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CHAPTER 1 INTRODUCTION 1.

1 BACK GROUND OF THE STUDY:
Job Satisfaction describes how content an individual is with his or her job. Job satisfaction may be defined as an attitude or feeling that helps in maintaining morale in any industry. It is a general perception that a person is satisfied if he gets something additional and significant for the work he does. Job satisfaction shows the overall attitude of the staff towards the workers in the organization and to the social groups in large. Job satisfaction is in regards to ones feeling or state of mind regarding the work. Satisfaction with various facets of the job directly and positively influences different dimensions of organizational commitment. Job satisfaction is a very important attitude which is frequently measured in organization. It is an undeniable fact that the future of business enterprise depends upon the satisfaction level of its work force. Attracting the most qualified staff and matching them to the jobs for which they are best suited is important for the success of any organization. All around acceptance of the concept of job satisfaction has been mainly due to the need to provide a better life for the workers, which motivate them to increase the production and also achieve the objectives of the company. It can also be defined as a collection of feelings that an individuals holds toward his or her job. Jobs require interaction with co-workers with bosses, following organizational rules and policies, meeting performance standard, living with working conditions that are often less than ideal. Satisfied employees would seem more likely to talk positively about the organization, go beyond the normal expectation in their job. Moreover staff might be prone to go beyond the call of duty because they want to reciprocate their positive

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experience. With so many organization undergoing significant change in todays competitive environment, employee dissatisfaction is a frequent occurrence. When dissatisfaction occurs, stability and organization success are threatened. For any organization seeking to improve customer service or grow in profitability, understanding and enhancing employee satisfaction can benefit both employees and employer. Attrition rate is more in Industry due to many reason. Dissatisfied work forces cause immediate problems to their business. However , if these problems are left inadequately attended they have a tendency to spiral out including other businesses, industries and regions harming relationships, productivity, profits, and finally also the creation of national wealth. Increase in job satisfaction is one way to reduce attrition and hence this study is attempted.

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1.2 REVIEW OF LITERATURE:

Albanese, Andrews Richard

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had made the survey based on the benefits or

working as an academic librarian. According to the survey conducted by the ―Library Journal‖. While academic librarians are underpaid and over worked. They are satisfied with their jobs. Particular attention is given to the experience of various librarians across the US. Article topics includes the discussion on a librarians work environment, tasks, job satisfaction, as well as survey statistics.

Pattillo, Gray2 had made the survey regarding Job Satisfaction on the result of a survey conducted by a collaborative on academic careers in higher education at a Hardward Graduate school of education regarding general ‖Job Satisfaction‖ among faculty in US. The survey found that college faculty members were more satisfied than those at universities. Public university faculty members were also less satisfied in their peers at private institutions. Brown in Stanford university achieved exemplary status in eight out of twelve categories surveyed.

David Kunset3 has assembled a pludding and pessimistic analysis of how worker and company relationship at the turn of millennium. According to the author, a marked shift occurred the turn of the century as workers graduated ― from a blue collar to the white collar woes‖. In the thirty years after WW II, at the height of assembly line production, Many Americans reportedly disliked their jobs, but were content with their wages, benefits and economic security.. In author analysis employees found their work more enjoyable and creatively rewarding yet reported

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Albanese, Andrew Richard. ―Take this job and love it‖ Library journal: 21.01.2008, Volume.133 Issue 2, Page(36-39) 2 Pattilo, Gray. ―Academic work Place Satisfaction‖ College and Research Libraries News, Volume.69 Issue 2,Page(124) 3 Da;vid Kunset ‖Love the work, Hate the job‖ Publisher weekly; 5.5.2008, Volume.255 Issue 18,Page(58)

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increasing dissatisfaction with growing job insecurity and frustration with how meddlesome bureaucracies impeded their efficiency.

Berry III., John N.,4 had made the survey regarding Job satisfaction. According to a ― Library Journal ― Job satisfaction survey 85.6% of the 3095 library staffers who responded agreed they would choose a carrer in librarianship again if they to start over. Respondents gave ― Love of Books‖ at the most common reason for choosing their careers, Information is provided for the salary and challenges of librarianship.

Welch., Jim.5 Reflects on the real reasons why the employees leave and hoe they keep the best in the company. He reveals that the main reason for this is because they fail to connect with their superiors as leaders and people. Another reason for this is the relationship and lack of emotional connections with their superiors. He notes that there is no upside incentive for the employee to be open and honest. He believed that emotional connections provide fuel that enhances retention.

Toby Marshall Egan., Baiyin Yang & Keneeth R. Bartlett

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has made the study

examining the relationship of organizational learning culture, job satisfaction and organizational outcome variables with a sample of IT employees in United States. It found that learning organizational culture is associated with IT employee job satisfaction and motivation to transfer learning. Turnover intention was found to be negatively influenced by organizational learning culture and job satisfaction.

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Berrt lll, John.N. ―Great Work, Genuine Problems‖ Library Journal 10.11.2007, Volume, 132 Issue 16, Pages(26-29) 5 Welch. Jim, ―The Real Reasons Employees Leave and how to keep the best‖ Business Journal 22.02.2008, Volume.22 Issue 8, Page(11-14) 6 Toby Marshall Egan.,Baiyin Yang & Keneeth R.Bartlet(2002). ―The effects of organizational learning culture culture and job satisfaction on motivation to transfer and turn over intention‖ www.google.com

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Judge, Timothy ,Heller, Daniel Klinger, Ryan7 had made study related three personality taxonomies—positive affectivity and negative affectivity (PA and NA), the five-factor model (the ―Big Five‖), and core self-evaluations—to job satisfaction in an integrative test. In a longitudinal design with multi-source data, results indicated that the traits from all three taxonomies generally were significantly related to job satisfaction, even when the traits and job satisfaction were measured with independent sources. The study extends research on the validation of these frameworks by assessing convergent and discriminate validity issues, and shows that core self-evaluations adds to our understanding of the dispositional source of job satisfaction.

Brown, AndrewForde, Chris,Spencer, DavidCharlwood,8This paper examines the relationship between human resource management practices and job satisfaction, drawing on data from the 1998 and 2004 Workplace Employment Relations Surveys. The paper finds significant increases in satisfaction with the sense of achievement from work between 1998 and 2004. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements in perceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with sense of achievement between 1998 and 2004.

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Judge, Timothy A.Heller, Daniel,Klinger, Ryan.‖ The Dispositional Sources of Job Satisfaction: A Comparative Test‖ Applied Psychology: An International Review; Jul2008, Vol. 57 Issue 3, page(361-372). 8 Brown, Andrew.,Forde, Chris., Spencer, David.,Charlwood, Andy.‖ Changes in HRM and job satisfaction, 1998–2004: evidence from the Workplace Employment Relations Survey‖ Human Resource Management Journal; 2008, Vol. 18 Issue 3, page(237-256

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. One strand of literature emphasizes positive outcomes for employees in the form of increased discretion. Vol.The approach was to use data from a study on job satisfaction and performance conducted in a utility company operating in the United Arab Emirates. In general.. Antti. In turn. We address these issues by using a representative data set on individual employees from Finland. Al Mehairi. Mohamed E. Al Mehairi.Preliminary analysis of the data revealed significant differences on aspects of job satisfaction and performance between the two gender groups (i. two competing views stand out. critics argue that workplace innovations lead to increased job intensity and mental strain. Findings . and enhanced job satisfaction. Kaunanen. Vol. 47 Issue 3. page(430-459) 10 Zeffane. ―Workplace Innovations and Employee Outcomes: Evidence from Finland‖ Industrial Relations. They are consistent with the view that institutional features of the Finnish labor market may mediate the outcomes. Rachid. Rashid 10 has made a study that The purpose of this paper is to explore the impact of job satisfaction on employee attendance and conduct. p237-250 6 . Job satisfaction was measured using the 20-item MSQ (Minnesota Satisfaction Questionnaire) short form.. female respondents were less satisfied with various aspects of their jobs and the job context than their male counterparts. Panu. males vs females). Our results indicate that workplace innovations are mainly associated with beneficial outcomes for employees. Ibrahim. Performance measures were based on the utility company employee performance rating system... Panu. 30 Issue 3.Kalmi. improved job security.e. Zeffane. 9 Kalmi. Antti9 has made a study that in the recent literature on workplace innovations. Ibrahim. ―Exploring the differential impact of job satisfaction on employee attendance and conduct‖ Employee Relations. Rashid. Similarly. Jul2008. 2008. Mohamed E.. and compromise job security. Design/methodology/approach . Kaunanen. Rachid. they tended to be less performing than their male counterparts on a number of job performance criteria.

Harris. Mark 12 has made study To better understand the influence of causal perceptions on turnover intentions. Mark . Martinko. Harvey. Results of hierarchical regression and path analysis partially supported the hypothesized model. page(333-343). Jen-Tel. job satisfaction. Jun2008. Paul. A theoretical model is developed in which satisfaction and stress are predicted to mediate the relationship between hostile attributions and turnover intentions. suggesting that hostile attribution styles are an important predictor of job satisfaction and turnover intentions. Paul.‖ The Mediated Influence of Hostile Attributional Style on Turnover Intentions‖ Journal of Business & Psychology. Jun2008. job satisfaction and a decrease in newcomers' intent to leave the hotel profession.. Extending this logic. 11 Yang.Yang. 12 Harvey. 7 . from an increase in commitment to the organization. this study aims to understand socialization by specifically assessing whether turnover is determined by employees' beliefs about job satisfaction and individual commitment to an organization and the hotel profession in general. stress. 22 Issue 4. ‖ Effect of newcomer socialisation on organisational commitment. including employee turnover .. job satisfaction is a powerful method of reinforcing individual commitment to the organization. page(429-443). 28 Issue 4. It has been found that socialization minimizes the negative effects of unmet expectations on overall organizational effectiveness. Harris..an issue that has become a considerable problem for many hotels. newcomers adapt to a new workplace more effectively if socialization is encouraged.. this study investigates the influence of hostile attribution styles on job satisfaction. Kenneth. Vol. and turnover intention in the hotel industry‖ Service Industries Journal. The study of 428 respondents from 61 international tourist hotels in Taiwan implies that social interaction enables organizations to gain. Jen-Tel 11 has made a study about the academic literature features organizational socialization as playing a crucial role in the early stages of newcomer employment. During this assimilation stage. and turnover intent. Martinko. Kenneth. Vol.

14 Bluett. personal accomplishment. Zeytinoglu. This article concludes with recommendations for policies that address the needs of nurses of different ages. The research revealed significant differences in career commitment. job satisfaction. affective. Margaret . 39 Issue 6... Zeytinoglu. Andrea . normative. Although only limited research has been carried out on the topic. Summer2008. promoting accountability and responsibility that lead to job satisfaction and personal growth. page(12-54). 37 Issue 2. depersonalization.. Leslie 14 has written article suggests the use of self-scheduling to promote staff retention.Blythe. The success of these efforts may depend on offering appropriate incentives to workers in different age cohorts. Andrea . Baumann. Baumann. Jennifer . Self-scheduling refers to the ability of staff members to choose the day and shift they will work following predetermined criteria that ensures appropriate unit staffing. ―Nursing Generations in the Contemporary Workplace‖ Public Personnel Management. Jun2008. Isik U. This mixedmethodology study uses survey and focus group results to explore some of the differences among age cohorts of nurses in three Canadian hospitals. Leslie. 13 Blythe. Bluett. stress and emotional exhaustion.. Vol. page(137-159). Isik U.. Denton. The author claims that self-scheduling offers nursing staff the opportunity to be autonomous and in charge of their work schedules. Jennifer . and propensity to leave the hospital. don't control‖ Nursing Management. findings have consistently shown that the workforce consists of generational groups with different attributes and priorities. ―Self-scheduling: Facilitate. Vol. Margaret13 made a study Preserving a viable workforce is contingent upon precruiting and retaining more young people and persuading older workers to remain with the organization. Denton.. and continuity commitment to the organization. 8 .

page(429-443). job satisfaction and a decrease in newcomers' intent to leave the hotel profession. Extending this logic. this study aims to understand socialization by specifically assessing whether turnover is determined by employees' beliefs about job satisfaction and individual commitment to an organization and the hotel profession in general. Jen-Te. ―Effect of newcomer socialization on organizational commitment.an issue that has become a considerable problem for many hotels. Jun2008. and turnover intention in the hotel industry‖ Service Industries Journal. job satisfaction. from an increase in commitment to the organization. During this assimilation stage. 15 Yang. including employee turnover . 9 . The study of 780 respondents from 61 international tourist hotels in Taiwan implies that social interaction enables organizations to gain. Jen-Te 15 has made the study based on the academic literature features organizational socialization as playing a crucial role in the early stages of newcomer employment. newcomers adapt to a new workplace more effectively if socialization is encouraged. It has been found that socialization minimizes the negative effects of unmet expectations on overall organizational effectiveness. Vol. Two major contributions to the existing literature result (a) commitment to the organization plays a dominant role in employee turnover intent and (b) job satisfaction is a powerful method of reinforcing individual commitment to the organization.Yang. 28 Issue 4.

This study on ― Job satisfaction‖ identifies the factors leading to job satisfaction and attempts to capture to capture the gap between the expectation and the satisfaction level of staffs. 1. higher training cost etc.1. 2. Gummidipoondi . One of the most important leading key factors to attrition is lack of job satisfaction. To study and analyze the existing level of job satisfaction among the employees of Southern Auto Castings Private Limited. The high attrition rate leads to low productivity.3 STATEMENT OF THE PROBLEM: The attrition rate in Industry is generally very high when compared to software industries. The 95 population is selected for the purpose of study. Hence it has the characteristics of descriptive research.4 OBJECTIVE OF THE STUDY: 1. 10 .5 SCOPE OF THE STUDY: The scope of the study is to find out the level of job satisfaction among the staffs in Southern Auto Castings Private Limited. Gummidipoondi. To identify the factors influencing the job satisfaction among the employees. The study is limited to 95 employees in the organization . 1. Hence this study on job satisfaction is undertaken. inability to meet targets. Identifying the factors leading to job satisfaction and providing the same to meet the expectation of staffs.6 RESEARCH DESIGN: TYPE OF STUDY: The study is explorative in nature. 1. SAMPLE DESIGN: The number of staff working at Southern Auto Casting Private Limited is 95.

factor analysis. factors leading to job satisfaction.8 TOOLS OF ANALYSIS: SPSS is used for analyzing the data collected. Staff did not disclose all details. 11 . 1. The study is limited to the staff in Southern Auto Castings Pvt Ltd and the findings will not be applicable to any other industry. as they were afraid of their superiors. Chi-square analysis to find out the key factors influencing job satisfaction. LIMITATION OF THE STUDY: 1. 2. The questions relating to personal profile of staffs. The study uses percentage analysis. expectation and satisfaction levels are included.1.7 DATA COLLECTION METHOD: Questionnaire is used for the collection of data as it will help us to find out the answers.

training programs so that all employees are aware of the latest developments in their respective fields. SAC has access to a well educated and talented workforce. Metallographic Analyzer and a sophisticated Metrology Lab enables an environment of precision and exceptional quality.CHAPTER 2 ORGANIZATION PROFILE 2.2 Products: SAC is a specialized manufacturer of chilled grey iron.1 History of the Organization:  Southern Auto Castings was founded in 1985 by Industry professionals with technical backgrounds and this has helped it grow in its capabilities by leaps and bounds in the last two decades of its existence. SAC’s units are located within a Government promoted industrial complex with all the required infrastructure and transportation facilities.  Southern Auto Castings Private Limited is a well established manufacturer of ― Valve Train Components‖. USA and other Asian Markets. Chilled ductile iron and Hard enable iron castings and Steel components such as:    Camshafts Cam Followers(Valve Tappets) Rocker Arm 12 . This has also enabled SAC to export 50% of its entire production to Europe. SAC’s Foundry and Machining units are located about 50 km’s from the port city of Chennai in Southern India. 2.  Investment in specialized testing equipments like Optical Emission Spectrometers. SAC goes the extra mile in providing extensive training and re.  Being located very near a major automotive manufacturing region of Chennai in Southern India.

II:  Specialized Unit for Cam Followers and Single Cylinder Steel Camshafts.SAC has well over 2 decades of experience in serving the needs of major automotive and allied industries. Tractor.Machining Division .  SPM for dome grinding.  Four Station Automatic Shell Moulding Machine. Industrial and Agricultural applications.Machining Division .m Cutting Edge Capacity. Marine. Power generators. Truck. The valve train engine components are produced by chilled casting process and find applications in diesel and petrol engines used in Automotive.art Metrology Lab.  CNC Centre less Grinders.  CNC Lathe and CNC Journal Grinders. 2.Foundry:  Five Induction Melting Systems ranging from 150kw to 450kw capacity  BMD and DISA Moulding Machines. II.  Surface Grinders.I:  2500 Sq . 13 .  CNC Lathes.  Gear Hobblers.  Fully Mechanized Green Sand Handling System.  CNC Cam Lobe Grinders with In-Process gauges. III.3 Infrastructure: I.  State.of -the.

5 Quality:  The foundry and the two Machining Units at SAC are equipped with leading edge technologies to ensure that enhanced quality parameters are adhered throughout the entire production process.  7.Machining Division . 14 .  100000 pieces of steel Camshafts per annum.I:  360000 pieces of fully machined Camshafts per annum.2 million Cam shafts per annum. The end result is a flawless product and a satisfied customer.  SAC is proud that several OEM’s in India have allowed it to be a ―Self Certified Vendor‖ and this just goes to show the reliability of the process at SAC.2.  SAC is also certified with ISO/TS 16949 : 2002 for its quality systems and the Foundry Division is certified with ISO 14001 : 2004 for its Environmental Management System. III.  3 million Rockers Arms per annum. II. 2.2 million Cam Followers per annum.Machining Division .II:  1.Foundry:  1.4 Capacity: I.8 million pieces of fully machined Cam Followers per annum.

Steel etc for application in Automobiles. Most foundries use cupolas using LAM Coke. Aero & Sanitary pipes & Fittings etc & Castings for special applications. ductile iron. 15 . The various types of castings which are produced are ferrous. Cement/Electrical/Textile Machinery. Diesel Engines. graded cast iron. Railways.Aluminium Alloy.Approx 500 units are having International Quality Accreditation.USA India produces an estimated 6 Million MT of various grades of Castings as per International standards . However. Pumps Compressors & Valves. There is growing awareness about environment & many foundries are switching over to induction furnaces & some units in Agra are changing over to coke less cupolas. The large foundries are modern & globally competitive & are working at nearly full capacity. There are approx 4500 units out of which 80% can be classified as Small Scale units & 10% each as Medium & Large Scale units. Grey iron castings is the major share approx 70 % of total castings produced.CHAPTER 3 MACRO AND MICRO ECONOMIC ANALYSIS Profile Of Indian Foundry Industry The Indian Metal casting( Foundry Industry ) is well established. According to the recent World Census of Castings by Modern Castings. on ferrous.

Employment The industry directly employs about 5.50.000 people & indirectly about 1. Most foundries use cupolas using LAM Coke. The small units are mainly dependant on manual labour However.00.000 people & is labour intensive. There is 16 . The current exports for FY 2005-06 are approx USD 800 Million . the medium & Large units are semi/ largely mechanized & some of the large units are world class.Exports The Exports are showing Healthy trends approx 25-30% YOY as can be seen from the charts below.

FDI projects are permitted an automatic approval process. of India has reduced tariffs on imported capital goods as a result the annual average amount of FDI is reported to have increased but is still one tenth of the annual FDI in China. Product Mix Grey iron is the major component of production followed by steel. The Indian Foundry Industry is trying to focus on higher value added castings to beat the competition Investments India would need approx. $ 3 Billion in investment to meet the demand of growing domestic industry and strong export drive. The reforms also encourage the privatization of industry enabling foreign companies to invest or enter into joint ventures with Indian Foundries. Several International corporate from 17 . Following the economic reforms the Govt. ductile iron & non ferrous as Shown below.growing awareness about environment & many foundries are switching over to induction furnaces & some units in Agra are changing over to coke less cupolas.

EU and East Asian Countries have increased overseas foundry operations in India. Energy cost typically vary between 12-15%. 18 . Hundai Motors. VOLVO foundries in Chennai and Suzuki in Haryana. Tata-Cummins. The GOI also helps upgrade foundry clusters.e. of India ( GOI ) has encouraged technology transfer through JV with foreign Companies and GOI has cooperated with UNIDO with many foundry clusters. Technology Govt. i. Ford India. Indian foundry industry has an edge over China for producing complex machined and precision castings as per international quality standards.Moulding sand is locally available & India has an advantage on this account. Labour India has major competitive advantage over the foundry industries in the developed countries. The total labour cost account for 12-15%. Coimbatore and Howrah are undergoing modernization under the industrial infrastructure up gradation scheme. Delphi. India has to import coke & scrap. Sundaram Clayton has joined hands with Cummins.USA. Raw material & Energy Since 2003 the steep increase in cost of raw materials and energy have resulted in the closure of approx. Overall India is exporter of Pig Iron but must import Scrap metals and Coke etc. GM and Ford have contracts of foundry products for export with a value of $ 40 Million. Cost recovery for material and energy is very difficult as most contracts are long term contracts with out any clause for price adjustment. 500 units. The clusters in Belgaum.

 42% of the respondents are with the experience less than one year.1 PROFILE OF THE RESPONDENTS: This section deals with the profile of the respondents in terms of age. and family size presented below: Highlights:  No of Respondents is 95  33% of the respondents are in the age group 26 to 30 years.  47% of the respondents monthly income is below Rs.  29% of the respondents are supervisors. 4.10000.  95% of the respondents are male.CHAPTER 4 DATA ANALYSIS AND INTERPRETATION This chapter deals with analysis and interpretation of data collected through questionnaire.  56% of the respondents are married. marital status. gender.  41% of the respondents are with Engineering Graduates.  69% of the respondents are with family size of 3-5 members. 19 .  40% of the respondents do not belong to Production and Quality departments.

0 20 .8 100.6 3.1 32.4 2.5 12.0 Table: 4.2 55.2 100.1 Distribution of the respondents on the basis of age Age 20-25 26-30 31-35 36-40 Above 40 years Total No of Respondents 21 31 28 12 3 95 Percent 22.0 Table: 4.3 Distribution of the respondents on the basis of Marital Status Marital Status No of Respondents 42 53 95 Single Married Total Percent 44.6 29.Table: 4.0 Table: 4.2 Distribution of the respondents on the basis of Gender Gender Male Female Total No of respondents 90 5 95 Percent 94.5 68.3 100.4 Distribution of the respondents on the basis of Family Size Family Size No of Respondents 28 65 2 95 2 3-5 5-7 Total Percent 29.7 5.1 100.

Science 4.1 1.2 15.0 Table: 4.7 25.5 Distribution of the respondents on the basis of Department Department No of Respondents Production Quality Other Departments Total 33 24 38 95 Percent 34.3 40.Diploma 2.7 43.0 21 .2 2.MBA 6.Others Total 23 15 13 41 2 1 95 Percent 24. Qualification No of Respondents 1.Arts 3.8 13.Table: 4.0 100.6 Distribution of the respondents on the basis of Qualification.Engineering 5.1 100.

1 4.10001-15001 3. Rs.Above Rs.30000 Total 44 30 10 6 1 4 95 Percent 46.Rs.Table: 4.Rs.25001-30001 6. Net Income No of Respondents 1.5 6.20001-25001 5.2 100.3 1.10000 2. Rs.3 31.6 10.15001-20001 4.Below Rs.0 22 .7 Distribution of the respondents on the basis of Monthly Income.

Designation No of Respondents 1.8 Distribution of the respondents on the basis of Designation.Table: 4.Manager 2.Asst Manager 3.5 16.4 16.Engineer 4.8 100.Office Staff Total 9 16 12 15 27 16 95 Percent 9.8 12.Supervisor 6.Asst Engineer 5.0 23 .6 15.8 28.

8 12. Experience <1 year 2-5 years 6-10 years >10 years Total No of Respondents 39 34 12 10 95 Percent 41.9 Distribution of the respondents on the basis of Experience.1 35.Table: 4.6 10.0 24 .5 100.

3 47 56. The findings are presented in the following table. Table: 4. The expectation is measured in five point scale assigning 1 to very important.0 3 49.4 7 41.3 6 7.1 1 1.9 6 5.9 45 47.2 46 46.4 47 55.2 2.3 43 25 48.3 30 31. Hence to understand the expectation of the employees in Southern Auto Castings Private Limited.0 11 44.6 1 13.4 - 1.7 11.5 1 9.8 36 49.2 10 43.6 1 10.3 3. 5 to not important.4.5 1 1 - .3 39 37.5 7.1 7 43.4 6.5 5 40.1 - 1 - 1.6 39 49.4 41 51.3 47 42.3 8.2 LEVEL OF EXPECTATION OF THE EMPLOYEES: Understanding the expectation of the employees would enable an organization to frame strategies to meet the expectations.28 variables were identified.8 38 48. 4 to least important.4 8 45.3 5.1 46 45.3 - - - - - 42 44 36 45 42 45 49 47 43 40 43 44.4 13 40.1 11 47. 3 to neutral.1 1.2 9 41.5 2 37.2 42 47.2 6 49.1 LI No % No NI % - FACTORS ORGANISATION Communication and information in organization Match between personal and organization goals Organisation goals Participation in important decisions Relationship with the organization PERSONNEL Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination Team sprit WORKING CONDITIONS Environmental systems Quality systems Time allotted for No 63 66.4 38 44.10 The level of expectation of the respondents .1 1.5 41 45.1 - 11.1 6. LEVEL OF EXPECTATION OF RESPONDENTS VI % I No % No N % 2.6 2 43 54 46 53 45.5 5 48. 2 to important.4 9.

7 44.1 1.7 63. ream co-ordination. 26 .1 35 61.2 58.1 - 1 - 1.4 66.1 1.1 2.6 38.1 - 62.1 2.1 2 -1 1 - 2.1 1.9 34.8 54. organization goals.8 1 36.1 5.7 37.2 36.9 31.4 1 From the above table.7 2 48.6 12. majority of the respondent feel that the following factors are very important: communication and information in organization.5 6.1 1. relationship with organization.9 68.1 52.completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 32 42 35 52 60 56 65 63 59 58 60 48 33.3 2.1 35 63.6 42.2 33 50.6 10.3 1. working hours and all the facilities included.6 28.3 49 40 50 37 33 36 30 27 51.5 46 36.8 1 34.4 12 12 10 6 2 2 5 12.

8 44 46.8 52 10.7 6 10.5 34 11.3 2 5 - 2.3 3 42.6 22 28.5 5 43.5 42 44.7 25 35.4 5.2 HD No % 1 1.4 12 3.5 41 15.4 13 40.28 variables were identified.7 41 36.3 1 1.11 The level of satisfaction of the respondents LEVEL OF SATISFACTION OF RESPONDENTS HS No % S No % N No % D No % 2.3 3.0 37 43. The findings are presented in the following table.7 6.3 5 14.2 6 46.8 38 9.3 LEVEL OF SATISFACTION OF THE EMPLOYEES: Understanding the job satisfaction of the employees would enable an organization to frame strategies to satisfy the employees.3 5. 4 to Dissatisfied.5 5 9.3 1.1 6 27.2 43 45.3 5.2 49 16.7 9 49.2 33 38.3 14 51.8 27 27 54.8 40 41.5 5 5.7 38 33.4.7 26 15.3 6. 2 to Satisfy.2 54 56.2 5.5 35 35.7 32 27.1 3 1 1 2 2.3 - 15.9 32 14.6 13 .8 16 16.9 38 38.4 47 33.5 32 17.1 FACTORS ORGANISATION Communication and 22 information in organization Match between 9 personal and organizational goals Organization goals 16 Participation in 9 important decisions Relationship with the 15 organization PERSONNEL Chances for 15 advancement in job Job security 10 Procedure to relieve 11 from job Promotion 10 Recognition of work 17 done Relationship among co.3 6.2 2 28.2 1.0 10 33.1 26 33.1 12.4 27 26.1 7.6 39 10.8 2 9. 3 to neutral.3 5 13.1 2.8 37 40.1 1.7 7 40 5 2. Table: 4.8 32 10.2 - 5.3 5.7 1 23. 5 to Highly dissatisfied. Hence to understand the level of satisfaction of the employees in Southern Auto Castings Private Limited.1 - - 16.14 workers Team co-ordination 15 Team sprit 10 WORKING CONDITIONS Environmental 34 systems Quality systems 22 Time allotted for 16 23.8 44 23.1 13. The satisfaction is measured in five point scale assigning 1 to Highly satisfied.9 2 34.

6 3.7 20. quality systems.1 29 21 30 30 30 36 5 38 30.8 51.9 5.1 14.6 26. majority of the respondents are highly satisfied and satisfied with the following factors: communication and information in organization. computer facility and educational facility.1 31.4 18.3 56.1 4.2 52. environmental systems.3 40.9 20 17.3 13.3 23.1 50 From the above table. 28 .1 6 23.9 51.5 6. organization goals.5 12 10.6 37.6 27 12.3 52 4. chances for advancement in job.4 18.4 17 18 19 17 2 4 58 10 17.6 5.7 10 7.completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 8 18 7 18 54 49 5 20 23 4 6 3 8.4 31 9.3 21. lights and ventilation facilities.2 7 6.9 2.7 8.6 21 2.3 5.3 27 3.7 17.4 4 22.5 25.4 8 28.2 61.0 13 14 17 12 3 1 14 8 13.7 14. medical benefits.9 12.29 9 54.0 28 24 22 18 6 5 13 19 29.1 10.9 6.5 22.4 22 32.2 18.2 54 28.8 4.6 31.2 1.9 7.5 2 8.9 18.6 31.

4 GAP ANALYSIS BETWEEN EXPECTATION AND SATISFACTION LEVELS OF THE EMPLOYEES: Understanding the gap between the job satisfaction and expectation of the employees would enable an organization to frame strategies to satisfy the employees.28 variables were identified. -2 to Highly dissatisfied. 0 to neutral. Hence to understand the level of satisfaction of the employees in Southern Auto Castings Private Limited. 1 to Satisfy. 1to important. Table: 4. -1 to least important. The findings are presented in the following table. -2 to not important. 0 to neutral.12 Gap between the level of satisfactions and expectations of the respondents GAP BETWEEN THE LEVEL OF EXPEXTATION AND SATISFACTION FACTORS ORGANISATION Communication and information in organization Match between personal and organization goals Organisation goals Participation in important decisions Relationship with the organization PERSONNEL Chances for advancement in job 1 1 2 1 2 1 2 1 0 1 1 0 1 1 1 2 Expectation Satisfaction Gap 29 .4. -1 to Dissatisfied. The findings are presented in the following table. The satisfaction is measured in five point scale assigning 2 to Highly satisfied. The expectation is measured in five point scale assigning 2 to very important.

Job security Procedure to relieve from job Promotion Recognition of work done Relationship among co-workers Team co-ordination Team sprit WORKING CONDITIONS Environmental systems Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 2 1 2 2 2 2 2 0 1 0 1 0 0 0 2 2 1 2 2 2 1 1 2 1 2 1 2 1 1 1 1 0 1 1 1 2 1 2 2 2 2 2 2 2 2 2 2 -2 1 1 -2 0 -2 4 1 1 4 2 4 30 .

job security.From the above table. team spirit. training facility and transportation facility. most of the respondents feel that there is a significant gap between expectation and satisfaction level of employees with respect to the following factors like: relationship with the organization. promotion. library facilities. refreshment and canteen facilities. relationship among co-workers. team co-ordination. 31 . work load.

063 0.193 32 0.006 0.800 44.13 : Influence of age on factors leading to job satisfaction AGE VS LEVEL OF SATISFACTION OF RESPONDENTS FACTORS ORGANISATION Communication and information in organization Match between personal and organizational goals Organization goals Participation in important decisions Relationship with the organization PERSONNELS Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination Team sprit WORKING CONDITIONS Environmental systems Quality systems Time allotted for completion of work Variety of work CHISQUARE VALUE 23.552 36.000 0. H1 : The age influence the level of job satisfaction with respect to respondents.086 0.295 0. S-Satisfied.012 0.004 NS NS S NS S S NS NS S S NS NS .172 30.4.763 24.002 0.399 33.006 27.100 0.054 18. H0 : The age don’t influence the level of job satisfaction with respect to respondents.832 35.016 S NS S NS NS 39.101 31.050 0.073 0.007 0.707 P VALUE RESULT 0. the chi-square test is performed at 5% significant level and the following hypothesis is formulated. The above hypothesis is tested using chi-square analysis and the result is summarized below.427 24.111 0.882 33.720 35.095 22.007 0.446 29.755 22.001 0.5 DEMOGRAPIC VARIABLE VS JOB SATISFACTION: DEMOGRAPIC VARIABLE (AGE) VS JOB SATISFACTION: To analyze the influence of age on factors leading to job satisfaction.Not satisfied Table 4.033 0. NS.

05 the level of significance.001 0.399 0. Environmental systems.856 55.010 0. Training facility.172 34.109 0.567 18. Educational facility.131 23.029 16. 33 . So it is inferred that people of all ages desire the same type of job satisfaction.315 0. Computer facility.162 16.555 0. From the table it can de seen that the demographic variable age has significant influence on the factors like Communication and information in organization.052 32. Organization goals.790 14.584 26.005 NS NS NS S S NS S S NS S NS As P Value is less than the table H0 is rejected at 0.047 0.954 38. Quality systems.449 0. Procedure to relieve from job. Relationship among co-workers.Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 55.220 0. Recognition of work done. Light and ventilation facility.000 0.000 0. Medical benefits.

926 0. NS.333 P VALUE RESULT 0.830 4.955 S S NS S S 1.300 0.707 2.802 0.DEMOGRAPIC VARIABLE (GENDER) VS JOB SATISFACTION: To analyze the influence of gender on factors leading to job satisfaction.979 0. H0 : The gender don’t influence the level of job satisfaction with respect to respondents.161 0.673 S S S S S S S .773 5.320 0.Not satisfied Table 4.767 0.151 0.189 2. H1 : The gender influence the level of job satisfaction with respect to respondents. The above hypothesis is tested using chi-square analysis and the result is summarized below.010 0. the chisquare test is performed at 5% significant level and the following hypothesis is formulated.069 0.311 0.331 5.14 : Influence of gender on factors leading to job satisfaction GENDER VS LEVEL OF SATISFACTION OF RESPONDENTS FACTORS ORGANISATION Communication and information in organization Match between personal and organizational goals Organization goals Participation in important decisions Relationship with the organization PERSONNEL1 Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination CHISQUARE VALUE 1.341 34 0.701 0. S-Satisfied.858 6.382 13.639 1.

670 0.916 0.315 2.821 0. Chances for advancement in job.208 0.906 S S S S S S S S S S S NS S S S S As P Value is less than the table H0 is rejected at 0.906 0.361 1.123 0.024 0.854 0. Work load .481 0.Team co-ordination . Relationship with the organization.144 0. From the table it can de seen that the demographic variable age has significant influence on the factors like Communication and information flow in org.Variety of work.Procedure to relieve from job .Computer facility .763 0.Time allotted for completion of work .385 0.Medical benefits .330 0. Participation in important decisions. So it is inferred that people of all gender desire the same type of job satisfaction.Refreshment and canteen facility . Job security .257 14.Promotion Recognition of work done .946 0.534 0.607 5.05 the level of significance. 35 .483 0.Working hours .709 7.888 3.469 3.Team sprit .959 1.739 4.Quality systems .006 0.024 0.Team sprit WORKING CONDITIONS Environmental systems Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 1. Environmental systems .Training facility and Transportation facility.Library facility . Match b/w personal and organization goals.447 0.477 3.917 4.157 3.Relationship among coworkers .Educational facility .Working Atmosphere .

602 P VALUE RESULT 0.545 0.222 8.836 6.091 4.192 8.516 0.528 36 0.15 : Influence of marital status on factors leading to job satisfaction MARITAL STATUS VS LEVEL OF SATISFACTION OF RESPONDENTS FACTORS ORGANISATION Communication and information in organization Match between personal and organizational goals Organization goals Participation in important decisions Relationship with the organization PERSONNEL0 Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination Team sprit WORKING CONDITIONS Environmental systems CHISQUARE VALUE 3. Table 4.541 9.588 S S S S S S S S S .882 5.828 0. H0 : The marital status don’t influence the level of job satisfaction with respect to respondents.356 5.596 S S S S S 7.868 0.499 0.176 3.897 0.921 6.425 0.305 0.896 0.533 3.526 8.842 15. H1 : The marital status influence the level of job satisfaction with respect to respondents.610 0.DEMOGRAPIC VARIABLE (MARITAL STATUS) VS JOB SATISFACTION: To analyze the influence of marital status on factors leading to job satisfaction. the chi-square test is performed at 5% significant level and the following hypothesis is formulated.356 0. The above hypothesis is tested using chi-square analysis and the result is summarized below.114 0.

Work load .206 0.Library facility .Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 6. Match b/w personal and organization goals.Computer facility .181 6. Participation in important decisions.332 0.Time allotted for completion of work .893 S S S S NS S S S S S NS S NS S As P Value is less than the table H0 is rejected at 0.006 0.549 0.627 0.559 10. Chances for advancement in job.880 4.Promotion.489 0.Light and ventilation facility .787 15.364 0.Variety of work. Recognition of work done . From the table it can de seen that the demographic variable marital status has significant influence on the factors like Communication and information flow in org.886 12.119 0.911 6.290 12. Relationship with the organization. 37 .797 0.749 7.373 0. Job security .816 0.143 0.Team co-ordination ..Quality systems .932 21. Environmental systems .Educational facility .Procedure to relieve from job .054 0.Team sprit.Refreshment and canteen facility and Transportation facility.181 8.Relationship among co-workers . Organization goals.025 0.430 17.452 4.571 3.05 the level of significance. So it is inferred that people of all marital status desire the same type of job satisfaction.Working hours .

DEMOGRAPIC VARIABLE (FAMILY SIZE) VS JOB SATISFACTION: To analyze the influence of family size on factors leading to job satisfaction.069 22.939 7.566 0.493 0.369 9.631 0.298 0.029 0. H0 : The family size don’t influence the level of job satisfaction with respect to respondents.025 0. The above hypothesis is tested using chi-square analysis and the result is summarized below.434 19.357 10.682 17.520 0.713 P VALUE RESULT 0.180 0.16 : Influence of family size on factors leading to job satisfaction FAMILY SIZE VS LEVEL OF SATISFACTION OF RESPONDENTS FACTORS ORGANISATION Communication and information in organization Match between personal and organizational goals Organization goals Participation in important decisions Relationship with the organization PERSONNEL Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination Team sprit WORKING CONDITIONS CHISQUARE VALUE 2.142 23.563 S S S NS S 8.051 0. H1 : The family size influence the level of job satisfaction with respect to respondents.828 14.803 17. the chisquare test is performed at 5% significant level and the following hypothesis is formulated.315 0.581 0. Table 4.996 0.405 10.612 S NS S S S S S S 38 .872 7.

Working Atmosphere .05 the level of significance.002 7.157 0.Relationship among co-workers .000 0.Team coordination . From the table it can de seen that the demographic variable family size has significant influence on the factors like Communication and information flow in org .323 19.001 40.Light and ventilation facility .Environmental systems Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 1.296 0.594 0. Refreshment and canteen facility . Chances for advancement in job.Quality systems .000 0.007 0.205 16. Procedure to relieve from job . So it is inferred that people of all family size desire the same type of job satisfaction.709 13. Library facility .651 16. .191 0. Work load .Time allotted for completion of work . 39 .150 0.000 0.Match b/w personal and organization goals.342 0.955 10.Promotion Recognition of work done .138 16.074 0.685 0.893 1.060 9.Working hours .000 0.386 27.898 0.022 10.793 NS S S NS S S S NS NS S S NS S S S As P Value is less than the table H0 is rejected at 0.177 0.Team sprit.248 17. Organization goals.819 65. Relationship with the organization.Training facility and Transportation facility.

349 26. H1 : The income level influence the level of job satisfaction with respect to respondents. H0 : The income level don’t influence the level of job satisfaction with respect to respondents.871 29.088 0.589 39.004 0.722 40 0.007 39.000 0.598 31.046 NS S NS S NS S NS .728 22.580 34.005 0. The above hypothesis is tested using chi-square analysis and the result is summarized below.DEMOGRAPIC VARIABLE (INCOME LEVEL) VS JOB SATISFACTION: To analyze the influence of income level on factors leading to job satisfaction. Table 4.006 0.17 : Influence of income level on factors leading to job satisfaction INCOME LEVEL VS LEVEL OF SATISFACTION OF RESPONDENTS FACTORS ORGANISATION Communication and information in organization Match between personal and organizational goals Organization goals Participation in important decisions Relationship with the organization PERSONNEL Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among coworkers Team co-ordination CHISQUARE VALUE 23.278 0.584 0.096 0.822 P VALUE RESULT 0.377 0.040 S NS S NS NS 46.881 37. the chi-square test is performed at 5% significant level and the following hypothesis is formulated.050 0.213 33.527 25.

436 35.577 36.528 20. Relationship among co-workers .013 0. 41 .516 0.416 35.016 0.593 0.Team sprit WORKING CONDITIONS0 Environmental systems Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours FACILITIES Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility Transportation facility 17.483 0.721 0.609 69.090 11.004 0. Promotion.412 32.416 18. From the table it can de seen that the demographic variable income level has significant influence on the factors like Communication and information flow in org.810 41.Computer facility .647 0. Team sprit.912 19.842 40.004 0. Organization goals. So it is inferred that people of all income level desire the same type of job satisfaction.05 0.553 0. Job security . Environmental systems .000 0.016 0.000 S S S NS NS NS NS NS S S NS NS S NS NS NS As P Value is less than the table H0 is rejected at 0.Educational facility and Medical benefits .145 40.422 0.912 17.465 61.Quality systems .004 0.039 0.05 the level of significance.533 30.

 42% of the respondents are having the experience of less than one year.  40% of the respondents do not belong to Production and Quality departments.  69% of the respondents are with family size of 3-5 members.1.CHAPTER 5 FINDINGS AND RECOMMENDATIONS The findings of the study are grouped under various titles: 5. working hours and all the facilities included in the questionnaire.10000. 5.1.1.  95% of the respondents are male. 5.2 Level of expectation of the employees: Majority of the respondent feel that the following factors are very important: communication and information in organization.1 Profile of the respondents  33% of the respondents are in the age group 26 to 30 years.3 Level of Satisfaction of the employees: Majority of the respondents are highly satisfied and satisfied with the following 42 .  47% of the respondents are having their monthly income as below Rs. ream co-ordination. organization goals.  56% of the respondents are married.  41% of the respondents are with Engineering Qualification.  29% of the respondents belong to supervisor designation. relationship with organization.

work load. Environmental systems.Procedure to relieve from job . Computer facility.Refreshment and canteen facility .Team coordination .Medical benefits . Training facility.Transportation facility.Time allotted for completion of work . library facilities.Promotion Recognition of work done . Participation in important decisions. Recognition of work done. medical benefits.7 Influence of Marital status on factors leading to job satisfaction: 43 . Medical benefits.4 Gap between the level of expectation and satisfaction of the employees: Most of the respondents feel that there is a significant gap between expectation and satisfaction level of employees with respect to the following factors like: relationship with the organization. Environmental systems .Working hours . Educational facility.Relationship among co-workers .Quality systems . Procedure to relieve from job. 5. computer facility and educational facility. training facility and transportation facility. Organization goals.Library facility .Educational facility . Relationship with the organization. chances for advancement in job.1. organization goals. 5. quality systems.6 Influence of gender on factors leading to job satisfaction: The demographic variable age has significant influence on the factors like Communication and information flow in org.Training facility .Working Atmosphere . lights and ventilation facilities.factors: communication and information in organization.Variety of work.1. Work load . Chances for advancement in job. Match b/w personal and organization goals.1.1. job security. promotion. Job security . Quality systems.5 Influence of age on factors leading to job satisfaction: The demographic variable age has significant influence on the factors like Communication and information in organization.Computer facility . Relationship among co-workers.Team sprit . 5. 5. relationship among co-workers. environmental systems. team spirit. Light and ventilation facility. refreshment and canteen facilities. team co-ordination.

Team sprit.Light and ventilation facility .Working hours . Organization goals. Relationship with the organization. . Promotion.Match b/w personal and organization goals.Relationship among co-workers .1.Relationship among co-workers . Environmental systems . Environmental systems .Refreshment and canteen facility .9 Influence of income level on factors leading to job satisfaction: The demographic variable income level has significant influence on the factors like Communication and information flow in org. Job security . Refreshment and canteen facility .Team co-ordination . Procedure to relieve from job .Light and ventilation facility .Computer facility .The demographic variable marital status has significant influence on the factors like Communication and information flow in org. 44 .8 Influence of family size on factors leading to job satisfaction: The demographic variable family size has significant influence on the factors like Communication and information flow in org . Relationship among co-workers .. Relationship with the organization. Match b/w personal and organization goals. Chances for advancement in job.Variety of work. Job security .Quality systems .Educational facility .1.Team co-ordination . Organization goals. Work load .Training facility .Time allotted for completion of work . Recognition of work done .Time allotted for completion of work . Library facility .Working hours . Participation in important decisions.Working Atmosphere .Promotion Recognition of work done .Promotion. Chances for advancement in job.Computer facility . 5. Organization goals. Medical benefits . Work load .Quality systems .Transportation facility.Educational facility .Team sprit.Procedure to relieve from job . 5.Team sprit.Quality systems .Library facility .Transportation facility.

relationship among co-workers.Recommendations:  From the findings of the study. job security. library facility. the following recommendations are suggested findings reveal that the respondents feel the following factors are very important : Communication and information flow in organization. 45 . relationship with organization .organization goals. training facility.  From the findings relating to gap analysis reveal that there is a significant gap between expectation and satisfaction level of the employees with respect to the factors like Relationship with organization . team sprit. The management should frame policies to reduce the gap like building or framing HR polices and improving the welfare facilities in the organization. The management and HR department should frame suitable policies and to provide good welfare facilities regarding the above listed factors to increase the job satisfaction of employees. refreshment and canteen facility.  From the findings relating to job satisfaction reveal that they are highly dissatisfied with the canteen facility. Working hours. The HR department should pay more attention to the facilities based on Voluntary and Statutory welfare measures which provide healthy environment to the organization and to concentrate on framing HR policies. library facilities. transportation facility. promotion. team co-ordination. All the facilities included in the questionnaire. work load. training facility and transportation facility.

The findings highlighted the level of expectation and satisfaction of employees with regarding various factors relating to job satisfaction. The findings will enable the HR department to frame suitable policies to enhance the level of satisfaction of employees and there by to reduce attrition rate. The study also reveals the areas where there is significant gap between the level of expectation and satisfaction of the employees. 46 . Gummidipoondi.Chapter 6 CONCLUSION This study have been undertaken to reduce the attrition rate in Southern Auto Castings Private Limited.

Department : □3-5 □Production □Diploma □Quality □Arts □Science □Engineering □MBA □Other(specify)………………….Experience in Organization : 47 .15001-20000 □Rs.Family Size : 6.Name : 2.Designation: □Manager □Asst Manager □Engineer □Asst Engineer □ Other(specify)…………….Qualification : □Others (specify) …………………… 8.30000 9.Marital Status : □Single 5.Gender : 4.Age : ………………………………………………… □20-25 years □Above 41years □Male □2 □26-30 years □Female □Married □5-7 □31-35 years □36-40 years 3.10001-15000 □Rs.APPENDIX □ QUESTIONNAIRE PERSONAL PROFILE: 1. 7.25001-30000 □Above Rs.Income : □Below Rs.20001-25000 □Rs. □Supervisor □Office Staff 10..10000 □Rs.

N-Neutral.□<1 year □2-5year □6-10 years □>10 years 11. NI-Not Important (for expectation) HS-Highly Satisfied. LI-Least Important. N-Neutral. S-Satisfied.Please record your satisfaction and level of expectation regarding the following: VI-Very Important. HD-Highly Dissatisfied (for satisfaction) Your expectation VI I N LI NI PARAMETERS Organization: Communication and information flow in org Match b/w personal and organization goals Organization goals Participation in important decisions Relationship with the organization Personnel: Chances for advancement in job Job security Procedure to relieve from job Promotion Recognition of work done Relationship among co-workers Team co-ordination Team sprit Working conditions: Environmental systems Quality systems Time allotted for completion of work Variety of work Work load Working Atmosphere Working hours Facilities: Computer facility Educational facility Library facility Light and ventilation facility Medical benefits Refreshment and canteen facility Training facility 48 your satisfaction HS S N D HD . D-Dissatisfied. I-Important.

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