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.

 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

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 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:

 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

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 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 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

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 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”.

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

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 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.

 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

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 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.
 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.

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  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 :

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.

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 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
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

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 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.

 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.

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 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
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.

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 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 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 :

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 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:

 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

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 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 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:

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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.

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

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 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.

 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:

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  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.

 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:

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  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

 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 to increase

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

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 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.

• 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

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 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:
 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.

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• 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.

• 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

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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.

• 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

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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, 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.

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• 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.

• 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.

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  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,

 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.

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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.

 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.

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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, 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.

29
  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:

 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:

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S.NO: RESPONDENTS: TOTAL:
1. MALE 922
2. FEMALE 56

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%

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2.EDUCATION OF THE EMPLOYEE TABLE:

S.NO: Qualification: Total:

1. Post graduate 183
2. Diploma/degree 624
3. SSLC/PUC/ITI 142
4. Less than SSLC 29

GRAPH:2 The below graph showing the different percentages

of education:

Education

3%
14% 19%
Post
graduate
Diploma/d
egree
64%

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

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 S.NO CATEGORY TOTAL
1. Staff 172
2. Employees 802

GRAPH:3 The graph showing the category of employees

PERCENTAGES:

Category of employee

18%
STAFF

EMPLOY
EES
82%

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

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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

4.Chart of salary of employees:

SALARY

27%
16% Less than 10,000
Less than 15,000
30% Less than 25,000
27% Less than 30,000

5.WORK EXPERIENCE OF THE EMPLOYEE IN THE

ORGANISATION TABLE:

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 S.NO: WORK TOTAL
EXPERIENCE
1. Below 1 year 160
2. More than 1 year 512
3. More than 5 year 306

6.Work experience chart:

WORK EXPERIENCE

17%
31%
Below 1 year
More than 1 year
More than 5 year

52%

6.SATISFACTION TOWARDS PICK AND DROP FACILITY TABLE:

S.NO Facility Total

1. Satisfied 182

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 2. Not Satidfied 796

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

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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

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8.SATISFACTION TOWARDS PEERS AND SUPERIORS CHART:

Behaviour

36%
Satisfied

64%
Not Satisfied

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

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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

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10.SATISFACTION TOWARDS LOANS AND ADVANCES ISSUED BY
COMPANY CHART:

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

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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

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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

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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

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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

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

Job Approach

17%
By
Recomemendation
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:

45
 Infrastructure

0%

Satisfied
Not Satisfied
100%

17.The Table showing the satisfaction level of salaries Table:

S.NO: Salary Satisfaction TOTAL

1. Satisfied 86
2. Not Satisfied 892

17.The Chart showing the satisfaction level of salaries:

46
 Salary

9%

Satisfied
Not Satisfied
91%

18.TOWARDS JOB SATISFACTION Table:

S.NO: Job Satisfaction TOTAL

1. Satisfied 110
2. Not Satisfied 868

18.TOWARDS JOB SATISFACTION Chart:

47
 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.

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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.

12. Low number of the respondents in the organization are

satisfied with their salaries and the remaining Majority were
not satisfied with the salaries.

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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.

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

QUESTIONNAIRE:

PART: A
50
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)
ii. Free Canteen (Y/N)
Quarters (Y/N)

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

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 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.

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

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

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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.

26. Your job satisfaction is up to:

A. Up to 25%.
B. 25% to 50%.
C.50% to 75% .
D. Up to 100%

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SIGNATURE:

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