A

SUMMER TRAINING REPORT

ON
“JOB SATISFACTION AMONG EMPLOYEES”
AT

SHIVA INDUSRTRIES

SUBMITTED TO
Kurukshetra University, Kurukshetra
In the partial fulfillment of the requirement of
BACHELOR OF BUSINESS ADMINISTRATION
(SESSION : 2019-20)

UNDER THE GUIDANCE OF: SUBMITTED BY:

Ms. Diksha Alka Kujur

Assistant Professor, BBA -5 Semester.
Department of Commerce College Roll No. 1729014
and Management Univ. Roll No. 170005118

GURU NANAK GIRLS

COLLEGE
YAMUNA NAGAR-135001
(SESSION 2019-2020)
 DECLARATION

I Alka Kujur, do hereby declare that the training report entitled JOB
SATISFACTION AMONG EMPLOYEES” submitted by me for the award of
Bachelor of Business Administration (BBA) from Kurukshetra University,
Kurukshetra is the original work conducted by me. The data and facts provided in the
report are authentic to the best of my knowledge.

This report is not submitted to any other Institute / University for award of degree of
BBA.

Alka Kujur
 ACKNOWLEDGEMENT

Presentation inspiration and motivation have always played a key role in the success of
any venture .

I express my sincere thanks to Dr. Virender Gandhi, Principal, Guru Nanak Girls
College, Yamuna Nagar. .

I feel to acknowledge my indebtness and deep sense of gratitude to Dr. Madhu

Kapoor, (H.O.D., Department of Commerce and Management) & Ms. Diksha
(Assistant Professor Department of Commerce and Management), Guru Nanak Girls
College, Yamuna Nagar, whose valuable guidance and kind supervision given to me
through out the course which shaped the present work as its show.

I am immensely obliged to my friends for their elevating inspiration, encouraging

guidance and kind supervision in the completion of my project .

Last, but not the least, my parents are also an important inspiration for me , so with due
regards , I express my gratitude to them .

Alka Kujur
 PREFACE

It is a great opportunity for me to have the Bachelor of Business Administration

(B.B.A) in Guru Nanak Girls College, Yamuna Nagar in the accomplishment of this
degree I am submitting a training report on “Job Sastisfaction among employees”
subject to the limitation of time efforts and resources every possible attempt has been
made to study the problem deeply. The whole report is measured through the
questionnaire, the data further analyzed and interpreted and the result was obtained.
 CONTENTS
Certificate

Declaration

Acknowledgement

Preface

Sr. No. Chapter Name Page No.

1 Introduction 6-20

2 Company Profile 21-30

3 Review of Literature 31-34

4 Research Methodology 35-39

5 Data Analysis & Interpretation 40-56

6 Conclusion 57-60

Findings

Suggestions

6 Annexure 61-67

Bibliography

Questionnaire

INTRODUCTION
Meaning of Job Satisfaction:

The term job satisfaction is of great relevance in the field of human resource
management. According to Davis and Newstom “Jobs satisfaction is a set of
favourable or unfavourable feelings with which employees view their work.”
Job satisfaction is an individual emotional reaction to the job itself. It is a set of
attitudes about work, which are usually referred to under the several term job satisfaction is
composed of job satisfaction. Like other attitudes, job satisfaction is composed of
emotional, informational, and behavioural elements, can vary in intensity and consistency,
can be acquired from a variety of sources and can sense a number of functional for the
individual.
The term job satisfaction was brought to limitation by Hoppock. He reviewed 32
studies on Job satisfaction conducted prior to 1933. According to him, job satisfaction is
“The combination of psychosocial, psychological and environmental circumstances
that cause a person to faithfully say “ I am satisfied but does not indicate the nature
of job satisfaction.”
3 RELATIONS BETWEEN JOB SATISFACTION AND
PRODUCTIVITY

The traditional view that a happy workers is a productive worker doesn’t

clarify the complex relationship between job satisfaction and productivity. It was
traditionally said that high job satisfaction leads to improved productivity,
decreased turnover, reduced acidents and less job stress in the lumpsum. But the
relationship between job satisfaction and productivity is not definitely established.
The content theories of motivation assume a direct relationship between job
satisfaction and improved performance. The expectaroy theories of motivation,
however, recognise the complexity of work motivation and consider in detail the
relationship between motivation, satisfaction and performance.
Job satisfaction doesn’t necessarily lead to improved work performance. For
example, from the results of twenty studies, Vroom found no simple relationship,
and only a law median correlation (0.14) between job satisfaction and job
performance. Father and lower found that job performance leads to job satisfaction
and not the other way round. As shown in fig. Performance leads to two kinds of
rewards-intrinsic and extrinsic. The extrinsic rewards are under the control of
management such as salary, bonus etc. intrinsic rewards are more closely related to
satisfaction for instance, if a person performs well on a challenges assignment, the
gets an immediate feeling of satisfaction.
 Received
Extrinsic
ExtrinsicRewards
Rewards ReceivedEquity
Equityofof
Rewards
Rewards

Performance
Performance Satisfaction
Satisfaction

Intrinsic
IntrinsicRewards
Rewards

The lack of correlation between job satisfaction and performance can be explained as
follows . If the job holds little potential for intrinsic rewards and if extrinsic
rewards bear a very little relationship to the performance level of the individual,
the resultant connection between satisfaction and performance tends to be weak.
In such a situation, management should be two things:
(i) Modify the job so that it becomes capable of yielding intrinsic reward for
higher performance.
(ii) Connet the reward system so, that it acts as an incentive for higher
performance i.e higher performance receives proportionally higher extrinsic
rewards.
In practice, there may not be a direct cause and effect relationship between job satisfaction
and productivity at lower levels because productivity at determined by outside
factors speed of machine, quality of material type of supervision etc. However,
the satisfaction-performance relation may be stranger for people working a s
professionals, or in supervisory and managerial position.
Historically, the concept of human relation assumed that high job satisfaction led
to high productivity but later research indicated that this was an incorrect
assumption, satisfied workers turned out to be either high producers, or low
produces or only average produces. The satisfaction-productivity relationship
appeared to be quite complex beings influenced by various intermediate foods
such as rewards that an employ receives.
 The question has been often raised whether job satisfaction leads to performance
or performance leads to job satisfaction, Lower and Poter have developed a makes
that suggests that productivity leads to satisfaction as give bellow:

Rewards Intrinisic Perception of

Performance equit Satisfaction
Extri
nsic y in

Performance leads to rewards, and if these are perceived to be equitable employee.

Satisfaction is the result. The assumption, which seems most realistic is that satisfaction &
productivity are in a circular relationship, in which each affects the other. Using this
model, it can be said that high satisfaction indicates a predisposition to be productive if
effective leadership is provided.
From the various studies a general relationship emerges between & productivity as shown
here below.

High
Line B
Line A

Satisfaction Line C

Productivity High

Low

Line A : High Job Satisfaction only

Line B : High Job satisfaction an Productivity.
Line C : High Productivity only.
Line C of the table shows the condition of high productivity and low job satisfaction
which can occur when the supervisor pushes the production through teachings of
scientific management, such as method study, time study & loose supervision. Line
A represents a condition which believes that satisfied workers are the best workers &
tries to keep workers happy regardless of the effects on organisational goals.
In this condition, the workers may derive much job satisfaction, but work may not
be done. The middle Line B appears to be the most desirable arrangement – where high
satisfaction & high productivity are combined together.
In practical situations, it is entirely possible to have high productively with low
satisfaction but it is highly doubtful that extremes of the condition can be maintained in the
long run.
 JOB SATISFACTION AND INTERPERSONAL INTERACTION

Interpersonal relationship prevailing in the work group can be viewed as the

environment for the work group which ultimately determines the attitudes, job satisfaction
and motivation of the individual and the group. Interpersonal relationships develop through
interpersonal communication and interaction. Mutual feelings of human satisfaction &
dissatisfaction are based purely on interpersonal interaction between any two persons in the
work group or between the leader, supervisor and the subordinates of the group. The broad
alternatives will appear to be as is presented by GHOSH in the following table: 12.1

SATISFYING TO SELF DISSATISFYING TO

SELF
Level 1 Level 2
Satisfying to others Sympathy Mutual respect, Submission/obedience
Love/Affection Trust, Acceptance Inferiority, Punishment
Friendliness Confidence based Being controlled
Agreement on and directed Disciplined
Help towards Rejection/ Analysis
achievement of Criticism/ Attack.
common goal
Dissatisfying to Superiority Authority Hatred/Animosity
others Dominance/ Action Antagonism
Control Misunderstanding
Command Distrust/Suspension
Disciplinary Neglect/Disrespect.
 The table conceives the outcomes of specific interpersonal interactions as follows:
1. Where both the self and the others are satisfied which again can be at two levels :
a) Level 1 : Which is based on somewhat superficially, socially desirable, mutually
nice, sympathetic and friendly sort of interactions.
b) Level 2 : Which is based on somewhat deeper, more purposeful interactions
directed towards the achievement of common objectives, with mutual respect, trust
and confidence and with acceptance of mutual strengths and weaknesses.
2. Where self is satisfied but others are dissatisfied.
3. Where the others are satisfied but self is dissatisfied.
4. Where both self and others are dissatisfied.
Earlier we have seen in fig. 12.4 that the matching of job satisfaction and
productivity is possible, through an adjustment of both job satisfaction and
productivity. Somewhere half way as represented in Line B. Thus, it can be well
realised that the basic objective of any organisation produces can be achieved only
through mutual satisfaction at Level 2. Thus 1 level of mutual satisfaction requires
conscious , consistent and controlled interactions and adequate leadership and
supervisory abilities to achieve the same through establishment of general
relationship for the tasks to be done. The process of establishes job satisfaction at
the level 2 requires by its necessity, understanding of mutual expectations, leading,
avoiding, directing, controlling, rejecting some expectations and alternatively
firmly setting down on mutually accepted accepted expectations. The strategy of
development of such inter-personal relationship has been presented in detail under
supervision and leadership.
It must also be borne in mind that job satisfaction is dynamic. Almost like
machinery which requires proper installation, operation and maintenance, the
adequate level of job satisfaction is required to be achieved, used and maintained,
otherwise it can leave more quickly than it does arrive.
 5 FACTORS AFFECTING JOB SATISFACTION :
Several points contribute to job satisfaction. These are discussed below:
(i) Nature of work: Job Satisfaction is related to the aptitude of the
employee. If the employee is given a work for which he has no aptitude, the
job will provide no attraction to him.
(ii) Type of supervision: The employee centered supervisory style enhances
for job satisfaction as the leader looks after subordinates carefully, displays
friendship, resect and warmth etc. towards then. On the other hand,
production, oriented leader may cause low job satisfaction to the employees
and may affect the turnover and absenteeism adversely, of course, it all
depends on the satisfaction.
(iii) Working conditions: Job satisfaction is related to working conditions also.
The work will be more attractive if working conditions are congenial to the
task a worker proposes to accomplish, good working condition improve
such facilities as adequate comfortable temperature, attractive surrounding
etc.
(iv) Avenues of promotion: Promotional opportunities affect job
satisfaction considering. The desire for promotion is stress can one higher
level employees as it involve change in job content, pay, responsibility,
autonomy status and the like. It no surprise that the employee takes
promotion as the ultimate achievement in his career and when it is realised,
he feels extremely satisfied.
(v) Nature of work group: it is the work group that fulfills the need for
social interaction of the members. If the workers has good relations with the
fellow employees and the supervisor, he will feel satisfied.
(vi) Employee morale: If the employee morale is an organisation is higher,
satisfaction with job is likely to be higher, satisfaction with job is likely to
be higher and vice versa.
(vii) Reward system: Economic reward play a significant role in influences
job satisfaction.
6 FACTORS RELATING TO JOB SATISFACTION AND
DISSATISFACTION:
Job satisfaction is a complex phenomenon. The nature and extent of factors
contributing to it are not yet fully known. But, a good deal of research studies in
various countries with different cultures which have accumulated by now, have
certainly advanced our understanding of the factors.
We shall, emphasis here the studies of Hergberg Mousher, and Shyderman
and the two factors theory of Jobs satisfaction – dissatisfaction proposed by them
as they provide possibly the broadcast scope so far in understanding the relevant
factors preventing across cultures as well as in India.
Herzberg and his associates explored Job Satisfaction
from a basically dynamic view and offered an approach to
an understanding of motivation to work. They noted an
important distinction between two kinds of factors: one
group of factors dealt with the nature of job and the other
was related to the environment in which the job was done.
One set of factors, according to them, contributed to
satisfaction, motivator, or satisfies. Another set of factors
contributed to Dissatisfaction. They are trend as extrinsic,
Job content, hygiences, or dissatisfiers. The detils of two
sets of factors are not in Table :
Factors in Job satisfaction Factors in Job satisfaction
Motivators/ Satisfiers/ Intrince/ Job Extrinsic/ Job content/ Hygiene/
Content Dissatisfaction
Achievement Salary
Recognition Working condition
Work Itself Relation with co-employees
Advancement Relations with supervisor
Psychological growth Technical supervision
Company policies and practices
Job security
Status
Personal life
According to the theory, satisfies etc. which contributed to feelings of dissatisfaction, has
little to contribute to dissatisfied feeling. Similarly, dissatifiers contributed more to
dissatisfaction then they did to satisfaction. In other words, it was suggested that
satisfaction and dissatisfaction were two separate , distinct, and independent
feelings. They are unipolar dimensions i.e. The opposite satisfaction is no
satisfaction instead of dissatisfaction and the opposite of dissatisfaction is no
dissatisfaction intend of satisfaction. The views are presented schematically in fig.

Traditional
TraditionalView
View

Dissatisfaction
Dissatisfaction Satisfaction
Satisfaction

Two
Twofactor
factorTheory
Theorysatisfies
satisfies

No
NoSatisfaction
Satisfaction Satisfaction
Satisfaction

Two
Twofactor
factorTheory
Theory
Dissatisfies
Dissatisfies

Dissatisfaction No
Dissatisfaction NoSatisfaction
Satisfaction
PERSONAL FACTOR
i) Number of dependant
ii) Age
iii) Time of job
iv) Intelligence
v) Education
vi) Personality, exclusive of Intelligence
vii) Sex
FACOTRS INHERENTS IN THE JOB
i) Type of work
ii) Skill required
iii) Occupational status
iv) Geography
v) Size of plant

FACOTRS CONTROLLABLE BY MANAGEMENT

vi) Salary
vii) Security
viii) Opportunity for advancement
ix) Co-workers
x) Working condition
xi) Supervision
xii) Finance benefits
(A) PERSONAL FACTORS
(1) Number of dependents
The number of dependants are has the less job satisfaction, he will have.
Financial stress courses creator job dissatisfaction.
(2) Age
Usually younger workers have higher level of job satisfaction but it shows a
declining trend. However certain studies on the subject have revealed
positive results between advances age and job satisfaction.
(3) Time of Job
Job satisfaction is relatively higher at the beginnings of career, both by and
by it starts dropping down by the time one reaches between 5 th and 8th years
on the job and surprisingly again starts high with more time on the job.

(4) Intelligence
Research finding reveals that the relation of intelligence to job satisfaction
is dependant upon the level and range of intelligence and the challenge of
the job.
(5) Level of education
Research studies reveal different result on the relationship of education to
job satisfaction. For example, same studies have revealed that less educated
people have more job satisfaction while the findings of some other studies
have been contrary to it.
(6) Sex
Other things remaining constant women are more satisfied with their work
than men because relatively women have limited needs and are less
ambitious.

(B) FACTORS INHERENT IN THE JOB

(1) Nature of Job
 If the type of work involved in a job is of varied nature, it brings more job
satisfaction. Than does a job having routine work.
(2) Skill required
In case a job involves high skill requirement. It gives more job satisfaction
than does or job in which skill demands are of a lower level.

(3) Occupational Status

Research shows that job having high social status and prestige give more
full satisfaction.
(4) Geography
Workers in large town are less satisfied with their job as compared to those
working in small towns.
(5) Size of the plant
Usually in small plants, people get more job satisfaction because of
attention they receive from the management, and also due to respect they
get for their ability.
(C) FACTORS CONTROLLABLE BY MANAGEMENT
(1) Salary
Job carryings attractive salary give more job satisfaction. Salary is of more
significance as loan as physiological needs are not fulfilled.
(2) Security
Security for retirement benefits, security for life, and security of finance
provided by the management, the higher all these the greater will bee the
job satisfaction.
(3) Opportunity for advancement
Employees especially the ambitious and potential ones, get more job
satisfaction in job offering opportunities for advancement.
(4) Co-workers
The job satisfaction is likely to be more if the co-workers are good.
(5) Responsibility
 Those job in which a lot of responsibility is involved, give more job
satisfaction especially to the educated.
(6) Working conditions
Where working conditions are better, workers get more job satisfaction.
(7) Fringe benefits:
Though the provision for fringe benefits affects the job satisfaction both
these benefits occupy low position importance
DETERMINANTS OF JOB SATISFACTION
The various factors influences job satisfaction may be classified into two
categories.
(1) Environmental Factors
(2) Personal Factors
(1) ENVIRONMENTAL FACTORS
These factors relate to the work environmeent. They include the followings:
(1) Job content
Herzbero Suggested that job content in terms of achievement
reconstruction, advancement, responsibility and the work it self tend to
provide satisfaction both their absences doesn’t cause dissatisfaction. Where
the job is less repetitive and there is variation in job content, job satisfaction
tends to be higher.
(2) Occupational leveel
The higher the level of the job in organizational hierarchy the
greater the satisfaction of the individual. This is because position at the
higher levels are generally better paid more challenging and provide greater
freedom of operation. Such jobs carry creates prestige, self control and need
satisfaction.
(3) Pay and Promotion
All oher things beings equal, higher pay and better opportunities for
promotion lead to higher job satisfaction.
(4) Work group
 All other things being equal, higher pay and better opportunities for
promotion lead to higher job satisfaction.
(5) Work group
Man is a social animal and lives to be associated with others,
introductions in the work grope help to satisfy social and psychological
needs and therefore, isolated workers tend to be dissatisfied. Job satisfied is
generally high when an individual is accepted by his peers and he has a high
need for affiliation.

(6) Supervision
Considerate supervision tends to improve job satisfaction of worker. A
considerate supervisor takes personal interest in his subordinates and allows
them to participate in the decision making process. However, authorities
people ma be more satisfied under the supervision if high status and
strongly directive caders.

ALIENATION OF WORKERS
Alienation refers to the development of the person from his or her work role. The
concept of alienation of work is associated originally with the views of Marx. He
saw the division of labour in pursuit of profit and exploitation by employers, as a
denial of the workers need to self-expression. Workers became esteemed from the
product of their work. Work no lower provides a satisfying experience in it self, but
represented a means to satisfies other external demands.
The concept of elimination was further extend by blamer. He described elimination
in terms of four dimensions.
(1) Powrlessness
(2) Meaninglessness
(3) Isolation
(4) Self-estrangement
(1) Powerlessness
 This denstes the workers look of control over management policy,
immediate work processes, or conditions of employment.
(2) Meaninglessness
It stems from standardisation and division of labour. The denotes the
inability to see the purpose of work done, or to identify with the total production
process or finished product.
(3) Isolation
It means not belongings to an integrated work-group or to the social work
organization, and not being avoided by group norms of behaviour.

(4) Self -estrangement

It means the failure to see work as an end in itself or as a central life issue
workers experience or depersonalized detachment and work is seen safety as a
means to an end.

9. JOB SATISFACTION AND WORK BEHAVIOUR

The satisfaction is an integral components of organizational health and an
important element in industrial relations. The level of job satisfaction seems to have
some relation with various aspects of work behaviour such as accidents,
absenteeism, turnover and productivity. Several studies have revealed varying
decrease of relationship between job satisfaction and these factors of work
behaviour. But whether work behaviour is the cause or effect of job satisfaction is
not clear.
Research on the relationship between job satisfaction and accidents
generaally shows that satisfied employees cause power accidents. Studies on the
relationship between job satisfaction and absenteeism have yielded inconclusive
results. Most of these studies showed that low absentees employees were more
satisfied whereas workers tend to be more satisfied whereas employee of disturbed
organisations (poor in industrial relations) were generally less satisfied, employee
less satisfied employees are more likely to quit their jobs than more satisfied
employees.
 It is generally assumed that satisfied employees are more productive. But
research reveals no relationship between job satisfaction and productivity. Herbeare
analysed the result of 26 studies forcusin on the relationship between job attitude
wer3e more productive than those with negative attitude in 9 studies revealed that
workers with positive than those with negative attitudes. In 9 studies job attitude
and productivity were not related, in 3 studies there was negative correlation
between job attitudes and productivity. After reviewing several studies Bray field
and crockett deconcluded that job satisfaction did not necessity imply high
performance.
Kahn also formed that satisfaction and productivity do not necessarily as too other,
employees in highly productive groups were not more likely their employees in the
low productivity group to bee more satisfied with their jobs. A worker may be
satisfied with the work environment both may produce more to prove his abilities
to management. On the other hand, a highly satisfied worker may not produce more
and get away with the because he may be friendly with the supervisor.

10 ABSENTEESIM CAUSES AND CONTROL

Definition :- By absenteeism use mean a condition that arises when an employee
fails to come to work when he is scheduled to work:
No of days lost
Rate of Absenteeism = Through absences of employeex100
Average No. of x No. of Weeks employee
CAUSES OF ABSENTEEISM

The following are the causes of absenteeism:

1) Sickness: Sickness is high on the list of causes of absenteeism running
as high as 50% of the absenteeism in some cases.
2) Accidents: Industrial accidents and occupational diseases bring about
absenteeism depending upon the nature of the process and machinery used.
3) Poor control: Poor production and material control can result is
absenteeism, unless he flow of work between departments is balanced and
continuos.
4) Sex: At lower paid job, females have a higher rate of absence as
compared with the males. However, it higher jobs there is no such things.
5) Lack of interest: Lack of interest and lack of peelings of responsibility
and worth whiteness are also the fundamental cause of absenteeism.
6) Attitude: Attitude of mind, caused by environment and sociological
factors may condition same to develop a feeling of irresponsibility about
asin to work.
7) Date: After pay-day, sickness and howevers contribute to absenteeism
particularly when combined with poor working conditions, lack of interest
in work and high wages.
8) Miscellaneous causes: A miscellaneous group of causes include such
factors as bad weather, lack of transportation, another job, personal business
and friends.
CONTROL OF ABSENTEEISM
Control of absenteeism depends upon its coauses. When its causes are
uncovered by study and analysis, steps can be taken to reduce them. Some of the
causes are simple to isolate and attack the following are the measures to control
absenteesim:
i) Proper Induction: The new employees should be inducted in such a way
that their critical attitude is reduced as quickly as possible to avoid
absenteeism.
ii) Investigation: The management should proper analyze the various causes
of absenteeism and classify the chronic offenders. This issue should also be
discussed with the representatives of the unions.
iii) Punishment: Before taking any disciplinary action against adequately
offenders, their names should be adequately published in the organization.
If the need anses, the chronic offenders may be disciplined by layouts, loss
of promotion etc.
iv) Cash Selling: All absentee workers should be interviewed upon their return
to determine causes and to impress upon the seriousness of their absence.
v) Prevention of accidents: Industrial accidents or fear of accidents
increase absenteeism. The management should take safety measures.
vi) Effective Supervision: Absenteeism can be reduced greatly by
effective supervision.
II LABOUR TURNOVER: CAUSES AD CONTROL
Definition: The relation between the number of persons joining the
organization and leaving due to resignation, retirement or retrenchment to
the average number on the pay roll is called labour turnover.
Labour Turnover Rate.
= Number of workers joined and left during the year x 100
Average number of workers on the payroll
 SEPARATION RATE
It means separation of employees from the organization, It included:
II) Retirement or death
III) Quit
IV) Lay off
V) Discharge
= Number of separation per year x 100
Average number of workers on the payroll
 CAUSES OF LABOUR WELFARE TURNOVER

i) Avoidable causes
ii) Bad working conditions
iii) Poor dissatisfaction
iv) Law hours of work and poor remuneration
v) Lack of any incentives schemes
vi) Poor relation with supervisor and follow workers
vii) Ineffective conveyance procedure.
viii) Inadequate housing, medical and welfare facilities.
ix) Faculty selection of employees and lack of proper training programme.
x) Lack of safety mesur3es in the organization.
iii) Unavoidable Causes
Unavoidable causes are not due to the fault of management but due to other
factors which are not under the control of the management. They are
followed.
(a) Personal Betterment
(b) Illness, Accidents etc.
(c) Departure from the locality
(d) Housing or transport problem
(e) Retirement , death etc.
(f) Unsuitable for job or misconduct on his path.
(g) Domestic affairs, manage, pregnancy in case of female employees.
 CONTROL THE LABOUR WELFARE
(a) Introduction of a satisfactory wage plan.
(b) Introduction of proper incentive and promotion plan.
(c) Adoption of sound personnel policy in relation to recruitment, selection,
placement, training etc.
(d) Provision of reasonable amenities and welfare measures.
(e) Provision of retirement benefits
(f) Provision of proper channels of communication.
(g) Improvement of quality of supervision.
(h) Introduction of training programme for increasing the skill.
(i)
12 INCREASING JOB SATISFACTION
In case the employer work to create job satisfaction for their employee, they should
keep the following points into consideration.
i) Attending and solving problems
ii) Satisfactory future
iii) Testing the workers ability and progress
iv) Cordial analysis or evaluation of work
v) Increase in wages
vi) Praise for good performance
vii) Promotion according to ability
viii) Proper quality of work
ix) Equal wages for equal work
x) Freedom to seek help in solving prolems
xi) Absence of unnecessary intervention and criticism.
xii) Satisfactory hours of work
xiii) Availability of leaves and rest
 THEORIES OF JOB SATISFACTION
The main theoretical approaches to job satisfaction are as follows:
1. Need fulfillment theory
2. Equity theory
3. This factor theory
4. Discrepancy theory
5. Equity discrepancy theory
1. Need fulfillment theory:
According to this theory a person is satisfied when he gets from his job
what he wants. The more he wants something the more satisfied he is when he
received it. Vroom views satisfaction in terms of the positively valued outcome that
a job provides to a person. Thus job satisfaction is positively related to the degree
to which one’s needs are fulfilled. The fulfillment theory suffers a major drawback.
Satisfaction is a function of not only what a person receives both what he feels he
shelved receives
2 Equity theory:
Under this theory, it is believed that a person’s job satisfaction depends upto
his perceived equity as determined by his input –output balance in comparison with
the input-out balance of others. Every individual compared his reward with those of
a reference group. If he feels his rewards are equitable in comparison with others
doing similar work, he feels satisfied. Job satisfaction is thus a function of the
degree to which job characteristics meeth the desire of the reference group.
Equity theory takes into account not only the needs of an individual
but also the opinion of the reference group to which the individual looks for
audience.
 Perceived
PerceivedPersonal Perceived
PerceivedOutcome A=B
Personal Outcome A=BSatisfaction
Satisfaction
Inputs actually
actuallyreceived A<B
Inputs received A<B
Disatisfaction
Disatisfaction
A>B
A>B
Quit discomfort
Quit discomfort

Perceived
PerceivedInputs Perceived
Inputs PerceivedOutcome
Outcome
comparision
comparisiontoto ofofcomparison
comparisontoto Perceived
PerceivedPersonal
Personal
others others Outcomes
others others Outcomesthat
that
should be received
should be received
3.This Factor Theory:
This theory was developed by Herzberg, According to this theory satisfaction and
dissatisfaction are interdependent of each other and exit on a separate confirm. One set of
factor known as hygiene factors (company policy and supervision administration, pay,
working conditions) act as dissatisfies. Their absence causes dissatifaction both their
presence does not result in positive satisfaction. The other set of factors known as satisfies
(achievement, advancement, recognition, work itself and responsibility) lead to
satisfaction.
4. Discrepancy Theory:
According to this theory job satisfaction depends upon what a person actually receives
from his job and what he expects to receive, when the rewards actually received are less
than the expected rewards, It could discrepancy

Perceived
PerceivedOutcome
Outcome A=B
actually A=B
actuallyreceived
received Satisfaction
Satisfaction
A<B
A<B
Disatisfaction
Disatisfaction
A>B
A>B
Perceived
Outcome Perceivedover
over
Outcomeoneonefeels
feels satisfaction
satisfaction
heheshould receive
should receive
5- Equity Discrepancy Theory
This is combination of equity and discrepancy theories. From equity theory the
concept of comparison has been selected to serve as an interviewing variable, under
the theory satisfaction is defined as the difference between. The outcomes that one
feels he should receive in comparison with others, when the individual feels that
what he actually received is equal to what he perceives he should receive there is
satisfaction. Thus an individuals reception of his reward is influenced by more than
job the objective amount of that factor.

Perceived
PerceivedPersonal
Personal
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Inputs
Perceived
Perceivedamount
amount
that
that shouldbebe
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Perceived received
Perceivedinput A=B
input A=B
Outcome different Satisfaction
Outcome different Satisfaction
groups A<B
groups A<B
Disatisfaction
Disatisfaction
A>B
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Quit discomfort
Perceived Quit discomfort
PerceivedOutcome
Outcome
ofofdifferent
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received
COMPANY PROFILE
 INTRODUCTION TO INDUSTRY

SHIVA INDUSTRIES

Established as a Sole Proprietorship firm in the year 2004, we “Shiva Industries” are a
leading Manufacturer and Trader of a wide range of Voltage Stabilizer, Battery
Charger, etc. Situated in Mohali (Punjab, India), we have constructed a wide and well
functional infrastructural unit that plays an important role in the growth of our company.
We offer these products at reasonable rates and deliver these within the promised time-
frame. Under the headship of “Mr. Akshay Jawla” (Marketing Manager), we have
gained a huge clientele across the nation.

Factsheet

Basic Information

Nature of Business Manufacturer

Additional Business Trader

Company CEO Anil Kumar

Total Number of Employees 150 to 250 People

Year of Establishment 2004

Legal Status of Firm Sole Proprietorship (Individual)

Annual Turnover Rs. 5 - 10 Crore

Company USP

Primary Competitive
Large Production Capacity
Advantage

Quality Measures / Testing Yes

Facilities

Statutory Profile
ICICI BANK LTD
Banker

GST No. 3AGNPK2163P1Z3

Packaging/Payment and Shipment Details

Customized Packaging Yes

 Cash
 Cheque
 DD
Payment Mode  Credit Card

 Online
Shipment Mode By Road

Our Infrastructure

To meet the diverse and ever-changing requirements of clients in the best possible manner
and within the stipulated time, our company has established a sophisticated infrastructure.
With the segregation of our infrastructure into various departments, we have efficiently
been able to execute our entire business operations.

Our infrastructure includes:

 Production unit
 Quality testing unit
 R & D unit
 Sales and marketing unit
 Warehousing and packaging unit
  Quality-testing unit

Why Us ?

With our expertise and trustworthiness, we have secured a respectable position for
ourselves in this domain. Different factors for which we have attained appreciation from
clients spread all across the nation are:

 Quality assured product range

 Adept team of professionals
 Ethical business policies
 Client-centric approach
 Large distribution network
 Excellent transport & logistic facility
 Reasonable prices

Quality Assurance

Since establishment, quality has always remained our company’s hallmark and we have
maintained it in our entire business activities. To check the excellence of raw material and
finished products, we have developed a sophisticated quality testing unit at our premises.
Here, our entire product range is stringently examined on defined parameters by our
knowledgeable quality controllers.

Parameters on which our products are examined:

 Durability
  Smooth operations
 Accurate in dimensions
 Performance
 Efficiency
 Battery back-up

Client Satisfaction

Being a client-focused organization, all our endeavor is directed towards rendering

maximum level of satisfaction to the clients. We never compromise with excellence and
assure that our products are in accordance with the suggested industrial standards.
Moreover, we also assure our clients that products will be delivered within the specified
time. Our ethical and fair business dealings also help us carve an enviable position in the
market.

PRODUCT RANGE

Diversity of product range is the stimulus on which they manufacture:

UPS And Inverter

“Shiva Industries” are a leading Manufacturer and Trader of a wide range of Voltage
Stabilizer, Battery Charger, etc.

Voltage Stabilizer
Offering you a complete choice of products which include AC Voltage Stabilizer, Single
Phase Electric Voltage Stabilizer, Digital Voltage Stabilizer, Refrigerator Voltage Stabilizer
and Single Phase Servo Voltage Stabilizer

 AC Voltage Stabilizer
 Single Phase Electric Voltage Stabilizer

 Digital Voltage Stabilizer

 Refrigerator Voltage Stabilizer

Battery Charger
We are a leading Manufacturer of 12 V Battery Charger, YALE 580029671 Industrial
Battery Charger, Auto Cut Lithium-Ion Battery Charger and Automatic Battery Charger
from Mohali,

 12 V Battery Charger
 YALE 580029671 Industrial Battery Charger
 Auto Cut Lithium-Ion Battery Charger

 Automatic Battery Charger

 Constant Voltage Transformer

Electronic UPS

products include 2kVA Emerson GXT MT UPS, Digital Electric UPS, DSP Sine Wave
Home UPS, Digital Home UPS and Electric Home UPS

 2kVA Emerson GXT MT UPS

 Digital Electric UPS

 DSP Sine Wave Home UPS
 Digital Home UPS
 Digital Inverter
Pioneers in the industry, we offer Safe Tech Power Digital Inverter from India.
 Safe Tech Power Digital Inverter

 Lithium Ion Inverter Battery

Offering you a complete choice of products which include Lithium Ion Inverter
Battery.
 REVIEW OF LITERATURE

Samanvitha and Jawahar,32 (2012) aimed at determining and establishing a relationship

between strategic emotional intelligence and job satisfaction among faculty members in
Arts and Science Institutions. Sample consists of 98 faculty members in Tami Nadu. The
result of the study showed that the emotional intelligence at work has a great influence on
the level of job satisfaction and in turn on work performance.
article of Baro, Fyneman and Zukemefa108 (2013) is to investigate the level of job
satisfaction among cataloger librarians in University libraries in Nigeria. 86 catalogers
from 29 university libraries in Nigeria participated in the survey. A questionnaire was
used for data collection, which was e-mailed to catalogers. Overall 86% of the
catalogers satisfied with their current job. The findings revealed that catalogers in
university libraries in Nigeria are dissatisfied with dimensions such as roles and
responsibilities, work place culture, rewards and professionals development. On the
other hand, they satisfied with administration and supervision, performance evaluation
and opportunities. Khan and

Ahmed109 (2013) conducted a study to measure the job satisfaction of library

professionals serving in public sector Universities of Khyber Pakhtunkhwa, Pakistan. A
total of 49 responses were collected and analyzed. The study reveals that although library
professionals working in these institutions were slightly satisfied with their nature of work,
they were dissatisfied with supervision, benefits, promotion, revision of service structure,
promotion policies, improvement in academic qualification and advance training were
suggested by the researcher.
Gurusamy&Mahendran (2013), in their study found that Salary occupy the First Rank for
determining job satisfaction compared with other major determinants. The study was
conducted on 300 respondents and was limited to the automobile industries of India.

Rashid Saeed et al., (2014),in his study found promotion, pay, fairness and working
condition to be the key factors that contribute to employee job satisfaction. The study was
conducted on 200 telecom sector employees of Pakistan. It was concluded that money and
compensation play an important role in the job satisfaction of the telecom employees of
Pakistan.
 SWOT ANALYSIS
1 STRENGTHS

• Wide opportunity for textile industry

• Updated technology • Location benefits • Low cost labour • SEZ- for tax benefits and
government support • Huge labour • Only exporting so that they can avoids the risks of local
market • Good Infrastructural facilities • Dedicated top level management • Conducive working
environment • Workers participation in management • Good Industrial relations

2 WEAKNESS

• less availability of skilled workers • Entry of political parties • Availability of raw materials •
Transportation • So far from harbours and Airways • Unattractive salary for unskilled employees •
Inflexible working hours

3 OPPORTUNITIES • There is a scope for expansion • Can export to many other countries •
Support from government • Can cater domestic customers • Can diversify business as the set up
cost is comparatively low at Hassan HR Institute of Higher Education , Hassan 30

4 THREATS • Currency value fluctuation • Entry of Chinese manufacturers • Local competitors •

Political interference • Heavy rainfall would slowdown the progress of work • Situated in outskirts
• Changes in technology HR Institute of Higher Education , Hassan 31

RESEARCH METHODOLOGY

MEANING OF RESEARCH:
Research is a scientific and systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation. The advanced learner’s dictionary of current
English Lays down one meaning of research as a careful investigation and inquiry
specially through search for new fact.
STATEMENT OF THE PROBLEM:
Job satisfaction & is consequences is an extremely important concept for an
industrial organization. A firm can improve the job satisfaction percentage of its staff by
changing their attitude towards the job.
The spirit of unrest is all pervasive in industries whether they are public sectors or
private sectors. The employers complain that the employees are not regular, dedicated &
hardworking. They work nt for the organization but only for the salary.
On the other hand, employees too have grievances which may be either against the
company or the government. They complain that the working conditions are not proper,
wages are inadequate, they are not provided proper medical, educational, recreational,
training, leave facilities etc. All these lead to dissatisfaction, discouragement and
frustration in the employees.
In order to know the reasons for the above. I decided to do a case study & chose the
topic “JOB SATISFACTION EMPLOYEES OF SHIVA INDUSTRIES LTD. ”

RATIONAL/PURPOSE OF THE STUDY:

Job satisfaction is one of the most crucial issues in industrial psychology &
behavioural management It ultimately decides the extent of employees’ motivation. On
discovering the employee’s attitude towards the job & various factors affecting it, an
organization can improve the job satisfaction amongst its workers. Therefore, this study is
conducted in order to know about the various financial and non-financial incentives that
affect a worker’s satisfaction towards the job.

Objectives of the study:

The study is conducted in order to analyse the workers’ attitude factors related to
their job satisfaction and the intensity of motivation in SHIVA INDUSTIRES LTD.,
Thus a brief outline of the objectives is as follows:
i. To study the relationship between job satisfaction and productivity.
ii. To first out the factors affecting job satisfaction.
iii. To study alienation of workers.
iv. To study job satisfaction and work behaviour
v. To find out the causes of absenteeism and the control
vi. To know the causes and control of labour turnover.
vii. To find out how to increase job satisfaction.

RESEARCH DESIGN:
 Sampling: The Shiva Industries Ltd. has been selected as per convenience.
The workers in different plants have been approached to answer the various
questions put by investigators with the help of a structured questionnaire. Only
workers were selected in this sample. The diagrams have been exhibited
wherever found necessary.
 Scope : Considering the time factor and availability of financial resources, the
scope of the study is restricted to only one organization i.e R The workers
selected in this sample represent the personnel below the rank of supervisors &
foremen. They are representing various plants.
DATA USED
This is a case study limited to only one organization. The main objective of
the study is to discover the level of job satisfaction. A motivating factor by relating
various personal & organizational factors to job satisfaction.
Data has been collected mainly from primary sources i.e. with the help of
structured questionnaires & also by direct interviewing.

HYPOTHESIS
It is known fact to all that keeping a employee happy is management’s responsibility as to
get the work done perfectly. But, to feel happy is employee’s perception. So a satisfied
employees is essential element for improving efficiency and effectiveness.
o Job satisfaction is great motivator, which keeps the employees always in high morale.
o Job satisfaction among employees result in increasing the perception of the organization.
o Job satisfaction reduces the resistance among employees for the new implementations.

METHODOLOGY
 In the preparation of this report, the researcher the data from different sources. The
sources of data as follows:

Primary data: This data is gathered from first hand information sources by the researcher,
this data collection from employees, managers, clerks etc., by administrating the
questionnaire having face to face interaction with employees.

Secondary data : This will give the theoretical basis required for the report presentation
which can be available from various sources such as magazines, office files, inter office
manual and web site.

DATA PROCESSING AND ANALYSING :

Data, which is gathered by administering questionnaires, was processed in simple manner
to determine the level of satisfaction among employees. Every response was assigned some
score based on this overall satisfaction level was determined. Data collected is carefully
tabulated and analyzed by using satisfaction methods and also various graphs are used.

SIGNIFICANCE OF THE STUDY

Job satisfaction, which is one of the most crucial aspects of Industrial psychology,
its concept & consequences is extremely important for an industrial organization. A firm
can improve the job satisfaction percentage of its staff by changing their attitude towards
their job. Job satisfaction ultimately motivates the employees towards the achievement of
organizational goals. Such surveys & studies throw light on the value of particular
incentives & specific sources of motivation. From those study, it becomes possible to
isolate the effect of specific incentives policies & programmes. It calls for an intensive
study of the influence of wage payment, working conditions personnel policies &
practices, structural organization of the company, labour management relations etc.
It also highlights the effect of age, qualifications, martial status, socio-economic
status etc. on the worker’s attitude and performance. A comprehensive research programme
involves a detailed & direct study of the feelings, attitudes & sentiments of the individual
work. This leads to a comparison of different groups in the same plant or different plants.
This proves to be an aid in the isolation of factors which determines the morale of the
worker as a group or class in the structuring of society as a whole.

LIMTIATIONS OF THE STUDY

i. As the case study is done only for one unit, the conclusion & inferences drawn are also
applicable for this particular unit only.
ii. Lack of time I was able to approach only 40 respondents.
iii. Respondents were not co-operating to fill the questionnaire.
iv. Some of the respondents who would not read or write were unable to fill the
questionnaire
v. The company was big so it was impossible all the workers.
 DATA ANALYSIS
&
INTERPRETATIONS
 TABLE 4.1
RESPONDENTS CLASSIFICATION ACCORDING TO AGE
AGE GROP ( in years) RESPONDENTS
Number Percentage
31-35 22 55
36-40 10 25
41-45 8 20
Total 40 100
Source: Sample Survey

Table 4.1. reveals that 35 percent of the respondents are in the age group 31-40 followed
by 25 percent of the age group 36-40 and rest 20 percent are of the age group 41-45.
It can be concluded that the majority of the respondents lies between 31-35 and the
minority are in the age group between 41-45.

Respondents Classification According to Age

60 55

s 50
dent40
pon
30 25
Res 20
of 20
10
ge
enta
Perc 0
31-35 36-40 41-45
Age Group

Fig. 4.1
 TABLE 4.2
RESPONDENTS CLASSIFICATION ACCORDING TO SEX
Sex RESPONDENTS
Number Percentage
Male 32 80
Female 8 20
Total 40 100
Source: Sample Survey

Table 4.2.shows that 80 percent of the respondents in the organization are make while 20
percent are female.
It can be concluded that the majority of respondents working in this organization
are male.

Fig. 4.2
 TABLE 4.3
RESPONDENTS CLASSIFICATION ACCORDING TO EDUCATIONAL
QUALIFICATIONS
Educational Qualifications RESPONDENTS
Number Percentage
Below Matric 4 10
Matric 6 15
Intermediate 0 0
Graduate 22 55
Postgraduate 8 20
Any other technical 0 0
Qualification
Total 40 100
Source: Sample Survey

Table 4.3. reveals that 55 percent of the respondents are graduate, followed closely by 20
percent who are postgraduate, while 15 percent are matric and remaining 10 percent are
below matric.
It can be concluded that the majority of the respondents are graduate.
Fig. 4.3
 TABLE 4.4
RESPONDENTS CLASSIFICATION ACCORDING TO MARITAL STATUS
Marital Status RESPONDENTS
Number Percentage
Married 38 95
Unmarried 2 5
Total 40 100
Source: Sample Survey

Table 4.4. reveals that 95 percent of the respondents are married and only 5 percent of the
respondents are unmarried.
It can be concluded that the majority of the respondents are married.

Fig. 4.4

TABLE 4.5
RESPONDENTS CLASSIFICATION ACCORDING TO DESIGNATIN
Designation RESPONDENTS
Number Percentage
Control Tester 20 50
Operator 20 25
Driver 2 5
Rest Assistants 4 10
Security Guard 4 10
Total 40 100
Source: Sample Survey

Table 4.5. reveals that 50 percent of the respondents work as control tester while 25
percent are operators, followed by 10 percent who are rest assistants, 10 percent are
security guard and the remaining 5 percent are drivers.
It can be concluded that the majority of the respondents work as control testers.

Fig. 4.5
 TABLE 4.6
RESPONDENTS CLASSIFICATION ACCORDING TO CATEGORY
Category RESPONDENTS
Number Percentage
Skilled 28 70
Unskilled 6 15
Semi-Skilled 6 15
Total 460 100
Source: Sample Survey

Table 4.6. reveals that 70 percent of the respondents are skilled, 15 percent are unskilled
and 15 percent semiskilled.
It can be concluded that the majority of the respondents are skilled.

Fig. 4.6
TABLE 4.7
SATISFACTION WITH JOB
Are you satisfied with your RESPONDENTS
Number Percentage
Job?
Yes 24 60
No 8 20
Can’t Say 8 20
Total 40 100
Source: Sample Survey

Table 4.7. reveals that 60 percent of the respondents are satisfied with their job, followed
by 20 percent who are not satisfied with their job and the rest 20 percent can’t say.
It an be concluded that the majority of the respondents are satisfied with their job.

Fig. 4.7

TABLE 4.8
TIME SATISFACTION WITH JOB
How much time feel RESPONDENTS
Number Percentage
satisfied with your job?
Most of time 24 60
Never 8 20
Sometimes 4 10
Can’t Say 4 10
Total 40 100
Source: Sample Survey

Table 4.8. reveals that 60 percent of the respondents are satisfied with their job most of
time, 20 percent are never satisfied, 10 percent are satisfied sometimes and the rest of 10
percent can’t say.
It can be concluded that the majority of the respondents are satisfied with the job
most of time.

Fig. 4.8
 TABLE 4.9
WORKING CONDITIONS OF THE ORGANIZATIONS
What do you feel about the RESPONDENTS
Number Percentage
present working conditions
of your organisaitons?
Excellent 18 48
Bad 8 20
Good 13 32
Total 40 100
Source: Sample Survey

Table 4.9 reveals that 48 percent of the respondents say that working conditions of the
organization are excellent, 20 percent say that they are bad and 32 percent say that the
conditions are good.
It can be concluded that the majority of the respondents say the working conditions
are excellent.

Fig. 4.9

TABLE 4.10
REWARD OF GOOD PERFORMANCE
RESPONDENTS
Are you awarded for your Number Percentage
good performance
Yes 32 80
No 8 20
Total 40 100
Source: Sample Survey

Table 4.10 reveals that 80 percent of the respondents say that they are given reward for
their performance while 20 percent of the respondents are not rewarded.

Fig. 4.10

TABLE 4.11
DIFFERENT FACILITIES
Are you getting these RESPONDENTS
Number Percentage
facilities?
Educational Facilities 12 30
Canteen Facilities 2 5
Housing Facilities 8 20
Rest Room Facilities 10 25
Medical Facilities 8 20
Total 40 100
Source: Sample Survey

Table 4.11 reveals that 30 percent of the respondents are provided with educational
facilities. 5 percent canteen facilities, 20 percent housing facilities, 25 percent restroom
facilities and rest of the 20 percent medical facilities.
It can be concluded that the majority of the respondents are provided with
education facilities.

Fig. 4.11
 TABLE 4.12
SATISFACTION LEVEL ON FACLITIES
Are you satisfied with RESPONDENTS
Number Percentage
these?
Educational Facilities 8 20
Canteen Facilities 8 20
Housing Facilities 4 10
Rest Room Facilities 16 40
Medical Facilities 4 10
Total 40 100
Source: Sample Survey

Table 4.12 reveals that 20 percent of the respondents are satisfied with educational
facilities, 30 percent with canteen facilities, 10 percent with housing facilities, 40 percent
with restroom facilities and rest of the 10 percent of the respondents satisfied with the
medical facilities.
It can be concluded that the majority of the respondents are satisfied with restroom
facilities.

Fig. 4.12
 TABLE 4.13
SATISFACTION ON THE LELVEL ON JOB SECURITY
Are you satisfied with the RESPONDENTS
Number Percentage
level of job security?
Yes 30 75
No 10 25
Total 40 100
Source: Sample Survey

Table 4.13 reveals that 75 percent of the respondents are satisfied with the level of the job
security and the rest 25 percent of the respondents are not satisfied with level of job
security.
It can be concluded that the majority of the respondents with satisfied with the level
of job security.

Fig. 4.13
 TABLE 4.14
MOTIVATION AND SATISFACTION ON THE REWARD
Does this reward make you RESPONDENTS
Number Percentage
feel Motivated &
Satisfied?
Yes 28 70
No 6 15
Can’t Say 6 15
Total 40 100
Source: Sample Survey

Table 4.14 reveals that 70 percent of the respondents say the reward motivates and satisfies
them while, 15 percent of the respondents say that they are not rest of the 15 percent can’t
say.
It can be concluded that the majority of the respondents are satisfied and motivated
by the reward.

Fig. 4.14

TABLE 4.15
 HOW OFTEN THEY ARE REWARDED
How often are you RESPONDENTS
Number Percentage
rewarded?
Once a month 0 0
Yearly 40 100
Half yearly 0 0
Total 40 100
Source: Sample Survey

Table 4.15 reveals that 100 percent of the respondents are rewarded yearly. It can be
concluded that the all of respondents are paid yearly.

Fig. 4.15
 TABLE 4.16
POST RETIRAL BENEFITS
Are you entitled these Post RESPONDENTS
Number Percentage
Retrial Benefits
Pension 24 60
Provident Fund 8 20
Gratuity 8 20
Total 40 100
Source: Sample Survey

Table 4.16 reveals that 60 percent of the respondents are provided with pension, followed
by 20 percent provided with provident fund and the rest 20 percent with gratuity.
It can be concluded that the majority of the respondents are provided with pension
as a post retrial benefits.

Fig. 4.16
 TABLE 4.17
EXTEN OF SATISFACTION OF THE BENEFITS
If yes, what extent you find RESPONDENTS
Number Percentage
these benefits satisfactory?
Very satisfactory 24 60
Unsatisfactory 8 20
Partially satisfactory 4 10
Can’t Say 4 10
Total 40 100
Source: Sample Survey

Table 4.17 reveals that 60 percent of the respondents are satisfied with their job most of
time, 20 percent are never satisfied, 10 percent are satisfied sometimes and the rest 10
percent can’t say.
It can be concluded that the majority of the respondents are satisfied with the
benefits they are offered.

Fig. 4.17
TABLE 4.18
SATISFACTION AND MOTIVATIONS
Do you think the level of RESPONDENTS
Number Percentage
Satisfaction and
Motivation are related to
each other?
Yes 28 70
No 6 15
Can’t Say 6 15
Total 40 100
Source: Sample Survey

Table 4.18 reveals that 70 percent of the respondents say that there is relation between
satisfaction & motivation. They are closely followed by 15 percent respondents say that
there is no relation and the rest 15 percent can’t say.
It can be occluded that the majority of the respondents say there is a relation
between satisfaction and motivation.

Fig. 4.18
 TABLE 4.19
INTER-RELATION OF MORALE / JOB SATISFACTION
Are you morale and Job RESPONDENTS
Number Percentage
satisfaction Inter-related to
each other?
Yes 32 80
No 68 20
Total 40 100
Source: Sample Survey

Table 4.19 reveals that 80 percent of the respondents say that there is an inter-relation
between morale and job satisfaction. The rest 20 percent say there is no inter-relation
between morale and job satisfaction.
It can be concluded that the majority of the respondents proved there is an inter-
relation between moral and job satisfaction.

Fig. 4.19
 TABL 4.20
TYPE OF MOTIVATION USED BY OFFICERS
If yes, what type of RESPONDENTS
Number Percentage
motivation is used by your
officer?
Positive 20 50
Negative 10 25
Both 10 25
Total 40 100
Source: Sample Survey
Table 4.20 reveals that 50 percent of the respondents are motivated by the officers. They
are followed by 25 percent who are motivated negatively. The remaining 25 percent of the
respondents are motivated both positively and negatively.
It can be concluded that the majority of the respondents are motivated positively
while 25 percent are negatively motivated and the combination of negative and positive
motivation share the same percentage.

Fig. 4.20
 TABLE 4.21
INTER-RELATION OF PERFORMANCE & JOB SATISFACTION
Do you think performance RESPONDENTS
Number Percentage
and job satisfaction are
inter-relative?
Yes 32 80
No 8 20
Total 40 100
Source: Sample Survey

Table 4.21 reveals that 80 percent of the respondents proved there is an inter-relation of
performance and job satisfaction. The rest 20 percent proved there is no relation.
It can be concluded that the majority of the respondents say there is an inter-
relation of performance and job satisfaction.

Fig. 4.21

TABLE 4.22
 KNOWLEDGE AND SKILL EFFECT ON JOB SATISFACTION
Do you think knowledge RESPONDENTS
Number Percentage
and skills and affect job
satisfaction?
Yes 22 55
No 18 45
Total 40 100
Source: Sample Survey

Table 4.22 reveals that 55 percent of the respondents proved that knowledge and skills
affects job satisfaction. They are followed by 45 percent of the respondents who said
knowledge and skill does not affect job satisfaction.
It can be concluded that the majority of the respondents believe knowledge and
skill affect job satisfaction.

Fig. 4.22
 TABLE 4.23
PRESENCE OF A PROPER CHANEL OF RAISING COMPLAINTS AND
SUGGESTIONS

Is there a proper channel RESPONDENTS

Number Percentage
of raising your complaint
and suggestions
Yes 32 80
No 8 20
Total 40 100
Source: Sample Survey

Table 4.23 reveals that 80 percent of the respondents agree there is a channel of raising
complaints and suggestions. 20 percent of the respondents said it does not exist.
It can be concluded that the majority of the respondents are provided with a channel
of raising complaints and suggestions.

Fig. 4.23
TABLE 4.24
RESPONDENTS’ CLASSIFICATION ACCORDING TO SERIOUSLY TAKEN ON
THE COMPLAINTS AND SUGGESTIONS
If yes, are you complaints RESPONDENTS
Number Percentage
and suggestions taken
seriously?
Yes 24 60
No 16 40
Total 40 100
Source: Sample Survey

Table 4.24 reveals that 60 percent of the respondents complaints and suggestion are taken
seriously while the remaining 20 percent of the respondents their complaint and suggestion
are not taken seriously.
It can be concluded that the majority of the respondents are taken seriously
concerning their complaint and suggestions.

Fig. 4.24
 CONCLUSION

The study found majority of the respondents are satisfied with their job due to the
following reasons:
 Provision of the post retrial benefits.
 Good working Condition
 Provision of facilities like canteen, education, transport and rest rooms.
 Provides motivating by officer.
 Provision of a channel of raising complaint and supervision.
 Due to the relation of motivation and satisfaction.
 Inter-relation of morale and job satisfaction.

If we look at the above response we find that most of the organization are working very
hard to ensure that they provide their employees with the above points . The World has
become mercurial in such a turbulent environment, we find a small percentage of the
organizations do not offer this benefits to the employees when the employees lack good
incentives and proper working conditions they will not be satisfied with the job and
their output will not be sufficient. As a result of job dissatisfaction, absenteeism of
employees become rampant.
An individual’s job satisfaction depends mostly on the facilities and incentives
offered by the management if the employee faces job dissatisfaction he will either seek
another job or give in sufficient output Job satisfaction creates a positive attitude and. It
will create a lot of positive energy to achieve the tasks. The commitment of the
organization and the individual are very important factors in managing job satisfaction
effectively. The cost of job satisfaction is very expensive because it affects the
individual, the organization and the society at large.
My conclusion is divided into two part Findings & Suggestions.
 FINDIGNS

 Most of the respondents are of the age group of 31-35

 90 percent of the respondents are male.
 Maximum number of respondents are graduate.
 Most of the respondents are married.
 60 percent of respondents work as control testers.
 75 percent of respondents are skilled.
 60 percent of respondents are satisfied with their job.
 80 percent of the respondents feels that present working conditions are good.
 Most of the respondents are satisfied with the facilities provided .
 80 percent of the respondents feel they are satisfied with the job security.
 Majority of the respondents are motivator and satisfied by the rewards.
 Maximum number of the respondents are rewarded yearly.
 Most of the respondent says that there is no risk related to their job.
 75 percent number of respondents are entitled with all their retrial benefits.
 Majority of the respondents say that there is a relation between motivation &
satisfaction.
 65 percent of the respondents feel there is an inter-relation of performance and job
satisfaction.
 SUGGESTIONS

 Employees should be rewarded for their work performance.

 Canteen facilities should be provided to the workers.
 Reward should be given to the workers half years.
 Job Security should be increased.
 Worker should be motivated by officers.
 Working conditions should be improved.
ANNEXURE
 QUESTIONNAIRE

STATUS OF JOB SATISFACTION AMONG EMPLOYEES

Part –A
Background Information

1. Name:
________________________________________________________________
2. Age:
__________________________________________________________________
3. Sex: Male Female
4 Educational Qualifications
(a) Below Matric (b) Matric
(c) Graduate (d) Postgraduate

5. Martial Status: a) Married b) Unmarried

6

Designation;_______________________________________________________
______
7 Category a) Skilled b) Semiskilled
c) Unskilled
 Part –B

Q1 Are you satisfied with your Job?

(a) Yes (b) No
(c) Can’t Say
Q2 How much time you feel satisfied with your job?
(a) Most of the time (b) Never
(c) Sometimes (d) Can’t Say
Q3. What do you feel about the present working conditions of your organisation?
(a) Excellent (b) Good
(c) Bad
Q4 Are you awarded for your good performance?
(a) Yes (b) No
Q5 Are you getting these facilities?
Yes No
Educational Facilities
Canteen Facilities
Housing Facilities
Rest Room Facilities
Medical Facilities

Q6 Are you satisfied with these?

Yes No Can’t Say
Educational Facilities
Canteen Facilities
Housing Facilities
Rest Room Facilities
Medical Facilities

Q.7 Are you satisfied with the level of job security?

(a) Yes (b) No
Q.8 Does this reward make you feel motivated and satisfied?
(a) Yes (b) No
 (c) Can’t Say
Q9 How often are you rewarded?
(a) One a month (b) Half Yearly
(c) Yearly
Q10 Are you entitled these post retiral benefits?
Yes No Can’t Say
Pension
Provident Fund
Gratuity
Any other

Q.11 If yes , what extent you find this benefits satisfactory?

(a) Very Satisfactory (b) Unsatisfactory
(c) Partially satisfactory (d) Can’t Say
Q.12 Do you think the level of satisfaction and motivation are related to each
other?
(a) Yes (b) No
(c) Can’t Say
Q.13 Are morale and job satisfaction inter-related to each other?
(a) Yes (b) No
Q.14 Are you motivated by your officers?
(a) Yes (b) No
Q.15 If yes, what type of motivation is used by your officers?
(a) Positive (b) Negative
Both

BIBLIOGRAPHY

Books:
  Principles and Practices of Management
By : L.M. Prasad
 Management theory & Practice
By : C.B. Gupta
 Personal Management
By : C.B. Memoria
 Personal Management
By : R.C. Sharma & D.C. Sharma
 Industrial Psychology
By : M.B. Gopal

Websites:

www.google.com