EMPLOYEE AFFECTIVE RESPONSES TO WORK

ENVIRONMENT AND JOB DESIGN

By

DEEPA V
(211411631014)

Of

PANIMALAR ENGINEERING COLLEGE

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements
for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

JUNE – 2013
 PANIMALAR ENGINEERING COLLEGE
(A CHRISTIAN MINORITY INSTITUTION)

JAISAKTHI EDUCATIONAL TRUST

BANGALORE TRUNK ROAD
VARADARAJAPURAM, NASARATHPETTAI,
POONAMALLEE, CHENNAI - 602 102.

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that, this project report titled “ EMPLOYEE

AFFECTIVE RESPONSES TO WORK ENVIRONMENT AND JOB
DESIGN” is the bonafide work of V. DEEPA , who carried out the research under
my supervision. Certified further, that to the best of my knowledge the work
reported here in does not from part of any other project report or dissertation on the
basis of which a degree or award was conferred on earlier occasion on this or any
other candidate.

Internal Guide Head of the Department

Internal examiner External Examiner

 ACKNOWLEDGEMENT

My sincere thanks to Our Honorable Founder & Chairman Dr. JEPPIAAR, M.A. M.L,
PhD, for his sincere endeavor in educating me in his premier institution.

I would like to express my deep gratitude to Our Beloved Secretary and Correspondent
Dr. P. CHINNADURAI, M.A., PhD, for his kind words and enthusiastic motivation which
inspired me a lot in completing this project and I express my sincere thanks to Our Directors
Mrs. C. VIJAYA RAJESWARI and Mr. SAKTHI KUMAR, M.E M.Phil., for providing me
with the necessary facilities for completion of the project.

I also express my gratitude to Our Principal K. MANI, M.E, PhD, who helped me in
completing the project.

I also thank our Head of the Department, and also our Faculty, Dr. V.
MAHALAKSHMI, M.L., M.B.A., PhD, and Mrs.RAMYA, MBA., M.Phil., for her “make
easy guidance, ideas and encouragement” for the successful completion of the project.

V DEEPA
 TABLE OF CONTENTS

S.NO CHAPTERS PAGE NO

Abstract i
List of tables iii
List of charts v

CHAPTER-1
INTRODUCTION
1.1 Introduction 1
1.2 Industry profile 4
1.3 Company profile 8
CHAPTER-2
DEVELOPMENT OF
MAIN THEME
2.1 Need for the study 13
2.2 Scope for the study 14
2.3 Objectives of the study 15
2.4 Limitations 16
2.5 Review of literature 17

CHAPTER-3
ANALYSIS AND
INTERPRETATIONS
3.1 Research methodology 26
3.2 Analysis&Interpretation 31
3.3 Findings 71
3.4 Suggestions 73
3.5 Conclusion 74

APPENDIX
Questionnarie vii
Bibliography xi
 ABSTRACT

Work environment is defined as the place that one works.Job design has been defined as
specification of the contents,methods and relationships of jobs in order to satisfy technological
and organizational requirements as well as the social and personal requirements of the job holder.

This study is done on “Employee Affective Responses to work environment and job design”.

The main objective of the study are to know the attitude of employees towards the work
environment and to find out the various factors that affect the work environment.The Employee
satisfaction regarding various aspects of the job is also determined.

The research design adapted in this study was descriptive.The nature of the study carried out is
census survey in which the entire population of the MICRON FASTENERS PRIVATE
LIMITED(MFPL) is considered.The population size of MICRON FASTENERS PRIVATE
LIMITED is 150.The Questionaire is distributed to all the employees of MFPL.

The main tool employed in collecting the primary data is through framing a structured
questionnaire.The Statistical tools used in this study are Percentage analysis,Pearson’s
correlation,Weighted average method,Chi-square test.

This study concentrates on finding the physiological factors in work environment and
satisfaction level of employees towards various aspects of job.Suggestions are given to improve
the work environment and to overcome the difficulties faced by employees in work.
 PAGE
S NO. LIST OF TABLES NO.
3.2.1
TABLE SHOWING AGE OF THE RESPONDENTS 31
3.2.2
TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 32
3.2.3
TABLE SHOWING WORK EXPERIENCE OF THE RESPONDENTS 33
3.2.4
TABLE SHOWING DEPARTMENT OF THE RESPONDENTS 34
3.2.5
TABLE SHOWING WHETHER ORGANISATION PROVIDES JOB MATCHING TO THE SKILLS OF EMPLOYEE 35
3.2.6
TABLE SHOWING WHETHER ORGANISATION PROVIDES SAFE WORK ENVIRONMENT TO EMPLOYEES 36
3.2.7
TABLE SHOWING EMOTIONS OF THE EMPLOYEES IN WORKPLACE 37
3.2.8
TABLE SHOWING WORKLOAD OF EMPLOYEES 38
3.2.9
TABLE SHOWING BEST FACTOR FOR ACHIEVING SOUND WORK ENVIRONMENT 39

3.2.10 TABLE SHOWING BEST ATTRIBUTE IN WORKPLACE 40

3.2.11
TABLE SHOWING LEVEL OF SATISFACTION TOWARDS WORKING CONDITION 41
3.2.12
TABLE SHOWING FACTORS THAT INFLUENCE JOB SATISFACTION 44
3.2.13
TABLE SHOWING RANK FOR ORGANISATON BENEFITS 47
3.2.14
TABLE SHOWING EMPLOYEE’S SATISFATION ON THEIR POSITION IN ORGANISATION 49
3.2.15
TABLE SHOWING WHETHER EMPLOYEES HAVE EXPERIENCED DISCRIMINATION IN THE COMPANY 52
3.2.16
TABLE SHOWING HOW TOP MANAGEMENT MOVE WITH EMPLOYEE 54
3.2.17
TABLE SHOWING WHETHER EMPLOYEE ENJOY A GOOD RELATIONSHIP WITH PEERS & SUPERVISOR 56
3.2.18
TABLE SHOWING RANK FOR VARIOUS WELFARE FACILITIES 60
3.2.19
TABLE SHOWING CHART WHETHER ORGANIZATION PROVIDE BENEFITS TO EMPLOYEES 64
3.2.20
TABLE SHOWING WHETHER MANAGEMENT PROVIDES TRAINING TO PERFORM JOB EFFECTIVELY 67
3.2.21
TABLE SHOWING ONE OF THE JOB CHARACTERISTICS WHICH MOTIVATES EMPLOYEES IN JOB 68
3.2.22
TABLE SHOWING GOOD FEATURE IN JOB 69
3.2.23
TABLE SHOWING WHETHER MANAGEMENT DISCUSS JOB RELATED ISSUES WITH EMPLOYEES 70
 PAGE
S NO. LIST OF CHARTS NO.
3.2.1
CHART SHOWING AGE OF THE RESPONDENTS 31
3.2.2
CHART SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 32
3.2.3
CHART SHOWING WORK EXPERIENCE OF THE RESPONDENTS 33
3.2.4
CHART SHOWING DEPARTMENT OF THE RESPONDENTS 34
3.2.5 CHART SHOWING WHETHER ORGANISATION PROVIDES JOB MATCHING TO THE SKILLS
OF EMPLOYEE 35
3.2.6 CHART SHOWING WHETHER ORGANISATION PROVIDES SAFE WORK ENVIRONMENT TO
EMPLOYEES 36
3.2.7
CHART SHOWING EMOTIONS OF THE EMPLOYEES IN WORKPLACE 37
3.2.8
CHART SHOWING WORKLOAD OF EMPLOYEES 38
3.2.9
CHART SHOWING BEST FACTOR FOR ACHIEVING SOUND WORK ENVIRONMENT 39
3.2.10
CHART SHOWING BEST ATTRIBUTE IN WORKPLACE 40
3.2.11
CHART SHOWING LEVEL OF SATISFACTION TOWARDS WORKING CONDITION 43
3.2.12
CHART SHOWING RANK FOR THE FACTORS THAT INFLUENCE JOB SATISFACTION 46
3.2.13
CHART SHOWING RANK FOR ORGANIZATION BENEFITS 48
3.2.14
CHART SHOWING EMPLOYEE’S SATISFATION ON THEIR POSITION IN ORGANISATION 49
3.2.15 CHART SHOWING WHETHER EMPLOYEES HAVE EXPERIENCED DISCRIMINATION IN THE
COMPANY 52
3.2.16
CHART SHOWING HOW TOP MANAGEMENT MOVE WITH EMPLOYEE 54
3.2.17 CHART SHOWING WHETHER EMPLOYEE ENJOY A GOOD RELATIONSHIP WITH PEERS &
SUPERVISOR 56
3.2.18
CHART SHOWING RANK FOR VARIOUS WELFARE FACILITIES 63
3.2.19
CHART SHOWING WHETHER ORGANIZATION PROVIDE BENEFITS TO EMPLOYEE 66
3.2.20 CHART SHOWING WHETHER MANAGEMENT PROVIDES TRAINING TO PERFORM JOB
EFFECTIVELY 67
3.2.21 CHART SHOWING ONE OF THE JOB CHARACTERISTICS WHICH MOTIVATES EMPLOYEES
IN JOB 68
3.2.22
CHART SHOWING GOOD FEATURE IN JOB 69
3.2.23 CHART SHOWING WHETHER MANAGEMENT DISCUSS JOB RELATED ISSUES WITH
EMPLOYEES 70
 CHAPTER 1
INTRODUCTION
 1.1 INTRODUCTION

A work environment can be identified as the place that one works.work environment
mean everything that forms part of employees’ involvement with the work itself, such as the
relationship with co-workers and supervisors, organizational culture, room for personal development, etc.

A positive work environment makes employees feel good about coming to work, and this
provides the motivation to sustain them throughout the day. A quality work environment is essential to
keep your employees on task and working efficiently. An excellent work environment is marked by such
attributes as competitive wages, trust between the employees and management, fairness for everyone, and
a sensible work load with challenging yet achievable goals. All this comes together to provide the best
possible working conditions.

Work environment should be defined as the environment (as place, tools, social connections,
physical well being) enabling work to be done.The organization has to create conductive environment at
the workplace to make employees comitted to the company.

The manager/supervisors should make work environment more flexible to employees to promote
productivity,enhance job satisfaction and develop management and leadership skills.Work environment
should be free of distraction and interruptions that help to maintain performance.

Work environment should support the department goals including productivity,cost effectiveness.

The work environment should match with the requirement of plant and machinery in case of
production requirements and job requirements,in case of other requirements in addition to the
convenience and comfort of the employee.The work environment,which suits the requirements of job and
conveniences of the employees,maximizes the workers efficiency and productivity.

Industrial psychologists,therefore suggest that the organization should provide constructive work
environment in order to reduce employee’s problem at work.Work environment consists of
  Physical environment

 Social Environment

 Psychological environment

1)Physical environment

The environment is all of physical and social conditions that surround a person and can influence that
person's health.The physical environment includes both your outdoor and indoor surroundings.

2)Social environment

Social environment consist of management policies and practices regarding formation of work
groups/teams,allowing and encouraging employees.

The factors like encouraging/allowing the employees to interact socially with other employees
open and extensive interaction between superiors and subordinates,easy access of top management to
employees and management style of managing by walking around and consulting the employees
informally also included in social work environment.

3)Psychological environment

Psychological work environment significantly influences certain factors of human like

values,attitude,aptitude etc.

The study and application by behavioral scientists and architects of how changes in physical
space and related physical stimuli impact on people's behavior.
Fatigue :

The term fatigue is defined as decrease in the capacity or efficiency or ability of a person to
carryout the work because of work.

A good working environment is a good business :

It is important to understand that a healthy work environment must take into account the culture
of the workplace, which reflects the attitudes and behaviors of its employees. Providing employees with
appropriate recognition and allowing flexibility in their schedule leads to increased feelings of control and
sense of worth within the work environment. These feelings in turn ease the stress among employees,
increase healthy behaviors, enhance workplace morale, and stimulate greater productivity.

Job design mean to decide the content of a job.It fixes the duties & responsibilities of a job,the
method of doing the job & relationship between manager and superiors.Job should be designed properly
then employees will be motivated to improve productivity & profitability of organization.If job are
designed good Absenteesim,conflict can be avoided.

This study is about the employee reaction to their work environment & job design.The reaction of
employee in the same work environment could vary significantly depending on employee difference in
perceptions.
INDUSTRY PROFILE
 1.2 INDUSTRY PROFILE

Introduction

The Indian automotive industry has emerged as a 'sunrise sector' in the Indian economy. India is
emerging as one of the world's fastest growing passenger car markets and second largest two
wheeler manufacturer. It is also home for the largest motor cycle manufacturer and fifth largest
commercial vehicle manufacturer. Automotive industry is the key driver of any growing
economy. It plays a pivotal role in country's rapid economic and industrial development. It caters
to the requirement of equipment for basic industries like steel, non-ferrous metals, fertilisers,
refineries, petrochemicals, shipping, textiles, plastics, glass, rubber, capital equipments, logistics,
paper, cement, sugar, etc.

India is emerging as an export hub for sports utility vehicles (SUVs). The global automobile
majors are looking to leverage India's cost-competitive manufacturing practices and are assessing
opportunities to export SUVs to Europe, South Africa and Southeast Asia. India can emerge as a
supply hub to feed the world demand for SUVs.

India also has the largest base to export compact cars to Europe. Moreover, hybrid and electronic
vehicles are new developments on the automobile canvas and India is one of the key markets for
them. Global and Indian manufacturers are focussing their efforts to develop innovative
products, technologies and supply chains.

The automotive plants of global automakers in India rank among the top across the world in
terms of their productivity and quality. Top auto multinational companies (MNCs) like Hyundai,
Toyota and Suzuki rank their Indian production facilities right on top of their global pecking
order
HISTORY

The history of the automobile begins as early as 1769, with the creation of steam
engined automobiles capable of human transport. In 1806, the first cars powered by an internal
combustion engine running on fuel gas appeared, which led to the introduction in 1885 of the
ubiquitous modern gasoline or petrol-fueled internal combustion engine. Cars powered
by electric power briefly appeared at the turn of the 20th century, but largely disappeared from
use until the turn of the 21st century. The early history of the automobile can be divided into a
number of eras, based on the prevalent means of propulsion. Later periods were defined by
trends in exterior styling, and size and utility preferences.

An embryonic automotive industry emerged in India in the 1940s. Mahindra & Mahindra was
established by two brothers as a trading company in 1945, and began assembly of Jeep CJ-3A
utility vehicles. Following the independence, in 1947, the Government of India and the private
sector launched efforts to create an automotive component manufacturing industry to supply to
the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to
nationalisation and the license raj which hampered the Indian private sector. Total restrictions for
import of vehicles was set and after 1970 the automotive industry started to grow, but the growth
was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury.
Eventually multinational automakers, such as, though not limited to, Suzuki and Toyota of Japan
and Hyundai of South Korea, were allowed to invest in the Indian market ultimately leading to
the establishment of an automotive industry in India. A number of foreign firms also initiated
joint ventures with Indian companies.

While automobiles were introduced to India in the late 1890s, the manufacturing industry only
took off after independence in 1947. The protectionist economic policies ofthe government gave
rise in the 1950s to the Hindustan Motors Ambassador, based on a1950s Morris Oxford, and, is
still ubiquitous in the roads and highways of India.Hindustan Motors and a few smaller
manufacturers such as Premier Automobiles, Tata Motors, Bajaj Auto, Ashok and Standard
Motors held anoligopoly until Indias initial economic opening in the1980s. The maverick Indian
politician Sanjay Gandhi championed the need for a "peoples car"; the project was realized after
 his death with the launch of a state-owned firm Maruti Udyog Suzuki which quickly gained over
50%market share. The Maruti 800 became popular because fits low price, high fuel efficiency,
reliability and modern features relative to its competition at the time. Tata Motors exported buses
and trucks to niche markets in the developing world. The liberalization of 1991 opened the flood
gates of competition and growth which have continued up to today. The high growth in the
Indian economy has resulted in all major international car manufacturers entering the Indian
market. General Motors, Ford, Toyota, Honda, Hyundai and others set up manufacturing plants.
Rolls Royce, Bentley and Maybach are examples of the few high end automobile manufacturers
which entered India in the recent years. The Tata Nano is at the lower end of the price range
costing approx US$ 2,500 and Bugatti Veyron at the other with a price tag of over US$ 2 million.
Indias love affair with the automobile is famously embodied in the 1920s Rolls Royce
collections of the erstwhile maharajas. The growing middle class aspires for the automobile for
its convenience and as a status symbol

Factors that will drive growth in the sector

 Rising incomes among Indian population will lead to increased affordability, increasing
domestic demand for vehicles, especially in the small car segment.
 Fuel economy and demand for greater fuel efficiency is a major factor that affects
consumer purchase decision that will bring leading companies across two-wheeler and four-
wheeler segment to focus on delivering performance-oriented products.
 Product innovation and market segmentation will channelize growth. Vehicles based on
alternative fuels will be an area of interest for both consumers and auto makers.
 Focus on establishing India as auto-manufacturing hub is reigning in policy support in
form of Government’s technology modernisation fund.
 Industry will seek to augment sales by tapping into rural markets, youth, women and
luxury segments.
Upcoming trends
India is emerging as a strong automotive R&D hub with foreign players like Hyundai, Suzuki,
General Motors setting up base in India. This move is further enhanced by Government’s support
towards setting up centres for development and innovation. Tata Nano’s successful entry in the
Indian market has steamed up the opportunities of growth available in alternative segments like
electric cars, vehicles run on natural gas, etc.

Job opportunities in automobile sector

According to the Confederation of Indian Industry, auto sector currently employs 787, 7702
people, 58 percent of who are in the passenger car segment. However, there is an increasing
demand for skilled professionals in the domain of effective service delivery, spares management
and support functions. ITIs and Polytechnics provide 530,000 graduates every year, but there is
an urgent need for updating courses to keep up with changing trends in technology,
manufacturing, and processes.

Key Statistics

The amount of cumulative foreign direct investment (FDI) inflow into the automobile industry
during April 2000 to January 2013 was worth US$ 7,653 million, amounting to 4 per cent of the
total FDI inflows (in terms of US$), as per data published by Department of Industrial Policy and
Promotion (DIPP), Ministry of Commerce.

The Indian small and light commercial vehicle segment is expected to more than double by
2015-16 and grow at 18.5 per cent compound annual growth rate (CAGR) for the next five years,
according to a report titled, Strategic Assessment of Small and Light Commercial Vehicles
Market in India' by Frost & Sullivan.

The light commercial vehicles (LCV) market - both passenger and goods carrier is estimated to
register a sales growth of around 20 per cent during FY 2012-FY 2015, as per a RNCOS report
titled, "India LCV Market Outlook".
India is the world's second-largest heavy commercial vehicle market. The RNCOS report, "India
MCV and HCV Market Outlook", observed that infrastructure boom and emergence of hub and
spoke model, among other factors have given a new dimension to the medium and heavy goods
carrier commercial vehicles' sector in India. It is anticipated that the sales of medium and heavy
commercial (M&HC) goods carriers will increase at a CAGR of more than 10.5 per cent during
2011-12 to 2014-15.
COMPANY PROFILE
 Company profile

MICRON FASTENERS PRIVATE LIMITED (Formerly MICRON INDUSTRIES) was founded in the year 1990 by
Mr.T.S.Viswanathan for Manufacturing High Tensile Thread Rolled Fasteners, Cylinder Head Studs,
Precision Auto Components and Special Purpose Nuts .catering to the needs of Automobile and All Type
of Engine Manufactures.

To-day Micron Fasteners Private Limited is an ISO/TS 16949 –Third Edition Certified Company and has
Highly Experienced Officers, Quality Controllers, Technical Staff, Skilled Operators totaling to 150
Persons.

QUALITY POLICY:

MFPL is committed to Manufacture and Deliver Cost Effective Quality Products to Customers, On Time &
Every Time to the Utmost Satisfaction of the Customers and Continually Improving on Cost Effective on
Time Delivery Process.

OBJECTIVES:

 To Eliminate Waste totally and remain Cost Competitive

 To Reduce Variation in all the Manufacturing Processes
 To Achieve Zero Defect (ZD) On Time Delivery (OTD) Performance
 To Increase Market Share by Continually Improving Customer Satisfaction
 To Achieve International Quality Standards
 To Increase Customer Base
 To Enter in to Global Market
 PRODUCTS:

Precision Turned Components.

High Tensile Thread Rolled Fasteners (M3×0.5 min to 7.5 mm max pitch diameter). Studs, particularly of
alloy steels of 8.8, 10.9&12.9 grades, with hardness of 40-45 HRC. Nuts for Automobile Engines. Pin –
Feed Pump

LIST OF MACHINERY INSTALLED:

 DEVANPORTSERVO – B
 5 Spindle Automatic Screw Machine. 22Dia USA Make
 High Production Threading, both sides threading in single setting
 POLYGIM (Taiwan) Diamond 32CSL SWISS Type CNC Auto Lathe can produce complex
turned components complete in one set –up .this machine is capable of manufacturing
complex turned parts, which include operations such as tapping, threading, thread
rolling, cross drilling, cross tapping ,flat milling, backside drilling, backside tapping and
off-centre drilling. The machine is equipped with:
 Main spindle (36m m dia bar capacity)
 Sub –spindle(to hold the component for back side machining)
 6 Stations for OD Turning Tool Positions
 6 Stations for Cross Working Driven Tool Positions
 3 Stations for Bevel Drill/ Mill Driven Tool Positions (programmable)
 2 Stations for I.D Stationery Tool Positions for main spindle
 2 Stations for off – Centre Drilling Driven Tool Positions for main spindle
 4 Stations for I.D Stationery Tool Positions for Sub Spindle
 3 Stations for off-Centre Drilling Driven Tool Positions for sub spindle
  Single Spindle Automat PMT-TRAUB A25-9 Nos

 Capstan GEDEE WEILER RDU 260/38 -3 Nos

 Milling Machine PIONEER -5 nos

 Drilling Machine (1/2”) EIFCO -2 nos

 Drilling and Tapping Machine (1”) EIFCO -2nos

 Thread Rolling Machine MTE 512 -2Nos

 Thread Rolling Machine MTE 513 -2Nos

 Tapping Machine (M9 × 1.25) PREWO -3 Nos

 Tool and Cutter Grinding Machine SIGT -1No

 Genset with 125 Kva plus AMF panel -1 No

 Air compressor -1 No

 Chun ZU”Lion” Brand Multi Station Bolt Former Machine(1CBF-134)L 1No. (Cold Forging
from coil Dia 6mm to 12.7mm with Maximum Components length 180mm.)

 FTS make Battery Powered Pedestrain Fork Truck. – 1 No.

METROLOGY LAB:
1. Profile Projector PJ-A3010F
QM Data 200 Data Processor
Swivel Centre Support
2. Surface Roughness Tester SJ – 401
3. Digimatic Micrometer
4. Micrometers
5. Vernier Calipers
6. Surface Plate with Digital Height gauge
7. Weighing Machines
8. Hardness Tester
OUR CUSTOMERS

Greaves Cotton Limited, Ranipet-(Engine Division)

Greaves Cotton Limited, Aurangabad. -(Engine Division)

Delphi – TVS Diesel System, Mannur. -(Pump Division)

Same Deutz - Fahr India (P) Ltd, Ranipet. -(Tractor&Engine Division- Fully Export.)

CONTACT US

Micron Fasteners Private Limited

#26, Nehru Nagar, 3rd Street,

Venkateswara Colony,Kottivakkam

Chennai – 600041,

E-mail- tsv@ micronfasteners.com, qc@micronfasteners.com and accounts@micronfasteners.com

Phone:044-24541345, Fax:044-24540055.

TIN No: 33430924071

CST No: 839316 /24-12-04

ECC Code No: AAECM 1245 NXM 001

SSI Registration No: 330350955 dated 25/09/1990

Bankers: Canara Bank , Kasturba Nagar Branch, Chennai - 600020

Contact Persons:

Mr.T.S.Viswanathan M.D
Cell: 9840739554

K.N.Umapathy,-Marketing Executive,

Cell No.80561 84554.

P.Sukumar (Production Engineer)

Cell No.9976239979.

Mr.Mohan (Quality control)

Land Line: 24541345

Sister Concern:

Mohana Enterprises

No.17, Natesan Nagar

Velachery,Chennai – 600 042

Phone: 22593007

SSI Registration No: 330288083

Bankers: Canara Bank, Kasturiba Nagar Branch, Chennai – 600 020

NEW ESTABLISHMENT:

Now, Newly Established Micron Fasteners Pvt. Ltd. - Unit – II at No.265,Nehru Nagar, 2Main Road,
Kottivakkam, Chennai 600 096.

Specially developed for cold Forge components in around 3 crore investment with imported
Machineries.
 ***

CHAPTER-2
DEVELOPMENT OF MAIN THEME
NEED OF THE STUDY
 2.1 NEED OF THE STUDY

Monitoring the employees attitude is essential for the acquisition & retention of quality
workforce.It can be used as key to a more motivated & loyal workforce.Studying
employee responses can identify problem areas & solution related to
management,corporate policy,benefits & professional development.This survey can
reveal whether employee are finding fulfillment in the work
SCOPE OF THE STUDY
 2.2 SCOPE OF THE STUDY

Work environment is very much useful for the organization for letter productivity.To study
employes reaction towards working environment.The scope of the project is to out the practical
difficulties involved in the work environment that can be evaluated through this study.The
company would be able to know the satisfaction level of employes on work environment.For
better job design for employes these should be good working environment.
OBJECTIVES OF THE STUDY
 2.3 OBJECTIVES

PRIMARY OBJECTIVES

To study the attitude of employees towards the work environment in Micron Fasteners
private Limited

SECONDARY OBJECTIVES

 To find out the various factors that affects the work environment
 To know the employee satisfaction regarding various aspects of job
 To study the satisfaction level of employees towards the benefits provided by
organization
 To study the degree of relationship with coworkers & higher authorities
 To identify the needs & aspirations of workers in a changing environment
 To identify the factors that lead to high performance
 LIMITATIONS

2.4 LIMITATIONS OF THE STUDY

 This project report was designed mainly on the belief that information provided by the
respondent is correct
 Employee do not feel free to express their views & ideas
 Employees were not interested to fill the questionnaire
 REVIEW OF LITERATURE

2.5 REVIEW OF LITERATURE

Alan Hedge(1982) in his article examined that “A total of 649 employees at all job levels
working in open-plan offices on each of the five floors of an office building completed an
extensive questionnaire on their work and the office environment. The results showed that a
variety of ambient environmental problems were present in these offices. Loss of privacy
and increased disturbances were consistently at the source of these negative reactions, and
the interrelationship of these problems also emerged from factor analysis of the data.
Although the office did create a favorable social climate, this did not offset employees'
negative reactions to work conditions but rather appeared to exacerbate the problems.
Consequently, no evidence was found to support the claim for improved productivity in
open-plan. Finally, various areas for future research are briefly discussed.”
James C McElroy and Paula C Morrow(2010) in his article states that “ Outcomes associated
with an office redesign aimed at decreasing workspace while enhancing perceptions of
organizational culture and work-related attitudes are examined within a financial services
organization. Findings show that employees assigned to the redesigned office environment
report less workspace and more distractions than those who remained in a cubicle
environment, but that this finding was moderated by age generation. Employees moved to
the newly redesigned space reported more favorable perceptions of culture and work-
related attitudes, with no age moderating effects. Taken together, results provide support for
the theory that office redesign is an effective strategy for implementing organizational
change.”

Ole Busck, Herman Knudsen, and Jens Lind(2010) in his article examined that “ This article
reviews the research literature on the relationship between employee participation,
influence and the work environment. The main part of the literature points to a positive
connection in line with how it has been almost institutionalized in Karasek and Theorell’s
demand—control model. However, more recent research into psychosocial work
environment problems questions the model’s assumption of high job control compensating
for high job demands., the article questions why increased employee participation does not
seem to result in a healthy work environment.The article concludes that there are limitations
to the demand control model in modern working life given the contextual changes in the
employer employee relationship, which may mean a transformation of the significance of
participation.”

Christina Bodin Danielsson and Lennart Bodin(2008) in his article states that “This article
investigates the hypothesis that office type has an influence on workers' health status and job
satisfaction and 469 employees in seven different types, defined by their unique setup of
architectural and functional features, have rated their health status and job satisfaction.
Multivariate regression models were used for analysis of these outcomes, with adjustment for
age, gender, job rank, and line of business. Both health status and job satisfaction differed
between the seven office types. Lowest health status was found in medium-sized and small open
plan offices. Best health was among employees in cell offices and flex offices. Workers in these
types of offices and in shared room offices also rated the highest job satisfaction. Lowest job
satisfaction was in combi offices, followed by medium-sized open plan offices. The differences
between employees could possibly be ascribed to variations in architectural and functional
features of the office types.”

Michael P. O’driscoll, Jon L. Pierce, and Ann-Marie Coghlan(2008) in his article states that
“This study explored a potential mediating role of psychological ownership in the relationship
between levels of work environment structure and employee responses, in a diverse sample of
239 New Zealand workers and their managers. It was reasoned that low levels of work
environment structure permit employees to exercise more personal control, have greater
knowledge), and invest themselves more extensively into their work. Hence, less structured work
environments are more conducive to the development of feelings of psychological ownership for
the job and organization than are more highly structured work environments that allow less
personal control. Results from this investigation suggest that psychological ownership mediates
the relationship of work environment structure with employee citizenship behaviors and
organizational commitment”

Mary D Zalesny, Richard V. Farace, and Ronnie Kurchner-Hawkins(1985) in his article

states that “Organizational level and the perceived physical and social work environments were
examined as predictors of the job perceptions and attitudes of state government employees (N =
420). Regression analyses indicated that organizational level was a significant predictor of job
perceptions and involvement. Perceptions of the social environment explained additional
variance in job attitudes and involvement, and made significant contributions in explaining trust
in higher-level administration and job satisfaction. Perceptions of the physical environment were
consistently related to satisfaction. Level X environment interactions made independent
contributions beyond the main effects in explaining job perceptions and involvement, trust, and
satisfaction. The physical environment predicted better for higher-level employees, whereas the
social environment predicted better for lower-level employees. The results suggest that
organizational level and the work environment, particularly its social component, are important
considerations in understanding employee responses to their work”

Kaori Fujishiro and Catherine A. Heaney(2009) in his article states that “A small but growing
literature has documented an association between justice at work and employee health. However,
the pathways and mechanisms underlying this association are not well understood. This article
proposes a conceptual framework that bridges the organizational justice, occupational stress, and
occupational epidemiology literatures. Justice appraisals are proposed to be both important
mediators and moderators in the causal flow from exposure to the organizational environment to
employee health. The potential role of justice in enhancing employee health is compared to that
of the well-established concepts of social support and job control. Directions for future research
are suggested, along with strategies for overcoming challenges inherent in this multidisciplinary
area of research. Implications for work-site health interventions are discussed”

Paul E. Tesluk, Robert J. Vance, and John E. Mathieu (1999) in his article states that “A
systems-based, guided examination of employee involvement (EI) in the context of participative
climates is presented. The authors proposed a theoretical multi-cross-level model to examine the
relationship between participative climates as they exist at top and middle organizational levels
and employee attitudes and behaviors. Data from an organization consisting of 11 relatively
autonomous districts further divided into 88 units were used to examine the relationship of EI
practices, participative climates, and individual (n = 483) work-related attitudes and involvement
in the EI process. Results indicated that district and unit participative climates interacted with
one another in influencing work-related attitudes and behaviors. The importance of multiple
participative climates operating in relation to one another to influence individual attitudes and
behaviors, and how these climates are supported, is discussed.”
Michael J. O'Neill(1994) in his article states that “This study develops and tests a conceptual
model of the relationships between work space adjustability, storage, and enclosure
characteristics, mediating psychosocial perceptions of privacy, distractions, and
communication, and outcome measures of satisfaction and performance. Building design
and job level variables are also included in the model. The analyses show that adjustability
and storage contribute directly to satisfaction and performance, and indirectly to these
outcomes through mediating perceptions of the psychosocial environment. Enclosure played
only a minor role in predicting mediating and outcome variables.One aspect of enclosure,
type of partition surrounding the work space, predicts communication and privacy, but is
only indirectly related to outcome measures. There is a negative relationship between
number of floors and density of workers, and some psychosocial perceptions and
satisfaction. A positive relationship was found between job level and satisfaction. The study
illustrates the value of a multivariate approach to understanding the relative contributions of
design variables to worker perceptions and behavior”

Mary D Zalesny, Richard V. Farace, and Ronnie Kurchner-Hawkins(2001) in his article

states that” Organizational level and the perceived physical and social work environments were
examined as predictors of the job perceptions and attitudes of state government employees (N =
420). Regression analyses indicated that organizational level was a significant predictor of job
perceptions and involvement. Perceptions of the social environment explained additional
variance in job attitudes and involvement, and made significant contributions in explaining trust
in higher-level administration and job satisfaction. Perceptions of the physical environment were
consistently related to satisfaction. Level X environment interactions made independent
contributions beyond the main effects in explaining job perceptions and involvement, trust, and
satisfaction. The physical environment predicted better for higher-level employees, whereas the
social environment predicted better for lower-level employees. The results suggest that
organizational level and the work environment, particularly its social component, are important
considerations in understanding employee responses to their work”
James R. Carlopio and Dianne Gardner(1992) in his article states that “This study examined
the direct and interactive relationships among several elements of the physical work
environment, types of work and employee attitudes Two-hundred and twenty-eight employees of
a large bank completed questionnaires. Analyses of variance revealed both direct and interactive
effects. Differences were found across those with and without PCs and ergonomic furniture on
various attitudes and perceptions. Differences were also found across office types, as were
interactive effects among work types and office types. These results support the hypothesis that
relationships among these variables are complex and interactive, and illustrate that perceptions of
the physical environment are moderated by the job level and the type of work people perform”

Lawn, Philip(2004) in his article (2004) in his article states that “Very little work has been
undertaken to address this crucial issue and no forum specifically exists to deal with it. Its
foremost aim is to reconcile the potential conflict between the sustainability and full employment
objectives and to find ways to establish sustainable, equitable, and efficient economies. In
dealing with this conflict, many other issues emerge namely, the impact of the sustainability
objective on industry structure, on forms of employment, on skills formation, on the workplace
and workplace relations, on the development of "green" technologies, on competitive advantage,
and on corporate management strategies. But all the above issues need to be tackled on the
understanding that economic systems are subsystems of the natural environment upon which
they depend; that systems of all types are subject to various physical laws and coevolutionary
principles; and human well-being is dependent upon the adequate satisfaction of lower- and
higher-order needs.”

Govindarajulu, Nalini; Daily, Bonnie F.(2004) in his article states that “This paper presents a
theoretical framework for performance by looking at the crucial employer and employee factors
affecting environmental performance. The model focuses on the integration between
top management commitment, employee empowerment, rewards, feedback and review,
and environmental performance. Suggestions for managers on implementing core concepts from
the model, in addition to the challenges they may encounter are discussed throughout the article”
Chandrasekar(2011) in his article states that “The workplace environment impacts employee
morale, productivity and engagement - both positively and negatively. The work place
environment in a majority of industry is unsafe and unhealthy. These includes poorly designed
workstations, unsuitable furniture, lack of ventilation, inappropriate lighting, excessive noise,
insufficient safety measures in fire emergencies and lack of personal protective equipment.
People working in such environment are prone to occupational disease and it impacts on
employee’s performance. Thus productivity is decreased due to the workplace environment. It is
the quality of the employee’s workplace environment that most impacts on their level of
motivation and subsequent performance. How well they engage with the organization, especially
with their immediate environment, influences to a great extent their error rate, level of innovation
and collaboration with other employees, absenteeism and ultimately, how long they stay in the
job. Creating a work environment in which employees are productive is essential to increased
profits for your organization, corporation or small business. The relationship between work, the
workplace and the tools of work, workplace becomes an integral part of work itself. The
management that dictate how, exactly, to maximize employee productivity center around two
major areas of focus: personal motivation and the infrastructure of the work environment.”

Okibo,Walter,Charles (2012) in his article states that “Many organizations in Kenya are
increasingly providing employee welfare services as a form of improving the productivity of
employees at the workplace. However, the police department in Kenya has not been able to make
substantial improvement in the terms and conditions of service, provision of welfare services and
security to police officers and their families. It was on this basis that the study sought to assess
the role of employee welfare services on the performance of the national police service in Kisii
central district. The study was based on the functional theory of labour welfare which suggests
that welfare can be used to secure, preserve and develop efficiency and productivity of labour.
The study employed a descriptive survey design. Self administered structured questionnaires and
interviews were used to collect data. Descriptive statistics such as frequencies, weighted
averages and percentages were used to analyze data. The study established that there were no
proper systems of employee welfare services in Kisii central district, and those that exist were
not properly implemented although they played a major role on the performance of the national
police service and it therefore posed challenges on service delivery.

Aroosiya(2010) in her article states that “The objective of this study was to investigate the
impact of job design on employees’ performance in the school of Kalmunai Zone in Sri Lanka
and which factors of job design highly influence on employees’ performance in the
organizations. To analyze this condition, one hypothesis was formulated using deductive
approach. Type of investigation was correlation and it was cross-sectional on time horizon. The
unit of analysis was organizational level; each school. Teachers served as respondents on behalf
of the firm. Measures of the study were of good quality after assuring reliability and validity.
Data were collected from 103 respondents which was 100% response rate. In order to test the
hypothesis that was concerned with relationship between perceived level of job design and
perceived degree of employees’ performance the Pearson Product Movement Correlation
technique was applied. The results of the study showed a significant and positive relationship
between perceived level of job design and perceived degree of employees performance “

Stephen (2011) in his article states that “The relationship between organizational performance
and two dimensions of the ‘high performance work system’ – enriched job design and high
involvement management is widely assumed to be mediated by worker well-being. We outline
the basis for three models: mutual-gains, in which employee involvement increases well-being
and this mediates its positive relationship with performance; conflicting outcomes, which
associates involvement with increased stress for workers, accounting for its positive performance
effects; and counteracting effects, which associates involvement with increased stress and
dissatisfaction, reducing its positive performance effects.. Job satisfaction mediates the
relationship between enriched job design and four performance indicators, supporting the mutual
gains model; but HIM is negatively related to job satisfaction and this depresses a positive
relationship between HIM and the economic performance measures, supporting a counteracting
effects model”
Merketta kivisto(1998) in his article states that “A development process lasting nearly 3 years in
an engineering plant employing 300 people was evaluated for psychosocial effects by using a
before-after design. In the beginning, the plant had a high absenteeism rate, mostly due to
musculoskeletal injuries. The plant required several procedural and technical improvements
which were inhibited by adversarial industrial relations. A participatory process focusing on tools
and materials was carried out in all departments. The study describes an application of a
participatory ergonomics process. The methodology worked well in a situation in which the
management and workers were unable to initiate a development process. The study presents a
model for an ergonomics implementation process which had clear positive effects on ergonomic
and psychosocial factor”

Rahman, Muhammad Sabbir(2007) in his article states that “The purpose of this paper is to
find out the factors that are influencing female employees' perception toward work environment
in the private organisation's perspective. The survey instruments were employed on 150 female
employees of different position from various private organisations by using convenient sampling
procedure in Dhaka City, Bangladesh. Data analysis was carried out through exploratory factor
analysis; confirmatory factor analysis and structural equation modelling of total samples
respectively. From this research it was discovered that most of the respondents had given greater
priority on the level of interaction followed by work based self-esteem and job”

Anders Ingelgard(1996) in his article states that “The aim of the study was to increase the
empirically based knowledge of factors influencing the perceived muscoloskeletal discomfort
among workers in the field of materials handling. Recent research has shown that not only the
physical, but also the psychosocial work environment can influence the perception of
musculoskeletal discomfort. The data obtained was statistically analysed to evaluate whether
there were any relations between the different work environment factors. The correlation
between some psychosocial factors and Work Load Index, suggests that a higher level of
workload correlates with a less satisfactory psychosocial work environment. This is especially
true for the psychosocial factors Psychological workload and Influence on and control over
work.. In order to further develop the study design, it might be necessary to improve the
quantification of the workload measure and to separate musculoskeletal discomfort caused in
other environments from that caused by the work environment studied.”
 RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY

Research :
 Research is defined as “systematic investigation to establish facts or principles or to
collect information on a subject”

Definition of research is given by Creswell who states - "Research is a process of steps used to
collect and analyze information to increase our understanding of a topic or issue".

Research methodology

The process used to collect information and data for the purpose of making business decisions.
The methodology may include publication research, interviews, surveys andother
research techniques, and could include both present and historical information.

Research design :

1) Exploratory :-

Exploratory research is a form of research conducted for a problem that has not
been clearly defined. Exploratory research helps determine the best research design, data
collection method and selection of subjects. It should draw definitive conclusions only
with extreme caution. Given its fundamental nature, exploratory research often concludes
that a perceived problem does not actually exist.

2) Descriptive :-

A descriptive study is undertaken in order to ascertain and to able to describe the

characteristics of the variable of interest in situation.

The research study adopted in this survey is ‘descriptive’

Sources of data :

The two main sources of data for the present study have been primary data and secondary data.
  Primary data
 Secondary data

Primary data

Primary data consists of original informationcollected for specific purpose.The primary data for
the research study was collected through a direct survey with the employees guided by a
structured questionnaire.The questions were structured and direct as to make employeed
understand easily.

Secondary data

Secondary data consists of information that already exists some where,having been collected for
a specific purpose in the study.The secondary data for this study collected from various
books,company websites and from company bronchures.

Data collection method

Data collection method are an intregral part of research design.There are several data collection
methods.Interview –face-to face,telephone ,computer assisted and interview through the
electronic media;observation of individuals and events with or without videotaping or audio
recording,Questionaires that are administered sent through the mail,or electronically
administered;the data collection method used in this survey is questionnaire method that is
personally administered.

Questionaire development

This study relies to a great extent on primary data and some extent to secondary
data.Primary data is gathered from employees.keeping in view ,the objectives of the study ,the
questionnaire consiste of the following type of questions.

 Dichotonomous :
Here the questions asked have only two alternatives from which the respondents
were free to choose one
  Multiple choice :
Here the questions asked have a set of alternatives from which respondents may
choose one or more alternatives

 Ranking :
Here the questions will have a ranking scale,which the respondents are free torank
them accordingly to their preference

 Closed Questions

These type of questions do not allow the respondents to give answer freely

Census survey

A complete enumeration of all items in the population is known as census inquiry.It can be
presumed that in such sn inquiry,when all items are covered,no elements of chance is left and
highest accuracy is obtained.

The nature of study carried is census survey in which the entire population of MICRON
FASTENERS PRIVATE LIMITED is considered

Population size

The population size of MICRON FASTENERS PRIVATE LIMITED(MFPL) is 150.The

questionnaire was distributed to all the employees of the MFPL.

Tools used

 Charts
 Chi Square test
 Percentage analysis
 Weighted Average method
 Yes/no interval estimation
Chart

Barchart and pie chart are used for analysis to get a clear idea about the tabulated data

Percentage analysis

Percentage analysis is used to compare between two attributes.This method gives results in a

simple and understandable form.The percentage of reponses can be found using the formula .

Percentage(%) = *100

Weighted average method :

In the case of data involving rating scale and ranking scale,the weighted average ranking
method is used.In this method net scores of each attribute are calculated and analyzed.

Weighted average =

Chi- square test :

The chisquare tets is an important test amongst the several test of significance developed
by statistics,chi square symbolically written as chi –square is a statistical measure used in the
context of sampling analysis for comparing a variance to a theoretical variance
 Chi-Square test =

Where Oi=Observed Frequency

Ei=Expected Frequency

Pearson’s correlation test

The concept of correlation which is one of the method of studying the relationship
between variables.Two variables may have a positive correlation,a negative correlation or they
may be uncorrelated.The correlatin between two variables is called as simple correlation.

r=

If r = 0.98 shows that the two series X and Y have almost perfect positive correlation.

If r = 0 then it is clear that the two series are not at all associated with each other.

If r = -1 it shows that there is perfect negative correlation

If r = +1,then it is a case of perfect positive correlation between the two series.

 ANALYSIS AND
INTERPRETATION

3.2.1 TABLE SHOWING AGE OF THE RESPONDENTS

Age No of respondents Percentage

20-25 45 30
26-35 55 37
36-40 30 20
41-45 15 10
46 & above 5 3

TOTAL 150 100

 Findings

From the above table it has been found that 30% of the respondents are from age group 20 - 25
years, 37% of the respondents are from 26 -35 years, 20% of the respondents are from 36 - 40
years, 10% of the respondents are from 41- 45 years, 3% of the respondents are above 46 years.

Inference

It is inferred that maximum 37% of the employee are from age group 26 -35 years

3.2.1 CHART SHOWING AGE OF THE RESPONDENTS

No of respondents in %

Age

3.2.2 TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Educational Qualification No of respondents Percentage

10th 65 44
12th 38 25
Diploma/ITI 19 13
Graduate 23 15
Postgraduate 5 3

Total 150 100

Findings
From the above table it has been found that 44% of the respondents studied 10th, 25% of the
respondents studied 12th , 15% of the respondents are graduates, 13% of the respondents finished
Diploma,3% of the respondents are Postgraduates.

Inference

It is inferred that maximum 44% of the respondents have 10th as their educational background.

3.2.2 CHART SHOWING EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

No of respondents in %

Educational Qualification

3.2.3 TABLE SHOWING WORK EXPERIENCE OF THE RESPONDENTS

Work experience No of respondents Percentage

<1 15 10
1-2 13 9
2-3 25 17
3-4 33 22
Above 4 64 42

TOTAL 150 100

Findings
From the above table it has been found that 42 % of the respondents have their work experience
from Above 4 years, 22 % of the respondents have work experience from 3 - 4 years, 17 % of the
respondents have work experience from 2 - 3 years, 9 % of the respondents have work
experience from 1 - 2 years, 10% of the respondents have work experience less than 1 year.

Inference

It is inferred that maximum 42% of respondents have work experience above 4 years.

3.2.3 CHART SHOWING WORK EXPERIENCE OF THE RESPONDENTS

No of respondents in %

Work Experience

3.2.4 TABLE SHOWING DEPARTMENT OF THE RESPONDENTS

Department No of respondents Percentage

Admin 4 3
Production 119 79
Marketing 9 6
Human resource 12 8
Finance 6 4

Total 150 100

Findings
From the above table it has been found that 79 % of the respondents are from production
department, 8 % of the respondents are from Human resource department, 6 % of the
respondents are from marketing department, 4% of the respondents are from finance department,
3% of the respondents are from admin department.

Inference

It is inferred that majority of the respondents are from production department

3.2.4 CHART SHOWING DEPARTMENT OF THE RESPONDENTS

No of respondents in %

Department

3.2.5 TABLE SHOWING WHETHER ORGANISATION PROVIDES JOB MATCHING TO THE SKILLS OF
EMPLOYEE

Best match No of respondents Percentage

Yes 98 65
No 52 35
Total 150 100

Findings
From the above table it has been found that 65% of the respondents said that organization
provides job matching to their skills, 35 % of the respondents said that organization does not
provides job matching to their skills.

Inference

It is inferred that majority of the respondents said that organization provides job matching to
their skills.

3.2.5 CHART SHOWING WHETHER ORGANISATION PROVIDES JOB MATCHING

TO THE SKILLS OF EMPLOYEE

Job Matching

35 %

65 %

3.2.6 TABLE SHOWING WHETHER ORGANISATION PROVIDES SAFE WORK

ENVIRONMENT TO EMPLOYEES

Work environment No of respondents Percentage

Yes 127 85
No 23 15
Total 150 100

Findings
From the above table it has been found that 85% of the respondents said that organization
provides safe working environment,15 % of the respondents said that organization does not
provide safe working environment

Inference

It is inferred that majority of the respondents said that organization provides safe working
environment.

3.2.6 CHART SHOWING WHETHER ORGANISATION PROVIDES SAFE WORK

ENVIRONMENT TO EMPLOYEES

15 %

85%

3.2.7 TABLE SHOWING EMOTIONS OF THE EMPLOYEES IN WORKPLACE

Emotions No of respondents Percentage

Happy 17 11
Excited 24 16
Tender 26 18
Anger 39 26
Sad 21 14
Scared 23 15
TOTAL 150 100

Findings

From the above table it has been found that 26% of the respondents feel anger at the
workplace.18% of the respondents feel tender at the workplace.16% of the respondents feel
Excited at the workplace.15% of the respondents feel scared at the workplace.14% of the
respondents sad anger at the workplace.11% of the respondents feel happy at the workplace.

Inference

It is inferred that maximum 26% of the respondents feel anger at the workplace.

3.2.7 CHART SHOWING EMOTIONS OF THE EMPLOYEES IN WORKPLACE

No of Respondents in %

Emotions

3.2.8 TABLE SHOWING WORKLOAD OF EMPLOYEES

Rate No of respondents Percentage

Properly balanced 33 22
Excessive 61 41
High 43 29
Relaxed Nil Nil
Comfortable 12 8
 TOTAL 150 100

Findings

From the above table it has been found that 41% of the respondents said that workload is
Excessive.29% of the respondents said that workload is High.22% of of the respondents said that
workload is Properly balanced.8% of the respondents said that workload is Comfortable.

Inference

It is inferred that maximum 41% of the respondents said that workload is Excessive.

3.2.8 CHART SHOWING WORKLOAD OF EMPLOYEES

3.2.9 TABLE SHOWING BEST FACTOR FOR ACHIEVING SOUND WORK

ENVIRONMENT

Factor No of respondents Percentage

Communication system 49 33
Motivation 7 4
Leadership 13 9
Decision making 43 29
Relationship 38 25
TOTAL 150 100

Findings

From the above table it has been found that 33% of the respondents said that communication
system is the important factor for achieving sound work environment. 29% of the respondents
said that decision making is the important factor for achieving sound work environment. 25% of
the respondents said that Relationship is the important factor for achieving sound work
environment. 9% of the respondents said that Leadership is the important factor for achieving
sound work environment. 4% of the respondents said that motivation is the important factor for
achieving sound work environment.
Inference

It is inferred maximum 33% of the respondents said that communication system is the important
factor for achieving sound work environment.

3.2.9 CHART SHOWING BEST FACTOR FOR ACHIEVING SOUND WORK ENVIRONMENT
No of respondents in %

Work environment

3.2.10 TABLE SHOWING BEST ATTRIBUTE IN WORKPLACE

Attribute No of respondents Percentage

Team work 57 38
Job sharing 43 29
Recognition 13 9
Career progress 8 5
info &adv 29 19

TOTAL 150 100

Findings

From the above table it has been found that 38% of the respondents said that Teamwork is the
best attribute in workplace. 29% of the respondents said that job sharing is the best attribute in
workplace.19% of the respondents information & advice is the best attribute in workplace.9% of
the respondents said that Recognition is the best attribute in workplace.5% of the respondents
said that Career progress is the best attribute in workplace.

Inference

It has been inferred that maximum 38% of the respondents said that Teamwork is the best
attribute in workplace

3.2.10 CHART SHOWING BEST ATTRIBUTE IN WORKPLACE

No of respondents in %

Attribute
3.2.11 Table showing level of satisfaction towards working condition

Working condition W1 W2 W3 W4 W5 Total

Lightening 44 58 33 11 4 150
Ventilation 18 37 59 23 13 150
Sanitation 19 23 38 43 27 150
Water facility 52 43 29 12 4 150
Safety 12 27 59 23 29 150

Calculation

Weighted average method

*1+ *2+ *3+ *4+ *5/ + + + +

Lightening

Score =44*5+58*4+33*3+11*2+4*1

Average =577/15 =38.4

Ventilation

Score =18*5+37*4+59*3+23*2+13*1
Average =420/15 =28

Sanitation

Score =19*5+23*4+38*3+43*2+27*1

Average =414/15 =27.6

Water facility

Score =52*5+43*4+29*3+12*2+4*1

Average =547/15 =36.4

Safety

Score =12*5+27*4+59*3+23*2+29*1

Average =474/15 =31.36

Table showing computation of weighted average for level of satisfaction towards working condition

S.no Factors Total Average Rank

1 Lightening 577 38.4 1
2 Ventilation 474 28 4
3 Sanitation 414 27.6 5
4 Water facility 547 36.4 2
5 safety 420 31.6 3
CONCLUSION

It is inferred that most of the respondent have ranked lightening as the number one factor
for employee satisfaction. Water facility is ranked second. Safety is ranked third. Ventilation is
ranked fourth and sanitation as fifth

3.2.11 Chart showing level of satisfaction towards working condition

Conclusion

Sanitation & ventilationhas been given lowest significance by employees.company

should concentrate more on sanitation & ventilation in work place so that it will increase
employee job satisfaction and the employees will try to give their best which can increase the
employee work performance.

3.2.12 Table showing factors that influence job satisfaction

Factors W1 W2 W3 W4 W5
Salary 49 44 27 11 9
Promotion 47 42 25 17 19
Authority & responsibility 38 32 29 33 18
Working condition 21 17 49 28 35
Nature of working 11 9 27 59 44

Calculation

Weighted average method

*1+ *2+ *3+ *4+ *5 / + + + +

Salary

Score =49*5+44*4+27*3+11*2+9*1

Average =533/15=35.5

Authority & responsibility

Score =47*5+42*4+25*3+17*1+19*1
Average =521/15=34.7

Promotion

Score =38*5+32*4+29*3+33*2+18*1

Average =501/15=33.4

Working conditions

Score =21*5+17*4+49*3+28*2+35*1

Average =411/15=27.4

Nature of working

Score =11*5+9*4+27*3+59*2+44*1

Average 334/15=22

Table showing computation of weighted average for factor that influence for job satisfaction

S.no Factors Total Average Rank

1 Salary 533 35.5 1
2 Promotion 521 33.4 3
3 Authority& responsibility 501 34.7 2
4 Working conditions 411 22 5
5 Nature of working 334 27.4 4
Inference

It is inferred that most of the respondent have ranked Salary as the number one factor for
job satisfaction. Authority& responsibility is ranked second. Promotion is ranked third.Nature of
working is ranked fourth and Working condition as fifth.

3.2.12 Chart showing rank for the factors that influence job satisfaction
Conclusion

It is concluded that salary has gained more relative importance than all other factors for
job satisfaction.So the organization should emphasis more on the salary factor to develop a
positive work environment.

3.2.13 Table showing rank for organisaton benefits

Benefits W1 W2 W3 W4 W5
Salary 44 58 33 11 4
Bonus 35 50 26 20 19
Incentives 38 52 28 15 17
Leave with pay 32 49 24 25 20
Amount of vacation 30 47 22 32 19

Calculation

Weighted average method

*1+ *2+ *3+ *4+ *5/ + + + +

Table showing computation of weighted average for organization benefits

S.no Benefits Total Average Rank

1 Salary 577 38.4 1
2 Bonus 512 34.3 3
3 Incentives 529 35.2 2
4 Leave with pay 487 32.4 5
5 Amount of 498 33.2 4
vacation

Findings

From the above table out of 150 respondents 38.4 %people ranked salary as 1 st.35.2% of the
people ranked Incentives as 2nd.34.3% of the employees ranked bonus as 3 rd.33.2% of employees
ranked Amount of vacation as 4th.32.4% of the employees ranked Leave with pay as 5th.

Inference

From the above table it is inferred that maximum 38.4% of the respondents feel salary gain more
importance in the organization.

3.2.13 Chart showing rank for organization benefits

Conclusion

It is concluded that the employees have expressed their dissatisfaction towards leave with
pay which is provided by the organization.The company can concentrate on leave with pay so
that the employees feel relaxed & good towards the organization and productivity can also be
achieved.

3.2.14 TABLE SHOWING EMPLOYEE’S SATISFACTION ON THEIR POSITION IN

ORGANISATION

Satisfaction level No of respondents Percentage

Highly satisfied 6 4
Satisfied 57 38
Neither satisfied/dissatisfied 29 19
Dissatisfied 39 26
Highly dissatisfied 19 12

TOTAL 150 100

Findings

From the above table it has been found that 38 % of the respondents are satisfied with their
position in organization.26% of the respondents are disatisified with their position in
organization.19% of the respondents are neither satisfied nor dissatisfied with their position in
organization.12% of the respondents are Highly disatisfied with their position in organization.4%
of the respondents are Highly satisfied with their position in organization.

Inference

It is inferred that maximum 38 % of the respondents satisfied with their position in organization

3.2.14 CHART SHOWING EMPLOYEE’S SATISFACTION ON THEIR POSITION IN ORGANISATION

No of respondents in %

Satisfaction level

Chi square test analysis

Ho: The employees are not satisfied with their position at the company

H1: The employees are satisfied with their position at the company
 =

Where Oi=Observed outcome

Ei=Expected outcome

Oi Ei
6 30 576 192
57 30 729 24.3
29 30 1 0.03
39 30 81 2.7
19 30 121 4.03
Total 223.06

Eij =Total sample size/ No of attributes

Eij =150/5=30

= 223.06

At 5% level of significance with (n-1) degree of freedom

with (n-1)=(5-1)=4 d.f=9.487

The calculated value is greater than the table value

223.06>9.487 Hence Ho is rejected

Conclusion

The table value for chi square,5% level of significance is 9.487, since the calculated
value is greater than the table value, H1 is accepted .Hence we can infer that the employees
are satisfied with their position at the company.

3.2.15 TABLE SHOWING WHETHER EMPLOYEES HAVE EXPERIENCED

DISCRIMINATION IN THE COMPANY
Discrimination No of respondents Percentage
Racial discrimination 31 21
Age discrimination 119 79
Gender discrimination Nil Nil

TOTAL 150 100

Findings

From the above table it is found that 79% of the respondents have experienced Age
discrimination in the company.21% of the respondents have experienced Racial discrimination in
the company.

Inference

It is inferred that majority of the respondents have experienced Age discrimination in the
company.

3.2.15 CHART SHOWING WHETHER EMPLOYEES HAVE EXPERIENCED DISCRIMINATION IN

THE COMPANY

3.2.15 Table showing comparative analysis between experience & discrimination

Step1 :
X Y XY
28 31 868 784 961
54 119 6902 3364 14161
64 0 0 4096 0
150 150 7770 8244 15122

Step2:

R=

= 23310-22500

(47.24)(151.2)

=0.11

Conclusion

It is concluded that there is a weak positive correlation netween experience and

discrimination as the value is below 0.5

Managerial Intrepretation

The discrimination among the employees is present in the organization,for

employees,who have been working in the organsiation for a long period.The management should
concentrate with equality and justice.

3.2.16 TABLE SHOWING HOW TOP MANAGEMENT MOVE WITH EMPLOYEE

Relationship No of respondents Percentage

Authoritative 97 65
Friendly 19 12
Both 34 23

TOTAL 150 100

Findings

From the above table it is found that 65% of the respondents said that top management is
authoritative.12% of the respondents said that top management is friendly.23% of the
respondents said that top management is authoritative & friendly too.

Inference

It is inferred that majority of the respondents said that top management is authoritative.

3.2.16 CHART SHOWING HOW TOP MANAGEMENT MOVE WITH EMPLOYEE

No of respondents in %

Relationship
Table showing comparative analysis between experience & top management move with
employees

Step1:

X Y XY
28 97 2716 784 9409
58 19 1102 3364 361
64 34 2176 4096 1156
150 150 5994 8244 10926

Step2:

R=

= 22500 – 17982

(47.24)(101.3)

= 0.944

Conclusion

It is concluded that there is a high correlation between experience & top management
movement with employees as the value is 0.9

Managerial interpretation

Top management has a good relationship with employees who have been working for a
long period.organisation should conduct certain programme for the frsh candidates who have
been recruited to have a good rapport with new comers.
 3.2.17 TABLE SHOWING WHETHER EMPLOYEE ENJOY A GOOD
RELATIONSHIP WITH PEERS & SUPERVISOR

Satisfaction Level No of respondents Percentage

Strongly agree 42 29
Agree 86 57
Agree/disagree 9 6
Disagree 8 5
Strongly disagree 5 3

TOTAL 150 100

Findings

It is found that 57% of the respondents said that they agree.29% of the respondents said that
they strongly agree.6 % of the respondents said that they neither agree nor disagree.5% of the
respondents said that they disagree.3% of the respondents said that they strongly disagree

Inference

It is inferred that majority of the respondents agree that they enjoy a good relationship with peers
& superiors.

3.2.17 CHART SHOWING WHETHER EMPLOYEE ENJOY A GOOD RELATIONSHIP WITH

PEERS & SUPERVISOR
 No of respondents in %

Satisfaction Level

Table showing relationship between experience and relationship with peers

Experience Strongly Agree Neither Disagree Strongly Total

agree agree nor disagree
disagree
<1yrs 4 8 0 1 2 15

1-2 yrs 7 3 2 1 0 13

2-3 yrs 4 17 0 2 2 25

3-4 yrs 11 20 1 1 0 33

Above 16 38 6 3 1 64
4yrs
42 86 9 8 5 150

Applying chi-square:
Ho:There is no association between experience and relationship with peers

H1:There is an association between experience and relationship with peers

CHI-SQUARE TEST

Oij Eij
4 4.2 0.04 0.009
8 8.6 0.36 0.041
0 0.9 0.81 0.9
1 0.8 0.04 0.05
2 0.05 3.80 7.6
7 3.64 11.2 3.07
3 7.45 19.8 2.65
2 0.78 1.48 1.89
1 0.69 0.09 0.13
0 0.43 0.18 0.41
4 7 9 1.28
17 14.3 7.2 0.50
0 1.5 2.25 1.5
2 1.33 0.44 0.33
2 0.83 1.36 1.63
 11 9.24 3.09 0.33
20 18.9 1.21 0.06
1 1.98 0.96 0.48
1 1.76 0.57 0.32
0 1.1 1.21 1.1
16 17.92 3.68 0.20
38 36.6 6.76 0.18
6 3.84 4.6 1.19
3 3.4 0.16 0.04
1 2.1 0.01 0.004

Calculation :

Ei

d.f=(c-1)(r-1)=16

∑ /Eij=34.51

=34.51

α=5% with Table value=26.296

calculated value > Table value

Therfore Ho is not accepted.

Conclusion

The table value for chi square,5% level of significance is 26.296, since the calculated
value is greater than the table value, H1 is accepted .Hence we can infer that there is a
association between experience and relationship with peers.The respondents belonging to above
4 yrs of experience are highly related with peers, the respondents belonging to less than one year
of experience are have low relationship with peers.

3.2.18 Table showing rank for various welfare facilities

Facilities W1 W2 W3 W4 W5
Canteen 56 53 38 2 1
Restroom 27 19 24 49 31
Incentives 23 16 42 51 18
Bonus 47 51 24 19 9
First aid 39 37 43 17 14
facilities
Recreation 11 9 13 79 38
Calculation

Weighted average method

*1+ *2+ *3+ *4+ *5/ + + + +

Canteen

Score = 56*5+53*4+38*3+2*2+1*1

Average = 40.7

Restroom

Score =27*5+19*4+24*3+49*2+31*1

Average =27.4

Incentives

Score =49*5+50*4+36*3+9*2+6

Average =38.4
First aid facilities

Score =49*5+43*4+29*3+19*2+10*1

Average =36.8

Bonus

Score =47*5+51*4+24*3+19*2+9*1

Average =37.2

Recreation

Score =11*5+9*4+13*3+79*2+38*1

Average =21.7

Table showing computation of weighted average for various welfare facilities

S.no Welfare facilities Average Rank

1 Canteen 40.7 1

2 Restroom 27.4 5

3 Bonus 37.2 3

4 Incentives 38.4 2

5 Firstaid facilities 36.8 4

6 Recreation 21.7 6
Inference

It is inferred that most of the respondent have ranked canteen as the number one welfare
facility provided by the company. Incentives as second. Bonus as third. First aid facilities as
fourth .Restroom facility as fifth and Recreation as sixth.

3.2.18 Chart showing rank for various welfare facilities

Conclusion

It is concluded that,Employees are satisfied with the canteen facilities which is provided
by the organization. Recreation facilities has been given the lowest significance by
employees.The company can also concentrate on the Recreation facilities which in turn the
employees may feel relief in work.

3.2.19 Table showing chart whether organization provide benefits to employees

Welfare Facilities No of respondents Percentage

Yes 133 89
No 17 11

Medical facilities
Yes 87 58
No 63 42

Safety measure
Yes 113 75
No 37 25

Medical reimbursement
Yes 39 26
No 111 74

Frindge benefits
Yes 12 8
No 138 92

Findings
From the above table it has been found that 89% of the respondents said that organization
provides Welfare benefits,11 % of the respondents said that organization does not provide
welfare benefits. 58% of the respondents said that organization provides medical facilities.42%
89% of the respondents said that organization does not provide medical facilities.75% of the
respondents said that organization provides safety measure.25% of the respondents said that
organization provides safety measure.26% of the respondents said that organization provides
medical reimbursement.74% of the respondents said that organization does not provide medical
reimbursement.8% of the respondents said that organization provides frindge benefits.92% of the
respondents said that organization does not provide frindge benefits.

Inference

It has been inferred that 89% of the respondents said that organization provides Welfare benefits.
58% of the respondents said that organization provides medical facilities. 75% of the
respondents said that organization provides safety measure. 26% of the respondents said that
organization provides medical reimbursement. 8% of the respondents said that organization
provides frindge benefits.

Table showing comparative analysis between department and welfare facilities

Applying pearson correlation

Step1:

X Y XY
4 133 532 16 17689
119 87 10353 14161 7569
9 113 1017 81 12769
12 39 468 144 1521
6 12 72 36 144
150 150 12442 14438 39692

Step2:

R=
 =

=0.424

Conclusion

As the value is below 0.5 it is concluded that benefits given to the department are
correlated,there is no high correlation

Managerial Intrepretation

The welfare benefits given to the departments are notvery much effective hence
management need to provide various benefits to all the department for the proper functioning in
the organization

3.2.19 Chart showing whether organization provide benefits to employee

3.2.20 TABLE SHOWING WHETHER MANAGEMENT PROVIDES TRAINING TO
PERFORM JOB EFFECTIVELY
Training No of respondents Percentage
Yes 93 62
No 57 38
TOTAL 150 100

Findings

From the above table it is found that 62% of the employees saying that management provides
training to perform job effectively.38% of the employees saying that management does not
provides training to perform job effectively.

Inference

It is inferred that majority of the employees saying that management provides training to perform
job effectively.

3.2.20 CHART SHOWING WHETHER MANAGEMENT PROVIDES TRAINING TO

PERFORM JOB EFFECTIVELY

3.2.21 TABLE SHOWING ONE OF THE JOB CHARACTERISTICS WHICH

MOTIVATES EMPLOYEES IN JOB

Job Characteristics No of respondents Percentage

Job specialization 37 25
Job simplification 31 21
Job rotation 48 32
Job enrichment 23 15
Job enlargement 11 7

TOTAL 150 100

Findings

From the above table it is found that 32% of the employees saying that job rotation motivates
them in job.25% of the employees saying that job specialization motivates them in job.21% of
the employees saying that job simplification motivates them in job.15% of the employees saying
that job enrichment motivates them in job.7% of the employees saying that job enlargement
motivates them in job.

Inference

It is inferred that maximum 32% of the employees saying that job rotation motivates them in job

3.2.21 CHART SHOWING ONE OF THE JOB CHARACTERISTICS WHICH MOTIVATES

EMPLOYEES IN
No of respondents in %

Job characteristics

3.2.22 TABLE SHOWING GOOD FEATURE IN JOB

Feature No of respondents Percentage
Task variety 63 42
Work break 34 23
Provide Training 29 19
Vary mental activities 3 2
Feedback 21 14

TOTAL 150 100

Findings

From the above table it is found that 42% of the employees saying that task variety is the good
feature in their job.23% the employees saying that work break is the good feature in their
job.19% the employees saying that training is the good feature in their job.14% the employees
saying that feedback is the good feature in their job.2% the employees saying that vary mental
activitiesis the good feature in their job.

Inference

It is inferred that maximum 42% of the employees saying that task variety is the good feature in
their job

3.2.22 CHART SHOWING GOOD FEATURE IN JOB

No of respondents in %

Features
3.2.23 TABLE SHOWING WHETHER MANAGEMENT DISCUSS JOB RELATED
ISSUES WITH EMPLOYEES

Suggestions No of respondents Percentage

Yes 42 28
No 108 72
TOTAL 150 100

Findings

It is found that 28% of the respondents saying that management discuss job related issues with
employees.72% of the respondents saying that management does not discuss job related issues
with employees.

Inference

It is inferred that majority of the respondents saying that management does not discuss job
related issues with employees.

3.2.23 CHART SHOWING WHETHER MANAGEMENT DISCUSS JOB RELATED

ISSUES WITH EMPLOYEES
FINDINGS
 3.3 FINDINGS
 It has been found that 37% of the respondents are from 26 -35 years,
 It has been found that 44% of the respondents studied 10th,
 It has been found that 42 % of the respondents have their work experience from Above 4
years
 It has been found that 79 % of the respondents are from production department,
 It has been found that 65% of the respondents said that organization provides job
matching to their skills,
 It has been found that 85% of the respondents said that organization provides safe
working environment,
 It has been found that 26% of the respondents feel anger at the workplace.18% of the
respondents feel tender at the workplace.
 It has been found that 41% of the respondents said that workload is Excessive.
 It has been found that 33% of the respondents said that communication system is the
important factor for achieving sound work environment.
 It has been found that 38% of the respondents said that Teamwork is the best attribute in
workplace.
 It is found that most of the respondent have ranked lightening as the number one factor
for employee satisfaction. Water facility is ranked second. Safety is ranked third.
Ventilation is ranked fourth and sanitation as fifth

 It is found that most of the respondent have ranked Salary as the number one factor for
job satisfaction. Authority& responsibility is ranked second. Promotion is ranked third.
Nature of working is ranked fourth and Working condition as fifth.

 It is found that 38.4 %people ranked salary as 1st.35.2% of the people ranked Incentives
as 2nd.34.3% of the employees ranked bonus as 3rd.33.2% of employees ranked Amount of
vacation as 4th.32.4% of the employees ranked Leave with pay as 5th.

 It has been found that 38 % of the respondents are satisfied with their position in
organization.
 It is found that 79% of the respondents have experienced Age discrimination in the
company.
 It is found that 57% of the respondents said that they agree.
 It is found that most of the respondent have ranked canteen as the number one welfare
facility provided by the company. Incentives as second. Bonus as third. First aid facilities
as fourth .Restroom facility as fifth and Recreation as sixth.

 It is found that 62% of the employees saying that management provides training to
perform job effectively.

 It is found that 32% of the employees saying that job rotation motivates them in job.

 It is found that 42% of the employees saying that task variety is the good feature in their
job.
 It is found that 72% of the respondents saying that management does not discuss job
related issues with employees.
 SUGGESTIONS

3.4 SUGGESTIONS

Every organization out there today is striving to improve its day to day operations in the areas of
employee performance and satisfaction.

Here, there are some suggestions

 Most of the employees feel that workload is excessive so company should concentrate on
the recreation facilities which in turn employees may feel relief in work.

 The employee having less experience of work have low relationship with peers so that
management should conduct certain programmes so that employees will have better
relationship with peers

 The reward structure can be more attractive and the company can adopt performance
based incentive programme to motivate the workmen.

 Salary has gained more importance for job satisfaction.So the organization should
emphasis more on the salary factor to develop a positive work environment

 The organization can take steps to improve the sanitation & ventilation facility in
workplace to keep the health of employees good.

 Organisation can formulate structural and effective communication strategies

 Management should discuss job related issues to employees by conducting

meetings,workshop & brainstorming sessions

 Certain technology like video surveillance,cameras,call monitoring can also be used to

track performance and productivity of each employee at workplace.Once employee are
aware that they are being monitored,their productivity will increase.
 CONCLUSION

3.5 CONCLUSION

Human resource plays a important role in an organization.If the employees are happy with work
environment then only the productivity of the organization can be increased.Productivity of an
organization depends upon the people who work in the organization in accomplishing the goals
of an organization.The management or manager is not working alone;he should work along with
other members like a team.He is responsible for its effectiveness.Such management or staff or
employees ,first of all involve in providing satisfactory working conditions to work effectively.
How to make people work more and more better is an issue that requires an understanding of
”what motivates people to work”. Similarly ,it may be possible to get people to work more by
creating positive work environment. Such needs have been analyzed through this study and it
will be fruitful for the organization to adopt better human performance management. There
should exist a real relationship between management and employees.

Hence the management should make sure that they try to develop positive work environment
and thus make the MICRON FASTENERS PRIVATE LIMITED a better place to work with.
 QUESTIONNARIE

A STUDY ON EMPLOYEE AFFECTIVE RESPONSES TO WORK ENVIRONMENT

AND JOB DESIGN

Hi respondent,
I am deepa, student of panimalar Eng. College doing MBA degree,as part of my degree I
am doing the project in above mention title”A study on employee affective responses to work
environment and job design”,kindly spend your precious time for filling this questionnaire.The
information provided by you,will be kept confidential and it will be used only for my academic
purpose alone.

1. Age
 20-25  26-35  36-40  41-45  46 and above

2. Educational Qualification

10th  12th  diploma/ITI  graduate  postgraduate

3. Work experience

 <1yrs  1-2 yrs 2-3 yrs 3-4yrs  above 4yrs

4. Department

 Admin Production  Marketing Human Resource

Finance

5.Do you think your job provides the best match for your skills

 Yes  No

6. Do you feel your work environment is safe, comfortable and appropriately equipped ?

 Yes  No

7. Which emotions do you feel at your workplace?

 Happy  Excited  Tender  Anger Sad

 Scared

8. How would you rate your current work load ?

Properly balanced  Excessive High Relaxed

 Comfortable

9. Which is the best factor that play a important role in achieving sound work environment

 Communication system  Motivation  Leadership

 Decision making  Relationship

10.What do you think is the best attribute in your workplace

 Teamwork  Job sharing  Recognition  Career progress

 Information &advice from management

11. Your satisfaction level regarding the existing working condition

WORKING HIGHLY SATISFIED SATISFIED / DISSATISFIED HIGHLY

SNO CONDITION SATISFIED DISSATISFIED DISSATISFIED
1. Lightening
2 Ventilation
3. Sanitation
4. Water facility
5. Safety

12. Rank the factors that influence job satisfaction(1-5) (1 represent outstanding, 5-represent very poor)

Factors Rank (1-5)

Salary
Promotion
Authority & responsibility
Working conditions
Nature of work

13.Rank of the following organization benefits which gains more importance in this organization
according to you(1-5) (1- represent outstanding,5- represent very poor)

Benefits Rank (1-5)

Salary
Bonus
Incentive
Leave with pay
Amount of vacation

14 Are you satisfied with your position at the company

 very satisfied  satisfied  neither satisfied nor dissatisfied

 dissatisfied very dissatisfied

15. How often have you observed or experienced any of the following form of discrimination or
harassment in the company

 Racial discrimination  Age discrimination  Gender discrimination

16. How often the top management move with employees

 Authoritative  friendly  both

17.Do you enjoy a good relationship with your supervisor & peers

 Strongly agree  Agree  Neither agree nor disagree  Disagree

 strongly disagree

18. How do you rank the various welfare facilities provided by Micron Fasteners pvt ltd

Facilities Very good Good Neither good Bad Very bad

nor bad

Canteen
Restroom
Bonus
Incentives
First aid facilities
Recreation

19. Does the organization provide the following to your employees?

Benefits Yes No
Welfare benefits
Medical facilities
Safety measure
Medical Reimbursement
Frindge benefits

20. Does the management provide training to perform your job effectively

 Yes  No

21. which one of the job characteristics which motivates you in the job

 Job specialization  Job simplification  Job rotation

 Job enrichment  Job enlargement

22 Which is a good feature in your job

 Task variety  Work Break Provide training

 Vary mental activities  Feedback

23. Does the management discuss job related issues and get suggestions from you

 Yes  No

THANK YOU FOR COMPLETING THE QUESTIONAIRE

ககளளவவபளபடளடயலள

1. வயத :

 20-25  26-35  36-40  41-45  46 மறளறமள கமகல

2: கலளவவ தகதவ

10th  12th  படளடமள  பலளகலல படளடததரவ  மதகலல படளடததரவ

3: கவலல அனபவமள

 <1 ஆணளடகளள  1-2 ஆணளடகளள  2-3 ஆணளடகளள  3-4 ஆணளடகளள

 மறளறமள 4 ஆணளடகளள கமகல
4. பகதவ
 நவரளவதகமள  உறளபதளதவ  சநளலதபளபடதளதலள  மனவதவளமள  நவதவ

5. உஙளகளலடய கவலல உஙளகளள தவறலமகளக சவறநளத பபதரதளதமள அளவகளகவறத எனளற

நவலனகளகவறறரளகளத?
 ஆமள  இலளலல

6. உஙளகளள பணவ சழலள, பததகதபளபதகவமள மறளறமள வசதவயதக இரகளகவறத எனளற நறஙளகளள

நவலனகளகவறறரளகளத ?

 ஆமள  இலளலல

7. உஙளகளள பணவயவடதளதவலள எநளத உணரளவகலள நவலனகளகவறறரளகளள

 மகவழளசளசவ  கவளரளவறளற  இளலமயதன  ககதபமள  வரதளதமள  பயநளத

8. உஙளகளள தறளகபதலதய கவலல சலம மதவபளபவடவமள ?

 ஒழஙளகதக சறரதன  மவதமவஞளசவய  அதவகமதக  நவமளமதவயதன  சகமதன

9. எத பணவ சழலள அலடவதறளக ஒர மகளகவய பஙளக வகவகளகவனளறன ?

 பததடரளபதடலள  மலறலம  ஊகளகமள  தலலலம  மடபவடதளதலள  உறவ
10. உஙளகளள பணவயவடதளதவலள சவறநளத பணளப எனளனபவனளற நவலனகளகவறறரளகளள
 கழபளபணவயவலள  கவலல பகவரளதலல  அஙளகறகரவதளதலள  வதழளகளலக மனளகனறளறதளலத
 தகவலள மறளறமள கமலதணளலம அறவவலர

11. ஏறளகனகவ உளளள பணவ நவலலலம கறவதளத உஙளகளள தவரபளதவ நவலல

த. மவகவமள
நத உலழகளகமள நவபநளதலன மவகவமள நவலறவதனத நவலறவதனத நடநவலலயதன தவரபளதவயலடயதத தவரபளதவயலடயதத
1 வவளகளகலமபளப
2 கதகறதடளடமள
3 சகதததரமள
4 தணளணறரள வசதவ
5 பததகதபளப

12. கவலல தவரபளதவலய ஏறளபடதளதமள கதரணவகளள தரவரவலசபளபடதளதஙளகளள

( 1 - 5 ) ( 1 பவரதவநவதவதவமள சவறநளத, 5 மவகவமள கமதசமதன பவரதவநவதவதவமள )
கதரணவகளள வரவலச ( 1 - 5 )
சமளபளமள
பதவவ உயரளவ
அதவகதரமள மறளறமள பபதறபளலபயமள
கவலல நவலலலமகளள
கவலல இயலளப
13. உஙளகளகளக இநளத நவறவனதளதவலள அதவக மகளகவயதளதவமள பபறமள நனளலமகளள
தரவரவலசபளபடதளதஙளகளள ( 1 - 5 ) ( 1 பவரதவநவதவதவமள சவறநளத, 5 மவகவமள கமதசமதன
பவரதவநவதவதவமள )

நனளலமகளள வரவலச ( 1 - 5 )
சமளபளமள
பவகமதவ
ஊகளகதளபததலக
சமளபளதளதடனதன வவடபளப
வவடமலறயவலள பததலக

14. நவறவனதளதவலள உஙளகளள நவலலயவலள தவரபளதவகரமதக இரகளகவறறரளகளத

 மவகவமள தவரபளதவ  நவலறவதனத தவரபளதவ அலளலத அதவரபளதவ  இலளலல

 அதவரபளதவ  மவகவமள அதவரபளதவ
15.நறஙளகளள எவளவளவ அடகளகட நவறவனதளதவனள பதகபதட அலளலத வனளமலற பவனளவரமள வடவமள
எநளத அனசரவகளகபளபடளடத அலளலத அனபவமள
 இன பதகபதட  வயத கவறபதட  பதலவனமள பதகபதட

16. பணவயதளரளகளடனள உயரள மடளட கமலதணளலமயவனள நகரளலவ

 அதவகதரமறளற  நடளபரறதவயதன  இரணளடமள

17. உஙளகளள கமறளபதரளலவயதளரள & சக பணவயதளரளகளடனள நலளல உறவ உணளட

 வலவதக ஒபளபகளபகதளளகவகறனள  ஒபளபகளபகதளளகவகறனள  சரவ ஒபளபகளபகதளளகவகறனள அலளலத

உடனளபடவவலளலல  உடனளபடவவலளலல  கடலமயதக மறகளகவகறனள

18. நறஙளகளள லமகளரதனள இலணபளபதனளகளள பவலரகவடள லவமவபடடள மலமள வழஙளகபளபடமள பலளகவற

பபததநல வசதவகலள தரவரவலசபளபடதளதஙளகளள

நலளல அலளலத
வசதவகளள மவக நனளறதக நனளறதக கமதசமதக இலளலல கமதசமதன மவக கமதசமதக
உணவகடமள
ஓயளவ அலற
பவகமதவ
ஊகளகதளபததலக
மதலள உதவவ வசதவகளள
பபதழதகபதகளக

19.நவறவனமள உஙளகளலடய பணவயதளரளகளகளக பவனளவரமள வசதவகலள வழஙளககவறதத

நனளல மகளள ஆமள இலளல ல

பபததநல நனளலமகளள
மரதளதவ வசதவகளள
பததகதபளப நடவடகளலக
மரதளதவ பசலவ
தலண நனளலமகளள

20. கமலதணளலம தவறமளபட உஙளகளள கவலலலய பசயலளபடதளத பயவறளசவ வழஙளககவறதத

 ஆமள  இலளலல

21. கவலலயவலள உஙளகளகளக ஊகளகபளபடதளதகளகடய பணளபகளவலள ஒனளற

 கவலல சவறபளப  கவலல எளவலமபளபடதளததலள  கவலல சழறளசவ

 கவலல பசறவவடளடலள கவலல வவரவவதகளகமள

22. எத உஙளகளள கவலலயவலள ஒர நலளல அமளசமள

 பணவ பலளகவற  கவலல இலடகவலள  பயவறளசவ வழஙளகதலள

 மன நடவடகளலககளள மதறபடமள  கரதளதகளகளள

23. கவலல பததடரளபதன பவரசளசவலனகளள மறளறமள பரவநளதலரகலள கமலதணளலம பறளறவ வவவததவகளக

உளளளதத

 ஆமள  இலளலல

ககளளவவபளபடளடயலள மடதளததறளக நனளறவ

 BIBLOGRAPHY

BOOKS

ARUN MONAPPA “industrial relations”,thirty seventh revised edition 2010.

Human Resource Management Practice Kogan Page Publishers, 2006 - Business & Economics

ROBERT L.MATHIS JOHN H.JACKSON,”human resource management” thirteenth edition

S.P.GUPTA, “Statistical Methods”, Thirty-Third Revised Edition 2004, published by Sultan

Chand &Sons.

C.R.KOTHARI., “Research Methodology”, method and techniques, second revised edition 2004,
New age International (p) Limited.
A.Santha, K.Subramani, “Statistics for Management”. Second Edition, V. Ramesh for SciTech
publication (India) Pvt Ltd.

JOURNALS

 "Workplace spirituality and employee work attitudes: An exploratory empirical

assessment", Journal of Organizational Change Management, Vol. 16 Iss: 4, pp.426 – 447

 The International Journal of Human Resource Management, Apr 2007, Volume: 18 Issue:

4 pp.537-567 (31 pages)

 Employee attitude and job satisfaction, Winter 2004, Vol. 43, No. 4, Pp. 395–407 2004

Wiley Periodicals, Inc. Published online in Wiley InterScience

(www.interscience.wiley.com).

WEBSITE

www.humanresource.com

www.analysesurvey.com

www.sitehr.com