CHAPTER I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Organizational climate comprises the attitudes, values, beliefs, norms and customs
of an organization. Whereas organizational structure is relatively easy to draw and
describe, organizational culture is considered to be less tangible and more difficult
to measure.

The concept of organizational climate is usually attributed to Lewin (1951)

with his field theory of motivation. The concept became popular in the
industrial and organizational literature particularly in the 1960’s and 1970’s
with the book of Litwin and Stringer (1968)  and the two major reviews of
Forehand and Gilmer (1964) and James and Jones (1974). The topic remains
one not only of considerable theoretical speculation and research, but also
disagreement.

Attempting to define or operationalize the concept, many researchers quote

Forehand and Gilmer who noted: “Organizational Climate is the set of
characteristics that describe an organization and that

(a) distinguish one organization from another

(b) are relatively enduring over a period of time and

(c) influence the behaviour of people in the organization.”

However, the concept proved ambiguous, nebulous and controversial. The

main problems in the conceptual clarification concern whether climate should be
conceived of in terms of the objective (physical or structural) features of the
organization or the subjective (perceptual)  reactions to the organization. Hence
Guion argued that a perceived climate concerned both the attributes of an
organization and those of the perceiving individual and that as most often perceived
climate was simply an alternative label for affective responses to organization, like
job satisfaction. James and Jones suggested the psychological climate be used to
emphasize the fact that it is the aggregated cognitive interpretations of an
organizational work force, which arise from experience in the organization and
provide a representation of the meaning inherent in the organizational features,
events and processes.

An important but related issue concerns the amount of consensus within an

organization concerning the perceived climate. Pace and Stern suggested a two-third
agreement but Guion has argued that it should be 90% for the concept of climate to
be invoked. Payne has argued that the concept of organizational climate is invalid
because people in different parts of the organization have radically different
perceptions of the organization (hence the perception is not shared) and that where
perceptions are consensually shared, in small groups, they are not representatives of
the climate of the whole organization. Thus for Payne it is possible to have
departmental but not organizational climates.

This conceptual muddle has become worse with the introduction of the concept of
corporate or organizational culture Schein defined “Organization culture” as:

a. A pattern of basic assumptions.

b. Invented, discovered, or developed by a given group.

c. As it learns to cope with its problems of external adaptations and internal

integration.

d. And is to be taught to new members as the correct ways to perceive,

think, and feel in relation to those problems.

However, there are as many, if not more, problems associated with the
concept of corporate culture as there are of climate. One-way to circumvent, rather
than overcome, the conceptual issue is to talk of employee perceptions rather
than culture and climate. Naturally, employee perceptions differ within an
organization as a function of seniority, department, etc. and those  perceptions
influence and are influenced by organizational behaviour. But because the term
climate has been used in the past it shall be retained here to examine the current
literature.
 1.2 EFFECT OF CLIMATE (OR EMPLOYEE PERCEPTION) ON
ORGANISATIONAL BEHAVIOUR.

The second major theoretical problem concerns the effect of climate (or
employee perception) on organizational behaviour. Climate may be conceived of as
an independent variable, as for instance in the work of Campbell, Dunnette, Lawler
and Weick. It is assumed that organizational climate itself directly influences
(causes) various work outcomes both positive like productivity, satisfaction, and
motivation, and negative like absenteeism, turnover and accidents.  

Others have considered climate a dependent outcome variable that is the

result, and not the cause of, organizational structure and process. In this sense
climate may be a useful index of organization’s health but not a causative factor of
it. 

A third and perhaps more common approach has been to see climate as a
moderator variable in that climate may be the indirect link between two
organizational outcomes. Thus climate may be the moderator variable between job
satisfaction and productivity. Various untested but heuristically satisfying models
consider climate as one of a number of powerful moderator variables (Litwin and
Stringer, 1968). 

Finally, some researchers believe that climate is epephenomenal, neither a

direct cause nor effect variable but one that emerges in some form in all
organizations with no influence on it. Employee perception is then interesting but
not directly relevant to the functioning of the organization.

There are many models which use the concept of climate (Litwin and Stringer,
1968, Bonoma and Zaltman, 1981) but very few specify the exact relationship
between climate and other organizational processes. Few researchers and model
builders have acknowledged that the climate may be both an independent and
dependent variable simultaneously. Few studies have tested any longitudinal path-
analytic models to find out what major factors influence climate and which are
influenced by it; thus this seems an important and relevant theoretical and empirical
avenue to pursue. A third major problem in the area concerns the issue of
measurement of climate or employee perception.
1.3 METHODS OF MEASURING ORGANISATIONAL CLIMATE

There are numerous ways of measuring organizational climate.

 The first is categorical, which attempts to classify organizations into

pre-existing theoretical types. 

 The second is dimensional which are thought to capture or fully

describe the organizational climate.

The first or categorical approach has not been very popular or successful.
Examples of this approach can be seen in the work of Ginsberg (1978), who
described three basic climates (inception, post-entrepreneurial and bureaucratic) and
Halpin and Croft (1962) who felt climates could be categorised as either open
autonomous, controlled, familial, paternal or closed. Although this approach has
attracted a certain amount of research (Hall 1971) its limitations are those of all
typologies - lack of fine discriminability, inappropriate categories, and most
importantly the idea that organizational climates are multi-dimensional and should
be measured on various salient albeit related, dimensions.
1.2 OBJECTIVES OF STUDY

 To find out the current measures taken by the company to satisfy employees.
 To understand the satisfaction level of employers in Job connect placement and
training.
 To suggest the additional measures to improve employee satisfaction.
 To identify the satisfaction level of Job connects placement and training.
 To evaluate the training and development program conduct by Job connect placement
and training.
1.3 SCOPE OF STUDY

 This study focuses the Organizational Climate in Job connect placement and
training.
 This study would help us to improve the safety measure taken for the employees
by the company. And will help us to know how much the employees are satisfied
with their job.
 The scope of the project was limited to Coimbatore branch of Job connect
placement and training.
 The findings and recommendations can be applicable to only Coimbatore branch
of Job connect placement and training. Only. This cannot be generalized.
1.4LIMITATIONS OF STUDY

 The employees were unwilling to give their time for filling up the questionnaire.
 The personal opinion collected from the employees could be biased.
 The participation of the respondents in providing the information was found
difficult, as they were quite busy with the schedule.
 Personal Character tics or view of the employee may affect the research results
 The study is subjected to sampling errors
 CHAPTER II

INDUSTRY PROFILE

Although web design has a fairly recent history, it can be linked to other areas such as
graphic design. However, web design can also be seen from a technological standpoint. It has
become a large part of people’s everyday lives. It is hard to imagine the Internet without
animated graphics, different styles of typography, background, and music.

Process

Job connect placement and training software solutions, established in the year 2007, is one of
the leading software development companies in Coimbatore in IT industry. It is an exclusive
offshore software development center addressed to meet the I.T needs in India, the Middle
East and the Asia Pacific region..

The Software Division specializes in System Level, Network Communication and Internet
programming applications especially web applications with extensive usage of multimedia
tools for better user interactions and effectiveness of conveying concepts and ideas.

The foundations of the organization today. They have attracted additional expert talent to
support our core competencies, and focused our marketing strategy.

ERP system or Enterprise Resource Planning is a business management system that integrates
the entire activities of the business viz. operations planning and administration. Suitable for
optimizing internal business processes, including manufacturing, the supply chain, financials,
customer relationship management, human resources and warehouse management. An
enterprise with no ERP needs to use many types of software that do not allow interaction and
cannot be customized. It is for this reason they are not able to optimize the organizational
business activities. Integration of data across the enterprise ensures greater visibility in all
areas of your business to the strategic decision level.

Job connect placement and training Software Solutions specializes in ERP software and
develops high quality solutions for medium-sized and large companies. They define ERP as
an enterprise re-engineering solution, that uses the latest management methodologies and
techniques to integrate IT processes across company divisions and departments in order to
help organizations perform better, smarter and productively. They consider the decision to
implement an ERP solution must be based on the added value the ERP provides to the
business. This is why it is important to make sure that your software will provide an efficient
solution throughout the whole organization. They as experienced professionals, offer
industry-specific knowledge and top quality standards. Their project methodology sets us
apart from the competition. Time to involve your decision-makers in every phase, ensuring
you end up with the product the customer want.

Modules Covered:

 HR
 Time Sheet
 Payroll
 Procurement
 Stock
 Trading
 Logistics
 Accommodation
 Financial Accounts
 Management Consolidated Reports

The start of the web and web design

In 1989, whilst working at CERN Tim Berners-Lee proposed to create a global hypertext

project, which later became known as the World Wide Web. During 1991 to 1993 the World
Wide Web was born. Text-only pages could be viewed using a simple line-mode browser.
[2]
 In 1993 Marc Andreessen and Eric Bina, created the Mosaic browser. At the time there
were multiple browsers, however the majority of them were Unix-based and naturally text
heavy. There had been no integrated approach to graphic design elements such as images or
sounds. The Mosaic browser broke this mould. The W3C was created in October 1994 to
"lead the World Wide Web to its full potential by developing common protocols that promote
its evolution and ensure its interoperability. This discouraged any one company from
monopolizing a propriety browser and programming language, which could have altered the
effect of the World Wide Web as a whole. The W3C continues to set standards, which can
today be seen with JavaScript. In 1994 Andreessen formed Communications Corp. that later
became known as Netscape Communications, the Netscape 0.9 browser. Netscape created its
own HTML tags without regard to the traditional standards process. For example, Netscape
1.1 included tags for changing background colours and formatting text with tables on web
pages. Throughout 1996 to 1999 the browser wars began, as Microsoft and Netscape fought
for ultimate browser dominance. During this time there were many new technologies in the
field, notably Cascading Style Sheets, JavaScript, and Dynamic HTML. On the whole, the
browser competition did lead to many positive creations and helped web design evolve at a
rapid pace.

Evolution of web design

In 1996, Microsoft released its first competitive browser, which was complete with its own
features and tags. It was also the first browser to support style sheets, which at the time was
seen as an obscure authoring technique. The HTML markup for tables was originally
intended for displaying tabular data. However designers quickly realized the potential of
using HTML tables for creating the complex, multi-column layouts that were otherwise not
possible. At this time, as design and good aesthetics seemed to take precedence over good
mark-up structure and little attention was paid to semantics and web accessibility. HTML
sites were limited in their design options, even more so with earlier versions of HTML. To
create complex designs, many web designers had to use complicated table structures or even
use blank spacer .GIF images to stop empty table cells from collapsing. [6] CSS was
introduced in December 1996 by the W3C to support presentation and layout. This
allowed HTML code to be semantic rather than both semantic and presentational, and
improved web accessibility, see table less web design.

In 1996, Flash (originally known as Future Splash) was developed. At the time, the Flash
content development tool was relatively simple compared to now, using basic layout and
drawing tools, a limited precursor to Action Script, and a timeline, but it enabled web
designers to go beyond the point of HTML, animated GIFs and JavaScript. However, because
Flash required a plug-in, many web developers avoided using it for fear of limiting their
market share due to lack of compatibility. Instead, designers reverted to gif animations (if
they didn't forego using motion graphics altogether) and JavaScript for widgets. But the
benefits of Flash made it popular enough among specific target markets to eventually work its
way to the vast majority of browsers, and powerful enough to be used to develop entire sites.
End of the first browser wars

During 1998 Netscape released Netscape Communicator code under an open source license,
enabling thousands of developers to participate in improving the software. However, they
decided to start from the beginning, which guided the development of the open source
browser and soon expanded to a complete application platform. The Web Standards
Project was formed and promoted browser compliance with HTML and CSSstandards by
creating Acid1, Acid2, and Acid3 tests. 2000 was a big year for Microsoft. Internet Explorer
was released for Mac; this was significant as it was the first browser that fully supported
HTML 4.01 and CSS 1, raising the bar in terms of standards compliance. It was also the first
browser to fully support the PNG image format.[5] During this time Netscape was sold
to AOL and this was seen as Netscape’s official loss to Microsoft in the browser wars.[5]

2001—2012

Since the start of the 21st century the web has become more and more integrated into
people’s lives. As this has happened the technology of the web has also moved on. There
have also been significant changes in the way people use and access the web, and this has
changed how sites are designed.

Since the end of the browsers wars new browsers have been released. Many of these are open
source meaning that they tend to have faster development and are more supportive of new
standards. The new options are considered by manyto be better than Microsoft's Internet
Explorer.

The W3C has released new standards for HTML (HTML5) and CSS (CSS3), as well as
new JavaScript API's, each as a new but individual standard.While the term HTML5 is only
used to refer to the new version of HTML and some of the JavaScript API's, it has become
common to use it to refer to the entire suite of new standards (HTML5, CSS3 and
JavaScript).
 COMPANY PROFILE

JOB CONNECT PLACEMENT AND TRAINING PRIVATE LIMITED

Job connect placement and training Software Solutions is one of the upcoming Software
Developing company in India. Job connect placement and training mainly indulge in
Software Development which includes mainly 3 major application heads. They are Windows
applications, Web applications, and Biometric applications. These include various well
known and commonly used application software's like .net, J2EE, Java, PHP, Dreamweaver,
Adobe, Coral Designer, 3D Max, and Flash which helps in making the Software development
process more efficient.

Job connect placement and training constitute various departments. These departments
handle the various functions of the Centre. The various departments are: Programming
department, Designing department, Marketing department, Projects department and Training
department. Job connect placement and training also deal with handling Customized
Projects. These projects consider the opinions from the customers and are designed according
to their views. This includes 2 categories. They are: Web and Windows designed projects.

E-Commerce

Reach customers around the world

Greene Step offers an integrated e-commerce solution that increases operational efficiency
and delivers the perfect order. Take your brand to global markets on any device with multiple
websites.

Greene Step Ecommerce is completely integrated with the business management modules to
run Customer business - ERP/financials, CRM, order management, and inventory and
warehousing capabilities. Because of this direct integration you are able to adapt more
quickly to changes in Customer business, serve your customers better and use your actual
enterprise data to drive merchandising and promotions. This allows you to optimize
profitability, reduce operational costs, build customer satisfaction and seize opportunities for
growth without spending a fortune integrating your ecommerce with Customer Software.

Order Processing, Shipping and Fulfillment: Fully integrated back office operational

solution allows all orders to be processed and sent to the appropriate warehouse location or
drop-shipped based on business rules. The fulfillment process allows Customer to pick, pack
and ship the orders with high efficiency.

Catalog Management: Greene step Software offers features to ensure you are selling the right
products at the right prices. Display branded products and provide various product
specifications for customer to view easily.

B2B and B2C Channel: Greene Step Software gives B2B businesses robust capabilities. The
system supports payment methods often required for B2B transactions, such as invoice
billing, credit limits and multiple shipment addresses, batch-processing and includes features
such as quantity-based pricing and drop-ship orders.

Promotions and Pricing Rules: Visible Promotions acquire new customers easily and
increase conversion and average order value. Greene step Software offers industry-leading
ability to target promotions based on any shopper segment or product specifications. All
promotions can be controlled by business rules, ensuring quick display.

Stable, Fast and Flexible: Your storefront is the face of Customer company and your brand.
Benefit from a very stable and reliable Greene Step Ecommerce system that is quick to
deploy and configure.

Multi-Channel Integration: Customers increasingly expect a consistent, relevant experience

across any channel they choose, from mobile devices to call centers to Customer website.
With CRM as an integral part of the Ecommerce platform, Greene Step gives you a single
view of customer orders, issues, contacts and payment information.

Key Benefits:

 Easy site navigation for customers

 Visual catalogs and multi image facility
 Multiple promotions and pricing
 Access on any device
 Search Engine Optimization
 Efficient order management
 Easy and secure payments
 Site management
 Dynamic customer service
 Shipping and international trading
 CHAPTER III

REVIEW OF LITERATURE

National commission in 1969, the commi8ssion appointed in 1966 had reviewed many
aspects of labour welfare in India such as existing condition of labour. Legislative
measurements available to protect their interest level of working units, standard of living and
various welfare facilities, health and medical facilities, canteen, transportation, recreational
facilities, provision of family planning, etc. were studied in detail.

1982 The Study conducted by Mr. Sethuraman, accident in M/s Saratha Mills, Podanur, and
Coimbatore identifies that 26% of employees are not using the safety provisions at that time
of accident and 40% are not satisfied with first aid treatment. He suggested that the workers
should be improved through training.

A study on safety measures at Akkamalai Tea Factory, Valparai was conducted T. Shan
Mugathai in 1994, the study reveals that the majority of the respondents feel bad opinion
towards safety measures like equipment safety, dress, rest room and building. Many
organizations are implementing and occupational Organizational Climatesystem as part5 of
their workforce.

A study on measures conducted by Girish K Nair in 1998 in Precot Mills Limited reveals that
all the safety measures provided by the management should be evaluated periodically. Then
only the actual effectiveness may be understood and also the management will get actual
feedback on safety measured. In his study he received a valuable finding that most of the
employees were not fully satisfied.

A study on industrial head safety and accident conducted by Mr. S. Parthasarathy in 1990 in
Associated Cement Companies Ltd, Madhukarai and Coimbatore explains that the items in
the first aid box should be improved and proper arrangement should be made to improve
cleanliness of the factory. They suggest that periodical safety training classes can be
conducted into prevent accident and wall posters should be posted to educate the workers to
avoid accident.
A STUDY ON EMPLOYEE SATISFACTION

According to Marc Drizin”Employees are asses with feet, they are the only resource company
have that make a conscious decision to return to the next day”.

Organizational Climates the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Organizational Climate is considered
to be a critical success factor for organization. Many measures purport that Organizational
Climate is a factor in employee motivation, employee goal achievement and positive
employee morale in the workplace.

Factors contributing to Organizational Climate include treating employees with respect,

providing regular employee recognition, empowering employees, offering above industry-
average benefits and compensation, providing employee perks and company activities and
positive management within a success framework of goals, measurements and expectations.
Organizational Climate survey administered periodically that gauge the Organizational
Climate Organizational Climate in an organization is a main topic that comes under human
resources management.

Employees are considered as assets to a company.

They are the key factors which improve the productivity and reputation of a company.

1. Organization development factors

 Brand of organization in business field and comparison with leading

competitor.

 Missions and Vision of organization.

 Potential development of organization.

2. Policies of compensation and benefits factors

 Wage and salary

 Benefits

 Rewards and penalties

3. Promotions and career development factors

 Opportunities for promotion.

 Training program participated or will do.

 Capacity of career development.

4. Work task factors

 Quantity of task.

 Difficult level of task

5. Relationship with supervisor factors

 Level of coaching

 Level of assignment for employee

 Treatment to employee etc

6. Working conditions and environment factors

 Tools and equipment

 Working methods

 Working environment

7. Corporate culture factors

 Relationship with coworkers

 Level of sharing etc.

8. Competencies, Personalities and Expectations of employee factors

 Competencies and personalities of employee for job?

 Expectations of employee are suitable for policies of organization?

 Competencies and personalities of employee are suitable for job?

 Expectations of employee are suitable for policies of organization?

 Competencies and personalities of employee are suitable for job?

 Expectations of employee are suitable for policies of organization

Factors Influencing Employee Satisfaction

Various factors exist in an organization that contributes to area of employee

satisfaction. Following are listed factors affecting employee satisfaction.

They are:

 The brand name of the organization is of utmost importance to the employees

and it is considered when Organizational Climates considered;

 The aims and objectives of the organization where an employee works are
likely to affect employee satisfaction.

 Salary band wage is one of the most important factors behind employee
satisfaction. The salary should always be in accordance to the position of the
employee in the company.

 Rewards and penalties are other important things that affect level of
satisfaction of an employee in his job.

 The kind of treatment given by the employee largely determines his

satisfaction level. It is always desired to treat employees in a good manner.
  Working methods of the organization determines the satisfactory level of an
employee. It is true that every organization has its own working methods but
some freedom should also be given to the employees.

 It is essential to check that the personality of the employee matches the type of
job being allotted to him.

 Expectations of the employee should also be in accordance to the level of

organization in which he or she is working.

THEORIES RELATED TO EMPLOYEE SATISFACTION MASLOW’S THEORY

Maslow’s Hierarchy of needs was proposed by Abraham Maslow in 1943 from his paper A
theory of Human Motivation. According to Maslow, people are not satisfied with what they
have and will always request for more. the hierarchy, they are five level can be found in each
individual which is physical,

Security, social, ego and self-actualization. According to Maslow, individuals are motivated
by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the
next need to emerge. Maslow grouped the five needs into two categories-Higher-order needs
and Lower-order needs.

The physiological and the safety needs constituted the lower-order needs. These lower-order
needs are mainly satisfied externally. The social, esteem and self-actualization needs
constituted the higher-order needs. These higher-order needs are generally satisfied
internally, i.e., within an individual. Thus, we can conclude that during boom period, the
employees lower-order needs are significantly met.

This theory constitutes that employee is satisfied with the motivation factors. By satisfying
the basic requirements and expectations, employee will be satisfied and contribute much turn
over.

Herzberg’s Motivation-Hygiene Theory (Two Factor Theory)

The Herzberg’s motivation-hygiene is one of the content theories of employee satisfaction.

The motivation hygiene theory was proposed by psychologist Frederick Herzberg. Believing
that an individual’s attitude toward his or her work can determine success or failure,
Herzberg investigated the question of what people want from their jobs. He asked people to
describe in detail situations in which they felt exceptionally good or bad about their jobs.
Their responses were then tabulated and categorized. Exhibit below represent Herzberg’s
findings. The hygiene factors such as pay and conditions which serve to the remove the
dissatisfaction from work. The satisfaction related to achievement recognition, responsibility,
as nature of work

Hygiene Factors

1) Supervision

2) Company policy

3) Relationship with supervisor

4) Working conditions

5) Salary

6) Relationship with peers

7) Personal life

8) Relationship with employees

9) Status

10) Security.
 CHAPTER IV

RESEARCH METHODOLOGY

Research means search for knowledge. It’s only a systematic enquiry i to the existing system
of knowledge to disapprove or approve or to arrive at a new conclusion for the betterment of
the existing system. Research methodology is the description, explanation and justification of
the various method of conducting research. It deals with the objectives of a research study,
the method of defining the research problem, the type of hypothesis formulated, the type of
data collected, method used for collecting and analyzing data etc.

4.1RESEARCH DESIGN
A research design is an arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure. It
is the conceptual structure within which research is conducted and it constitutes the blue print
for the collection, measurement and analysis of data. The research design may be specific
representation of the various steps in the process of research. Descriptive design was taken
for the study focuses on phenomena, group and situation.

4.2SAMPLE SIZE
A Finite subset of population selected from it with the objective of investigating its properties
called sample. A sample is a representative part of the population. A sample of 50
respondents in total selected, the response to various elements under each questions were
totaled for the purpose of various statistical testing.

4.3 POPULATION
The total number of employees 50

4.4 SAMPLING METHOD

A sampling design is a finite plan for obtaining a sample from given population. Convenient
sampling is used for this study.

SAMPLING PROCEDURE
The procedure adopted in the present study is probability sampling, which is also known as
chance sampling.
4.5 TOOLS AND TECHNIQUES OF DATA ANALYSIS:

Data analysis was done using percentage analysis technique and using statistical tools.

Simple percentage was used to calculate the percentage.

(Simple percentage=no. of respondents in each group/total respondents * 100)

4.6 SOURCES OF DATA COLLECTION

1) PRIMARY DATA
Primary data are the first hand information collected by the research for immediate
purpose of the study. For the present study structured questionnaire and personnel
interview was used to response from the respondents because of simplicity and
reliability

a) Questionnaire
A questionnaire is a research instrument consisting of a series of questions and
other prompts for the purpose of gathering information from respondents.

2) SECONDARY DATA COLLECTION

Secondary data was collected from company, library, company records, magazines,
internet etc. A secondary questionnaire was used to elicit the primary data. The
questionnaire contains closed ended questions with two points, four points and five points
technique.

a) Journals and magazines

b) Websites
c) Reports.
CORRELATION

A *correlation function* is a statistical correlation between random variables at two different

points in space or time, usually as a function of the spatial or temporal distance between the
points. If one considers the correlation function between random variables representing the
same quantity measured at two different points then this is often referred to as an
autocorrelation function being made up of autocorrelation.

Correlation functions of different random variables are sometimes called *cross

correlation functions* to emphasize that different variables are being considered and because
they are made up of cross correlations.

Correlation = ∑xy/√∑x2 √∑y2

 CHAPTER V

DATA ANALYSIS AND INTERPRETATION

TABLE 1: SHOWING THE AGE DISTRIBUTION OF RESPONDENTS

AGE FREQUENCY PERCENTAGE

Below 20 2 4%

21-30 5 10%

31-40 29 58%

50 Above 14 28%

Total 50 100%

INTERPRETATION

The above table showing the age of the respondents shows that 58% of respondents are
middle aged (31-40), 28% of respondents are above 50, 10% of respondents are between (21-
30),4% of respondents are below 20.
 CHART1: SHOWING THE AGE OF RESPONDENTS

70%
Chart Title
60%

50%

40%
Y

Column2
30%

20%

10%

0%
Below 20 21-30 31-40 50 Above
X
 TABLE2: SHOWING THE GENDER OF RESPONDENTS

Gender FREQUENCY PERCENTAGE

Male 36 72%
Female 14 28%
Total 50 100

INTERPRETATION

The above table showing the age of the respondents shows that 72% of respondents are male
and 28% are female.

CHART 2: SHOWING THE GENDER OF THE RESPONDENTS

 Gender

Female
28%

Male
72%

TABLE3: SHOWING THE EXPERIENCE OF RESPONDENTS

 Year FREQUENCY PERCENTAGE
Below 1 Years 2 4%

1-3 Years 18 36%

3-5 Years 9 18%

Above 5 Years 21 42%

Total 50 100%

INTERPRETATION

The above table showing the age of the respondents shows that 42% are above 5years ,36%
of respondents are 1-3 years, 18% of respondents are 3-5 years, 4% of respondents are
below 1 years.

CHART3: SHOWING THE EXPERIENCE OF THE RESPONDENTS

 Series 3

Above 5 Years 42%

3-5 Years 18%

1-3 Years 36%

Below 1 Years 4%
 TABLE4: TABLE SHOWING THE EDUCATION QUALIFICATION OF
RESPONDENTS

Option FREQUENCY PERCENTAGE

School level 19 38%

Post graduate 20 40%

Under graduate 9 18%

Diploma and status 2 4%

Total 50 100%

INTERPRETATION

The above table showing the education qualification of the respondents shows that 40% of
the respondents are post graduate, 38% of respondents are school level, 18% of respondents
are under graduate, and 4% of respondents are diploma and status.
CHART4:CHART SHOWING THE EDUCATION QUALIFICATION OF
RESPONDENTS

Series 3
40%
38%

18%

4%

School level Post graduate Under graduate Diploma and status

 TABLE5: SHOWING THE MARITAL STATUS OF RESPONDENTS

Option FREQUENCY PERCENTAGE

Married 44 88%

Unmarried 6 12%

Total 50 100%

INTERPRETATION

The above table showing the age of the respondents shows that 88% are married, 12% of
respondents are unmarried.
CHART5: SHOWING THE MARITAL STATUS OF THE RESPONDENTS

Marital status

Single
12%

Married
88%
 TABLE 6: SHOWING THE SALARY SATIFACTION OF RESPONDENTS

Options FREQUENCY PERCENTAGE

Highly satisfied 47 84%

Satisfied 2 4%

Neutral 1 2%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 84% of the respondents are highly satisfied, 4%
of respondents are satisfied, 2% of respondents are in neutral and no respondents are
dissatisfied.

CHART6: SHOWING THE SATISFACTION OF SALARY

 84%

4%
2%
Highly satisfied 0%
Satisfied 0%
Neutral
Highly
dissatisfied Dissatisfied

TABLE 7: SHOWING THE SATISFACTION OF LEAVE OF RESPONDENTS

 Options FREQUENCY PERCENTAGE

Highly satisfied 35 70%

Satisfied 5 10%

Neutral 10 20%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 70% of respondents are highly satisfied, 20% of
respondents are neutral, 10% of respondents are satisfied and the remaining are dissatisfied.

CHART7: SHOWING THE EMPLOYEES SATISFACTION ON LEAVE PROVIDED

BY COMPANY
 80%
Chart Title
70%

60%

50%

40%
Y

Column2
30%

20%

10%

0%
Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied
X
 TABLE8: SHOWINGTHE INSURANCE COVERAGE OF RESPONDENTS

Options FREQUENCY PERCENTAGE

Highly satisfied 47 84%

Satisfied 2 4%

Neutral 1 2%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 84% of respondents are highly satisfied, 4% of
respondents are satisfied, 2% of respondents are neutral and the remaining are dissatisfied.

CHART 8: SHOWING THE INSURANCE COVERAGE OF COMPANY

 90%

80%

70%

60%

50%

40%
Y

30%

20%

10%

0%
Highly satisfied Satisfied Neutral Highly Dissatisfied
dissatisfied

x
 TABLE 9: SHOWINGTHE SATISFACTION ON WORKING HOURS OF
RESPONDENTS

Options FREQUENCY PERCENTAGE

Highly satisfied 29 58%

Satisfied 3 6%

Neutral 11 22%

Highly dissatisfied 7 14%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 58% of respondents are highly satisfied,22% are
neutral, 14% of are highly dissatisfied, 6% are satisfied and the remaining are highly
dissatisfied.

CHART 9: SHOWING THE SATISFACTION OF EMPLOYEES IN WORKING

HOURS
 58%

22%

6% 14%

Highly satisfied
Satisfied 0%
Neutral
Highly
dissatisfied Dissatisfied
x

TABLE 10: SHOWING THE SAFETY MEASURES OF RESPONDENTS

Options FREQUENCY PERCENTAGE

 Highly satisfied 23 46%

Satisfied 22 44%

Neutral 3 6%

Highly dissatisfied 1 2%

Dissatisfied 1 2%

Total 50 100%

INTERPRETATION

From the above table we can understand that 46% are highly satisfied, 44% are satisfied,6%
are neutral,2% are highly dissatisfied and the remaining 2% are also dissatisfied.

CHART10: SHOWING THE SATISFACTION OF EMPLOYEES OF THE SAFETY

MEASURES PROVIDED
 Dissatisfied 2%

Highly dissatisfied 2%

Neutral 6%

Satisfied 44%

Highly satisfied 46%

TABLE 11: SHOWING THE WORKING ENVIRONMENT OF RESPONDENTS

 Option FREQUENCY PERCENTAGE

Highly satisfied 35 70%

Satisfied 5 10%

Neutral 10 20%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 70% of respondents are highly satisfied,20%
are neutral,10% are satisfied and the remaining are dissatisfied.

From the above table we can understand that

CHART11: SATISFACTION OF THE EMPLOYEES IN WORKING

ENVIRONMENT
 80%
Chart Title
70%

60%

50%

40%
Y

Column2

30%

20%

10%

0%
Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied
X

TABLE 12: SHOWING THE TRANSPORT FACILITY OF RESPONDENTS

 Option FREQUENCY PERCENTAGE

Excellent 40 80%

Good 5 10%

Average 5 10%

Neutral 0 0%

Poor 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 80% are excellent, 10% of respondents are
good, 10% of respondents are average, and the remaining are dissatisfied.

CHART12: SHOWING THE SATISFACTION OF EMPLOYEES ON THE

TRANSPORTATION FACILITY PROVIDED BY COMPANY
90%
Chart Title
80%

70%

60%

50%
Column2
Y

40%

30%

20%

10%

0%
Excellent Good Average
X Neutral Poor

TABLE13: SHOWING THE TEA BREAKS OF RESPONDENTS

 Option FREQUENCY PERCENTAGE

Highly satisfied 27 54%

Satisfied 15 30%

Neutral 1 2%

Highly dissatisfied 7 14%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above of responde table we can understand that 54% of respondents are highly
satisfied, 30% of respondents are satisfied, 14% of respondents are highly dissatisfied, 2% of
respondents are neutral, and the remaining are dissatisfied.

CHART13: SHOWING THE SATISFACTION IN TEA BREAK PROVIDED BY

COMPANY
 54%

30%

14%

2%

Highly satisfied
Satisfied 0%
Neutral
Highly
dissatisfied Dissatisfied

TABLE14: SHOWING THE INCENTIVES OF RESPONDENTS

Option FREQUENCY PERCENTAGE

Highly satisfied 43 86%

 Satisfied 7 14%

Neutral 0 0%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 86% of respondents are highly satisfied, 14% of
respondents are satisfied, and the remaining are null.

CHART14: SHOWING THE INCENTIVES OF RESPONDENTS

 100%

90%

80%

70%

60%

50%
Y

40%

30%

20%

10%

0%
Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied
x

TABLE15: SHOWING THE BONUS PROVIDED OF RESPONDENTS

 Option FREQUENCY PERCENTAGE

Highly satisfied 29 58%

Satisfied 3 6%

Neutral 11 22%

Highly dissatisfied 7 14%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 58% of respondents are highly satisfied, 6% of
respondents are satisfied,22% of respondents are neutral, 14% of respondents are highly
dissatisfied, and remaining are dissatisfied.

CHART15: SHOWING THE FESTIVE BONUS OF RESPONDENTS

 58%

22%

6% 14%

Highly satisfied
Satisfied 0%
Neutral
Highly
dissatisfied Dissatisfied

TABLE 16: SHOWING THE SATISFACTION OF EMPLOYEES IN THE

MOTIVATION TECHNIQUES USED BY THE COMPANY
 Option FREQUENCY PERCENTAGE

Highly satisfied 47 94%

Satisfied 3 6%

Neutral 0 0%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 94% of respondents are highly satisfied, 6% of
respondents are satisfied, and the remaining are null.

CHART 16: SHOWING THE MOTIVATION TECHNIQUES OF RESPONDENTS

 94%

6%
0% 0% 0%

Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied

TABLE17: SHOWING THE SATISFACTION OF EMPLOYEES CAREER

PLANNING CLASS PROVIDED BY THE COMPANY
 Option FREQUENCY PERCENTAGE

Highly satisfied 30 60%

Satisfied 8 16%

Neutral 10 20%

Highly dissatisfied 2 4%
Dissatisfied 0 0%
Total 50 100%

INTERPRETATION

From the above table we can understand that 60% of respondents are highly satisfied, 20% of
respondents are neutral, 16% of respondents are satisfied, 4% of respondents are highly
dissatisfied, and the remaining are dissatisfied.

CHART 17: SHOWING THE CAREER PLANNING CLASS OF RESPONDENTS

 60%

16% 20%

Highly satisfied 4% 0%
Satisfied
Neutral
Highly
dissatisfied Dissatisfied

TABLE18: SHOWING THE SATISFACTION OF EMPLOYEES IN THE OVERALL

PERFORMANCE OF THE COMPANY IN SATISFYING THEIR EMPLOYEES
 Option FREQUENCY PERCENTAGE

Highly satisfied 25 50%

Satisfied 20 40%

Neutral 5 10%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 50% of respondentsare highly satisfied,40% of
respondents are satisfied, 10% of respondents are neutral and the remaining are null.

CHART 18: SHOWING THE OVERALL PERFORMANCE OF RESPONDENTS

 Column3

50%

40%

10%

0% 0%

Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied

TABLE 19: : SHOWING THE SATISFACTION OF EMPLOYEES WITH PF

SCHEME PROVIDED BY THE COMPANY
 Option FREQUENCY PERCENTAGE

Highly satisfied 38 76%

Satisfied 10 20%

Neutral 2 4%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 76% of respondents are highly satisfied, 20%
of respondents are satisfied,4% of respondents are neutral and the remaining are null.

CHART19: SHOWING THE SATISFACTION OF EMPLOYEES WITH PF

SCHEME OF RESPONDENTS
80%

70%

60%

50%

40%
Y

30%

20%

10%

0%
Highly satisfied Satisfied Neutral Highly dissatisfied Dissatisfied
X

TABLE 20: SHOWING THE SUPERIOR -SUBORDINATE RELATIONSHIP OF

RESPONDENTS
 Option FREQUENCY PERCENTAGE

Highly satisfied 48 96%

Satisfied 2 4%

Neutral 0 0%

Highly dissatisfied 0 0%

Dissatisfied 0 0%

Total 50 100%

INTERPRETATION

From the above table we can understand that 96% of respondents are highly satisfied, 4% of
respondents are satisfied and the remaining are null.

CHART 20: SHOWING THE SATISFACION OF EMPLOYEES IN SUPERIOR –

SUBORDINATE
 120%

100%

80%

60%
y

40%

20%

0%
Highly satisfied Satisfied Neutral Highly Dissatisfied
dissatisfied

CORRELATION

Correlation is the statistical measure that indicates the extent to which two or more
variables fluctuate together. A positive correlation indicates the extent to which those
variables increase or decrease in parallel; a negative correlation indicates the extent to which
one variable increase as the other decrease.

Correlation (r) = ∑xy / (√∑x2√∑y2)

X= Satisfaction level of the current working hours pattern

Y= Satisfaction level of the current environment of the company

x=X– X

y=Y-Y

X Y x2 y2 xy

29 35 841 1225 1015

3 5 9 25 15

11 10 121 100 110

7 6 49 0 0

50 50 1020 1350 1140

r = ∑xy / (√∑x2√∑y2)

= 1140 / (√1350 *√ 1020)

= 0.471

Result:

There’s a positive correlation between satisfaction level of environment in the company and
satisfaction level of current job.

CHAPTER VI

FINDINGS

1. 45% of the respondents are satisfied with current salary.

2. 93% of the respondents are satisfied with leave providing the company.
 3. 74% of the respondents are satisfied in the insurance coverage of the company.
4. 52% of the respondents are satisfied in safty measure provided by the company.
5. 85% of the respondents are satisfied with working environment.
6. 78% of the respondents are satisfied in system of company.
7. 86% of the respondents are satisfied in transport facility.
8. 60% of the respondents are believes direct relationship between job security and
Employee Satisfaction.
9. 60% of the respondents are believes Organizational Climate can increase productivity.
10. 45% of the respondents are satisfied in relationship between safety officers.
11. 52% of the respondents are satisfied in canteen facilities.

SUGGESTIONS

1. To provide the welfare facilities to the employees if it helps to improve the level of
Employee Satisfaction.
2. The company must concentrate in training and development program provided to the
employees.
3. The company must provide more facilities for improving communication between
superiors and the low level employees.
4. The management should provide adequate rewards to the employees.
5. The company must evaluate the Organizational Climatelevel in monetary benefit
provided by the company.
 CONCLUSION

The project was very useful for me. The training gives me confidence and innovative idea for
the day to day activities. And it also helps me to study more about the organization and also
about the interiors industry.

The organization is recognizing the important of employees satisfaction and retaining

them. Further improvement can be made so that all members are highly satisfied with the
procedure. The suggestion and recommendation when implemented will still more benefit the
organization.

.
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 ANNEXURE

A QUESTIONARE FOR EMPLOYEE SATISFACATION

Thank you

Kindly note the following abbreviations of their respective meaning

HS: Highly Satisfied S: Satisfied DS: Dissatisfied HDS: Highly Dissatisfied

1. Age (in years):

Below 20 21-30 31-40 above 50
2. Gender : Male Female
3. Experience :
Below 1 year 1 year to 3 years
3 years to 5 years above 5 years
4. Marital Status
Married Unmarried
5. Educational Qualification
School Level under Graduate
Post Graduate Diploma & Status
6. Are you satisfied with your present salary:
HS S DS D HDS
7. Are you satisfied with the number of leave provided by the company
HS S DS D HDS
8. Are you satisfied with one insurance coverage of your company?
HS S DS D HDS
9. Are you satisfied with the current working hours
HS S DS D HDS
10. Are you satisfied with the safety measures provided by the company
HS S DS D HDS

11. Are you satisfied with the working environment in your company?
HS S DS D HDS
12. How is the transport facilities provided by the company?
Excellent Good AVERAGE POOR
13. Are you satisfied with the tea breaks provided by the company?
HS S DS D HDS
14. Are you satisfied with the incentives provided by the company
HS S DS D HDS
15. Are you satisfied with the festival Bonus provided by the company :
HS S DS D HDS
16. What do you think about the employee motivation techniques used by the company?
HS S DS D HDS
17. Are you satisfied with the career planning classes given to you?
HS S DS D HDS
18. How do you rate the overall performer of the company in satisfying employee?
HS S DS D HDS
19. Are you satisfied with PF scheme provided by the company?
HS S DS D HDS
20. Are you satisfied with the superior- subordinate relationship in organization
HS S DS D HDS