction. These factors are given below:

Organizational factors

Salaries and wages: Wages do play a significant role in determining of satisfaction. Salaries
and wages is instrumental in fulfilling so many needs. Money facilities the obtaining of food,
Shelter, and clothing and provides the means to enjoy valued leisure interest outside of work.
Moreover, salary can serve as symbol of achievement and a source of recognition. Employees
often see pay as a reflection of organization. Fringe benefits have not been found to have
strong influence on job satisfaction as direct wages.

Promotion chances: Promotion chances considerably affect the job satisfaction because of
the following reasons:
Firstly, promotion indicates an employee’s worth to the organization which is highly moral
boosting. This is particularly true in case of high level jobs.
Secondly, employee takes promotion as the ultimate achievement in his career and when it is
realized, he feels extremely satisfied.
Thirdly, promotion involves positive changes e.g. high salary, less supervision, increased
status etc which enhances job satisfaction.

Company policies: Organizational structure and policies also play an important role in
affection job satisfaction of employees. An autocratic and highly authoritative structure

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causes resentment among the employees as compared to a structure which is more open and
democratic in nature.

Work environment factors

Supervision

Two dimensions of supervisor style:

 Employee centred or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.
 The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher
level of satisfaction with supervisor and the overall work situation .

Work group
The nature of the work group or team will have effect on job satisfaction in the following
ways:
 A friendly and cooperative group provides opportunities to the group members to
interact with each other.
 The work group will be even a stronger source of satisfaction when members have
similar attitudes and values.
 Smaller groups provide greater opportunity for building mutual trust and
understanding as compared to larger groups. Thus, group size and quality of
interpersonal relations within the group play a significant role in workers satisfaction.

Working condition: The employees desire good working condition because they lead to
greater physical comfort. The working conditions are important to employees because they
can influence life outside of work. If people are require working long hours and / or overtime,
they will have very little felt for their families, friends and recreation outside work. So the
working conditions inside the organization should be favourable.

Work itself

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 Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the
work itself that influence job satisfaction are variety and control over work methods and work
place. In general, job with a moderate amount of variety produce the most job satisfaction.
Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety
and stimulation cause workers to feel psychologically stressed and ‘burnout’.

 Job scope: It provides the amount of responsibility, work pace and feedback. The
higher the level of these factors, higher the job scope and higher level of satisfaction.

 Variety: A moderate amount of variety is very effective. Excessive variety produces

confusion and stress and too little variety causes monotony and fatigue which are
dissatisfying factors.

 Lack of autonomy and freedom: Lack of autonomy and freedom over work
methods and work pace can create helplessness and dissatisfaction. Employees do not
like strict supervision.

 Interesting work: A work which is very interesting and challenging and gives status,
provides satisfaction to the employees.

 Role ambiguity and Role conflict : Role ambiguity and role conflict also lead to
confusion and job dissatisfaction because employees do not know exactly what their
task is and what is expected of them.

Personal factors

 Age and seniority: With age, people become more mature and realistic and less
idealistic so that they are willing to accept available resources and rewards and be
satisfied about the situation. With the passage of time, people move into more

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 challenging and responsible positions. People who do not move up at all with time are
more likely to be dissatisfied with their jobs.

 Tenure: Employees with longer tenure are expected to be highly satisfied with their
jobs. Tenure assures job security, which is highly satisfactory to employees. They can
easily plan for their future without any fear of losing their jobs.

 Personality: Some of the personality traits which are directly related to job
satisfaction are self assurance, self esteem, maturity, challenge and responsibility.
Higher the person is on Maslow’s needs hierarchy, the higher is the job satisfaction.
This type of satisfaction comes from within the person and is a function of his
personality.

Determinants of Job Satisfaction

While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the
same job in the same job environment and at the same time. Therefore, it appears that besides
the nature of job and job environment, there are individual variables which affect job
satisfaction. Thus, all those factors which provide a fit among individual variables, nature of
job, and situational variables determine the degree of job satisfaction. Let us see what these
factors are:

INDIVIDUAL FACTORS:

Individuals have certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on an individual’s level of
education, age and other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher level of education, and job satisfaction. The possible reason for
this phenomenon may be that highly educated persons have very high expectations from their
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jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.

Age:

Individuals experience different degree of job satisfaction at different stages of their

life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto
certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are
like this. When individuals join an organization, they may have some unrealistic assumptions
about what they are going to drive from their work. These assumptions make them more
satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It
starts rising again as the people start to assess the jobs in right perspective and correct their
assumptions. At the last, particularly at the far end of the career, job satisfaction goes down
because of fear of retirement and future outcome.

OTHER FACTORS

Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect
his level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and
job content.
Occupation level: Higher level jobs provide more satisfaction as compared to lower levels.
This happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders. For example, professionals derive more
satisfaction as compared to salaried people factory workers are least satisfied.
Job content: Job content refers to the intrinsic value of the job which depends on the
requirement of skills for performing it, and the degree of responsibility and growth it offers. A
higher content of these factors provides higher satisfaction. For example, a routine and

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repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation,
job enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context – formal

and informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which affect
job satisfaction are given below:
Working conditions: Working conditions, particularly physical work environment, like
conditions of workplace and associated facilities for performing the job determine job
satisfaction. These work in two ways. First, these provide means job performance. Second,
provision of these conditions affects the individual’s perception about the organization. If
these factors are favourable, individuals experience higher level of job satisfaction.
Supervision: The type of supervision affects job satisfaction as in each type of supervision;
the degree of importance attached to individuals varies. In employee-oriented supervision,
there is more concern for people which is perceived favourably by them and provides them
more satisfaction. In job oriented supervision, there is more emphasis on the performance of
the job and people become secondary. This situation decreases job satisfaction.
Equitable rewards: The type of linkage that is provided between job performance and
rewards determines the degree of job satisfaction. If the reward is perceived to be based on the
job performance and equitable, it offers higher satisfaction. If the reward is perceived to be
based on considerations other than the job performance, it affects job satisfaction adversely.

Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job
nature and work environment by they also attach importance to opportunities for promotion
that these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
Work group: Individuals work in group either created formally of they develop on their own
to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a
cohesive group, people derive satisfaction out of their interpersonal interaction and workplace
becomes satisfying leading to job satisfaction.

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Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale (named after Rensis
Likert). Other less common methods of for gauging job satisfaction include: Yes/No
questions, True/False questions, point systems, checklists, and forced choice answers. This
data is typically collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures one’s
satisfaction in five facets: pay, promotions and promotion opportunities, coworkers,
supervision, and the work itself. The scale is simple, participants answer either yes, no, or
can’t decide (indicated by ‘?’) in response to whether given statements accurately describe
one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual
facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ
measures job satisfaction in 20 facets and has a long form with 100 questions (five items from
each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36
item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job
satisfaction, one of the first scales used widely, measured overall job satisfaction with just one
item which participants respond to by choosing a face.

Consequences of Job Satisfaction

Research has concluded that there is a relationship between job satisfaction and
performance of the employees. Thus, job satisfaction or job dissatisfaction is an important
concern for management. High job satisfaction may lead to improved productivity , decreased
turnover , improved attendance , less job stress. Job dissatisfaction produces low morale
among the employees and more of stress. The following subtopics explain the outcomes of
job satisfaction:

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Job satisfaction and productivity: There are two views about the relationship between job
satisfaction and productivity:
1. A happy worker is a productive worker.
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases. For example, a
worker having low expectations from his jobs may feel satisfied but he may not put his efforts
more vigorously because of his low expectations from the job. Therefore, this view does not
explain fully the complex relationship between job satisfaction and productivity.
Another view that is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support
this view. This relationship may be explained in terms of the operation of two factors: effect
of job performance on satisfaction and organizational expectations from individuals for job
performance.

Job satisfaction and employee turnover: High employee turnover is a matter of concern for
the management as it disrupts the normal operations of the organization. Managerial concern
is mostly for the turnover which arises from job dissatisfaction. The employees thus try to
keep the employees satisfied on their jobs to minimize the turnover. Though, high job
satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction will
definitely increase the employee turnover. The employee turnover is affected by certain other
factors also like if people are highly satisfied with their jobs, they are willing to leave if there
are better opportunities available anywhere else. If no other opportunities are available, the
employees will stay where they are irrespective of dissatisfaction. On the overall basis, we
can say that there is an important role played by job satisfaction in employee turnover.

Job satisfaction and absenteeism: Absenteeism refers to the frequency of absence of job
holder from the workplace either unexcused absence due to some avoidable reasons or long
absence due to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a ‘lack of
will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction is
related to absenteeism.

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Job satisfaction and union activities: High level of job satisfaction reflects a highly
favourable organizational climate resulting in attracting and retaining better workers. Satisfied
employees are not interested in unions and they do not perceive them as necessary.

Job satisfaction and safety: When people are dissatisfied from their jobs, company and
supervisors, they are more prone to experience accidents.
A satisfied worker will always be careful and attentive towards his job and the chances of
accidents will be less.

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction:

 Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
 Develop excellent communication skills. Employers value and reward excellent
reading, listening, writing, and speaking skills.
 Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities
and rewards.
 Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
 Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.

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  Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

Job Satisfaction and Customer Satisfaction

Satisfied workers provide better customer service if it linked to Customer Satisfaction

factors:

 Satisfied employees increase customer satisfaction because:

 They are more friendly, upbeat, and responsive.
 They are less likely to turnover, which helps build long-term customer relationships.
 They are experienced.
 Dissatisfied customers increase employee job dissatisfaction.

1.2COMPANY PROFILE
Every concept becomes a big success when ideas are put in a right direction. Our
founder Mr. P. Muniyandi started this industry in 1984, with an aim to generate employment
opportunities for the sons of this soil and others. Bharath Rubber (India) Limited instead of
Bharat Rubber Factory started its production activities to deliver rapidly its production to the
market. It is situated on the N.H. 7 and 18 kms away from Madurai city. Corporate Office
located at Madurai Bye pass road which is a popular are able to make faster, essential
services like transport and communication.
Bharath Rubber (India) Limited has been promoted in the year 2005 by Mr. M.
Panneer Selvam, Managing Director, of this organization, the rubber city of India, to

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 manufacture high quality V-Belts, Cogged Belts and other industrial Belts, supply to various
industries for various applications.
The organization concentrates on manufacturing of V-Belts, Auto Belts with state of
the art technology as per customer specific standards. With continuous improvement and
innovations in design, process, system, service, etc., towards quality products and to satisfy
our customer requirements in all aspects.
Our products used in the following sectors:
 Automobile applications
 Industrial applications
 Domestic applications, etc.

About the employees

In the beginning, our company was started with just 15 employees. Nowadays there
is generating job opportunities for 400 employees directly and more than 1000 employees
in directly.
Machines
While starting the company, there is only hand molding operations by getting 500
Belts per day as the production capacity. By the way of TriFold development, we have
increased this quantity in to 20000 Belts per day at present. Our machines are now capable
to produce in a full swing of world class products. The products are applicable for various
domestic usages, general engineering industries, agricultural industries, etc.

Method
To satisfy the customer’s requirements, we leaping for our innovative methods of
production to bring out fruitful results with the help of ISO and our own systems of
development. The milestones of our long journey towards excellence have been recognized
by all walks of people as a heritage one.
“ANY WHERE AND EVERYWHERE TO GLOBALISE OUR PRODUCTS IN
2010”

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 VARIOUS POLICIES
Vision
 To be a company with high profitability in the industry by consistently
exceeding expectations.
 To catch the global market by having high customer satisfaction.
Mission
 Growth in the replacement market
 Reduce procurement cost
 Increase the overall productivity
 Develop new trade pattern

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  Achieve zero customer complaints
 Institutionalize the process of creating new innovations
Production Policy
The regular and periodical development activities are well ahead by having our
production policy as “How to produce World Class products in our Manufacturing Unit”.
Capacities (approx):
 V-belts =25000 per day.
 Cogged belts =1000 per day.
 Poly-V belts =500 per day.
Quality Policy
In the quality aspects, the world trade trends are demanding for a continuous
improvement i.e. Kaizen. We evolve our policies are more qualitative and standardized as,
“Bharath Rubber India Limited, the production unit how to produce and service the world
class products as per the needs and satisfaction of its renewed customer through dedicated
and well trained staff team, excellent capable processing machineries, innovative endeavors
to specialize the products and cautious efforts and high quality system are assured by
meticulous planning.

Marketing Policy
Goal:
At present, there is to achieve Rs.30 Crores.

Macro Marketing Policy:

With team spirit, let us grow the ‘customer tree’ in loving way of our existing
customer procuring good supply, services, relationships, by the way we get a good result to
reach our targets.
Micro Marketing Policy:
With the help of our strong team spirit, we create our “brand loving customers” all
over the place like one way i.e. they will come to our customer fold only.

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Manufacturing facility
Manufacturing is made possible in our unit with all types of belts to the Automobile,
Agriculture machines, Home Appliances and other special application purposes. The product
and process innovation are the added strength with processing capability as CPK 1:3. All
range of products in this line is possible one.
Poly V-Belts to all automobile application cogged Belts are manufactured by pot-
curing method. Also introduce `Timing Belts` to the latest cars and Heavy Duty Engines.
Range of products
Wrapped Belts
“A” Section - 17 inches to 250 inches
“B” Section - 22 inches to 500 inches
“C” Section - 45 inches to 500 inches
“D” Section - 75 inches to 500 inches
“E” Section - 150 inches to 500 inches
“R” Section - 200 mm to 3800 mm
“FHP” Section - 17 inches to 60 inches
“SPZ” Section - 630 LP to 3800 LP
“SPA” Section - 800 LP to 3800 LP
“SPB” Section - 100 LP to 12700 LP
“SPC” section - 2120 to 6000
BANDED BELTS-HB 81 Li to HB 500 Li
HEXOGONAL BELTS-BB81 INCHES TO BB 250 inches

ACTIVE V-BELTS
Construction:
VEEHOLD belts are made up of classical, wedge or narrow belts with a strong band
over them. Each band may contain the required number of belts maximum up to 5 belts in
one tie band depending on the drive conditions.
Applications:
V-Belts drives

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 Vertical Shaft drives
Agricultural drives

MULTI-V POLY VEE BELTS

Applications:
To transmit power from IC engines to AC pumps, Compressors and Dynamos.
Domestic Electrical Applications Work Tools (Harvester combines, Power driven sprayers and
Engines for work tools) Machine Tools (NC lathes, Milling Machines, Drilling machines and
Grinding Machines) Industrial Machines (High Speed Printing Machines, Flour Grinders,
Agitators next Air blowers, Generator and PU compressors. Others (Broad casting equipment
drives and Hovercrafts).
RUB-STEEL RAW EDGE PLAIN BELTS
Construction:
Special top layer polychloroprene cushion rubber compound specially treated and
stabilized polyester cord. Fiber filled polychloroprene base. Special fabric layer at the bottom
portion.
Application:
Automobile Industries
General Engineering Industries
Agro Industries

HEXOGONAL BELTS
Applications
Hexagonal belts find their application in the drives where several pulleys in the same
plan are to be driven simultaneously in the clock wise and anti-clock direction.
The polyester tension cord which is placed at the center of the construction provides
the belt with extreme flexibility and low stretch properties. It is due to the positioning of the
cord of the same is not subjected to any other forces as in the case of normal V-belts
normally finds their applications in machines and rice mills. However, of late, these belts are
rapidly finding their applications in the industrial drives too.

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RUB-STEEL COGGED BELTS
Construction
 Special top layer
 Polychloroprene cushion rubber compound
 Specially treated and stabilized polyester cord
 Fibre filled polychloroprene base
 Moulded cogs for better flexibility

Application
 Automobile Industries (IC Engines, Cooling Pumps, Water Pumps,
Compressors and Alternators).

 General Engineering Industries.

 Agro Industries.
NOTCHED BELTS
Construction
The compression polymerized by Butadiene rubber with fibres give better strength
and tensile properties. Cushion rubber layer bonded with polyester cord resist shock at
dynamic function. High modulus and low stretch polyester cord is coiled to prevent
elongation. Chloroprene rubber coated fabric gives good resistance over oil and heat.
Equispaced groove Notch made at bell bottom peripheral made easier to short turn in
pulleys.

Applications
Domestic Applications Machines and in Industries
Banded Belts
We introduced Banded Belts which having application in
 Multi V-Belt drives
 Vertical shaft drives
 Agriculture drives etc.

SALES NETWORK

26
 Through the committed team work to achieve the planned goals. The company is
having excellent distributors and dealers networking all over India to deliver our products
“ANYWHERE AND EVERYWHERE”. The team at the corporate office and the team working in
the field are attending the requirement of the customers on a need based manner.
Our after care service team is carefully attending the customers with the corrective
actions with prevention measures with in the stipulated time to operate machines and
making our valued customers happy.

ACHIEVEMENTS

UNDER QUALITY MANAGEMENT SYSTEM

Accreditations
our committed process improvement and the focusing towards the organization
goals are systemized and which is adhered with ISO 9001 standard. An IS-2494 standard has
been given for the assured quality product.

27
Under environment management
 2001-ISO certified
 2003-TPM excellence award

Others
 The company is certified with ISO 9001:2000, TUV Suddeutschland.
 Our products are made with IS 2494 marketing.
 “Best Industrial Award for the year 2004-05” was awarded by MADITSSIA.
 M/S. WHIRLPOOL of India LTD,. Pondicherry given a Best Performance
Certificate.
 Another Achievement Certificate was awarded for the 100 PPM from M/S. LG
Electronics India Ltd.-NOIDA.
 Our Cogged Belts were certified by CIRT-PUNE.
“We pledge BRIL definitely will be one among the top most Industries in India
by 2010 with its dedicated customer service and farsighted vision”.
Best of Honors
 A heritage and sustainable development among the 22 years.
 Some of our Prestigious Customers who give opportunity to serve them are:
M/S Whirlpool of India Ltd-Pondicherry
M/S Videocon Appliances Ltd-Aurangabad
M/S Matsushita Washing Machines India Ltd-Pune
M/S LG Electronic India Ltd-Noida
M/S Onida Savak Ltd-Noida
M/S Godrej Appliances Ltd-Satara
M/S H.M.T Ltd-Cochin
M/S HVTL Ltd-Jamshedpur
M/S Bodaro Steel Plant-Jharkhand
M/S Venkateswara Power Project-Belgaum
M/S South Central Railway-Hyderabad
M/S Rourkela Steel Plant-Rourkela.

28
 1.3OBJECTIVES

Primary Objective

The primary objective of the study is to identify the job satisfaction of employees.

29
Secondary Objective

The secondary objectives are,

 To identify the support working conditions

 To identify the interpersonal relationship

 To find the grievance handling procedures

 To know the welfare measures

 To find the accident compensation

 To study the job security

 To study the organisational policy

1.4SCOPE

Job satisfaction is a general attitude towards one’s job. It is the difference between the
amount of reward workers receive and the amount they believe they should receive.

An employee’s performance and satisfaction are likely to be higher if his or her values
fit well with the organisation.

For instance

30
 Job satisfaction is an individual general attitude towards his or her job

 job satisfaction should be major determinants of an employee organisational

citizenship behaviour

 A satisfied employee’s will be having positive attitude towards

 A person who places high importance on imagination, independence and

freedom is likely to be poorly matched with an organisation that seeks
conformity from its employees

1.5LIMITATIONS

 Some of the information given by the respondent may not be accurate

 Time period of the study is the major limitation

 Due to lack of time, the study is confined only to few employees

31
 Some questions that I asked been personal, some of workers hesitated to answer
questions like the salary details and the relationship with their super

32
 CHAPTER 2

REVIEW OF LITERATURE

REVIEW OF LITERATURE

Gupta & Joshi (2008) concluded in their study that Job satisfaction is an important
technique used to motivate the employees to work harder. It had often said that, "A HAPPY
EMPLOYEE IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very important
because most of the people spend a major of their life at their work place.

33
 Khan (2006) reveals in his study has Hoppack brought Job satisfaction to limelight.
He observed Job satisfaction in the combination of psychological & environmental
circumstances that cause person to fully say, "I am satisfied with my job"

Rao (2005), reveal in his study that Job satisfaction refer to person feelings of
satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction,
happiness or self-contentment but the satisfaction of the job.

Aswathappa (2003) opines that the Job Satisfaction of employees can be judged
through the system of wage payment. Different organization adapts different type of wage
payment system. Along with wages and salaries, they are paying incentives, requisites and
non-monetary benefits.

Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does have
impact on future performance through the job involvement, but higher performance also
makes people feel more satisfied and committed. It is a cycle of event that is clearly in
keeping with the development perspective. Attitudes such as satisfaction and involvement are
important to the employees to have high levels of performance. The results of the study
revealed that attitudes namely satisfaction and involvement, and performance are significantly
correlated.

Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction,
1998–2004: evidence from the Workplace Employment Relations Survey" examined that their
significant increases in satisfaction with the sense of achievement from work between 1998
and 2004; a number of other measures of job quality are found to have increased over this
period as well. It also finds a decline in the incidence of many formal human resource
management practices. The paper reports a weak association between formal human resource
management practices and satisfaction with sense of achievement. Improvements in
perceptions of job security, the climate of employment relations and managerial
responsiveness are the most important factors in explaining the rise in satisfaction with sense
of achievement between 1998 and 2004. We infer that the rise in satisfaction with sense of
achievement is due in large part to the existence of falling unemployment during the period
under study, which has driven employers to make improvements in the quality of work.

34
 Jain, Jabeen, et. al. (2007) in their study "Job Satisfaction as Related to Organizational
Climate and Occupational Stress: A Case Study of Indian Oil" concluded that that there is no
significant difference between managers and engineers in terms of their job satisfaction and14
both the groups appeared almost equally satisfied with their jobs. When the managers and
engineers were compared on organizational climate, it was found that both the groups
differed significantly. Managers scored significantly high on organizational climate scale than
the engineers indicating that the managers are more satisfied due to the empowerment given
to them.

Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded
that relationship between fatigue and Job Satisfaction variables which were found to be
significantly negative. The study also found that fatigue is negative predictor of Job
Satisfaction. The study is clearly indicative of different issues for Call Centre employees in
Indian context. There are different ON THE JOB and OFF THE JOB FACTORS leading to
dissatisfaction and fatigue for them which were explored in this study. Fatigue can be reduced
and job satisfaction can be increased by various innovative and encouraging
strategies.

Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An
Empirical Study" concluded that the companies that are lagging behind in certain areas of job
satisfaction & job stress need to be developed so that their employees show good
performance level, as it is provided that performance level lowers wit high satisfaction
scores. The awareness program pertaining to stress & satisfaction is to be taken up in the
industries to make them aware of the benefits of knowledge of stress and its relationship with
satisfaction and achievement of goal of industries.

Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of

their work. Job Satisfaction can be influenced by a variety of factors, e.g., the quality of one's
relationship with their supervisions, the quality of the physical environment in which they
work, degree of their fulfillment in their work etc.

35
36
 CHAPTER 3

RESEARCH METHODOLOGY

3.1METHODOLOGY

The procedures by which researchers go about their work of describing, explaining and
predicting phenomena are called methodology. Methods comprise the procedures used for
generating, collecting and evaluating data. Methods are ways of obtaining information useful
for assessing explanations.

37
Geographical Area Covered

The survey was conducted in BHARATH RUBBER INDUSTRY LIMITED,

MADURAI.

3.2Method of Data Collection

Sources used for collecting the data are

3.2.A Primary Data

Information obtained directly from the mechanics and during the course of action
is termed as primary data.

3.2.B Secondary Data

Secondary data was collected with the help of company records.

3.3Research Design

The type of research used in this project is descriptive in nature. Descriptive studies
aim at portraying accurately the characteristics of a particular group or situation.

3.4Sampling Design

Sample size

The sample size for the study is 100 respondents

3.5Sampling procedure

The sampling techniques used in the study is non-probability convenience sampling

adapted and used for the study

3.6Convenience sampling

38
 Convenience sampling as the name implies is based on the convenience of the
researcher who is to select a sample. This type of sampling is also called accidental sampling
as the respondent in the sample are included into merely on account of their being available
and the spot where the survey is in progress. Many times the researcher is work under certain
constraints.

3.7Period of study

The period of the study is 3 months

3.8Research Instrument

The instrument used by the researcher to collect the information is through the
questionnaire method.

Questionnaire method

The form of the question may be either closed (i.e. ‘Yes’ or ‘No’ type) or open
(i.e., inviting free response) but should be stated in advance and not constructed during
questioning.

I have prepared a questionnaire with both closed and open structure.

3.9TOOLS

 Percentage analysis

 chi-square test as a non-parametric test

39
Percentage analysis

The expression of date in terms of percentages is one of the simplest statistical

devices used in the interpretation of business and economic statistics percentage is useful
chiefly for the purpose of aiding comparison. A percent is the number of hundred parts on
number is of another. Using the algebraic notation in which

P% represent the number of parts of 100, i.e. percentage to represent the base used for
comparison, b1 represents given data to be compared with the base then the percentage of the
given number in the base may be defined as

P% = b1/b0*100

Generally percentages are recorded to one decimal place, sometimes to grasp the
relationships. Whole percentages should not be calculated if the absolute number is small,
especially if the base is appreciably less than 100.

Chi-Square as a non-parametric test

Chi-square is an important non-parametric test and such no rigid assumptions are

necessary in respect of the type of population. We require only the degrees of freedom
(implicitly of course the size of the sample) for using this test. As a non-parametric test, chi-
square can be used (i) as a test of goodness of fit and (ii) as a test of independence.

Chi-square

The level of significance for the test is 5%

Steps for using Chi-square test

40
 First of all calculate the expected frequency on the basis of given hypothesis or on the
basis of null hypothesis. Usually in case of a 2*2 or any contingency table, the
expected frequency for any given call is worked out as under. Expected frequency of
any cell = (row total for the row that cell * column total cell) (grand total).

 Obtain the deference between observed and expected frequencies and find out the
square of such differences that is calculated (Oij-Eij)2

 Divide the quality (Oij-Eij)2 obtained as stated above by the corresponding expected
frequency to get (Oij-Eij)2/Eij and this should be done of all the cell frequencies or the
group frequencies.

 Find the summation of (Oij-Eij)2/Eij values

 This is the required chi-square value.

 The required chi-square value obtained as such should be compared with relevant
table value of chi-square.

 The result is based on the following rules.

 If the calculated value is less than the table value the null hypothesis is accepted.

 If calculated value is greater than the table value the null hypothesis is rejected.

41
 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

42
 PERCENTAGE ANAYSIS

4.1age

TABLE 1: AGE OF THE RESPONDENTS

Scale No. of Respondents Percentage

Below 30 45 45%

31 to 40 40 40%

Above 40 15 15%

INTERPRETATION

The table shows that 45% of the respondents’ age is below 30, 40% of them are
between 31 and 40 years of age and the remaining 15% are above 40 years of age.

FIGURE 1: AGE OF THE RESPONDENTS

Table-2

4.2 Monthly Income

TABLE- 2: MONTHLY INCOME

Scale No. of Respondents Percentage

Below Rs.10000 20 20%

10000-15000 4345 45%

15000-25000 35 35%
INTERPRETATION:

The table shows that the 20% of the respondents’ monthly income is below 10000,
45% of the respondents’ monthly income ranges from 10000 to15000 and remaining 35% of
respondents’ income ranges from 15000 to 25000.

FIGURE 2: MONTHLY INCOME

4.3 Education Level

TABLE 3: EDUCATION LEVEL

Scale No of Respondents Percentage

Degree 35 35%

PG 45 45%

Others 20 20%

44
INTERPRETATION:

The table shows that 35% of the respondents’ educational level is degree, 45% of the
respondents’ educational level is PG and remaining 20% of the respondents have other
educational qualifications.

FIGURE 3: EDUCATIONAL LEVEL

4.4 Working Level

TABLE 4: WORKING LEVEL

Scale No. of Respondents Percentage

Admin 45 45%

Team leader 35 35%

Developers 20 20%

INTERPRETATION:

45
 The table shows that the 45% of the respondents’ working level is admin, 35% of the
respondents are team leaders and remaining 20% of the respondents are developers.

FIGURE 4: WORKING LEVEL

4.5Relationship with Supervisor

TABLE 5: RELATIONSHIP WITH SUPERVISOR

Scale No. of Respondents Percentage

Cordial 55 55%

Moderate 20 20%

Not moderate 25 25%

INTERPRETATION:

The table shows that 55% of the respondents have cordial relationship with the
supervisors, 20% of the respondents have moderate relationship and remaining 25% of the
respondents do not have a cordial relationship.

46
 FIGURE 5: RELATIONSHIP WITH SUPERVISOR

4.6Satisfaction on Target Related Incentives

TABLE 6: SATISFACTION ON TARGET RELATED INCENTIVES

Scale No. of. Respondents Percentage

Satisfactory 54 54%

Neutral 36 36%

Not Satisfactory 10 10%

INTERPRETATION:

The table indicates the respondents’ satisfaction on target related incentives. The
above table shows that 54% of the respondents are satisfactory with the incentives, 36% of the
respondents are neutral and remaining 10% of the respondents are not satisfied with the
incentives.

47
 FIGURE 6: SATISFACTION ON TARGET RELATED INCENTIVES

4.7Grievance handling system

TABLE 7: GRIEVANCE HANDLING SYSTEM

Scale No. of Respondents Percentage

Yes 54 54%

No 46 46%

INTERPRETATION:

This table indicates the response of the respondents regarding grievance handling
system. From the table, 54% of the respondents have said that there is a grievance handling
system and 46% of the respondents have said ‘No’

FIGURE 7: GRIEVANCE HANDLING SYSTEM

48
4.8Responsibility for Job

TABLE 8: RESPONSIBILITY FOR JOB

Scale No. of. Respondents Percentage

Yes 86 86%

No 14 14%

INTERPRETATION:

This table indicates the respondents’ responsibility for job. The above table shows
that 86% of the respondents have said ‘Yes’ and 14% of the respondents have said ‘No’.

FIGURE 8: RESPONSIBILITY FOR JOB

49
4.9Relationship with Co-workers

TABLE 9: RELATIONSHIP WITH CO-WORKERS

Scale No. of Respondents Percentage

Good 45 45%

Cordial 25 25%

Co-operative 15 15%

Not co-operative 15 15%

INTERPREATION:

This table indicates the respondents’ co-works. The above table shows that 45% of the
respondents have said ‘good’, 25% of the respondents have said ‘cordial’, 15% of the
respondents have said ‘co-operative’, 15% of the respondents have said ‘not co-operative’.

50
 FIGURE 9: RELATIONSHIP WITH CO-WORKERS

4.10Accident Compensation Paid

TABLE 10: ACCIDENT COMPENSATION PAID

Scale No. of Respondents Percentage

Yes 88 88%

No 12 12%

INTERPRETATION:

This table indicates the respondents accident compensation paid. The above table shows
that 88% of the respondents have said ‘yes’, 12% of the respondents have said ‘No’

FIGURE 10: ACCIDENT COMPENSATION PAID

51
.

4.11Welfare Measures Available

TABLE 11: WELFARE MEASURES AVAILABLE

Scale No. of. Respondents Percentage

Yes 90 90%

No 10 10%

INTERPRETATION:

This table indicates the respondents’ welfare measures available. The above table
shows that 90% of the respondents have said ‘yes’, 10% of the respondents have said ‘No’.

FIGURE 11: WELFARE MEASURES AVAILABLE

52
4.12Pay Package

TABLE 12: PAY PACKAGE

Scale No. of Respondents Percentage

Good 32 32%

Satisfactory 22 22%

Adequate 28 28%

Not adequate 18 18%

INTERPRETATION:

This table indicates the respondents pay package. The above table shows that 32% of
the respondents have good,22% of the respondents have satisfactory, 28% of the respondents
have adequate, 18% of the respondents have not adequate

53
 FIGURE 12: PAY PACKAGE

4.13Satisfaction with Canteen Food

TABLE 13: SATISFACTION WITH CANTEEN FOOD

Scale No. of. Respondents Percentage

Yes 92 92%

No 8 8%

INTERPRETATION:

This table indicates the respondents satisfied canteen food. The above table shows
that 92% of the respondents have said ‘Yes’, 8% of the respondents have said ‘No’.

FIGURE 13: SATISFACTION WITH CANTEEN FOOD

54
4.14Participation in Decision Making

TABLE 14: PARTICIPATION IN DECISION MAKING

Scal No. of Respondents Percentage

e

Yes 75 75%

No 25 25%

INTERPRETATION:

This table indicates the respondents are you views in decision making. The above table
shows that 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.

FIGURE 14: PARTICIPATION IN DECISION MAKING

55
4.15Employees Suggestion Scheme Available

TABLE 15: EMPLOYEES SUGGESTION SCHEME AVAILABLE

Scale No. of Respondents Percentage

Yes 55 55%

No 45 45%

INTERPRETATION:

This table indicates the respondents’ employee’s suggestion scheme available. The
above table shows that 55% of the respondents have said ‘yes’, 45% of the respondents have
said ‘No’.

FIGURE 15: EMPLOYEES SUGGESTION SCHEME AVAILABLE

56
4.16Level of Satisfaction on promotional Policy

TABLE 16: LEVEL OF SATIFISFACTION ON PROMOTIONAL POLICY

Scale No. of Respondents Percentage

Highly satisfied 40 40%

Satisfied 25 25%

Moderate 13 13%

Dissatisfied 12 12%

Highly dissatisfied 10 10%

INTERPRETATION:

This table indicates the respondents’ level of satisfaction on promotional policy.

The above table shows that 40% of the respondents have said highly satisfied, 25% of the
respondents have said satisfied, 13% of the respondents have said moderate, 12% of the
respondents have said dissatisfied, 10% of the respondents have said highly dissatisfied

FIGURE 16: LEVEL OF SATISFISFACTION ON PROMOTIONAL POLICY

57
4.17Level of

Satisfaction on Job Security

TABLE 17: LEVEL OF SATISFISFACTION ON JOB SECURITY

Scale No. of Respondents Percentage

Highly satisfied 40 40%

Satisfied 20 20%

Moderate 20 20%

Dissatisfied 10 10%

Highly dissatisfied 10 10%

INTERPRETATION:

This table indicates the respondents’ level of satisfaction on job security. The above
tables’ shows that 40% of the respondents have said highly satisfied, 20% of the respondents
have said satisfied, 20% of the respondents have said moderate, 10% of the respondents have
said dissatisfied, 10% of the respondents have said highly dissatisfied.

FIGURE 17: LEVEL OF SATISFISFACTION ON JOB SECURITY

58
 4.18Promotional Opportunities

TABLE 18: PROMOTIONAL OPPORTUNITIES

Scale No. of Respondents Percentage

Very good 45 45%

Good 25 25%

Average 15 15%

Poor 15 15%

INTERPRETATION:

This table indicates the respondents’ promotional opportunities. The above table shows
that 45% of the respondents have said very good, 25% of the respondents have said good,
15% of the respondents have said average, 15% of the respondents have said poor.

FIGURE 18: PROMOTIONAL OPPORTUNITIES

59
4.19Satisfaction with Working Hours

TABLE 19: SATISFACTION WITH WORKING HOURS

Scale No. of Respondents Percentage

Yes 75 75%

No 25 25%

INTERPRETATION:

This table indicates the respondents satisfied with working hours. The above table
shows that 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.

FIGURE 19: SATISFACTION WITH WORKING HOURS

4.20Satisfaction with Rest Room Facilities Available

60
 TABLE 20: SATISFACTION WITH REST ROOM FACILITIES AVAILABLE

Scale No. of Respondents Percentage

Satisfied 80 80%

Not satisfied 20 20%

INTERPRETATION:

This table indicates the respondents satisfied with facilities available at rest rooms.
The above table shows that 80% of the respondents have said ‘satisfied’, 20% of the
respondents have said ‘not satisfied’.

FIGURE 20: SATISFACTION WITH REST ROOM FACILITIES AVAILABLE

4.21Working Condition

TABLE 21: WORKING CONDITION

61
 Scale No. of Respondents Percentage

Very good 40 40%

Good 25 25%

Average 13 13%

Poor 12 12%

Need improvement 10 10%

INTERPRETATION:

This table indicates the respondents working condition. The above table
shows that 40% of the respondents have said very good , 25% of the respondents have said
good ,13% of the respondents have said average, 12% of the respondents have said poor, 10%
of the respondents have said need improvement.

FIGURE 21: WORKIG CONDITION

4.22 Gender

TABLE: 22 GENDER

62
 Scale No. of. Respondents

Male 65

Female 35

INTERPRETATION:

Regarding technical test process, 65 of the respondents have said male, 35 of the
respondents have said female.

FIGURE 22: GENDER

4.22.1Chi-Square Test

TABLE 23: GENDER - OBSERVED FREQUENCY

63
 AGE
Particulars
Below 30 31 to 40 Above 40 Total

Male 30 20 15 65

Female 15 12 8 35
GENDER

Total 45 32 23 100

Hypotheses:
Ho: There is no significant relationship between the age & gender decide this company
H1: There is significant relationship between the age & gender to decide the company.

TABLE 24: GENDER – EXPECTED FREQUENCY

AGE
Particulars
Below 30 31 to 40 Above 40

Male 30 20 15
GENDER
Female 15 12 8

TABLE 25: GENDER - CALCULATION OF CHI-SQUARE

64
 O E O-E (O-E)2 (O-E)2/E

30 29 1 1 0.034

20 20 0 0 0.000

15 15 0 0 0.000

15 16 -1 1 0.062

12 11 1 1 0.090

8 8 0 0 0.000

TOTAL 0.186

X2 = ∑(O-E)2/E = 0.186

Hence, the calculated value of X2 = 0.186

Therefore Degrees of freedom =(c-1)(r-1)=(2-1)(2-1)

=1*1=1

The table value of X2 for 1 degree of freedom at 5 percent level of significant is 3.841

Comparison: 0.186 < 3.841

The calculated value is less than value, so the hypothesis Ho is accepted

4.23Marital Status

TABLE 26: MARTIAL STATUS

Scale No. of Respondents

65
 Married 55

Unmarried 45

INTERPRETATION:

Regarding technical test process, 55 of the respondents are married, 45 of the

respondents are unmarried.

FIGURE 23: MARTIAL STATUS

4.23.1 Chi-Square Test

TABLE 27: MARITAL STATUS - OBSERVED FREQUENCY

Particulars AGE

66
 Below 30 31 to 40 Above 40 Total

Married 10 22 23 55
MARITAL
Unmarried 35 10 0 45
STATUS
Total 45 32 23 100

Hypotheses:

Ho: There is no significant relationship between the marital status & age decide this company
H1: There is significant relationship between the marital status & age to decide the company.

TABLE 28: MARITAL STATUS – EXPECTED FREQUENCY

AGE
Particulars
Below 30 31 to 40 Above 40
Married 10 22 23
MARITAL
STATUS Unmarried 35 10 0

TABLE 29: MARITAL STATUS - CALCULATION OF CHI-SQUARE

O E O-E (O-E)2 (O-E)2/E

10 25 -15 225 9

67
 22 18 4 16 0.88

23 13 10 100 8

35 20 15 225 11

10 14 -4 16 1

0 10 -10 100 10

TOTAL 39.88

X2 = ∑(O-E)2/E = 39.88

Hence, the calculated value of X2 = 39.88

Therefore Degrees of freedom =(c-1)(r-1)=(2-1)(2-1)

=1*1=1

The table value of X2 for 1 degree of freedom at 5 percent level of significant is 3.841

Comparison: 39.88 > 3.841

The calculated value is less than value. So that the hypothesis Ho is not accepted

4.24 Experience

TABLE 30: EXPERIENCE

Scale No. of Respondents

Below 1 23

1 to 2 25

2 to 3 25

68
 Above 3 27

INTERPRETATION:

Regarding technical test process, 23 of the respondents have below 1, 25 of the

respondents have said 1 to 2, 25 of the respondents’ have 2 to 3, 27 of the respondents have
above 3

FIGURE 24: EXPERIENCE

4.24.1 CHI-SQUARE TEST

TABLE 31: EXPERIENCE – OBSERVED FREQUENCY

AGE
Particulars
Below 30 31 to 40 Above 40 Total

EXPERIENCE Below 1 3 10 10 23

1 to 2 5 10 10 25

2 to 3 5 5 15 25

69
 Above 3 7 7 13 27

Total 20 32 48 100

Hypotheses

Ho: There is no significant relationship between the age & experience decide this company

H1: There is significant relationship between the age & experience to decide the company.

TABLE 32: EXPERIENCE - EXPECTED FREQUENCY

AGE
Particulars
Below 30 31 to 40 Above 40

Below 1 5 7 11

EXPERIENCE 1 to 2 5 8 12

2 to 3 5 8 12

Above 3 5 9 13

TABLE 33: EXPERIENCE - CALCULATION OF CHI- SQUARE

O E O-E (O-E)2 (O-E)2/E

3 5 -2 4 0.8

10 7 3 9 1.28

10 11 -1 1 0.09

5 5 0 0 0

10 8 2 4 0.5

10 12 -2 4 0.33

5 5 0 0 0

70
 5 8 -3 9 1.125

15 12 3 9 0.75

7 5 2 4 0.8

7 9 -2 4 0.44

13 13 0 0 0

TOTAL 6.115

X2 = ∑(O-E)2/E = 6.115

Hence, the calculated value of X2 = 6.115

Therefore Degrees of freedom =(c-1)(r-1)=(2-1)(4-1)

1*3 =3

The table value of X2 for 3 degree of freedom at 5 percent level of significant is 7.815

Comparison: 6.115 < 7.815

The calculated value is less than the value so that the hypothesis Ho is accepted.

CHAPTER-5
71
 FINDINGS, SUGGESTION
AND CONCLUSION

5.1FINDINGS

 In this organisation experience candidates are not given importance at one time of
recruitments.

 The relationship between the employees and superiors is not good.

 The performance appraisal system is not effectively followed in the organisation.

 The working condition in this organisation is not standard.

72
 5.2 Suggestions

 Young energetic qualified and exYoung energetic qualified and experienced people to
be recruited for better quality.

 Organisation should try to adopt certain measures to enhance the team spirit and co-
ordination among employees.

 Employees performance should be appraisal from time to time so that organisation can
come to know about the efficiency of the organisation.

73
  The working environment can be improved which helps to increase the efficiency of
the workers

5.3CONCLUSION

This study helped the researcher and the management to identify

 The entire study started with a through knowledge about the job satisfaction of
employees with respect to V Grap.

 Study was conducted to assess the feedback level in the firm using a self administered
questionnaire and statistical tools to analyse the responses.

74
  The study finally suggested certain solutions directly to the organisation and
recommended to continue the job satisfaction followed as it was even recommended
by the employees too.

 Apart from this the time spent provided good learning experience on low the complete
job satisfaction is carried out in a corporate level company.

BIBILIOGRAPHY

Web

 www.Google.com

 www.managementpradisse.com

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Books

 C.R.Kothari - Research methodology

 L.m.Prasad - Human Resouse Management

QUESTIONNAIRE

A STUDY ON JOB STISFACTION OF EMPLOYEES

1) Name

2) Age

a) Below 30 yrs [ ] b) 31 to 40 [ ]

c) Above 40 yrs [ ]

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3) Gender:

a) Male [ ] b) Female [ ]

4) Marital status

a) Married [ ] b) Unmarried [ ]

5) Monthly income

a) Below Rs.10000 [ ] b) 10000 – 15000 [ ]

c) 15000 – 25000 [ ]

6) Education Level

a) Degree [ ] d) PG [ ]

c) Others [ ]

7) Working level

a) Admin [ ] b) Team Leader [ ]

c) Developers [ ]

8) Working Experience

(a) Below 1 Years [ ] (b) 1 to 2 Years [ ]

(c) 2 to 3 Years [ ] (d) Above 3 Years [ ]

9) Your opinion about working condition

(a) Very Good [ ] (b) Good [ ]

(c) Average [ ] (d) Poor [ ]

(e) Need Improvement [ ]

10) How is your relationship with supervisor?

(a) Cordial [ ] (b) Moderate [ ]

(c) Not Cordial [ ]

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11) Your level of satisfaction on target related incentives

(a) Satisfactory [ ] (b) Neutral [ ]

(c) Not Satisfactory [ ]

12. Your opinion about promotional opportunities

(a) Very Good [ ] (b) Good [ ]

(c) Average [ ] (d) Poor [ ]

13 Are there any grievance handling system?

(a) Yes [ ] (b) No [ ]

If yes grievance are solved.

(a) Immediately [ ] (b) Not immediately [ ]

14. Are you’re given enough responsibility for your job

(a) Yes [ ] (b) No [ ]

15. How are your co-workers?

(a) Good [ ] (b) Cordial [ ]

(c) Co-operative [ ] (b) Not Co-operative [ ]

16. Are you satisfied with working hours?

(a) Yes [ ] (b) No [ ]

17. Are you satisfied with accident compensation paid?

(a) Yes [ ] (b) No [ ]

18. Are there welfare measures available?

(a) Yes [ ] (b) No [ ]

If yes are you satisfied with it?

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 (a) Satisfied [ ] (b) Not Satisfied [ ]

19. What do you feel about pay package?

(a) Good [ ] (b) Satisfactory [ ]

(c) Adequate [ ] (d) Not Adequate [ ]

20. Are you satisfied with quality of food served in canteens?

(a) Yes [ ] (b) No [ ]

21. Are you views asked in decision making?

(a) Yes [ ] (b) No [ ]

If yes to what extent your opinion is considered.

(a) Often [ ] (b) Sometimes [ ]

(c) Not at all [ ]

22. Is there any employee’s suggestion scheme available?

(a) Yes [ ] (b) No [ ]

23. Are you satisfied with facilities available at rest rooms?

(a) Satisfied [ ] (b) Not Satisfied [ ]

24. Your Level of satisfaction on promotional policy of your company

(a) Highly Satisfied [ ] (b) Satisfied [ ]

(c) Moderate [ ] (d) Dissatisfied [ ]

(e) Highly dissatisfied [ ]

25. Mention your level of satisfaction on job security.

(a) Highly Satisfied [ ] (b) Satisfied [ ]

(c) Moderate [ ] (d) Dissatisfied [ ]

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 (e) Highly dissatisfied [ ]

26. General Suggestion if any,

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