A Study On Level of Job Satisfaction Among Employees of Retail Sector in Kumbakonam, Tamilnadu, India

International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: editor@ijaiem.org

Volume 9, Issue 7, July 2020 ISSN 2319 - 4847
A STUDY ON LEVEL OF JOB

SATISFACTION AMONG EMPLOYEES OF
RETAIL SECTOR IN KUMBAKONAM,
TAMILNADU, INDIA
Dr.K. Veerakumar1, Dr.M. Ganesan2 , Dr.N.R.Vembu3, and Dr.M.K.Durgamani4
1,2,3 & 4
Assistant Professors, Department of Commerce and Management Studies,
SASTRA Deemed University, Srinivasa Ramanujan Centre, Kumbakonam.
Abstract: The study on level of job satisfaction among employees of retail sector in Kumbakonam is aimed at investigating the
level of job satisfaction amongst the employees who are working in the retail firms in Kumbakonam. The main objective of the
study is to unearth the determinants of satisfaction among the employees who are working in the retail firms. Several aspects of
job satisfaction are studied in order to find out the factors satisfying the employees and the factors which makes the employees
most dissatisfied with the job. The researcher has chosen 125 employees randomly from the payroll in various retailing firms in
Kumbakonam. The data have been collected through structured questionnaire issued among the employees. The information
has been handled measurably utilizing ANOVA, Chi-square, Correlation and Regression and Factor examination in SPSS
package. It is observed that the representatives are highly satisfied with respect to the following attributes: annual increment,
payment of advance money, work freedom, opportunity to learn the job, annual paid vacation, permissions to go outside,
provident fund facility, first-aid & medical facility and motivation by the management.
Keywords: Job satisfaction, Retail Sector, Factors affecting job satisfaction
Retail sector in India:

India is the second quickest developing economy, third biggest economy in terms of GDP and fourth biggest economy
with regard to Purchasing Power Parity. India beat in the rundown of developing business sector for worldwide retailer
and India's retail part is extending and modernizing quickly in accordance with India's financial development.
Retailing sector in India is emerging as the next boom industry. The modern retail has taken different shapes which
include multi-storied malls, entertainment and sprawling shopping centers and huge complexes offer shopping and
food all under one roof. With increasing number of global players investing in retail sector in India and is evolving
rapidly, with consumer spending growing by unprecedented rates. Organized retail is undergoing a metamorphosis and
is expected to scale up to meet global standards over the next five years. India's retail showcase has encountered
colossal development over the previous decade.
Current scenario of Indian retail market:

The size of Indian retail industry is more than US $350 billion but it is highly unorganized. The organized sector has
started developing in the past few years. Numerous international brands have entered the market. Unorganized retailers
have changed their business models with the growth in organized retailing.
The Indian retail area represents over 20% of the nation's Gross Domestic Product (GDP) and contributes 8% to total
employment. The aggregate Foreign Direct Investment (FDI) inflows in single-brand trading, amid April 2000 to June
2011, remained at US$ 69.26 million. The Indian retail industry has encountered development of 10.6% somewhere in
the range of 2010 and 2012. The current assessed estimation of the Indian retail division is about US$ 500 billion and
it is expected reach to US$ 1.3 trillion by 2020.
Categories of traditional retailers:

Major categories of traditional retailers are fruit & vegetable sellers, food stores, non-vegetable store, apparel, footwear,
customer durables & information technology, furnishing, hardware and general mechanize. New & innovative business
models are being adopted in the retail sector. The formats prevalent in retail sector are hyper market, cash & carry,
department stores, specialty stores, discount store and convenient store.
Volume 9, Issue 7, July 2020 Page 103

Job satisfaction:
Job Satisfaction is the favourableness or un-favourableness with which the employee views his work. It expresses gap
in agreement between one’s expectation from the job and the rewards that the job provides. In a narrow sense, these
attitudes are related to the job under condition with such specific factors such as wages, supervisors of employment,
conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer.
Review of literature:
Frederick W. Taylor, (1911) believed that workers motivation was due largely to their interest in money. He also
proposed that the most satisfying situation was one in which a worker could make the most money with the least effort.
Both productivity and satisfaction would result, if workers were given fair wages and work that could be done quickly
without excess fatigue. Frederick Herzberg’s, (1959) two factor theory attempts to explain satisfaction and motivation
in the workplace. Satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Wanda
Roos, (2005) studied “The relationship between employee motivation, job satisfaction and corporate culture”. The aim
of the study was two-fold: firstly, the relationship of job satisfaction with the dimensions of employee motivation and
the domains of corporate culture was investigated. Ayeni, C.O., and Popoola, S.O., (2007) conducted research on
“Work motivation, job satisfaction, and organizational commitment of library personnel in academic and research
libraries in Oyo state, Nigeria”. This research results represents an employee perception, personality, attitudes and
learning. Motivation is a very important part of understanding behavior. Petri Bockerman and Pekke llmakunnar,
(2010) conducted a study on “The job satisfaction nexus: A study using matched survey and register data”. This study
provides the role of job satisfaction in the determination of establishment-level productivity. Latha,K and Janaki
Dass, D.V.S., (2012) in his research titled, “Conceptual framework on job stress on job satisfaction among marketing
employees” examined the relationship between job stress and job satisfaction. The determinants of job stress that have
been examined under this study include causes of job stress, strategies of job stress and managing the job stress.
Dr.Jagadeeha, (2012) in this research titled, “Causes for retail industry globalization”. This article is about to increase
their presence worldwide and profit on the onside and for the sake of name and fame in industry. Vidushi Handa and
Navneet Grover, (2012) examined the growing awareness and brand consciousness among people across different
socio-economic classes in India and how the urban and semi-urban retail markets are witnessing significant growth.
The researcher explores the role of the Government of India in the industries growth and the need for further reforms.
The study includes growth of retail sector in India, strategies, strength and opportunities of retail stores, retail format in
India, recent trends, and opportunities and challenges and concludes with the likely impact of the entry of global
players into the Indian retailing industry.
Importance of the study:

Employees are the back bone of any organization. Employees will be more satisfied if they get what they expected.
Satisfied and convinced employees ensure the company’s success in the long term. So employees’ job satisfaction leads
to an improvement in the quality of products or services, customer satisfaction, increased market share and improved
profit. The present study try to find out the factors which motivate the employees for more satisfied and work more.
Statement of the problem:

Employees working in the retail sector are mostly educated at school level. These employees are coming from socio-
economically weaker sections of the society. They are mostly under-paid and overly exploited by the employers. Many
facilities and amenities offered by the other business sector like banking, insurance and finance are not offered by the
retail firms. Workers’ working in this sector extends for more than 12 hours a day. Even then basic amenities which
are very essential for their living are denied. This leads to job dissatisfaction and higher job turnover. The present study
is conducted to measure the level of job satisfaction among employees of retailing sector in Kumbakonam.
Objective of the study:

This study on level of job satisfaction among employees of retail sector in Kumbakonam is aimed at investigating the
level of job satisfaction amongst the employees who are working in the retail firms in Kumbakonam. The main
objective of the study is to unearth the determinants of satisfaction among the employees who are working in the retail
firms. The following are the objectives of the present study.
1. To identify the job satisfying attributes expected by the employees from the employers at the time of joining the job.
2. To measure the level of satisfaction among the employees towards various job satisfaction related attributes.
3. To offer suggestions to improve the level of job satisfaction among the employees of the retail sector.

Scope of the study:

The scope of the study consists of data collected from the employees of retail firms in Kumbakonam through the
schedule regarding the facilities provided by the employers to satisfy the needs and wants of employees and to
understand the benefits they are getting out of the offerings made by the employers; and the study also covered the
suggestions given by the employees to satisfy their expectations from them.
Sampling design:
The researcher has selected 125 employees randomly from the payroll maintained by the retailing sector, working in
various retailing firms in Kumbakonam. The samples are selected from the following major retailing sectors i.e.,
Textile showrooms, General shops, Home Appliances, Furniture dealer, and Medical shops.
Tools of analysis:
The researcher has applied the advanced statistical tools like ANOVA, Correlation and Regression analysis, Factor
analysis, Chi-square test and Percentage analysis for processing the data collected through interview.
Analysis and Findings:

Factors considered by employees before joining a job:
The researcher has conducted a pilot study to identify the right variables. These variables are offered to the respondents
and they are requested to reply. The factors influencing the respondents most are ranked by using Likert’s Scaling
Technique.
Table: 1 FACTORS EXPECTED BY EMPLOYEES BEFORE JOINING A JOB
Response
Very High
Very Low
Neutral
Score
Rank
Total
High
Low
S.
Variables
No.
5 4 3 2 1
1 23 51 46 05 0
Higher Salary 467 3
(115) (204) (138) (10) (0)
2 09 55 48 12 01
Higher Annual increments 434 7
(45) (220) (144) (24) (01)
3 14 51 49 08 03
Higher Allowances 440 6
(70) (204) (147) (16) (03)
4 09 44 49 21 02
Higher Bonus 412 8
(45) (176) (147) (42) (02)
5 More number of days leave without 13 33 13 44 22
346 15
pay (65) (132) (39) (88) (22)
6 13 36 63 08 05
Less working hours 767 1
(65) (144) (489) (64) (05)
7 15 27 67 12 04
Good Working environment 412 8
(75) (108) (201) (24) (04)
8 Lesser work load & Job 19 54 37 12 03
449 4
responsibility (95) (216) (111) (24) (03)
9 16 54 38 14 03
More Job security 441 5
(80) (216) (114) (28) (03)
10 13 30 63 13 06
More rest time 406 10
(65) (120) (189) (26) (06)
11 Better recognition by the 09 43 37 27 09
391 12
management (45) (172) (111) (54) (09)
12 14 81 53 17 04
More paid vacation 591 2
(70) (324) (159) (34) (04)
13 12 36 20 24 23
Satisfactory welfare facilities 335 14
(60) (144) (60) (48) (23)
14 Better promotion policy of the 11 18 61 30 05
375 13
company (55) (72) (183) (60) (05)

15 Better opportunity for carrier 08 34 63 18 02
403 11
development (40) (136) (189) (36) (02)
Source: Primary Data
Table 1 and Chart 1 shows the important factors which influences the employees those who are working in the retail
sector in the study area. The percentile score ranges from 266 to 767. The factor less working hours is placed at top (1st
rank) among the 15 listed important factors whereas more number of days leave without pay stood at last (15th rank). It
is observed from the above analysis that less working hour, more paid vacation, higher salary, lesser work load and
more job security are the top five most important factors considered by the employees while selecting the job. Better
promotion policy of the company, satisfactory welfare facilities, and more number of days leave without pay are those
factors consist less importance among the respondents.
From the factor analysis six factors have been identified as the maximum percentage of total variance. Variables
Temples and virtual places, Climatic condition and Wide life activities are grouped together as factor I. Safety to health
and wealth, Banking facilities near tourist spot and Availability of medical centers constituted the factor II. The
variables Cost of living near tourist places and Yoga and meditation centers constituted the factor III. The variable
Availability of sufficient boarding and lodging facilities constituted the factor IV. The variable Availability of
recreation facilities constituted the factor V and the variable Land and culture fairs and festivals constituted the factor
VI. Thus factor analysis condensed and simplified 15 variables and cluster into 6 factors accounting 67.513% of the 15
variables have been identified and studied.
Chart 1
Level of satisfaction towards various attributes:

To the worker, job satisfaction brings a pleasurable emotional state that can often result in positive work attitude. A
satisfied worker is more likely to be creative, flexible, innovative, and loyal. Unhappy employees, who are motivated by
fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance tend to decline.
To identify the level of satisfaction, the researcher considers the neutral response as common for both satisfied and
unsatisfied with various attributes. The researcher has classified the 5 categories of response into two groups i.e. 1.
Unsatisfied with the attribute includes Very Low, Low and Neutral responses and 2. Satisfied with the attribute
includes Neutral, High and Very High responses to decide whether the employees are satisfied with the attribute or not.
I. Salary package:
Salary Package is an offering by the employer to the employee in exchange of services rendered by the employee during
the tenure of employment. It includes consolidated salary, bonus, daily beta, bus allowance, overtime pay and other
allowances.

Table: 2 : RESPONSES TOWARDS SALARY PACKAGE
Level of satisfaction
Unsatisfied
Unsatisfied
unsatisfied
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S. No. Variables
1 2 3 4 5
1 Gross Salary 2 8 60 31 24 115 70
Regularity in
2 0 11 53 44 17 114 64
payment of salary
Annual increment to
3 4 13 25 69 14 108 42
respondents
Allowances offered
4 5 14 57 19 30 106 76
to respondents
5 Bonus Received 4 23 21 52 25 98 48
6 Over time pay 7 15 70 13 20 103 92
Payment of advance
7 5 9 40 49 12 111 54
money on demand
It is observed from the table 2 that majority of the employees are satisfied with all attributes related to salary package
offered by their employers.
II. Workplace environment:

The work environment involves the physical geographical location as well as the immediate surroundings of the
workplace, such as a construction site or office building. Comfortable atmospheric conditions in the workplace are
essential for the health and wellbeing of employees. Workplace environment is very important for employee morale and
job satisfaction.
Table: 3 RESPONSES TOWARDS WORKPLACE ENVIRONMENT
Highly unsatisfied
Highly satisfied
unsatisfied
Unsatisfied
Satisfied
Neutral
Satisfied
(3+4+5)
(1+2+3)
S. No. Variables
1 2 3 4 5
Cleanliness of the
1 1 8 64 31 21 116 73
working environment
Temperature
2 conditions at 2 33 66 16 8 90 101
workplace
Lighting and noise at

3 5 14 73 15 18 106 94
the working place

Ventilation at the
4 6 24 58 21 16 95 88
workplace
Rest time offered to

5 2 26 66 18 13 97 94
respondents
Seating facilities
6 5 41 46 23 10 79 92
during working hours
7 Store room facility 9 12 62 27 15 104 83

It is observed from the table 3 that majority of the employees are satisfied with attributes related to workplace
environment provided by their employers except temperature conditions at workplace and seating facilities during
working hours.
III. Work related factors:

Work itself is a motivator for job satisfaction. If workers like the job they tend to continue the job without quitting.
Work will be interesting when work related factors are presented. Work related factors include work freedom, work
load, working hours, task offered and work challenges, etc.
Table: 4 RESPONSES TOWARDS WORK RELATED FACTORS
Unsatisfied
Unsatisfied
unsatisfied
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S. No. Variables
1 2 3 4 5
1 Work freedom 4 4 50 49 18 117 58
2 Work load 9 29 65 17 5 104 103

Number of working
3 3 20 70 23 9 102 93
hours
Variety of task
4 4 6 71 21 23 115 81
offered
Opportunity to
5 utilize skills and 5 8 65 37 10 112 78
talents
Opportunity to learn
6 7 34 34 37 13 85 75
the job
7 Work is challenging 5 13 71 22 14 107 89

It is understood from the table 4 that majority of the employees are satisfied with all attributes related to work assigned
to them.
IV. Welfare and Safety factor:
Labour health, safety and welfare are the measures of promoting the efficiency of labour. The various welfare measures
provided by the employer will have immediate impact on the health, physical and mental efficiency alertness, morale
and overall efficiency of the worker and thereby contributing to the higher productivity. Some of the facilities and
services which fall within the preview of labour welfare includes leave with pay, job security, insurance and provident
fund, etc.

Table: 5 WELFARE AND SAFETY FACTORS

Unsatisfied
unsatisfied
unsatisfied
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S.
Variables
No.
1 2 3 4 5
Leave with pay
1 10 7 58 32 18 108 75
(Casual Leave)
Annual paid
2 5 44 43 29 4 76 83
vacation
Permissions to
3 3 29 31 49 13 93 63
go outside
4 Job security 3 28 40 32 22 94 71
Insurance
5 5 52 42 16 10 68 99
facility
Provident fund
6 7 22 31 50 15 96 60
facility
Latrine & urinal
7 4 29 64 10 18 92 97
accommodations
Safe drinking
8 5 16 57 36 11 104 78
water facilities
First-aid &
9 5 16 42 53 9 104 63
medical facility
Rest rooms/staff
10 8 10 79 23 5 107 97
Tiffin room

It is observed from the table 5 that majority of the employees are satisfied with attributes related to welfare and safety
factors except Insurance facility, Annual paid vacation and Latrine & urinal accommodations.
V. Management related factors:

Management creates an environment where employees work effectively as a team and respect each other. A harmonious
relationship between management and workers also improves satisfaction. One way to achieve this is for the managers
to demonstrate passion and energy in their jobs. Management style affects the employees output as well as job
satisfaction.
Table: 6 MANAGEMENT RELATED FACTORS
Unsatisfied
unsatisfied
unsatisfied
Satisfied
Satisfied
(3+4+5)
(1+2+3)
satisfied
Neutral
Highly
Highly
S. No. Variables
1 2 3 4 5
Treatment by the
1 2 6 79 14 24 117 87
management
Recognition by the
2 1 12 71 18 23 112 84
management
Personal care taken
3 10 41 51 13 10 74 102
by the management
4 Management style 2 17 58 40 8 106 77

Motivation by the
5 5 11 42 57 10 109 58
Management
Respect from
6 13 41 31 24 16 71 85
management
Management listens
7 7 27 15 63 13 91 49
to my suggestions
Management’s
8 3 22 64 20 16 100 89
appreciation
Consultation by the
9 2 42 26 49 6 81 70
management
Workers’
10 participation in 7 32 59 15 12 86 98
decision making
It is learned from the table 6 that majority of the employees are satisfied with attributes related to management except
Personal care taken by the management, respect from management and workers’ participation in decision making
VI. Factors related to promotion:

Promotion stimulates self-development and creates interest in the job. According to Yoder, “Promotion provides
incentive to initiative, enterprise and ambition; minimizes discontent and unrest; attracts capable individuals;
necessitates logical training for advancement and forms an effective reward for loyalty and cooperation, long service
etc.”
Table: 7 FACTORS RELATED TO PROMOTION
Unsatisfied
unsatisfied
unsatisfied
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S.
Variables
No.
1 2 3 4 5
Opportunities for
1 0 9 71 28 17 116 80
promotion
Timely promotion
2 3 32 53 27 10 90 88
given
Promotion policy of
3 2 20 48 33 22 103 70
the firm
It is understood from the table 7 that majority of the employees are satisfied with attributes related to promotion.
VII. Relationship with the co-workers:

As employees spend a large portion of their lives at work, interpersonal relationships and friendships between/among
employees at work are inevitable. Many researchers have consistently reported that workplace friendship (WF)
positively affects employees’ work-related attitudes and behaviors which, in turn, enhance organizational outcomes.
People may gain help, assistance, guidance, advice, feedback, recommendations, or information from workplace friends
on a variety of work-related matters such as completing jobs, performing tasks, and handling issues with co-workers,
subordinates, supervisors, and/or clients.

Table: 8 RELATIONSHIP WITH THE CO-WORKERS

Unsatisfied
unsatisfied
unsatisfied
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S. No. Variables
1 2 3 4 5
Opportunities to
1 interact with the co- 0 8 59 30 28 117 67
workers
Opportunities for
2 3 34 45 31 12 88 82
team-work
Opportunities to
3 share the work with 5 27 34 38 21 93 66
co-workers
Opportunities to
4 exchange the job 2 18 35 53 17 105 55
with co-workers
It is observed from the table 8 that majority of the employees are satisfied with all attributes related to relationship with
the co-workers..
VIII. Other factors:

The researcher has considered those factors motivating the employees which are not discussed in the above seven
heads. This is presented in the below table.
Table: 9 : OTHER FACTORS
Unsatisfied
unsatisfie
unsatisfie
Satisfied
Satisfied
satisfied
(3+4+5)
(1+2+3)
Neutral
Highly
Highly
S. No. Variables
d
1 2 3 4 5
Better opportunities
1 4 7 51 31 32 114 62
for advancement
Facilities for
2 0 37 65 17 6 88 102
recreation
It is learned from the table 9 that majority of the employees are satisfied with the attributes better opportunities for
advancement and dissatisfied with the facilities for facilities for recreation.
SUGGESTIONS:
In order to increase the job satisfaction among the employees the management shall consider the following factors.
1. Sufficient and as per government rules overtime pay shall be given to employees.
2. Over temperature makes employees exhausted quickly. Hence the temperature level inside the campus should be
maintained within the tolerable limit
3. Lighting and noise at the working place need to be controlled within limit and sufficient. A suitable system of
emergency lighting may also be installed.
4. The provision for of suitable and adequate ventilation is required in all workplaces by either natural or mechanical
means.
5. Separate rest rooms need to be provided if workers are unable to sit and rest at their workstations.
6. Work load given to employees should not be overburden to the employees. Hence work load shall be fixed on the
basis of experience and their ability to perform the job.

7. The number of work hours in a day should not exceed 9 hours for an adult. If it is more than 9 hours overtime pay
shall be payable.
8. Maximum opportunities must be given to employees to show their talents and skills.
9. Group insurance facilities to be offered to employees at free of cost by the employers.
10. Suitable and sufficient sanitary conveniences should be provided.
11. Due importance and consideration should be given to the employees which reflects in attitude of employees with
regard to the job satisfaction.
12. Timely promotion increases the job satisfaction by avoiding dejection among the employees. Hence management
must offer timely promotion to the employees.
Conclusion:
This research reveals that employees working at retail sector are giving more importance to monetary factors over non-
monetory factors while choosing their job. Most of the employees are studied up to high school level, they feel present
job is more suitable for their level of education. They expect only monetary gains which gives them more job
satisfaction than any other non-monetary factors. It is proved in the present study that the employees are choosing their
job based on salary, annual increments, allowances and bonus.
Employees’ job satisfaction will lead to longevity in their employment and highly interested in doing their job. The
purpose of this study is to identify the factors in which the employees are satisfied with. It is concluded that the
employees are highly satisfied with respect to the following attributes: annual increment, payment of advance money,
work freedom given, opportunity to learn the job, annual paid vacation, permissions to go outside, provident fund
facility, first-aid & medical facility, management motivated to work, management listens my suggestions, and
consultation of the management. At the same time the employees are highly dissatisfied with the following attributes:
insurance facility, safe drinking water facilities, and timely promotion. There are variables which neither satisfied nor
unsatisfied the employees. It shows that they are not able to decide whether these factors satisfy their expectations or
not. Hence the retail sector shall device necessary strategy to offer both monetary and non-monitory factors to the
employees in time to increase the level of job satisfaction.
References:
[1] Frederick Herzberg’s, (1959), "The Motivation to Work”, John Wiley & Sons; 2nd edition, 1959 ISBN-13: 978-
0471373896
[2] Frederick Winslow Taylor (1911), “Principles of Scientific Management”. Harper & Brothers Publishers, New
York, 1911
[3] Jagadeeha, (2012), “Causes for retail industry globalization”, International Journal of Advancements in Research
& Technology, Volume 1, Issue7, December-2012 1 ISSN 2278-776.
[4] Jayadatta, S (2012) “Major Challenges and Opportunities of Organized Retailing in India” in Advances in
Economics and Business Management (AEBM), pISSN: 2394- 1545; e-ISSN: 2394-1553; Volume 2, Issue 15;
October-December, 2015, pp. 1502-1506
[5] Komal Khalid Bhatti and Tahir Masood Qureshi (2007). “Impact of Employee participation on Job Satisfction,
Employee Commitment and Employee Productivity”, International Review of Business Research Papers, Vol.3(2),
pp 54 – 58.
[6] Latha, K. & Janaki Dass, D.V.S. (2012). “Conceptual framework on job stress on job satisfaction among marketing
employees”. Global Advanced Research Journal of Management and Business Studies, Vol. 1(8) pp 264-269.
[7] Pakkeerappa,P, Kodikalrashmi, (2012), “Managing Employee Retention and Turnover in Retail Sector”,
International Journal of Research in Commerce and Management, Vol.3, Issue 3.
[8] Petri Bockerman and Pekke llmakunnar, (2010) “The job satisfaction nexus: A study using matched survey and
register data”, Industrial & Labor Relations Review, Volume 65, Number 2, Article 3
[9] Roos, Wanda (2005) The relationship between employee motivation, job satisfaction and corporate culture,
University of South Africa, Pretoria.
[10] Singh, A.P. & Sadhana Singh (2009). “Effects of Stress and Work Culture on Job satisfaction”, the Icfai University
Journal of Organisational Behaviour, Vol.II(2).
[11] Tella, A., Ayeni, C. O., Popoola, S. O. (2007). “Work Motivation, Job Satisfaction, and Organisational
Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria”, Library Philosophy
and Practice, Vol.9.
[12] Vidushihanda, Navneetgrover (2012) “Retail sector in India: issues & challenges” in International Journal of
Multidisciplinary Research, Vol.2 Issue 5,May 2012, ISSN 2231 5780

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International Journal of Application or Innovation in Engineering & Management (IJAIEM)

Web Site: www.ijaiem.org Email: editor@ijaiem.org

A STUDY ON LEVEL OF JOB

Retail sector in India:

Current scenario of Indian retail market:

Categories of traditional retailers:

Volume 9, Issue 7, July 2020 Page 103

Importance of the study:

Statement of the problem:

Objective of the study:

Volume 9, Issue 7, July 2020 Page 104

Scope of the study:

Analysis and Findings:

Volume 9, Issue 7, July 2020 Page 105

Level of satisfaction towards various attributes:

Volume 9, Issue 7, July 2020 Page 106

Table: 2 : RESPONSES TOWARDS SALARY PACKAGE

II. Workplace environment:

Lighting and noise at

Volume 9, Issue 7, July 2020 Page 107

Rest time offered to

7 Store room facility 9 12 62 27 15 104 83

Source: Primary Data

III. Work related factors:

2 Work load 9 29 65 17 5 104 103

Source: Primary Data

Volume 9, Issue 7, July 2020 Page 108

Table: 5 WELFARE AND SAFETY FACTORS

Source: Primary Data

V. Management related factors:

4 Management style 2 17 58 40 8 106 77

Volume 9, Issue 7, July 2020 Page 109

VI. Factors related to promotion:

VII. Relationship with the co-workers:

Volume 9, Issue 7, July 2020 Page 110

Table: 8 RELATIONSHIP WITH THE CO-WORKERS

VIII. Other factors:

Volume 9, Issue 7, July 2020 Page 111

Volume 9, Issue 7, July 2020 Page 112

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