You are on page 1of 64

Training project report

On
Job Satisfaction of Employees
AT
SIEL CHEMICAL COMPLEX

SUBMITTED TO
PUNJAB TECHNICAL UNIVERSITY
(IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR DEGREE)

Master of Business Administration
(2014 -2016)
UNDER GUIDANCE:MRS MANJIT KAUR

SUBMITTED BY:AMANDEEP KAUR
ROLL-NO-1407547

CONTINENTAL INSTITUTE OF ENGINEERING & TECHNOLOGY

DECLARATION

I, Amandeep kaur state that the project report entitled “Job satisfaction” was assigned to me
by Mr, Deepak Tayal working with Siel Chemical Complex . The whole work is solely part
of my project & the information provided in the study is authentic to the best of my
knowledge. All findings are based on the data collected from the primary sources and matter
presented has not been copied from any source.

Amandeep kaur
MBA

I would like to extend my sincere thanks to all of them. . it would not have been possible without the kind support and help of many individuals and organizations. My thanks and appreciations also go to my colleague in developing the project and people who have willingly helped me out with their abilities. I would like to express my special gratitude and thanks to Institute persons for giving me such attention and time.ACKNOWLEDGEMENT I have taken efforts in this project. I would like to express my gratitude towards my parents & Teachers of College for their kind co-operation and encouragement which help me in completion of this project. I am highly indebted to Mr. However. Deepak Tayal (HR Manager Siel Chemical complex ) for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project.

this practical training is required. I got opportunity to view the overall working of the company.PREFACE For management career. along with theoretical concepts. it is important to develop managerial skills. To fulfill this need. I took training in. . the exposure of real life situation existing in corporate world is very much needed. In order to achieve positive and concrete results.Continental group of institute It was my fortune to get training in a very healthy atmosphere.

TABLE OF CONTENTS S. 1-21 22 Objectives of study 23-25 Review of literature 26 Research methodology 5 Analysis and Interpretation 27-41 6 Findings of study 42 7 8 9 Suggestions and Recommendations Limitations 43 44 45 Conclusion 10 Bibliography 46 11 Annexure 47-50 .No 1 2 3 4 Particulars Introduction Organisation profile Introduction of topic Page no.

DCM Group was set up by Sir Shriram. Sunbeam. Plastics and Engineering Products at various locations in the country. consequent to the re-organisation of Siel Limited and in pursuance to the scheme of arrangement the sugar business has been hived off into a separate entity as Mawana Sugars Limited. DCM Limited was split into four companies one of which was Siel Limited. Businesses of Siel Limited are: Chemicals Caustic Soda (Flakes & Lye). Electronics. Grandfather of the present Chairman – Mr. Kohinoor in Refined Oils segment. . Chemicals. STB Decontaminant for military use . Liquid Chlorine. Sodium Hypochlorite. Fertilizers. Sugar. Thereafter. The brand names are Panghat in Vanaspati and Ruby. Siddharth Shriram. Manufactures at Rajpura  Caustic soda  Calcium chlorides  Bleaching powder  Casting soda  Hydrochloric acids “Siel is an IndiaMart member since 2011” Awareness for Energy Saving  Siel chemical complex considers Energy Saving as a multi disciplinary approach.INTRODUCTION TO SIEL CHEMICALS Siel Limited emerged as an independent entity in 1989 out of the erstwhile DCM Group. Cornola.  Vanaspati& Vegetable Oils Brand leaders in the Hydrogenated Vegetable Oils and Refined Oils. Hydrogen and export oriented product SHRIRAM Stable Bleaching Power. arising out of a family settlement. In 1989. It started with a Textile Mill in Delhi and grew into one of India’s largest Organizations in the private sector having manufacturing units for Textiles. Hydrochloric Acid.

In house energy conservation seminar, poster and slogan competitions are also conducted
every year. Energy Management policy is displaced every where in the plant for creating
the energy conservation AWARENESS.

Subsidiary Companies in India
The Jay Engineering Works Limited.
It has manufacturing facilities at Kolkata & Hyderabad for Electric Fans and Fuel Injection
Equipment (This is to be shortly spun off into a separate company). The company is the
major supplier of Usha International Limited.
Siel Industrial Estate Limited
This company has acquired about 267 hectares of land in the State of Punjab to set up a
modern Industrial Estate.
Group Company:
UshaInternational Limited
In addition to marketing the products of The Jay Engineering Works Limited (a subsidiary of
Siel Limited), it also markets a wide range of household appliances, Sewing Machines, Diesel
Engines, Generating Sets, Pistons, Pins & Rings, Single Cylinder Pumps, Components of
Fuel Injection Equipment and other Automotive Products.
Mawana Sugars Limited
Units / Businesses
Mawana Sugar Works, Mawana (Uttar Pradesh)Mawana Sugar Works (MSW) is located at
Mawana, District Meerut, Uttar Pradesh on Meerut-Hastinapur Road. It is about 25 kms away
from Meerut. The capacity of this Unit is 10,000 TCD. MSW is an ISO 9001:2000 company.
Titawi Sugar Complex, Titawi (Uttar Pradesh)
Titawi Sugar Complex is located at Titawi, District Muzaffarnagar, Uttar Pradesh on
Muzaffarnagar – Shamli Road. It is about 15 kms from Muzaffarnagar. The capacity of this
Unit is 5000 TCD with Double Suphitation (DS) process.
Social Face of Siel
A business unit doesn’t exist to generate surplus alone, rather it is a Constituent of the
composite society structures and as a responsible Member of the society it is incumbent upon
the business organisation to relate with the society as a whole and the surrounding
community in particular by working for their betterment and welfare.AtSiel is our
continousendeavour to evolve and institute activities for the development and betterment of
surrounding community and several programs have been initiated to achieve this noble
goal.To promote the cultural heritage of our nation we had organised dance and drama
‘RAM’ show by the internationally renowned trope, SBKK, for the Social community. A
number of health check up camps and activities have been organised for the surrounding
villages. School children are being regularly invited to our organisation on occasions through

activities etc. Extending our initiative further we have also adopted a linear stretch of land in
the Rajpura city and worked on improving its aesthetic look by way of plantation and
beautification.We at Siel, as a responsible corporate citizen, fervently believed that such
interface with the community is a continous process and it shall continue to evolve in the
times to come.
MAIN PLANTS:

Brine Circulation plant

Cell House

Chlorine House

Flaking

Evaporator House

SBP

SUBSIDARY/ASSOCIATE COMPANIES OF SIEL:

SFSL Investments. Ltd

Siel financial services Ltd.

Siel Edible Oils Ltd,.

Transiel India Ltd.

OTHER GROUP COMPANIES:
1. Jay Engineering Works Ltd.
2. Usha International Ltd.

INTRODUCTION
OF
TOPIC

binds him to the society. is commonly . Work serves many other functions like it gives status to an individual. On the other hand highlevel of job satisfaction of employees is a happy sign for the employers. Low level of job satisfaction is a sign of deterioration in the efficiency of work. their job performance and productivity suffers. but in ancient times also. A positive attitude towards the job denotes -satisfaction and a negative attitude denote dissatisfaction. Many companies are realizing that an employee’s attitude and output cannot be separated. Such attitudes are formed over a period of time. the choice of one's relationship in their executive program. for example. In other words.Introduction of Job Satisfaction In the modern times man spends a major part of his life in work. man was aware of it. when the employees have positive attitude towards their job. The job satisfaction can be determined by a variety of elements. What is Job Satisfaction? The job satisfaction is in reference to one's beliefs or frame of mind affecting the nature by their act. people enjoy work. work ceases to be source of pleasure and dissatisfaction creeps in. The work done by an individual helps him to satisfy his economic needs but this cannot be considered as a sole purpose of doing wok. and so on.actualization etc. This is the reason that many people work even if they have plenty of money. Though the study of job satisfaction is a recent phenomenon. Ordinarily. and gives him a sense of well being. performance and productivity improves when they have negative attitude. So the main purpose of doing work is not only to earn money but also to satisfy needs of self – esteem self. of doing something worthwhile. In the modern times. effective job performance also depends on one’s job satisfaction. but when they do not get what they aspire for. Job satisfaction can be viewed as an overall attitude towards one’s job. the character of the active environment in which they work level of their act. Now the study of job effectiveness of a worker has not only been on job performance but also on his job satisfaction. major part of an individual life is spent on his job. The job satisfaction means a worker's sensation of success and achievement.

If work-role outputs (‘pleasures’) increase relative to work-role inputs (‘pains’). effort . then that individual will be happy. working conditions. intrinsic aspects of the job. The job satisfaction means doing a job one loves. working time. Extrinsic sources of satisfaction are situational and depend on the environment. profit. The job satisfaction advance means happiness and enthusiasm with one's act. Concept of job satisfaction The concept of a job is very complex. and that. Rather the attitudes. or the work that the person actually performs.such as education. The job itself seldom serves as a unitary attitude object. and living suitably honored for one's attempts. the supervision.detected to be at once joined to productivity also because to personal welfare. and the achievement of other destinations that lead to a common feeling of fulfillments. A simple or general way to define it therefore is as an attitudinal variable: “Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. This framework postulates that job satisfaction depends on the balance between work-role inputs . doing it good. it has many facts such as nature of work. in this case the satisfaction that the individual associates with his or her job. based on the assumption that there are basic and universal human needs. publicity. promotion. such as the ability to use initiative. such as pay.wages. or job security. status. relations with supervisors. if an individual’s needs are fulfilled in their current situation. pay and promotional opportunities. Other theorists (e. Rose.g. Intrinsic sources of satisfaction depend on the individual characteristics of the person.” An alternative approach is that proposed by Sousa-Poza.and work-role outputs . Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialize. are really the degrees of satisfaction with a number of different dimensions of the job. fringe benefits. these are financial and . 2001) have viewed job satisfaction as a bi-dimensional concept consisting of intrinsic and extrinsic satisfaction dimensions. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. then job satisfaction will increase. these are symbolic or qualitative facets of the job. Harvard professor radical (group) (1998) sees job satisfaction as the naming radiant that leads to identification.

reasonable expectations and realistic. relates to the double meaning of the word ‘job’: the work tasks performed and the post occupied by the person performing those tasks. a win-win situation is created for the employer and employee. as described by Rose. performing work tasks provides a stream of experiences. Historically. any resulting data summarizing these reactions are indispensable. new and changing technologies. etc) for rewards (both material and symbolic). paternalistic organizations are quickly going the way of the dinosaur. provide service.other material rewards or advantages of a job. However. (Rose. and appreciate the organization’s salary/benefit strategy. as equally as possible. Every job is an instance of the employment relationship. who enjoy and are skilled in the tasks assigned to meet the organization’s goals. self-aware applicants. such data must not be weighted higher than those concerning experience of the overt (or ostensible) contractual terms .above all. embodying a contract (substantive or implied) to exchange an ability to work (labour. Organization-provided satisfiers are offered to employees in exchange for outcomes the organization considers valuable. The meaning of ‘job’ as a post or appointment is of primary importance. the focus of organizations has been to establish a generally acceptable organizational culture. 2001) Job Satisfaction: Whose Job is it? Due to the rapid changes in the global marketplace. Both extrinsic and intrinsic job facets should be represented. that can energize psychosocial responses. A critical component in establishing a “winwin” relationship between employers and their employees is having a mutual understanding of the importance of job satisfaction. Job satisfaction . in a composite measure of overall job satisfaction. technical and social. exercise ingenuity. Today’s employers expect their workers to be self-directed and responsible for their own career development.organization’s view Organizations hire people to perform specific tasks that help them achieve their business goals. This distinction. such as high levels of . When an organization successfully finds people who “fit” the job requirements. The process of selecting employees is dependent on accurate job descriptions. and significant competition in all industries. They want to hire the talent necessary to achieve organizational goals that are consistent with their mission and profitability. True. direct efforts of others. those concerning pay and job security.

to do meaningful work. The annual performance review is typically the main conversation to explore productivity and satisfaction. All of these types of critical rewards are determined by the organization based on their strategy to be profitable and competitive in recruiting and retaining people. This is the heart of how employees and organizations negotiate the value of the labor exchange. managers juggle multiple demands to achieve organizational goals. In summary. opportunities for advancement. it is challenging for an organization and manager to identify and promote employee satisfaction at an individual level. retaining and developing talent.employee’s view Starting with the end in mind. or to learn new skills. or a good retirement plan? Some people may be interested in tuition reimbursement. (de-motivating when not met). and are at the heart of productivity and performance. These satisfiers are more directly related to how much we enjoy our day-to-day tasks and our role in the organization. reflect for a moment on what people might be looking for when they take a job. retirement investments and tuition reimbursement. and we expect to discuss the assignment and performance of our work with an immediate supervisor or manager.performance and loyalty. This is surprising because these job-related satisfiers are highly motivating when met. Job Satisfaction . . so they can easily under-appreciate the powerful influence that job-related satisfiers have on employees’ overall satisfaction. This second aspect is referred to as job-related satisfiers. Perhaps they are working mainly for a paycheck? Maybe their health benefits are most important. Employers that understand another critical aspect of job satisfaction will gain an advantage in recruiting. and to be valued. Job-related satisfiers have to do with the employee’s desire to use his/her abilities to make a contribution. How we perform on daily tasks is related to our productivity. they seldom get to meaningful conversations about satisfaction with tasks or the “fit” of the current or future work itself. goal attainment and salary adjustments. the satisfiers and enjoyment that an individual employee experiences from performing the actual work or tasks of his or her job. They also face increasing expenses in benefits such as healthcare. Also. employees can help ensure that managers are better able to provide the necessary guidance or coaching support. Since these conversations focus more on evaluation of performance. Organizations benchmark their compensation and benefit strategies to remain competitive in hiring and retaining talent. By taking the initiative to communicate with their managers.

Locke (1976) presented a summary of the dimensions of the jobs that consistently have been found to contribute significantly to employees join satisfaction. should expect to find satisfaction with the work done by subordinates and over their pay. “Every event or a condition ultimately is caused by someone or something and every agent is liked or disliked because he is perceived as shaving done or failed to do something. for other it may be the reverse. and subordinates pay is based upon some company wide scale. we should expect less co-variance among satisfaction with work itself. should expect to find satisfaction with the work done by subordinates very little. To the extent that’s this is so. For example. The same amount of pay may lead to quite different feelings about how good it is. but nevertheless. The individual job facts can be considered in order to learn which seems to be producing positive and which ones negative feelings on the part of employees. Combining Dimension of Job Satisfaction It seems intuitively obvious that all of the job dimensions are not equally important to all the people in determining overall satisfaction with their jobs. they are relatively specific attitude objects for which the organizational members have some position on a like dislike continuous. according to Locke. If job satisfaction measures are used to diagnose potential problem areas in the join setting. . then separate dimensions are more valuable than an overall measure. pay and supervision”. it is clear that in some setting in which supervisor have considerable control over work due by their subordinates and over their pay.Specific Job Dimension In case the satisfaction that the individual associates with his or her job. Some people may consider their pay very important and working conditions less so. Single or Multiple Dimensions Should job satisfaction be considered a simple entity or should satisfaction with each of the dimension of interest be considered separately? The answer depends on the reason or reasons for being concerned about job satisfaction. feelings about pay are quite clear. almost all will have formal for themselves. Likewise. if on the other hand – the interest is in the relationship between a general responses to be job such as a quitting a measure of overall job satisfaction may be more appropriate. For example consider work itself and pay. are really the degree of satisfaction with a number of different dimensions of the job.

it does not work. Characteristics and factors in Job Satisfaction It should be obvious by now that job satisfaction is a complex and multidimensional phenomenon. On the other hand. we may conclude that job satisfaction with these variables contributes to overall job satisfaction. It is much better to select a set of job dimension that have been found to apply to most jobs and then simple to weight each dimension score equally to calculate overall satisfaction. it is tempting to weight the dimensions of their relative importance to the individual. neutral feelings of satisfaction usually mean that the factor really does not matter much. they also indirectly indicate the dimension’s importance. This is because higher level jobs carry greater prestige and self control. to have either strong positive or negative feeling indicates that the dimension’s importance thought to feel strongly about it. when combining measures of satisfaction with several dimensions of their job. Several reasons have been suggested for why importance ratings don’t work. Organizational Factors Studies of occupational level relation to job situation revealed on unequivocal fact that higher occupational level increases the level of job satisfaction.Therefore. Following organizational factors bear a relationship with job satisfaction:Job Content . weighting satisfaction rating by importance is redundant and adds nothing. The following characteristics or factors have been generally agreed to have a direct bearing on the level of satisfaction of employees:  Organizational Factors Personal Factors 1. The most compelling is that when individuals rate their satisfaction with any single dimension of the job. The nature and extent of factors contributing to it are not yet fully known but good deals of research studies in various countries with different cultures have certainly advanced our understanding of factors. Therefore. From the above account of nature and factors of job satisfaction. the data are very clear for this issue. This relationship between occupational level and job satisfaction stems from need fulfillment theory.

which has a considerable hearing on the job satisfaction level. Education and Intelligence . An individual aspires for a better and more prestigious job in later year of his life. As the months pass. The role people play and the status they enjoy are all too often determined by age. Length of service It may be argued that beginners start with favorable attitude both toward their job employer. the job becomes routine and co-worker familiar and hence the enthusiasm wears their resulting problems of adjustment to training. interests and capability he feels satisfied but on the contrary. Pay and Promotional Opportunities These variables are of great importance and are positively related to job satisfaction. Interaction in Work Group Interaction could be most satisfying when it result in the cognition that other person’s attitude are similar to one’s own. The relationship between age and job satisfaction could be positive up to the pre-retirement years and then there is sharp decrease in satisfaction. the greater the satisfaction of the individual involved. it results in being accepted by other and it facilitates the achievements of goal. he becomes dissatisfied. Job Security This factor is crucial factor in determining job satisfaction level. Type and Nature of Work It is another factor inherent in the job. The employees who successfully pass the period of initial adjustment are less likely thereafter to quit the job but report low job satisfaction for number of years. Personal Factors Age The phenomenon of ageing pervades all man’s activities. if an employee finds his job against his attitude and capability. Finding Ills channels for advertisement blocks his satisfaction declines. Age is also an important consideration in determining a man’s promotion of his failure to receive it.If there is variation in job content and less repetitiveness with which the task must be performed. If an employee finds the type of nature of work according to his attitude. Considerate Leadership It results in higher job satisfaction as compared to inconsiderable leadership because people like to be treated with consideration. 2. This is an understanding in the face of wide spread unemployment uncertainties in the employment market.

more than job requires may well lead to dissatisfaction. Effects of Low Job Satisfaction Job Stress When employees are not happy with their jobs. Poor Overall Morale When one employee is miserable doing their job. chances are you are going to feel dissatisfied and even little things will make you feel stressed out and unhappy. Workers who are satisfied or happy at work are much less likely to report feeling stressed out by their job. Similarly. Too much education and/or intelligence i. if they are not improved. too little will make the job prove too much of a challenge and this may lead to job dissatisfaction. Lack of Productivity .e. it will begin to color how they view their own jobs. all of the other employees they come into contact with are going to be affected by their attitude.if you are not doing something you enjoy. Negative attitudes can spread through a workplace like wildfire and.  Have little or no say in decision making that affect employees  Fear of losing their jobs. the overall morale of the employees will take a sharp decline. they are much more likely to experience and report stress on the job.Education and intelligence of employees determine his level of job satisfaction. Reasons for low Job Satisfaction  Conflicts between co-workers  Conflicts between supervisors  No opportunity being paid for what they are doing. This is basic human nature -. If they see someone who is so obviously miserable.

Companies often pay the cost of tuition for employees taking university courses. Such things as providing spacious work areas rather than cramped ones. It is a vicious cycle that is all too common. the employee is going to quit so that they can find a job they actually enjoy doing. They find hundreds of other things to do that do make them happy. Many industries such as food service suffer from high turnover rates and the inability to retain qualified workers. a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on a track to advancement within the organization. they don't focus well and they don't pay attention to their tasks. When someone is unhappy. Workload and Stress Level . When one member of a team displays low productivity. we have basic human nature at work. Sooner or later. for example. Providing productivity tools such as upgraded information technology to help employees accomplish tasks more efficiently contributes to job satisfaction as well. Again. all that while ignoring the job they should be doing. particularly in difficult industries in which the jobs are tough and the pay is low. it's important for because companies try to optimize working conditions. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion. coupled with low employee morale equals a lack of productivity in the workplace. It is up to small business owners and managers to find a way to increase job satisfaction. and their productivity will begin to decline as well.Low job satisfaction. adequate lighting and comfortable work stations contribute to favorable work conditions. Other Factors Affecting Job Satisfaction Working Conditions Employees spend so much time in their work environment each week. During an employee's annual performance review. Opportunity for Advancement Employees are more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. High Employee Turnover Rates Low job satisfaction also creates high turnover rates with employees. it is only natural for other members of the team to feel dissatisfied as a result.

Respect from Co-Workers Employees seek to be treated with respect by those they work with. Companies need to have a mechanism in place to evaluate employee performance and provide salary increases to top performers. such as bonuses. Job Satisfaction Influence on Behavior Job satisfaction can affect a person's level of commitment to the organization. 50 percent of those responding said they had personally experienced a great amount of workplace incivility. also bring excitement and higher job satisfaction to the workplace.Dealing with a workload that is far too heavy and deadlines that are impossible to reach can cause job satisfaction to erode for even the most dedicated employee. Employees may need to be reminded what behaviors are considered inappropriate when interacting with coworkers. extra paid time off or vacations.with rude or unpleasant coworkers -. Opportunities to earn special incentives. Job satisfaction can affect relationships. Fifty percent also believe morale is poor where they work.is one that usually has lower job satisfaction. Managers need to step in and mediate conflicts before they escalate into more serious problems requiring disciplinary action.  If a person feels satisfied with what they are doing it feels less like work and more enjoyable. Many times. Employees also need to know their supervisor's door is always open for them to discuss any concerns they have that are affecting their ability to do their jobs effectively and impeding their satisfaction at the office. Relationship with Supervisors Effective managers know their employees need recognition and praise for their efforts and accomplishments. The office operates in a crisis mode because supervisors don't allow enough time for employees to perform their assigned tasks effectively or because staff levels are inadequate. this environment is caused by ineffective management and poor planning. In an August 2011 survey published by FoxBusiness. A hostile work environment -. . Financial Rewards Job satisfaction is impacted by an employee's views about the fairness of the company wage scale as well as the current compensation she may be receiving. Falling short of deadlines results in conflict between employees and supervisors and raises the stress level of the workplace.com. absenteeism and job turnover.

and the amount of effort a person puts in to perform activities outside their job description Figure 0. Become more self-aware. preferences. This positive outlook often spreads to others that work with the individual and can have a positive experience on everyone's performance. which can impact job performance. Tips to manage carrier and Job Satisfaction 1. Job satisfaction also reduces the chance of feeling stress. Job turnover the number of employees who leave an organization of their own free will and need to be replaced by management.  Job Satisfaction Influence on Behavior Job satisfaction can affect a person's level of commitment to the organization. Practice using both personal and organizational information to analyze and evaluate . and job turnover rate. While there are some indications that job satisfaction is directly tied with job performance. It isn't an effort for them to get up in the morning and go to work. and problem solving. If a company is facing financial hardship. They are in a positive mood and often able to improve in areas of brainstorming. It can also affect performance levels. 2. Stress can also impactdecision making skills and may lead to making unethical decisions. If a person is committed to their job. mental well being. decision making.  When a person is happy they are more likely to have a positive outlook on life  and are more energetic and productive. absenteeism. If a person feels satisfied with what they are doing. his/her willingness to participate in problem solving activities. and physical health. then his/her job feels less like work and more enjoyable. If a person is committed to their job they are more willing to work longer hours or take on additional responsibilities without an increase in pay. Learn about your aptitudes/abilities. feeling less stressed and increased levels of satisfaction can positively impact a person's behavior. When a person is happy they are more likely to have a positive outlook on life and are more energetic and productive. this individual may also be willing to take a pay cut or take on extra duties until management can help turn the organization around. then they are more willing to work longer hours or take on additional responsibilities without an increase in pay. values. and interests and be prepared to articulate where you can best contribute and what is important to you.

7. Creating Job Satisfaction For many of us. ski patrollers. What items relate to the organization. Benchmark the type of work you perform in your organization with comparable work in similar organizations. Sure. Also. Since most professional jobs today are a composite of projects. 5. Remember. some will be more inviting to you than others. conduct an annual career checkup. professional athletes. 8. Make a list. This broader context will let you see trends and help you to evaluate the organization-provided rewards more objectively. share your thoughts about what you don't enjoy and why. 9. By understanding what you want and taking the opportunity to influence your manager.Be proactive. and golf pros may have found a way of doing what they love and getting paid for it. 6. Build a professional support network to keep current on your field and understand the changes that may be coming.different work requirements to help you evaluate what offers a good fit. or your job? Is there something you need to learn or change to improve the situation? Have the job responsibilities altered over time? Take the time to get at the root of what isn't working. department. 4. Identify specifically what is contributing to your satisfaction or dissatisfaction. Find a mentor in the organization to give you feedback and help you find developmental opportunities to contribute that more closely fit your work profile. Develop a relationship with a career professional. But is . Learn how to talk with your manager about what types of projects you enjoy or specifically identify roles that are appealing. you are more likely to gain access to projects that are attractive to you 3. the idea of having a job that is truly satisfying – the kind where work doesn't feel like work anymore – is pure fantasy. at times we all have assignments find work tasks that are not satisfying.

you are looking for promotions and career development opportunities. or control. power. or a passion? Depending on  which type of work you are in right now. seize the opportunity and enjoy it! Luckily. or intrinsic enjoyment that need to be present in your work for you to feel satisfied. Identify Your Satisfaction Triggers  There are three basic approaches to work: is it a job. Job satisfaction doesn’t have to mean pursuing the ultra-glamorous or making money from your hobby. or watching products fly by them on conveyor belts. If you work at a CAREER. will help you to identify and adjust your satisfaction expectations accordingly. these are generalizations. Inevitably. Your overall satisfaction is typically linked with your status. power. The heart of job satisfaction is in your attitude and expectations. the work itself is the factor that determines your satisfaction. the things that give you satisfaction will vary. regardless of money. Whether you work on the farm. or  position. the compensation aspects of the position will probably hold more  appeal than anything else. you then need to work on some of our seven 'ingredients' for a satisfying job. Being aware of the type of work you are doing. These ingredients are:   Self-awareness.there actually anyone out there who dreams of sitting at a desk and processing paper. and find it in the most unexpected places. when they do not. the secret is to understand the key ingredients of your unique recipe for job satisfaction. a career. Challenge. in the corner office or on the basketball court. a production line. prestige. You can work at job satisfaction. or working to solve other people’s problems? Career dreams are one thing. it’s good to know that it is possible to get job satisfaction from a practical choice of career. . it’s more about how you approach your job than the actual duties you perform. and you will probably find that you get satisfaction from more than one approach to work. When they happily coincide. If you work at a PASSION. and have the greatest impact on whether you stay or go. and the things you need for job satisfaction. Building Job Satisfaction Once you have identified the blend of status. If you work at a JOB. practical reality is often another.

A useful framework for conducting this type of analysis is a Personal SWOT analysis. different things challenge different people at different times. Balanced lifestyle. It is difficult to feel satisfied with something you aren’t very good at. you can make it challenging. and that you can realistically achieve. or set up a friendly competition among co-workers. the more potential for job satisfaction you have.     Variety. Self-Awareness The first step in the search for job satisfaction is to know yourself. and intrinsic reward that suits you. . and manage your own expectations. you need to understand your strengths and weaknesses. and minimize those weaknesses. and try to find a position that uses some of those skills too. Does this mean your job has to be the head of engineering at NASA? No. so rather than spend time beating yourself up about it. You can find a Bite-Sized Training session on how to do this here. you can work towards the ideal blend of compensation. which helps you understand what you value and what motivates you in your career. and what de-motivates you). This will help you identify what types of profession will allow you to build on those strengths. Even if the job itself is not all that challenging. Challenge Some days you may deny it. The remaining six 'ingredients' determine how much of that potential you actually achieve. but we all thrive on interesting challenges. The greater the match between your preferences and the requirements of the job. Some great ideas here include: Set performance standards for yourself – aim to beat your previous record. If you're to be happy and successful. Knowing this will help you to set appropriate goals. (and also what you do not value. You just need to figure out what you can do to make sure you don’t allow yourself to go stale at work. status. Knowing your options. A useful tool for this is Schein’s Career Anchors. A sense of purpose. Another important component of self-awareness is to have a good understanding of your personality traits and your preferred style of working. take a long hard look at the things at which you excel.By increasing your self-awareness. Positive attitude.

When your mind is bored you lack interest and enthusiasm and even a well-matched job becomes dissatisfying. angry or frustrated. Variety Closely related to the need for challenge is the need to minimize boredom. which helps you to identify and change negative and unhappy thinking patterns Know Your Options When you feel trapped. Some common methods to alleviate boredom at work include:       Cross train and learn new skills. Commit to viewing obstacles as challenges. Ask to be moved to a new assignment or department requiring the same skills. To help you with your quest to become positive. Accept that mistakes are simply opportunities to learn. Volunteer to take on new tasks. Commit to professional development – take courses. Become an optimist. Positive Attitude Attitude plays a huge role in how you perceive your job and your life in general. Start or take on a project that uses skills you would like to use. keep your skills fresh and current. read books or trade magazines and attend seminars. However you do it. However. or rewarding. At first you wonder what else is out there for you. If you are depressed. Get involved with committee work. or take a sabbatical. you can start to get anxious. Ask to work a different shift. Don't dwell on setbacks. Boredom is a common culprit when it comes to job dissatisfaction. or want to improve. you can turn your internal dialogues around and start to see most events in your life as positive and worthwhile. Put the events of the day in the correct context. Mind Tools has a useful article titled Thought Awareness. than passing your skills and knowledge on to others. Go on an extended leave. This progresses to the point where you become convinced that anything . Reframe your thoughts to the positive. Ask for new responsibilities – these will give you opportunities to stretch yourself. you're much less likely to be satisfied with anything. Here are some tips:        Stop negative thoughts from entering your brain. Making a change to a positive attitude is a complex process that requires a lot of work and a strong commitment.Teach others your skills – nothing is more challenging. Rational Thinking and Positive Thinking. over time.

3. Keep up to date on employment trends. In the new data it is still there. When you focus too much on one at the expense of the other you risk putting your whole system in distress. Maintain a Balanced Lifestyle You'll have heard many times that you need to keep your life and work in balance. Job secure The lower importance of job security. When work takes over your life. Update your resume on a regular basis. beaten pay off the top spot for the first time. This now seems to have been a short-lived phenomenon. compared with earlier research. such as one by Carolyn Wiley in 1997. one compelling outcome of the research was that interesting work had. but over the last year. Today’s top 3 job motivators 1. 2.other than the job you're doing has got to be more satisfying. the answer seems to lie in the current economic uncertainty. was an indicator of people’s willingness to engage in a portfolio career and expectations they had that as their career develops they might move organizations on a regular basis. with higher unemployment – currently standing at 7. Interesting work In 2008. it is easy to resent it and lose your sense of perspective: Suddenly everything about your life is clouded with negativity. The Life Career Rainbow and The Wheel of Life are two great tools to use when seeking to attain and maintain an appropriate work life balance. Adopt an 'I’m keeping my options open' approach. To combat this. It is easy to discount the significance of having a job when the economy is buoyant and there seem to be lots of opportunities out there. As to why. you have more control.The availability of rewards and pay raises in the current climate is . When you feel you have options.8% – and regular news of redundancies and business closures people would inevitably be much keener to hang onto the jobs they have. Full appreciation of work done Recognition (full appreciation of work done) now ranks more highly than financial rewards (good wages). unlike in previous studies. so people still want to be doing something that compels and engages them. Research other jobs that interest you. that job has much more appeal than if you feel forced to stay because you feel you have no alternative. continuously scan your environment for opportunities.       Keep a list of your accomplishments. When you make a positive choice to stay with a job.

But we also know that it is the recognition that matters most. Nonetheless they both remain powerful tools for motivation.having an impact here. In an experiment where students were rewarded differently for a simple computer based task. the greatest performance came not with the highest reward but where students were working solely as a favour and for the thanks of the researcher. So recognition and rewards are important motivators. So remember to say thank you for a job well done! .

.To find out the causes of job satisfaction.To find out the satisfaction level of employees.OBJECTIVES OF STUDY OBJECTIVE OF THE STUDY 1. 2.

REVIEW OF LITERATURE .

high in emotional intelligence. Goleman (1998) research demonstratesthat emotional intelligence has proven to be twice as important as any other competency in any job role. Pay can be a factor in decision to stay or leave. Sales people. it is clear that dissatisfaction with pay can be a key factor in turnovers.REVIEW OF LITERATURE Grover(1995)Wellness programs for healthy working environment. have proven to outer perform others by up to by to 319%. IQ only . the reward system is one of the most effective and influential tools available to the organization” Jerald (1997) Cotton and Tuttle say that employee satisfaction with pay level is important because it has been found to have an effect on levels of absenteeism and turnover. The tougher and more challenging the role the more emotional intelligence becomes the important factor in success. He also found that 90% of exceptional leaders’ results are attributed to their emotional intelligence and observed that being successful is much more than just intelligence. may help organization to cut employer health costs and to lower absenteeism and turnover of employees (Carolyn Petersen).Family Health benefits often have spillover effects in the form of loyalty because employees see the benefits as evidence that the organization care about its employees. IRS (1996) “When it comes to reinforcing team behavior.

Indvik (1999) it is seen that a person with high emotional intelligence (EI) has the ability to understand and relate to people. paid sick leaves. When emotional intelligence is present there is increased employee cooperation. Shellenbarger (1999) Rewards may enhance the employees’ financial well-being through wages. increased motivation. Division leaders without that critical mass under mass under performed by almost the same amount. performance and there is lot of evidence that they often do suggest that job candidates look for organizations with reward systems that fit their personalities. or profit sharing. In fact. It shows the critical factor for sustained achievement is not only a function of ability or talent but 80% of achievement is dependent on emotional intelligence. bonuses. or indirectly. Clelland (1999) found that when senior managers had a critical mass of emotional intelligence capabilities. and purchase discounts Hareckiewicz and Sansone (2000) identify that compensation benefits energize and guide behaviors toward reaching a particular goal.accounts for about 4% to 20% of results. Cheung and Scherling (1999) identifies that employee job satisfaction is a function of extrinsic (pay. increased productivity and increased profits. through employer-subsidized benefits such as retirement plans. this skill is now considered to have greater impact on individual and group performance than traditional measures of intelligence such as IQ. promotion and good relationship in the work place) and intrinsic (achievement of tasks) rewards offered by a job. Lazer (2000) Rewards promote efforts. Rewards that are proportional to the value of suggestions will facilitate intrinsic motivations. He found that the more positive the overall moods of people in the top management team. paid vacations. . their divisions outperformed yearly earnings goals by 20%. the more cooperatively they worked together – and the better the company’s business results.

confidence. rest room facilities..( 2012) Today most of the theorist has emphasized the importance of human resource as single most important factors for sustaining competitive edge. but do not appear to use it.Green (2001) says managers can motivate employees by setting in motion the conditions required for motivation such as working environment. The main aim of this study is to analyze the satisfaction level of paper mill employees. Anitha . trust and satisfaction that enforce employees to improve their performances. Canteen. So employee’s satisfaction is very important. and if these factors are given little more care. organizational commitment and involvement DevinaUpadhyay&Anu Gupta. considering personality as a moderating variable. Taylor (2009) it is observed emotional intelligence is the ability to perceive one’s emotions and to effectively manage one’s behavior in emotionally changed situations. educational qualification and experience. without employee no work can be done. The organizations lack the relationship between workers and supervisors. . but unnecessary or irrelevant for others. . R. Results suggest that emotional intelligence is potentially helpful in reducing stress for some individuals. reward system of the employees and promotions must be given based on merit. This paper seeks to investigate the role played by welfare practices in the process of motivating Employees. David (2007) this investigation among 158 freshmen examined the association between emotional intelligence and stress. the company can maintain high level of satisfaction. rewards.(2011) Employee is a back bone of every organization. It is also the ability to factor in the emotions of others as one interacts with them.working conditions. Dr. We highlight results among the highly stressed intense but confused participants in particular because they have average emotional intelligence. presumably because they lack confidence in their emotional ability. The study explored three prominent factors like communication for determining satisfaction. recognition and promotion policy . Employee welfare relates to all the benefits which are provided by the organization to provide comfort .

RESEARCH METHODOLOGY .

This research plan is the jargon of the researcher. The word design means to prepare a preliminary sketch or to plan for work to be executed. is called a research design. I have done my research project mainly used Descriptive research studies.Samplingdesign:Convenience sampling was used in research. 3. and if someone wants to conduct a research project effectively and efficiently. 4. Data collection Both the primary and secondary will be the sources of data collection but in this study the data was collected mainly through primary sources. Sampling design 1.Primary data Following is the main method of collecting primary data .Samplingsize:The sample size is of 100 employees. and research design would mean to prepare a plan to execute a research report. 2. then he has to plan the whole research process.Books 3.Various websites 2. and sample would include the employees.Journals 2.Sampling unit: The research work is in Rajpura. Secondary data The required data were collected from following sources 1.RESEARCH METHODOLOGY Research design One of the scientific principles of modern management is planning.Research design:-Descriptive research. In primary sources and Secondary sources we include: 1.

and interpreted and analyzed with a view to get some useful information.1. Questionnaires Data analysis The data has been collected.tabulated. In order to make study more comprehensive responses have been presented with the help of various tables and diagrams Analysis and Interpretation .

54% Agree.ANALYSIS AND INTERPETATION 1.The 1st question asked from respondent was Are Working hours Convenient for you? Out of total respondents 32% Strongly agree . .6% Disagree and 1% Strongly disagree. Are Working hours Convenient for you? Segment FREQUENCY PERCENTAGE Strongly agree 32 32% 54 54% 7 7% 6 6% 1 1% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 6% 1% 7% Strongly agree Agree 32% nether agree nor disagree disagree strongly disagree 54% INTERPRETATION: .7% Neither agree nor disagree.

2.Neither agree nor disagree. .13% . Are you happy with your work place? SEGMENT FREQUENCY PERCENTAGE Strongly agree 18 18% 65 65% 13 13% 2 2% 2 2% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 2% 2% 13% Strongly agree 18% Agree Neither agree nor disagree Disagree Strongly disagree 65% INTERPRETATION: .The 2nd question asked from respondent was are you happy with your workplace? out of total respondents 18% Strongly agree .65% Agree.2% Disagree and 2% Strongly disagree.

.Do you feel you have too much work to do? SEGMENT FREQUENCY PERCENTAGE Strongly agree 10 10% 40 40% 20 20% 15 15% 15 15% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title Strongly agree 15% 10% Agree Neither agree nor disagree 15% Disagree 40% Strongly disagree 20% INTERPRETATION: .The 3rd question asked from respondent do you feel you have too much work to do? outof total respondents 10% Strongly agree .40% Agree.3.15% Disagree and 15% Strongly disagree.20% Neither agree nor disagree.

8% Disagree and 5% Strongly disagree. . Are Safety measures provided by the Company? SEGMENT FREQUENCY PERCENTAGE Strongly agree 17 17% 50 50% 20 20% 8 8% 5 5% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 8% 5% Strongly agree 17% Agree Neither agree nor disagree 20% Disagree Strongly disagree 50% Interpretation:-.20% Neither agree nor disagree.50% Agree.4.The4th question asked from respondent Are safety measures provided by the institution? outof total respondents17% are Strongly agree .

The 5th question asked from respondent Is your relationship cordial with your supervisor? out of total respondents 21% Strongly agree .22% Neither agree nor disagree.5. Is your relationship cordial with your Supervisor? SEGMENT FREQUENCY PERCENTAGE Strongly agree 21 21% 43 43% 22 22% 8 8% 6 6% 100% 100% Agree Neither agree nor disagree Disagree Strongly disagree Total 8% 6% 21% Strongly agree Agree 22% Neither agree nor disagree Disagree Strongly disagree 43% INTERPRETATION: .8% Disagree and 6% Strongly disagree.43% Agree. .

27% Neither agree nor disagree.18% are Disagree and 4% Strongly disagree.35% Agree.6.The 6th question asked from respondent is that is your supervisor partialout of total respondent 16% are Strongly agree .Is your supervisor partial? SEGMENT FREQUENCY PERCENTAGE Strongly agree 16 16% 35 35% 27 27% 18 18% 4 4% 100% 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 18% 4% 16% Strongly agree Agree Neither agree nor disagree Disagree 27% 35% Strongly disagree INTERPRETATION: . .

Does your Supervisor consider your opinion too while taking decision? SEGMENT FREQUENCY PERCENTAGE Strongly agree 23 23% 35 35% 24 24% 12 12% 6 6% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 12% 6% Strongly agree 23% Agree Neither agree nor disagree Disagree Strongly disagree 24% 35% INTERPRETATION: .The 7th question asked from respondent out of total respondent is that Does Your supervisor consider your opinion while taking decision 23% Strongly .7.

24% Neither agree nor disagree.3% Disagree and 3% Strongly disagree. .35% Agree.The 8th question asked from respondent are your co-workers supportive ? out of total respondents 48% Strongly agree .41% Agree.5% Neither agree nor disagree. 8.agree . Are your co-workers supportive? SEGMENT FREQUENCY PERCENTAGE Strongly agree 48 48% 41 41% 5 5% 3 3% 3 3% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title Strongly agree 3% 3% Agree 5% Neither agree nor disagree 48% 41% Disagree Strongly disagree INTERPRETATION: .12% Disagree and 6% Strongly disagree.

Do People in Company have concern with eachother and tendency to help one another? SEGMENT FREQUENCY PERCENTAGE Strongly agree 9 59 9% 59% 20 20% 6 6% 6 6% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 6% 9% 6% Strongly agree Agree Neither agree nor disagree 20% Disagree Strongly disagree 59% INTERPRETATION: .20% Neither agree nor disagree.59%Agree.9. .The 9thquestion asked from respondent was Do People in Company have concern with each another and tendency to help one another ?out of total respondents9% are Strongly agree .6% Disagree and 6% Strongly disagree.

Are you satisfied with the chances for your promotion? SEGMENT FREQUENCY PERCENTAGE Strongly agree 22 22% 30 30% 26 26% 13 13% 9 9% 100% 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 9% 13% Strongly agree 22% Agree Neither agree nor disagree Disagree Strongly disagree 26% 30% INTERPRETATION: .the 10th question asked from respondent was that Are you satisfied with the chances for your promotion?outof total respondents 22% Strongly .10.

agree . 11.Are you satisfied with the benefits offered by the Company? SEGMENT FREQUENCY PERCENTAGE Strongly agree 20 20% 36 36% 22 22% 13 13% 9 9% 100% 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 9% 13% Strongly agree 20% Agree Neither agree nor disagree Disagree 22% Strongly disagree 36% INTERPRETATION: .26% Neither agree nor disagree.30% Agree.The 11th question asked from respondent was that Are you satisfied with the benefits offered by the Company ?out of total respondents20% .13% Disagree and 9% Strongly disagree.

Strongly agree .13% Disagree and 9% Strongly disagree.36% Agree.22% Neither nor disagree.Is your salary fair for your responsibilities? SEGMENT FREQUENCY PERCENTAGE Strongly agree 17 17% 28 28% 28 28% 19 19% 8 8% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 8% Strongly agree 17% Agree Neither agree nor disagree 19% Disagree 28% 28% Strongly disagree . 12.

13.28% Neither agree nor disagree.Are salary increments based on performance? SEGMENT FREQUENCY PERCENTAGE Strongly agree 18 18% 34 34% 22 22% 20 20% 6 6% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title 6% Strongly agree 18% 20% Agree Neither agree nor disagree Disagree Strongly disagree 22% 34% .INTERPRETATION: .28% Agree.The 12th question asked from respondent was that Is your salary fair for your responsibilities?out of total respondents 17% Strongly agree .19% Disagree and 8% Strongly disagree.

22% Neither agree nor disagree.INTERPRETATION: . 34% Agree. 14.20% Disagree and 6% Strongly disagree.the 13th question asked from respondent was that Are salary increments based on performance ?out of total respondents 18% are Strongly agree .Are you satisfied with the space available for lunch and breaks? SEGMENT FREQUENCY PERCENTAGE Strongly agree 19 19% 48 48% 15 15% 12 12% 6 6% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title Strongly agree Agree 6% 19% 12% Neither agree nor disagree 15% 48% Disagree Strongly disagree .

INTERPRETATION: . 15.48% Agree.Do you believe that your job is secure? SEGMENT FREQUENCY PERCENTAGE Strongly agree 15 15% 28 28% 32 32% 18 18% 7 7% 100 100% Agree Neither agree nor disagree Disagree Strongly disagree Total Chart Title Strongly agree 7% 15% Agree 18% Neither agree nor disagree Disagree 28% 32% Strongly disagree .12% Disagree and 6% Strongly disagree.15% Neither agree nor disagree.The 14th question asked from respondent was that Are you satisfied with the space available for lunch and breaks?out of total respondents 19% are Strongly agree .

INTERPRETATION: .18% Disagree and 7% Strongly disagree.28% Agree.32% Neither agree nor disagree.the 15thquestion asked from respondent out was that Do you believe that your job is secure? Out of total respondents 15% Strongly agree . FINDINGS OF STUDY .

FINDINGS The descriptive statistics table helps us to derive satisfaction level of employees on various factors:  Employees have good relationship with the superiors and co-workers because  48%respondents are strongly agree. Employees response is moderate about the communication and motivation from their superiors.  The communication and motivation of employees by their superiors in this organization is reasonable.  Less number of respondents are satisfied with the environment and nature of work factors.  Employees are happy while working in workplace because 65% employees are agree.  Just 17% employees are getting fair salary.  Respondents are happy with the benefits provided by company. .  Only 32%employees feel that their job is secure.  Pay and promotion activities in this organization are not good only 30%respondents are agree.

 Employees are satisfied with the space available for lunch and breaks . Employees are agree that they have convenient working hours. SUGGESTIONS AND RECOMMENDATIONS .

Fair system to pay salary.Incentives should be increased.Feedback should be taken from employees once in a year.More focus should be on maintaining cordial relationship between co-workers. 8. 7.Job should be secure. 4.Supervisor must consider employees opinion too while taking decision.There should be training and development programs for the employees. . 2. 3. 5. 6.There should be more facilities to employees. 9.There should be better working conditions.SUGGESTIONS AND RECOMMENDATIONS 1.

LIMITATIONS .

interpretation and statistical error in final report.  Sometime people don’t have time to fill Questionnaire.LIMITATIONS  Data collection error may be their due to wrong response from respondents as sometime they are not right person who takes actual decision.  Generally the respondents were busy in their works and were not interested in responding. project area was limited. so they give only little information. .  Due to cost and human element is involved.  Some people don’t want to give right information due to some constraints.  There can be analytical.

CONCLUSION .

what they  do in beginning especially regarding Promotion. the perceived fairness of the promotion system within a company.CONCLUSION Job satisfaction describes how content an individual is with their job. leadership and social relationships and the job A company that does not have responsive leadership and proactive employee relation's policies will have dissatisfied employees with low morale.  Most of the employees think that the organization hasn’t fulfilled their promises. . the quality of the working conditions. these factors include the level of pay and benefits.  Employees are not getting value to their work. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by their parent’s occupation. They often feel overworked.  Most of employees think that they are not on their actual path. There are a variety of factors that can influence a person's level of job satisfaction.  Employees are not completely satisfied with their job .

BIBLOGRAPHY .

com/business/docview/219774375/138 groverhttp://searchproquest .jounal of organization behaviour feb.//humanresources.com /business/docview/224869425/138 newman.com/job satisfaction.scribd.htm http.jounal of organization behaviour feb.com/business/docview /225386457/139 https://en.vgankar Himalaya publishing house .22.about.google.com/_management_sciences/_hrm/_process_25.com/business/docview /225386457/139 groverhttp://searchproquest .html#.//www.com Books  Human resource management Philip kotler Shashik. evanshttp://searchproquest .bmamoria and s.UcbCScF yaIU International journal of management research and technology Ipsa.22.1 www.htm http.BIBLIOGRAPHY WEBSITES AND JOURNALS                 cooke 213c600307a0/20.com/doc/91618573/employee satisfaction http://studyvalue.1 Sharma Volume 6number I January 2012 stone http://search proquest.gupta and roseyjoshi  Personnel management c.wikipedia.com/od/employee servey1/g/employee-satisfy.vsnl@net newman.org/wiki/job_satisfaction http://www.managementstudyguide.

.ANNEXURE Questionnaire Dear Respondents.

Is your relationship cordial with your supervisor?  Strongly agree  Agree  Neither agrees nor disagrees  Disagree  Strongly Disagree 6. please help me by filling up the following questionnaire. Are Safety measures provided by the Company?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 5. So dear respondent.Are Working hours Convenient for you?  Strongly agree  Agree  Neither agrees nor disagrees  Disagree  Strongly Disagree 2. I shall be highly thankful to you for your co-operation. All the information provided by you will be kept confidential and used strictly for the study purpose only.Is your supervisor partial?  Strongly agree  Agree  Neither agrees nor disagrees . Are you happy with your work place?  Strongly agree  Agree  Neither agrees nor disagrees  Disagree  Strongly Disagree 3. Please indicate your level of agreement in connection with various factors: 1.I am Amandeep Kaur preparing a project Report on the topic Job Satisfaction at the Siel chemical complex . Do you feel you have too much work to do?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 4.

  Disagree Strongly Disagree 7.Are you satisfied with the benefits offered by the company?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 12. Do People in company have concern with each other and tendency to help one another?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 10. Are you satisfied with the chances for your promotion?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 11. Does your supervisor consider your opinion too while taking decision?  Strongly agree  Agree  Neither agrees nor disagrees  Disagree  Strongly Disagree 8. Are your co-workers supportive?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 9.Is your salary fair for your responsibilities?     Strongly agree Agree Neither agrees nor disagrees Disagree .

 Strongly Disagree 13.Are you satisfied with the space available for lunch and breaks?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 15.Do you believe that your job is secure?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree .Are salary increments based on performance?      Strongly agree Agree Neither agrees nor disagrees Disagree Strongly Disagree 14.