Project On Study Of Employees Job Satisfaction

INTRODUCTION:
 As the business increases day by day to global
standards, garment industry also takes its boom in the
world trade. Though there are certain limitations and
drawbacks in the business scenario, it is still trying to
achieve a memorable growth in the world trade. From
ancient days onwards, garments play an important role
in each and every ones life.

 Now the fashion technology is growing not only in towns

and cities, but also in small villages. People are now very
much interested to wear new fashion garments. Media
also playing an important role in evaluating the garment
industry all over the world.

GARMENT INDUSTRY DEVELOPMENT CORPORATION

(GIDC):
 To protect the rights of manufacturers and to create a
beneficial marketing facility for garments, ‘THE
GARMENT INDUSTRY DEVELOPMENT CORPORATION’
came in to force. The GIDC is a non-profit organization
established in 1984 in the city of New York by the
garments workers union and the new York skirt and
sports wear association to strengthen the worlds
garment industry.

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 For the past twenty years, GIDC has evolved in to multi-
tiered service organization providing marketing, buyer
referrals, training and technical assistance to the
manufacturers and workers

GARMENT INDUSTRY IN INDIA:

 The garment industry occupies a unique place in our
country. It accounts for 14% of the total industrial
production and contributes nearly 20% of the total
exports and is the second largest employment generator
after agriculture.

 Garment industry is providing one of the basic needs of

people and maintained sustained growth for improving
quality of life. Its vast potential for creation of
employment opportunities on the agricultural, industrial
organized and rural and urban areas, particularly for
women. Although the development of garment sector
was earlier taking place in terms of general policies.

 In recognition of its importance of this sector for the

first time, a separate policy statement was made in 1985
in regard to development of garment sector.

 The main market for Indian garments are USA, UAE, UK,
GERMANY, FRANCE, ITALY, RUSSIA, CANADA,
BANGLADESH AND JAPAN. 3
 
objective of the textile policy:

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 objective of the textile policy is to provide cloth of
acceptable quality at reasonable prices for the vast
majority of population of the country and to compete
with confidence for an increasing share of the global
market. From the above it is clear that garment
occupies a unique position in our economy
contributing to nearly a one third of the country’s
earnings.

 The industry includes manufacturers, suppliers, whole

sellers and exporters of cotton textiles etc. Today
handloom and cotton textile exports in India is
counted among the most important sector. The
garment industry in India is widely named for its
superb quality garments.

 Readymade garment exports comprises nearly 40% of

the total exports. CURRENT SCENERIO: Developing
countries with both textile and clothing capacity may
be able to prosper in the new competitive environment
after the textile quota regime of quantitative import
restrictions under the multi-fiber arrangement (MFA)
came in to an end on 1st January 2005 under the world
trade organization (WTO) agreement on textiles and
clothing. As a result, the garment industry in developed
countries will face huge competition in both their
exports and domestic markets.

 The elimination of quota restriction will open the way

for the most competitive developing countries to

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 develop stronger clusters of the garment industry
which enable them to handle all stages of the
production chain from growing natural fibers to
producing finished clothing.

 The garment industry is undergoing a major

reorientation towards non- clothing applications of
textiles known as technical textiles which are growing
roughly at twice rate textiles for clothing applications
and now account for more than half of total textile
production.

 The processes involved in producing technical textile

require expensive equipments and skilled workers.

 There will be opportunities as well as challenges for the

Indian garment industry in the post MFA era. But India
has natural advantages, which can be capitalized on
strong raw-material base cotton, man made fabrics,
jute silk. Further, for the benefit of exporters, there
should be a state owned cargo-shipping mechanism.
Several initiatives have already been taken by the
government to overcome some of these concerns
including rationalizationPrimarily in the cultivation of
cotton, efforts are needed in cotton research,
technology,generation, transfer of technology,
modernization and upgrading of ginning and pressing
factories and growth in marketing strategy”.

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INDIAN GARMENT EXPORT INDUSTRY:

 India is a major exporter of garments, fabrics and

accessories for the global fashion industry. Indian
ethnic designs and materials are an important factor in
the plans of fashion houses and garment
manufacturers all over the world.

 Those buttons on the Levis you are wearing could well

have been made in India. The welcome decision of
phasing out Multi Fiber Agreement (MFA) will end the
regime of quotas and other rules and regulations made
by the Indian governments helps us to create a
competitive export garment industry all over the
world. For India, the clothing industry has performed
quite well in exports.

 In order to ensure quality of garment exports, the SSI

restriction of the garment exports, the SSI restriction of
the garment industry should be removed

 Labor laws need to be reorganized and the export

procedures should be liberalized

 lead country in terms of textile imports to the US.

Countries like Mexico and Canada continue to loose
out to India and china. Imports were threatening
thousands of US jobs.

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 2. Ministry of finance has added 165 new textile
products under Duty Drawback Schedule. The new
products included wool tops.
 Cotton yarn, acrylic yarn, various blended fabrics,
fishing nets etc. further, the existing entries in the
drawback schedule relating to garments have been
expanded to create separate entries of garments made
up of

 (a) cotton
 (b) Man made fiber blend
 (c) MMF
After the phasing out of quota regime under
the Multi Fiber Act (MFA), India can 5.
 Pronged strategy aiming to attract foreign direct
investment by making reforms in local market.
Replacements of existing indirect taxes with a single
nation wide VAT.
 Liberalization of contract norms for textile and
garment units. Elimination of restrictions that cause
poor operational and organizational performance of
manufacturers was suggested.
 Of the 66 mills, 65 mills have been closed after
implementing voluntary retirement scheme (VRS) to all
employees. The government has already constituted
assets, sale committees comprising representatives of
central and state governments, operative agency, BIFR,
NTC and the concerned NTC subsidiary to effect sale of
assets through open tender system.

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 Proposals for modernization of NTC mills have been
made to the consultative committee members
including formation of a committee of experts to
improve management of these mills. Even the present
status of jute industry was under the scanner of the
consultative committee.

 The government had announced change from the

value-based drawback rate followed to a weight-based
structure for textile exports that will discourage raw
material exports and also there is a scope for misusing
the drawback claims by boosting invoice value of
exports.

 Trading avenue for farmers, weavers and traders and

help them to make a better price for their product and
it will also helps them to reduce risks associated with
natural calamities. From this, we can conclude that
garment industry is still in developing stage in India.
The government is taking a lot of efforts to upgrade the
garment industry in India.

 Rules and regulations on small scale units should be

liberalized and export procedures on exports of
garments is to be simplified and some grants to be
given to those farmers who are dependent on cotton
and jute corps.

COMPANY PROFILE :
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FOUNDER:
As SCM Garments Private Limited sets sights on even
more ambitious goals, we remain inspired and guided by the story and
philosophy of our founder Shri.A.Kulandaivel Mudaliar. Hailing from
modest means, he followed his dream and unique vision redefined and
revolutionized a weaving enterprise into a conglomerate with diverse
domains. SCM Garments as an organization has adopted this ethos of
converting adversity into opportunity and making the impossible
possible by challenging conventional wisdom.
 In the present context of business scenario, he has
been traveling extensively to western countries and
further gained rich industrial experience especially in
fabric and machine etc.

 Established in 1989, SCM Garments Private Limited is

the destination of superlative apparels that are knitted
with immaculate quality and strong values. Each of our
brands is a natural extension of our philosophy of
excellence that is created with zeal and concern to our
customers who are spread over globally. As an exports
arm of The Chennai Silks (TCS), we exist to create
experiences where passion and purpose come together.
We leverage on robust research and advanced
technologies which makes us
“A Fibre to Fashion company”.
 We are part of the biggest and most efficacious company
- SCM Group of Companies. We believe that quality and
efficiency are a quintessential part of our very being and
to measure up to our own ideals. Also, instilling a sense
of ownership and pride enhances a long-term relationship
with our customers. To stay true to our pride in
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 workmanship, we’ve established a dominant presence in
every part of the textile spectrum and our pride lies in
being independent and self-sufficient in every stage of
garment production. We will continue to persist with
confidence and move steadfastly despite any obstacles
and thereby leaving remarkable foot-prints in the history
of garment industry.

 In other words, we are proud to maintain that we are

compliant to all standards set by our clients. Our
professional approach towards business makes us very
easy to work with, and fosters our business tie-ups and
relationships, a very pleasing association. It has
locations at Tiruppur,Coimbatore,Erode

 S.C.M Mill pvt ltd has an impressive product range in

the woven garments sector. We are capable of
manufacturing quality garments over a wide range of
styles, size- ranges and fabrics.

 In every unit, we have a technical person viz.,

production manager in charge of the unit associated by
factory manager and production co-ordinators. The
area group HRD managers also take care of all the
issues relating to the workers, including HR activities,
welfare, safety etc. where the number of employees
exceed the limit prescribed under the factories act. We
have a safety officer too.

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 Also we have a lady medical officer visiting the units.
We have our own two in-house laundry units at
Hulimavu and Sing Sandra with modern machineries,
which cater to all our wash requirements. To be
candid, we have all facilities to meet the contingencies.
We have obtained the necessary consent for both
water and air in all our units. Running a business with
constraints in infrastructure facilities is a tough task,
meeting simultaneously the requirements of the
buyers.

 In the present power crisis, we are also running the

generators in all our units, affecting the business
profits to a large extent availability of water, yet
another concern. With all these constraints around, our
managing partner has been effectively managing the
business. Labors, though available in the areas, are not
skilled. Hence we trained them in our training school
and absorb them with an amount of risk of their
longevity. It is a family partnership firm registered
under the Indian partnership act, 1932.
 All raw materials is checked for quality and quantity
and stored in a central warehouse. Inventory handling
is fully computerized. The merchandising section and
shipping department is well equipped with instant
communication systems like EDI.

 We possess a 20-head embroidery machine capable of

7-9 colors. Machine is of Baruden make and stitching
capacity is 20,00 –25,00 stitches per hour. The

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 production floor is equipped with the latest machinery.
Trained and specialized personnel who have lot of
experience in the garment production field man it. We
have technical experts who help implement the quality
standards in our merchandise (like AQL levels). We use
accredited testing labs for fabric package testing and
garment testing. Our employers are dedicated and
work for the company untiringly, sinciourly honesty,
diligently, maintaining all the more a high standard of
discipline which also contribute as one of the reasons
for the growth of the company to this stage.

CHAPTER-1:
INTRODUCTION: JOB SATISFACTION:

 Job satisfaction is one of the important factors which

have drawn attention of managers in the organization
as well as academicians. Various studies have been
conducted to find out the factors which determine job
satisfaction and the way it influences productivity in
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 the organization. Though there is no conclusive
evidence that job satisfaction affects productivity
directly because productivity depends on so many
variables, it is still a prime concern for managers.

 Job satisfaction is the mental feeling of favorableness

which an individual has about his job. DuBrins has
defined job satisfaction in terms of pleasure and
contentment when he says that: “Job satisfaction is
the amount of pleasure or contentment associated
with a job. If you like your job intensely, you will
experience high job satisfaction. If dislike your job
intensely, you will experience job dissatisfaction.”

DETERMINANTS OF JOB SATISFACTION :

1. While analyzing the various determinants of job

satisfaction, we have to keep in mind that: all
individuals do not derive the same degree of
satisfaction though they perform the same job in the
same job environment and at the same time.
Therefore, it appears that besides the nature of job and
job environment, there are individual variables which
affect job satisfaction thus all those factors which
provide a fit among individual variables, nature of job,
and the situational variables determine the degree of
job satisfaction. Let us see what these factors are.

INDIVIDUAL FACTORS:

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 Individuals have certain expectations from their jobs. If
there expectations are met from the jobs, they feel
satisfied. These expectations are based on an
individual’s level of education, age, and other factors.

1. Level of Education:

 Level of education of an individual is a factor which

determines the degree of job satisfaction. For example
several studies have found negative correlation
between the level of education, particularly higher
level of education, and job satisfaction.

 The possible reason for this phenomenon may be that

highly educated persons have very high expectations
from their jobs which remain unsatisfied. In their case,
Peter’s principle which suggests that every individual
tries to reach his level of incompetence, applies more
quickly.

2. Age:

 Individuals experience different degree of job

satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually
reduced, starts rising up to certain stage, and finally
dips to a low degree. The possible reasons for this
phenomenon are like this. When an individual joins an
organization. He may have some unrealistic

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 assumptions about what they are going to derive from
their work.

 These assumptions make them more satisfied.

However, when these assumptions fall short of reality,
job satisfaction goes down. It starts rising again as the
people start to asses the jobs in right perspective and
correct their assumptions. At the last, particularly at
the fag end of the career, job satisfaction goes down
because of fear of retirement and future outcome. 3.
Other Factors: besides the above two factors, there are
other individual factors which affect job satisfaction.

 If an individual does not have favorable social and

family life, he may not feel happy at the work place.
Similarly other personal problems associated with him
may affect his level of job satisfaction.

 NATURE OF JOB:
Nature of job determines job satisfaction which is in the
form of occupation level and job content.
1. Occupational level:
 Higher level jobs provide more satisfaction as
compared to lower levels. This happens because
high level jobs carry prestige and status in the
society which itself becomes source of satisfaction
for the job holders. For example, professionals
derive more satisfaction as compared to salaried
people; factory workers are least satisfied.

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 2. Job content:
 Job content refers to the intrinsic value of the job
which depends on the requirement of skills for
performing it, and the degree of responsibility and
growth it offers.

 A higher content of these factors provides higher

satisfaction. For example, a routine and repetitive
job provides lesser satisfaction ; the degree of
satisfaction progressively increases in job rotation,
job enlargement, and job enrichment. Situational
variables: Situational variables related to a job
satisfaction lie in organizational context- formal and
informal.

 As we shall see in the next part of text, formal

organization is created by the management and
informal organization emerges out of the interaction
of individuals in the organization. Some of the
important factors which affect job satisfaction are
given below.

1.Working conditions:
 Working conditions, particularly physical work
environment, like conditions of workplace and
associated facilities for performing the job
determine job satisfaction.

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  These work in two ways. First, these provide means
for job performance. Second, provision of these
conditions affect the individuals perception about
the organization. If these factors are favorable,
individuals experience higher level of job
satisfaction.

2. Supervision:
 The type of supervision affects job satisfaction as in
each type of supervision; the degree of importance
attached to individuals varies. In employee-
oriented supervision, there is more concern for
people which is perceived favorably by them and
provides them more satisfaction.

 In job-oriented supervision, there is more emphasis

on the performance of the job and people become
secondary. This situation decreases job satisfaction.

4.Equitable Rewards:

 The type of linkage that is provided between job

performance and rewards determines the degree of
job satisfaction. If the reward is perceived to be
based on the job performance and equitable, it
offers higher satisfaction.

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  If the reward is perceived to be based on
considerations other than the job performance, it
affects job satisfaction adversely.

4.Opportunity for Promotion:

 It is true that individuals seek satisfaction in their
jobs in the context of job nature and work
environment but they also attach importance to the
opportunities for promotion that these jobs offer. If
the present job offers opportunity of promotion in
future, it provides more satisfaction.

 If the opportunity for such promotion is lacking, it

reduces satisfaction. 5. Work Group: Individuals
work in group either created formally or they
develop on their own to seek emotional satisfaction
at the workplace.

 To the extent, such groups are cohesive; the degree

of satisfaction is high. If the group satisfaction out of
their interpersonal interaction and workplace
becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction:

 Job satisfaction has a variety of effects. These
effects may be seen in the context of an individuals
physical and mental health, productivity,
absenteeism, and turnover. Physical and Mental
Health

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  The degree of job satisfaction affects an individuals
physical and mental health. Since job satisfaction is
a type of mental feeling, its favorableness or
unfavourableness affects the individual
psychologically which ultimately affects his physical
health.

 For example Lawler has pointed out that drug abuse,

alcoholism, and mental and physical health result
from psychologically harmful jobs.

 Further, since a job is and important part of life, job

satisfaction influences general life satisfaction. The
result is that there is spillover effect which occurs in
both directions between job and life satisfaction.

Productivity:
 There are two views about the relationship between
job satisfaction and productivity:
 1. A happy worker is a productive worker.

 2. A happy worker is not necessarily a productive

worker. The first view establishes a direct cause-effect
relationship between job satisfaction and productivity;
when job satisfaction increases, productivity increases;
when job satisfaction decreases, productivity
decreases.

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 The basic logic behind this is that a happy worker will
put more efforts for job performance. However, this
may not be true in all cases. For example, a worker
having low expectations from his job may feel satisfied
but he may not put his efforts more vigorously because
of his low expectations from the job.

 Therefore, this view does not explain fully the complex

relationship between job satisfaction and productivity.
The another view: that is a satisfied worker is not
necessarily a productive worker explains the
relationship between job satisfaction and productivity.
Various research studies also support this view.

 This relationship may be explained in terms of the

operation and organizational expectations from
individuals for job performance.

 1. Job performance: leads to job satisfaction and not

the other way round. The basic factor for this
phenomenon is the rewards (a source of satisfaction)
attached with performance. There are two types of
rewards-intrinsic and extrinsic.

 The intrinsic reward stems from the job itself which

may be in the form of growth potential, challenging
job, etc. the satisfaction on such a type of reward may
help to increase productivity. The extrinsic reward is
subject to control by management such as salary,
bonus, etc. any increase in these factors does not help

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 to increase productivity though these factors increase
job satisfaction.

 A happy worker does not necessarily contribute to

higher productivity because he has to operate under
certain technological constraints and, therefore, he
cannot go beyond certain output. Further, this
constraint affects the managements expectations from
the individual in the form of lower output.

 Thus, the work situation is pegged to minimally

acceptable level of performance. However, it does not
mean that the job satisfaction has no impact on
productivity. A satisfied worker may not necessarily
lead to increased productivity but a dissatisfied worker
leads to lower productivity.

Absenteeism:
 Absenteeism refers to the frequency of absence of a job
holder from the workplace either unexcused absence
due to some avoidable reasons or long absence due to
some unavoidable reasons. It is the former type of
absence which is a matter of concern.

 This absence is due to lack satisfaction from the job

which produces a ‘lack of will to work’ and alienate a
worker from work as far as possible. Thus, Job
satisfaction is related to absenteeism. Employee
Turnover: Turnover of employees is the rate at which

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 employees leave the organization within a given period
of time.

 As discussed earlier in this chapter under defense

mechanism, when an individual feels dissatisfaction in
the organization, he tries to overcome this through the
various ways of defense mechanism. If he is not able to
do so, he opts to leave the organization.

 Thus, in general case, employee turnover is related to

job satisfaction. However, job satisfaction is not the
only cause of employee turnover, the other cause
being better opportunity elsewhere.

 For example, in the present context, the rate of

turnover of computer software professionals is very
high in India. However, these professionals leave their
organizations not simply because they are not satisfied
but because of the opportunities offered from other
sources particularly from foreign companies located
abroad.

Improving Job Satisfaction:

 Job satisfaction plays significant role in the
organization. Therefore, managers should take
concrete steps to improve the level of job satisfaction.
These steps may be in the form of job redesigning to
make the job more interesting and challenging,

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 improving quality of work life, linking rewards with
performance, and improving overall organizational
climate.

 As part of a larger project whose goal was to create an

employee-driven, survey- improvement process six
factors that influenced job satisfaction. When these six
factors were high, job satisfaction was high. When the
six factors were low, job satisfaction was low. These
factors are similar to what we have found in other
organizations.

 Opportunity:
 Employees are more satisfied when they have
challenging opportunities at work. This includes
chances to participate in interesting projects, job
with a satisfying degree of challenge and
opportunities for increased responsibility.
Important: this is not simply "promotional
opportunity.

 " As organizations have become flatter, Promotions

can be rare. People have found challenge through
projects; team Leadership, special assignments-as
well as promotions.

Actions:
• Promote from within when possible.

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 • Reward promising employees with roles on interesting
projects.

• Divide jobs into levels of increasing leadership and

responsibility. It may be possible to create job titles that
demonstrate increasing levels of expertise, which are not
limited by availability of positions.

 They simply demonstrate achievement Stress. When

negative stress is continuously high, job satisfaction is
low.

 Jobs are more stressful if they interfere with

employees' personal lives or are a continuing source of
worry or concern.
• Promote a balance of work and personal lives. Make
sure that senior managers model this behavior.
• Distribute work evenly (fairly) within work teams.
• Review work procedures to remove unnecessary "red
tape" or bureaucracy.
• Manage the number of interruptions employees have
to endure while trying to do their jobs.
• Some organizations utilize exercise or "fun" breaks at
work.

Leadership:

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  Employees are more satisfied when their managers are
good leaders. This includes motivating employees to
do a good job, striving for excellence or just taking
action.

 Actions: • Make sure your managers are well trained.

Leadership combines attitudes and behavior.

• People respond to managers that they can trust and who

inspire them to achieve meaningful goals. Work
Standards.Employees are more satisfied when their entire
workgroup takes pride in the quality of its work.

• Encourage communication between employees and

customers. Quality gains importance when employees see
its impact on customers.

• Develop meaningful measures of quality. Celebrate

achievements in quality. Trap: be cautious of slick,
"packaged" campaigns that are perceived as superficial and
patronizing. Fair Rewards. Employees are more satisfied
when they feel they are rewarded fairly for the work they do.
Consider employee responsibilities, the effort they have put
forth, the work they have done well and the demands of
their jobs.

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• Make sure rewards are for genuine contributions to the
organization.

 • Be consistent in your reward policies.

• If your wages are competitive, make sure employees

know this.

• Rewards can include a variety of benefits and perks other

than money. As an added benefit, employees who are
rewarded fairly, experience less stress. Adequate Authority.
Employees are more satisfied when they have adequate
freedom and authority to do their jobs.

• Let employees make decisions.

• Allow employees to have input on decisions that will

affect them.
•Establish work goals but let employees determine how
they will achieve those goals. Later reviews may identify
innovative "best practices."

• Ask, "If there were just one or two decisions that you could
make, which ones would make the biggest difference in
your job?" Employees with higher job satisfaction.

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• Believe that the organization will be satisfying in the long
run .

• Care about the quality of their work.

•Are more committed to the organization.
• Have higher retention rates, and

••Are more productive. Recognition. Individuals at all levels

of the organization want to be recognized for their
achievements on the job. Their successes don't have to be
monumental before they deserve recognition, but your
praise should be sincere.

•If you notice employees doing something well, take the

time to acknowledge their good work immediately.

• Publicly thank them for handling a situation particularly

well. Write them a kind note of praise.

•give them a bonus, if appropriate. You may even want to

establish a formal recognition program, such as "employee
of the month." Advancement. Reward loyalty and
performance with advancement. If you do not have an open
position to which to promote a valuable employee, consider
giving him or her a new title that reflects the level of work,

26
he or she has achieved. When feasible, support employees
by allowing them to pursue further education, which will
make them more valuable to your practice and more
fulfilled professionally.

• Job satisfaction is good not only for employees but

employers, too; it increases productivity and decreases staff
turnover.
•An organization's policies, if unclear or unfair, can stand in
the way of employee satisfaction.

• Employees need a reasonable amount of social

interaction on the job.

• Employees also need some degree of personal space,

which diffuses tension and improves working conditions.

• To begin motivating employees, help them believe that

their work is meaningful.

• To help employees achieve on the job, provide them with

ongoing feedback and adequate challenge.

• When your employees do good work, recognize them for it

immediately.

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• To increase an employee's sense of responsibility, do not
simply give them more work; give them freedom and
authority as well.

• You can help employees advance in their professional

lives by promoting them, when appropriate, or encouraging
continuing education.

A STYDY ON EMPLOYEE JOB SATISFACTION:

 Employee satisfaction and retention have always been
important issues for physicians. After all, high levels of
absenteeism and staff turnover can affect your bottom
line, as temps, recruitment and retraining take their
toll.
 But few practices (in fact, few organizations) have
made job satisfaction a top priority, perhaps because
they have failed to understand the significant
opportunity that lies in front of them.
 Satisfied employees tend to be more productive,
creative and committed to their employers, and recent
studies have shown a direct correlation between staff
satisfaction and patient Satisfaction.

 Family physicians who can create work environments

that attract, motivate and retain hard-working
individuals will be better positioned to succeed in a
competitive health care environment that demands
quality and cost-efficiency. What's more, physicians
may even discover that by creating a positive
workplace for their employees,
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  They’ve increased their own job satisfaction as well.

OBJECTIVES:
1. To know the satisfaction level towards the behaviors
of peers and superiors.
2. To study the level of satisfaction towards his salary
and also other benefits which are provided by the
company? .
3. To study the ESI facilities and safety measures which
are provided by the company? .

4. To suggest the company about the measures to be

taken for more employee satisfaction.

RESEARCH DESIGN AND METHODOLOGY:

 The research design used for the study is the
descriptive research design. In this design structural
information is used to gather information.

SAMPLING METHOD:
 The two major methods are probability and non-
probability sampling technique. The study requires
probability method since the sample was chosen or
random.

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  Hence the study was dealt with sample random tool,
which is one of the most popular method sampling.

SOURCES OF DATA:
PRIMARY DATA COLLECTION:

 Primary data are those, which are collected afresh and

for the first time and thus happen to be original in
character, questions and interviews methods were
accede to collect primary data by visiting the factory
premises and various departments in it.

 It was collected from the employees working in the

factory. By using both the questionnaire method and
interview method. I would gather information from the
employees who was not willing or who did not have
time for or who was shy about it.

SECONDARY DATA COLLECTION:

 It is collected from the internal records of the company
such as library records, trade journals, various manuals
of the company, various training programs previously
conducted and it’s responds etc;

 It is also conducted from the officials of the pursued

department in the factory. Secondary data provides a
better view of the problem study many magazines,

30
 tools and other references were also mean important
in this study.

TOOLS FOR DATA COLLECTION:

 SURVEY METHOD: The most widely used technique of

gathering primary data is the survey method. The
sources interviewed personally at the place of work
and also with questionnaires. It is a direct and more
flexible form of investigation involving face- to- face
communication and through recorded questionnaires
filled in personally.

 The information is qualitative, quantitative and

accurate. The rate of refusal is low; it offers a sense of
participation to the respondents. It usually leads to
broader range of data than observation on
experimentation methods. The data collected is
tabulated and interpreted to draw conclusion.
 FIELD WORK: It is an important method of data
collection. The questionnaire is used for interviewing
the respondents. Additional questions (Personal
interviews) can be used to secure more information.
The respondents are interviewed in the factory.

SAMPLE DESIGN FOR THE STUDY:

31
  SAMPLING METHOD: Stratified sampling method.
SAMPLE SIZE : 100(Consists of Production, Finance,
Human Resource, Systems, Marketing, Quality)

 SAMPLE UNIT : Employees of S.C.M Milll Pvt. Ltd DATA

ANALYSIS AND INTERPRETATION 1. TABLE SHOWING
PERSONALITY OF THE RESPONDENTS.

TABLE: 1 S.NO. RESPONSE RESPONDENTS PERCENTAGE:

S.NO: RESPONDENTS: TOTAL:

1. MALE 922
2. FEMALE 56

32
From the above table, the analysis shows that, 94% % of
the respondents are male and the remaining 6% % are
female. The total respondents are 978 members.
GRAPH:1 From the below chart is as follows.

RESPONDENTS

6%

MALE
FEMALE

94%

2.EDUCATION OF THE EMPLOYEE TABLE:

S.NO: Qualification: Total:

1. Post graduate 183
2. Diploma/degree 624
3. SSLC/PUC/ITI 142

33
4. Less than SSLC 29

GRAPH:2 The below graph showing the different

percentages of education:

Education

3%
15% 19%
Post
graduate
Diploma/
degree
64%

TABLE: 3 S.NO. CATEGORY NO. OF RESPONDENTS

INFERENCE:

S.NO CATEGORY TOTAL

1. Staff 172

34
2. Employees 802

GRAPH:3 The graph showing the category of employees

PERCENTAGES:

Category of employee

18%
STAFF
EM-
PLOYEES

82%

4.S.NO. BASIC SALARY NO OF RESPONDENTS Tables:

S.NO: SALARY: TOTAL:

1. Less than 10,000 207
2. Less than 15,000 392
3. Less than 25,000 352
4. Less than 30,000 27

35
4.Chart of salary of employees:

SALARY

16% Less than 10,000

27% Less than 15,000
Less than 25,000
30% Less than 30,000
27%

5.WORK EXPERIENCE OF THE EMPLOYEE IN THE

ORGANISATION TABLE:

S.NO: WORK TOTAL

EXPERIENCE
1. Below 1 year 160
2. More than 1 year 512
3. More than 5 year 306

36
6.Work experience chart:

WORK EXPERIENCE

16% Below 1 year

31% More than 1 year
More than 5 year

52%

6.SATISFACTION TOWARDS PICK AND DROP FACILITY

TABLE:

S.NO Facility Total

1. Satisfied 182
2. Not Satidfied 796

37
6. SATISFACTION TOWARDS PICK AND DROP FACILITY
CHART:

Pickup And Drop Facility

19%
1.Satified
2.Not Saisfied

81%

7.SATISFACTION LEVEL TOWARDS FREE CANTEEN TABLE:

S.No Fcaility Total

1. Satisfied 628
2. Not Satisfied 350

38
7.SATISFACTION TOWARDS CANTEEN FACILITY CHART:

Canteen Facility

1%

Satisfied
Not Satisfied

99%

8.SATISFACTION WITH PEERS AND SUPERIORS

BEHAVIOURS:

S.NO PEERS & Total

SUPERIORS
1. Satisfied 623
2. Not satisfied 355

39
8.SATISFACTION TOWARDS PEERS AND SUPERIORS
CHART:

Behaviour

36%
Satisfied
Not Satisfied
64%

 9.THE TABLE SHOWING THE BONUS ALLOWANCES FROM

THE COMPANY TABLE:

S.NO: Bonus Allowance Total

1. Below 1 year 916
2. More than 1 year 62

40
9.SATISFACTION TOWARDS BONUS ALLOWANCES FROM
COMPAY CHART:

Bonus Allowance

6%

Satisfied
Not Satisfied

94%

10.SATISFACTION TOWARD LOANS AND ADVANCES

ISSUED BY THE COMPANY TABLE:

S.No LOANS & ADVANCES Total

1. Satisfied 96
2. Not satified 882

10.SATISFACTION TOWARDS LOANS AND ADVANCES

ISSUED BY COMPANY CHART:

41
 Loans and Advances

3%

Satisfied
Not Satisfied

97%

11.RESPONSE TOWARDS INCREMENTATION OF

EMPLOYEE’S SALARIES:

S.NO: INCREMENTATION TOTAL

1. Satified 70
2. Not Satisfied 908

42
11.SATISFACTION TOWARDS INCREMENTATION OF
EMPLOYEE’S SALARY CHART:

Incrementation

1%

Satisfied
Not Satisfied

99%

12.REGARDING THE FOOD PROVIDED BY THE CANTEEN

TABLE:

S.NO: Food Satisfaction TOTAL

1. Good 76
2. Bad 902

43
12.REGARDING THE FOOD PROVIDED BY THE CANTEEN
CHART:

Food Satisfication

4%

good
Bad

96%

13.JOB TIMINGS SATISFICATION INFERENCE TABLE:

S.NO: Job Timing TOTAL

1. Satisfied 35
2. Not Satisfied 943

44
13.JOB TIMINGS SATISFICATION INFERENCE CHART:

JOB TIMING

8%

Satisfied
Not Satisfiedr

92%

14.RESPONSE TOWARD SAFETY MEASURES, WHICH ARE

PROVIDED BY THE COMPANY TABLE:

S.NO: Safety Measures TOTAL

1. Good 940
2. Bad 38

45
14.RESPONSE TOWARD SAFETY MEASURES, WHICH ARE
PROVIDED BY THE COMPANY CHART:

Safety Measures

0%

Good
Bad

100%

15.RESPONSE OF EMPLOYEE TOWARDS HIS JOB

APPROACH RESPONSE TABLE:

S.NO: Job Apporoach TOTAL

1. By 810
Recommendation
2. Direct Selection 168

46
15.RESPONSE OF EMPLOYEE TOWARDS HIS JOB
APPROACH RESPONSE CHART:

Job Approach

17%
By Recomemen-
dation
Direct Selection

83%

16.RESPONDENTS SATISFACTION LEVEL OF COMPANIES

INFRASTRUCTURE TABLE:

S.NO: Infrastructure TOTAL

Satisfaction
1. Satisfied 970
2. Not Satisfied 8

16.RESPONDENTS SATISFACTION LEVEL OF COMPANIES

INFRASTRUCTURE CHART:

47
 Infrastructure

0%

Satisfied
Not Satisfied

100%

17.The Table showing the satisfaction level of salaries

Table:

S.NO: Salary TOTAL

Satisfaction
1. Satisfied 86
2. Not Satisfied 892

17.The Chart showing the satisfaction level of salaries:

48
 Salary

9%

Satisfied
Not Satisfied

91%

18.TOWARDS JOB SATISFACTION Table:

S.NO: Job Satisfaction TOTAL

1. Satisfied 110
2. Not Satisfied 868

49
18.TOWARDS JOB SATISFACTION Chart:

Job Satifaction

3%

Satisfied
Not Satisfied

97%

Study Researches:

1. Majority of the respondents are having the experience in

between 1-3 years and poor percentage of employees are
having above 5 years experience in this organization.

2. In my study, poor percentage of employees are of PG

holders and the remaining majority people are having less
than SSLC as their educational qualifications.

3. Majority of the employees are Male and most of the

respondents belonging to employee category than staff.

50
4. Most of the employees are getting basic salaries below
5,000 and a minor part of the employees getting their basic
as above 30,000.

5.Employee attitude is negative towards canteen facilities,

large number of employees is agreed that it is bad and a few
numbers response is towards good.

6. Employee response is negative towards pick & drop

facility, which is provided by the company. Only one shift of
employees are benefited with pick & drop and the
remaining two shifts were not having bus facility.

7. 92% of the respondents are not satisfied with the safety

measures which are provided by the company and the
remaining 8 % said that they were satisfied.

10. Majority (80%) of the employees satisfied with the peers

and superiors behaviors and 20 % of the respondents were
not satisfied.

11. 40% of the employees were well known about the loans
and advances issued by the company and they were
utilizing them, 29% are not utilizing them and the 70
 remaining 31% were not know about the loans and
advances in the organization.

51
12. Low number of the respondents in the organization are
satisfied with their salaries and the remaining Majority were
not satisfied with the salaries.

13. In my study, 99% of respondent’s attitude is positive in

the case of company’s infrastructure and the remaining 1%
respondents attitude is negative.

14. Majority of the respondents job satisfaction falling in

between 50%-75% and a minor part of the respondent’s job
satisfaction is up to 100%.

LIMITATIONS LIMITATIONS OF THE STUDY:

1. Some of the information given by the respondents may

not be accurate.

2. Time period to be the major limitation.

3. Due to lack of time, the study is confined only to the few

employees.

4. The area of study is limited to S.C.M Mill Pvt Ltd only.

5.The questions that we asked being personal, some of

workmen hesitated to answer some questions like their
salary details and the relation with their superiors.

52
A STUDY ON EMPLOYEE JOB SATISFACTION S.C.M Mill G,
QUESTIONNAIRE:

PART: A

1. Name of the Respondent:

2. Age:
3. Sex: (Male / Female)
4. Educational Qualification: 1. Post Graduate: 2. Diploma /
Degree Holder: ;.
3. SSLC / PUC / ITI:.
4. Less than SSLC: .
5. Belonging Category: 1. Staff ( ) 2. Employee ( ).
6. Department:.
7. Basic Salary:[ ]
A)Below 5,000.
B)5,000-15,000.
C)15,000-30,000.
D) Above 30,000.

PART: B

8. Since how long you are working in this Organization?

 Below one year
 More than one year 3.
 More than three years.
 More than five years 9

9. Is the company provided the following facilities to you

like?
i. Pick and Drop (Y/N)
53
 ii. Free Canteen (Y/N)
Quarters (Y/N)

10. Are you satisfied with your pears & superiors behavior?

11. Is company allowing bonus :

i. In six months .
ii.In a year.
iii. More than one year.
iv.No bonus

12. Are bonus been announced:

1. Based on employees working performance.
2. Based on companies profitability.

13. Are you satisfied with the loans and advances issued by
the company?.

14. Is the company incrementing salary for its workers?

15.What is company’s profitability during last five years?

1. Increasing?.
2. Deceasing?.

16. Are the food provided by the company is:

a. Bad.
b. Not bad.
c. Good.
d. Very Good.

54
17. Are you satisfied with job timings (Y/ N)? .

18. Is any ESI facility provided by the company (Y / N)?.

19. Are you satisfied with the pick & drop facility provided
by the company?
A.Yes.
B.No.

20. Is there any safety measures for the labour who are
working with huge machineries (Y / N)?.

21. You got job b:

A. By Recommendation.
B. By skill 22.

22.Reason for joining in this company?

23. Any Reason for quitting the company?.

24. Are you satisfied with the company infrastructure?

A.yes.
B.No.

25. Are you satisfied with your salary?

A.yes.
B.No.

55
26. Your job satisfaction is up to:
A. Up to 25%.
B. 25% to 50%.
C.50% to 75% .
D. Up to 100%

SIGNATURE:

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