CHAPTER 1

INTRODUCTION

1|Page
1.1 BACKGROUND TO THE STUDY

Human Resources are taking part in a necessary position to attain the set
targets and desires of the organization. Human Resource consists of each
employer and employees. The success of any agency relies upon on how
properly the personnel of the enterprise work in accordance to plans of
the organization. The overall performance of personnel does rely on the
work delight and work-life stability of the employees. To fulfill an
employee, the organization will structure a range of application and
practices that will fit the set targets of the organization.

Human Resources Management seeks to obtain organizational goals by

way of assembly worker expectations, growing employee awareness,
talents and abilities, enhancing the fantastic of work life, and managing
human sources in a moral and socially accountable manner. Human
Resources Management is the function of an agency that is accountable
for the recruitment, management and improvement of employees.
Compensation, recruiting, overall performance management, enterprise
growth, safety, health, benefits, worker engagement are all components
of human useful management.

For any organization to obtain its company strategies, it is essential to

have a motivated dedicated team of workers inside the company.
Therefore, providing good working condition and good work
environment is a necessity for all companies. Otherwise, they may go
away the agency as there are a lot of job possibilities last in this present-
day enterprise world.

In today’s altering environment an important thing beyond the success

of any organization is job satisfaction of employees. Employee
satisfaction is important to an organization’s success. Employee
Satisfaction is associated with salary, occupational stress, empowerment,
company and administrative policy, achievement, personal growth,
relationship with others, and the overall working condition. If there is an
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increase in employee satisfaction, there is an increase in worker
productivity. Therefore, it has a major effect on people’s lives. The job
satisfaction is connected with life satisfaction, whereby people who are
satisfied with their jobs will tend to be happy with their life.

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 and if you dislike your job intensely you will experience
dissatisfaction. Job satisfaction is an individual’s emotional reaction to
the job itself. It is once attitude towards the job.

1.2 RESEARCH PROBLEM

Employee satisfaction is considered as a key issue that, if there is an

increase in employee satisfaction, there is an increase in the worker
productivity. Success of every organization is depending upon employee
satisfaction. So, every organization should give higher priority to keep
their employees with satisfaction by providing several facilities which
improves satisfaction of their jobs. With satisfied employees, the
organizations escape from any defects such as chances for absenteeism,
high turnover, low productivity, committing of mistakes, personal to the
greater extent influence on the job.

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1.3 Research Objectives

 The primary objective of this project is to study the job

satisfaction level of employees and factors which make the
employees desirable in the company with respect to company
policies, working conditions and other factors.
 To analyze employee loyalty towards company and to
understand the commitment of management towards
employees, in terms of trust empowerment.

1.4 Scope of the study

The development of any of the organization is mainly depending on the

satisfaction level of the employees so that they can perform well in the
organization.

 The study helps to analyze the level of employee satisfaction

in their organization.

 The company can improve working environment and other

policies to satisfy the employees based on the results of my
survey.

 I can understand how actually an organization works and get

more insights on the concept of job satisfaction.

4|Page
1.5 LIMITATIONS OF THE STUDY

 The study is conducted only in Chennadu branch of

Alleppey Latex Private Limited.
 Due to the limitation of the time the research could not be
made more detailed.
 Due to the confidentiality of some information accurate
response was not revealed by some of the respondents.
 Unwillingness to respond.
 The sample size was too small.

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 CHAPTER - 2

COMPANY PROFILE

6|Page
1.6 COMPANY PROFILE

Alleppey Latex Private Limited are premium producers of rubber-based

products. Established in the year 1995, the company provides the
complete range of quality Centrifuged Latex, Creamed Latex. The
manufacturing unit of this company is equipped with state-of-the art
machinery and also uses the latest techniques available in the industry.

Alleppey Latex PVT LTD is a non-government company, incorporated

on 30june, 1994. It’s a private unlisted company and is classified as
‘company limited by shares.
It is majorly in manufacturing business from last 28 years and currently,
company operations are active. The nature of the Business is Exporter
and Manufacture. They have an annual turnover of rupees 10 -25Crore.
They have many competitors who sell the similar products. They
manufacture products such as: -

 Centrifuged Latex
 Creamed Latex
 Cuff surgical Gloves
 Palm surgical Gloves
 Finger Surgical Gloves

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 CHAPTER 3

REVIEW OF LITERATURE

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1. Morge (1953) in his study on the Job satisfaction of the employees
of white-collar jobs found that fifty-five male teachers were
satisfied with their job with oppose to thirty five percent female
employees who were not satisfied with their job. This study
highlighted the relationship between gender and job satisfaction
and concluded that satisfaction is affected by gender.

2. Gardon (1955) in his research on the Job satisfaction of the

workers of industrial concern and human needs industries found
that if person individual needs are satisfied then their job
satisfaction increases; thereby reflecting a positive relation with the
job satisfaction. Bidwel and Charles (1956) studied on the Job
satisfaction and school management and concluded that effective
education is necessary to develop good image of the school and
that teachers Job satisfaction increased by perfect management.

3. Sinha and Singh (1961) studied the relationship between job

satisfaction and absenteeism. A random sample was selected from
various departments of Tisco, Jamshedpur. The sample consisted
of high and low absentee workers. Respondents consisted of 50
each from both the categories. Job satisfaction questionnaire
consisted of items of four components of job satisfaction namely
nature of work, wages and security, supervisors and supervision
and companies’ overall personnel policy. It was found that low
absentees were significantly more satisfied with their job than high
absentees.

4. Sinha and Sharma (1962) conducted research on attitude and job

satisfaction with the help of randomly selected 100 workers which
were from a light engineering factory around Calcutta. It was
found that job satisfaction was inversely related to favorable
attitude towards the union. This implies, greater the job
satisfaction, the less favorable was the attitude towards the union.
9|Page
5. Prasad (1964) studied the personality and the relative elements of
Job satisfaction namely age and experience. In his study he
concluded that the age of professionals had no effect on job
satisfaction, while job satisfaction increases with the frequencies of
experience thereby showing significant relation with the Job
satisfaction.

6. Rajgopal (1965) in his study explored the relationship between

satisfaction and productivity of textile mills workers belonging to
high and low productive mills. Six mills, three high and three low
(Productivity was indexed in terms of operative hours per unit of
Production for the past three years were chosen for the study. 75
workers each from high Productive and low Productive mills were
chosen for the study. They were asked to indicate their degree of
satisfaction/dissatisfaction on a 5-point scale ranging from extreme
satisfaction to extreme dissatisfaction on thirty items representing
seven aspects of work (i.e., salary, job, management, working
condition, welfare facilities, coworkers, and union management
relations). The results highlighted that high productive mill
workers were significantly more satisfied with five of the seven
aspect excluding job and coworkers.

7. Lodahl&Kejner (1965) found in a study that Job satisfaction is

affected by meaningfulness of work and adequacy of supervision.

8. Kapoor and Rao (1969) had examined the age and attitude
towards officers in understanding the Job satisfaction of 146
female employees. His research highlighted that female employee
and married female employee having more than twenty-five years
of age always oppose against injustice and struggle against
management too.

9. Jawa (1971) collected data on 70 semi-skilled workers in his study

on anxiety and job satisfaction. On the basis of the anxiety scale
10 | P a g e
 filled by the respondents and their scores, anxiety was divided into
three groups of high, average and low anxiety. In addition to this a
satisfaction questionnaire was also filled by the respondents. The
results indicate a trend of increasing satisfaction with decreasing
anxiety level

10. Smith, Scott and Hulin (1977) selected 4000 managers of

the 145 company for the sample of the study on Job satisfaction of
professional employees of the company. It was found out through
this research that satisfaction increases with the age. Thus,
indicating a positive relation of Job satisfaction with the age.

11. Richmond, Mccroskey and Davis (1982), stated that

“moderately satisfied employees may be more productive than
dissatisfied employee; extremely satisfied employees may form the
type of work group known as the “happiness for lunch bunch” and
be more of a social group than a work group, hence lowering
productivity.

12. Bhatt (1987) studied the personality determinations of Job

satisfaction of college teachers of Saurashtra University and all
college teachers were included in the sample of the study. It was
found that female teachers were more satisfied than male teachers,
also no significant difference was found in the mean scores of
married and unmarried teachers. It was also found that Job
satisfaction had no significant relation with the age, area of the
work, educational qualification and experience.

13. Sharma (1987) examined the effects of work culture on

employee satisfaction, sense of participation, role stress and
alienation in private sector and public sector and found that the
private sector and the public sector varied significantly on the
dominant culture variables and there was significant correlation
between the work culture variable and role stress variables.

11 | P a g e
14. Rajendran (1987) in a public sector industry highlighted a
significant correlation between work culture and employee
satisfaction.

15. Rain et al (1991) stated that job satisfaction has a correlation

with life satisfaction. People who are satisfied with life will tend to
be satisfied with the job and vice versa

16. Cardona (1996) in a survey of members of the Association

for Investment Management and Research found that 81% of the
managers were satisfied or very satisfied with their job. Most
managers named professional achievement, personal or
professional growth, the work itself and their degree of
responsibility more important than compensation as the factors that
create positive feelings about their job. Factors like company
policies, administration, relationships with supervisors,
compensation and the negative impact of work on their personal
lives were viewed as those which create negative feelings about the
job.

17. National Center for Education Statistics, (1997) in a report

on job satisfaction among American teachers identified that more
administrative support and leadership, good student behavior, a
positive school atmosphere, and teacher autonomy as working
conditions associated with higher job satisfaction. A weak
relationship was found between faculty satisfaction and salary and
benefits. Research also shows that demographic variable such as
age and gender have little or no significant impact on job
satisfaction

18. Yankelovich Partners (1998) in their study surveyed 10,339

workers across 10 European countries, Russia, Japan, and the
United States. Researchers consistently identified the same top five
12 | P a g e
 key attributes in a job: ability to balance work and personal life,
work that is truly enjoyable, security for the future, good pay or
salary and enjoyable co-workers. Across the four major geographic
regions studied, importance of potential advancement and the
opportunity to build skills as a way to maintain employability and
job security was emphasized by the workers.

19. Karl & Sutton (1998) found that from an employee point of
view, job satisfaction is a desirable outcome in itself. While from a
managerial or organizational effectiveness point, job satisfaction is
important due to its impact on absenteeism (1) turnover, (2) and
pro-social “citizenship” behaviors such as helping coworkers,
helping customers, and being more cooperative. Thus it becomes
important for the managers to understand what employees value in
order to redesign jobs, reward systems, and human resource
management policies that will result in optimum job satisfaction
and productivity.

20. Gohil(1999) studied on the motivation vis-à-vis job

satisfaction and organizational perception of bank employees in
Saurashtra region and was confined to the officer and clerical staff
of the public sector commercial banks of the Saurashtra region.
The study was conducted on 780 employees and a significant
difference was found in the average scores of job satisfaction of
managerial cadre and clerical. A significant difference was also
observed between (a) academic qualification and means scores of
job satisfaction, (b) family tension and means scores of job
satisfaction, (c) family environment and means scores of job
satisfaction. The study also highlighted correlation in length of
service and mean scores of job satisfaction.

21. Ali and Akhtar (1999) studied and explored the effect which
work culture has on employee satisfaction and found that those
who scored high on work culture also differed significantly on
satisfaction scale.
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22. Wiggins & Bowman (2000) studied the relationship among
career experience, life satisfaction, and organizational factors for
managers. The study was conducted in healthcare organizations.
Nine domains of important job skills, knowledge, and abilities
necessary for success as healthcare managers were identified in a
two stage Delphi analysis of American College of Healthcare
Executives (ACHE) members. Cost/finance, leadership,
professional staff interactions, healthcare delivery concepts,
accessibility, ethics, quality/risk management, technology, and
marketing were the nine domains.

23. Resheske (2001) examined job satisfaction among full time

faculty of the College of Human Development at Wisconsin
University. Thirty-six full time faculty members were included in
the study. The results indicated that overall the faculty of the
College of Human Development at UW-Stout was satisfied with
their current employment and that group cohesion does play a role
in overall job satisfaction. The study also determined that job
autonomy, working with the students and fellow colleagues and
supervisors were the top three best reasons for working here. It was
also concluded that pay, having more time and assistance with
meeting deadlines and having equal workloads between colleagues
were the three top priorities for improving the work environment.

24. Harter (2002) selected 7,939 business units in 36

organizations for the sample of the study on job satisfaction
sentiments and employee engagement. The study examined
aggregated employee job satisfaction sentiments and employee
engagement.

25. Schneider (2003) studied the relationships between several

facets of employee satisfaction and organizational financial (return
on assets; ROA) and market performance (earnings per share;
EPS). The study included 35 organizations over a period of eight
14 | P a g e
 years. Significant positive relationships were found between
attitudes concerning satisfaction with security, satisfaction with
pay, and overall job satisfaction with financial (ROA) and market
performance (EPS).

26. Niranjana and Pattanayak (2005) tried to explore the

dynamics of organizational citizenship behavior, learned optimism,
and organizational ethos represented by OCTAPACE in service
and manufacturing organizations in India. The manufacturing
sector was found to have a better work culture whereas service
sector had high organizational citizenship behavior and learned
optimism.

27. Singh (2009) revealed a significant difference between high

and low work culture groups which is related to their satisfaction
with management. The possible reason for it being the obligation
towards others produced a sense of responsibility within
individuals which made them more satisfied in comparison to low
scorers on this dimension.

28. Vagh (2010) highlighted that most of the employees of

Municipal Corporation of Saurashtra Region were not satisfied.
Employees of the Municipal Corporations have many questions
and there is a strong need to give the attention on solution of
employees questions as and when it arises.

29. Adeniji (2011) in his study on Organizational Climate and

Job Satisfaction among Academic Staff in Some Selected Private
Universities in Southwest Nigeria. The study was based on the
responses received from 293 respondents of five private
Universities in the South-West Zone of Nigeria. The results
showed a positive relationship between organizational climate and
job satisfaction. Herzbergs Two-Factor theory was used as a
framework for this study

15 | P a g e
30. Dev (2012) in his study on Public and Private Sector Banks
found that clients of private sector banks are more satisfied than
those of public sector banks in most of the dimensions except
Interest rates and other Charges and Accessibility whereas the
clients of public sector banks are more satisfied than the clients of
private sector. One area where both types of Banks are lacking the
most is Customer orientation. Performance norms have also
suffered in all types of banks. It was also observed that banks in
India, especially the public sector banks need to equip themselves
with the latest technology.

31. Gurusamy&Mahendran (2013), in their study found that

Salary occupies the First Rank for determining job satisfaction
compared with other major determinants. The study was conducted
on 300 respondents and was limited to the automobile industries of
India.

32. Rashid Saeed et al., (2014), in his study found promotion,

pay, fairness and working condition to be the key factors that
contribute to employee job satisfaction. The study was conducted
on 200 telecom sector employees of Pakistan. It was concluded
that money and compensation play an important role in the job
satisfaction of the telecom employees of Pakistan.

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 CHAPTER 4

METHODOLOGY OF THE STUDY

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3.1 RESEARCH METHODOLOGY

 Population: The population selected for the study is 100.

 Sample size: This study has a sample of 70 respondents from

Alleppey Latex PVT LTD, which is selected by convenience
sampling.

 Sampling techniques: Convenience sampling is used for analyzing

data that is collected through the questionnaire made.

 Source of Data: Primary and Secondary data have been used.

 Primary data were collected through the structured

questionnaire. Questionnaire preparation is the critical part of
the primary data collection method.

 Secondary data were collected from various books,

magazines and websites.

 Tools used for the study: The collected data were analyzed by
using simple percentage (%).

3.2 Objective of the study

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Primary Objective - The primary objective of the project is to study the
job satisfaction level of employees in Alleppey Latex PVT LTD.

Secondary Objective - To understand the level of employee satisfaction

and factors which make the employees desirable in the company with
respect to company policies, working conditions and other factors

3.3 Need of the study

Job satisfaction is important from the perspective of maintaining

employees within the organization. High job satisfaction effectively
leads to the improved organizational productivity, decreased employee
turnover, and reduced job stress in modern organizations.

3.4 Period of the study

The study has been conducted on the period of 18-07-2022 to 12-09-

2022.

3.5 Sampling Techniques

 Questionnaire
 Interviews

3.6 Scope of data collection

The development of any of the organization is mainly depending on

the satisfaction level of the employees so that they can perform well in
the organization.

 The company can analyze the level of employee satisfaction in

their company.
19 | P a g e
  The company can improve the working condition, environment
and other policies to satisfy the employees.
 I can understand how actually an organization works and can get
more insight on the concept of job satisfaction.

3.7 Limitations of the study

 Data was complex to analyze.

 Data collected took much time.
 Unwillingness to respond.
 Sample size was too small.

20 | P a g e
 CHAPTER 4

DATA ANALYSIS, INTERPRATATION AND

INFERENCES

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 Table 4.1
Gender Respondents

Gender Frequency Percentage

Male 98 98
Female 2 2
Total 100 100

Source: Primary Data

Male
Female

98

Figure 4.1

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Table 4.1 shows that 98% of the respondents were men and the
remaining 2% were women.

Table 4.2
Age of respondents
Age group Frequency Percentage
20-30 8 8
30-40 22 22
40-50 60 60
Above 50 10 10
Total 100 100

Source: Primary data

Age of Respondents
70
60
60

50

40 frequency

30
22
20
10
10 8

0
20-30 30-40 40-50 above 50

Figure 4.2

23 | P a g e
 Table 4.2 shows that 8% of the respondents belonged to the age
group 20-30 years, 22% of the age group 30-40 years, 60% of the
age group 40-50 years, and 10% of the age group Above 50 years.

Table 4.3
Satisfaction on Organizational Training Program

Level Frequency Percentage

Strongly Agree 72 72
Agree 13 13
Undecided 12 12
Disagree 3 3
Strongly disagree 0 0
Total 100 100
Source: Primary Data

Satisfaction on Organizational Training

Program
3
12
Strongly Agree
Agree
undecided
13 Strongly disagree
Disagree

72

24 | P a g e
 Table 4.3 shows that 72% of the respondents strongly agree to the
organizational training program, 13% of them are agree, 12% of
them are undecided, 3% of them are Disagree to the organizational
training program and nobody of them are Strongly disagree.

Table 4.4
Satisfaction on Performance Appraisals
Satisfied or not Frequency Percentage
Yes 65 65
No 35 35
Total 100 100
Source: Primary Data

Satisfaction on performance appraisal

35
Yes
No

65

25 | P a g e
Table 4.4 shows that among the respondents 65% of them are satisfied
on performance appraisal and 35% of them not satisfied on the
performance appraisal.

Table 4.5
Satisfaction on feedback given by the superiors

Yes or No Frequency Percentage

YES 68 68
NO 32 32
Total 100 100
Source: Primary data

Satisfaction on feedback given by the superiors

32

YES
NO

68

26 | P a g e
 Table 4.5 shows that among the respondents 68% of them are
satisfied on feedback given by the superiors and 32% of them are
dissatisfied.

Table 4.6
Satisfaction on the help given by the superiors for improving
performance

Level Frequency Percentage

Agree 86 86
Undecided 14 14
Disagree 0 0
Total 100 100
Source: Primary Data

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 Satisfaction on the help given by the superiors
for improving performance
100
90 86
80
70
Frequency
60
50
40
30
20 14
10
0
0
Agree Undecided Disagree

Table 4.6 shows that 86% of them are Agree that the superiors help
them for improving their performance, 14% of them are Undecided
to that and no one is disagreed.

Table 4.7
Satisfaction on working time

Satisfied or not Frequency Percentage

Yes 95 95
No 5 5
Total 100 100

Source: Primary Data

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 Satisfaction on working time
5

Yes
No

95

Table 4.7 shows that among the respondents 95% of them are
satisfied on working time and 5% of them are not satisfied

Table 4.8
Satisfaction on freedom to express views in the organization

Level Frequency Percentage

Strongly Agree 60 60
Agree 30 30
Undecided 6 6
Disagree 3 3
Strongly Disagree 1 1
Total 100 100
Source: Primary Data

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 Satisfaction on freedom to express views in the
organization
Strongly agree 1

disagree 3
Frequency
undecided 6

Agree 30

Strongly agree 60

0 10 20 30 40 50 60 70

Table 4.8 shows that among the respondents 60% of them are
Strongly agree that they are satisfied to the freedom to express
their views in the organization, 30% of them are Agree, 6% of
them are undecided, 3% of them are Disagree and 1% of them are
Strongly Disagree.

Table 4.9
Satisfaction on salary

Satisfied or not Frequency Percentage

Yes 87 87
No 13 13
Total 100 100
Source: Primary Data

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 Satisfaction on salary
13

Yes
No

87

Table 4.9 shows that among the respondents 87% are satisfied to the
salary and the remaining 13% are not satisfied to the Salary.

Table 4.10
Satisfaction on company policies

Satisfied or not Frequency Percentage

Yes 90 90
No 10 10
Total 100 100
Source: Primary Data

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 Satisfaction on Company Policies

10

Yes
No

90

Table 4.10 shows that among the respondents 90% of the

respondents are satisfied to the company policies and the
remaining 10% are not satisfied.

Table 4.11
Satisfaction on organization as a place to work

Satisfied or not Frequency Percentage

Yes 100 100
No 0 0
Total 100 100
Source: Primary Data

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 Satisfaction on organisation as a place to work

Yes
No

100

Table 4.11 shows the Satisfaction on organization as a place to

work. In this table 100% of the respondents are satisfied and no
one of them dissatisfied.

Table 4.12
Safety Methods of the company

Level Frequency Percentage

Highly Satisfied 64 64
Satisfied 28 28
Neutral 8 8
Total 100 100
Source: Primary Data

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 Safety Methods of the Company
70
64
60

50

40 Frequency

30 28

20

10 8

0
Highly Satisfied Satisfied Neutral

Table 4.12 shows that among the respondents 64% are Highly
Satisfied with the safety methods of the company, 28% are
satisfied and the remaining 8% are Neutral.

Table 4.13
Company Policies and Practice

Level Frequency Percentage

Highly Satisfied 73 73
Satisfied 21 21
Neutral 6 6
Total 100 100
Source: Primary Data

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 Company Policies and Practices

Neutral 6

Frequency
Satisfy 21

Highly Satisfied 73

0 10 20 30 40 50 60 70 80

Table 4.13 shows that among the respondents 73% are Highly
Satisfied with the Companies Policies and Practices, 21% Satisfied
and 6% are Neutral.

Table 4.14
Technologies used by the company

Level Frequency Percentage

Highly Satisfy 81 81
Satisfy 12 12
Neutral 7 7
Total 100 100
Source: Primary Data

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 Technologies Used by the Company
90

80

70

60

50 Frequency

40

30

20

10

0
Highly Satisfy Satisfy Neutral

Table 4.14 shows that among the respondents 81% of them Highly
satisfied, 12% of them are Satisfy and 7% of them are Neutral.

Table 4.15
Management of the Company

Level Frequency Percentage

Excellent 74 74
Good 18 18
Average 6 6
Poor 2 2
Total 100 100
Source: Primary Data
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 80
74
70

60

50

40 Series1

30
20
20

10 6
0
0
Excellent Good Average Poor

Table 4.15 shows that among the respondents 74% says that the
management of the company is Excellent, 18% Says Good, 6%
says Average and 2% of them says that poor.

TABLE 4.16
Support and Guidance Received from the Company

Level Frequency Percentage

Excellent 74 74
Good 20 20
Average 6 6
Poor 0 0
Total 100 100
Source: Primary Data

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 80
74
70

60

50

40
Series1

30

20
20

10 6
0
0
Excellent Good Average Poor

Table 4.16 shows that among the respondents 74% of them says
that support and guidance received from the company are
excellent, 20% of them said Good, 6% of them says Average and
No one says poor.

Table 4.17
Training Provide by the company

Level Frequency Percentage

Excellent 56 56
Good 30 30
Average 14 14
Poor 0 0
Total 100 100
38 | P a g e
Source: Primary Data

Training Provided by the Company

60 56

50

40
Frequency
30
30

20
14
10

0
0
Excellent Good Average Poor

Table 4.17 shows that among the respondents 56% of them said
Training Provide by the company is excellent,
30% of them says Good, 14% of them said it is Average and no
one says Poor.

Table 4.18
Working Condition

Level Frequency Percentage

Excellent 56 56
Good 31 31
Average 13 13
Poor 0 0
Total 100 100
39 | P a g e
Source: Primary Data

Working Condition

Poor 0

Average 0
Frequency

Good 10

Excellent 90

0 10 20 30 40 50 60 70 80 90 100

Table 4.18 shows that among the respondents 56% says that
working condition is Excellent, 31% of them says good, 13% of
them Says Average and no one said Poor.

Table 4.19
Work Evaluation System

Level Frequency Percentage

Excellent 50 50
Good 31 31
Average 13 13
Poor 6 6
Total 100 100
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Source: Primary Data

Work Evaluation System

Poor 0

Average 0
Frequency

Good 10

Excellent 90

0 10 20 30 40 50 60 70 80 90 100

Table 4.19 shows that among the respondents 50% of them says
work evaluation system is Excellent, 31% of them says Good, 13%
of them says Average and 6% of them says Poor.

Table 4.20
Relationship with Coworkers

Level Frequency Percentage

Excellent 90 90
Good 10 0
Average 0 0
Poor 0 0
Total 100 100
Source: Primary Data
41 | P a g e
 Relationship with Coworkers
100
90
90
80
70
60
Frequency
50
40
30
20
10
10
0 0
0
Excellent Good Average Poor

Table 4.20 shows that among the respondents 90% of them said the
Relationship with coworkers is excellent, 10% says Good, No one
of them says Average or Poor.

Table 4.21
Overall satisfaction

Level Frequency Percentage

Excellent 90 90
Good 10 10
Average 0 0
Poor 0 0
Total 100 100

42 | P a g e
 Overall Satisfaction
100
90
90
80
70
60
Frequency
50
40
30
20
10
10
0 0
0
Excellent Good Average Poor

Table 4.21 shows that among the respondents 90% of them said the
company is Excellent and 10% of them said that the company is Good.

43 | P a g e
 CHAPTER-5
FINDINGS, SUGGESTIONS AND CONCLUSIONS

FINDINGS

The study aimed to find the following objectives:

 To study the job satisfaction level of employees and factors which

make the employees desirable in the company with respect to
company policies, working conditions and other factors.

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  To analyze employee loyalty towards company and to understand
the commitment of management towards employees, in terms of
trust empowerment.

 To know how the company responded to the Employees and their

needs and wants.

 To know employees reaction to the company.

From the Study the following findings were made:

 72% (i.e. 72 respondents) were Strongly Agree that they have been
trained well in organization.
 65% (i.e. 65 respondents) were Satisfy and 35% (i.e. 35
respondents) were dissatisfied with their performance appraisal.

 68% were satisfied and 32% were dissatisfied with the feedback
given by the superiors for completing a work.

 86% were agreed and 14% were disagreed that the superiors help
you to improve their performance level.

 95% were satisfied and 5% were dissatisfied with the working

time.

 60% were strongly agreed and 1% were strongly disagreed that

they get freedom to express their views in front of superiors.

 87% were satisfied and13% were dissatisfy with their salary.

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  90% were Satisfy and 10% were dissatisfied with the company
policies are put into practice.

 100% were satisfy and 0% were dissatisfy with the organization as

a place to work.
 64% were highly satisfied with the safety methods of the company.

 73% were highly satisfied with the company policies.

 81% were highly satisfied with the technologies used by the

company.

 74% were argue that the management of the company is excellent.

 74% were argue that the support and guidance received from the
company is excellent.

 56% were rate that the training provided by the company is

excellent.

 56% were rate that the working condition and 50% were rate that
the work evaluation system of the company is excellent.

 90% were rate that the relationship with the coworkers is excellent.

Other Findings:

1. The number of female respondents is 2 in numbers.

2. I observed that about 60% of the employees belong to the age

group of 40-50 years.

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SUGGESTION

1. Alleppy Latex may improve their working condition to gain

satisfaction of all workers.

2. Alleppy Latex shall initiate strategies to improve the quality of the

product they manufactured and supplied.

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 3. Alleppy Latex may improve their Work Evaluation System to
increase the efficiency of the worker.

4. The company may provide Transportation Facility to the

employees.

5. The company may provide Performance Appraisal for the workers

thereby employees get motivated.

6. The company shall provide proper training to all the employees to

increase the efficiency.

CONCLUSION

Through the study titled “A STUDY ON EFFECTIVENESS OF

SATISFACTION LEVEL OF EMPLOYEES IN ALLEPPY LATEX
PRIVATE LIMITED” we aimed to find out the job satisfaction level of
employees i.e. if they satisfied with the safety methods used by the

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company, company policies, Technologies used by the company,
Management of the company, support and guidance received, training
provided and the dissatisfaction, if any. The study also aimed to find out
the reason for the dissatisfaction of employees. I also seek the
employees rating on the response from the company to them. For this I
selected a sample of 100 respondents and collected the required data
using a structured questionnaire. I preferred convenience sampling
method for the same and analysis the collected data using percentages
(%) and graphically presented it using column, bar and pie charts.

After conducting the study and analysing and interpreting the result I
found there were very few employees who were dissatisfied with the
company. I found that the greater satisfaction of employees is that the
organization as a place work and the employees are satisfied with the
way company policies are put into practice. Some were dissatisfied
because of salary they get and they didn’t feedback given by the
superiors after completion of a particular task or work.

Thus, I concluded all these facts through my study on effectiveness of

satisfaction level of employees. The study was an interesting one and
challenging also. The task of finding both satisfied and dissatisfied
employees within the company was indeed a challenge.

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 CHAPTER – 6
BOBLIOGRAPHY

BIBLIOGRAPHY

1. Morge (1953) - Satisfaction in the white-collar Job, An Arbor

institute of worth Regear. Journal of Applied Psychology, 2(1), 45-
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2. Gardon (1955) - A factor analysis of human needs and industrial
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3. Sinha D and Singh P (1961)- Job Satisfaction and Absenteeism.

Indian Journal of Social Work, 21 (4), 337-343.
4. Sinha D and Sharma K C (1962)- Union attitude and job
satisfaction in Indian workers. Indian Journal of Applied
psychology, 46, 247-251.

5. Prasad, K. A - study of job satisfaction among secondary schools

of saurastra, Unpublished Ph.D. Thesis, Bhavnagar University.
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6. Rajgopal K. (1965) - Productivity and Job Satisfaction of textile

mills. Productivity, 6, 95-100.

7. Lodahl, T. M., and Kejner, M. (1965) - The Definition and

Measurement of Job Involvement. Journal of Applied Psychology,
49, 24–33.

8. Kapoor, P., and Rao, V. (1969) - Job satisfaction of teachers.

Journal of Educational Psychology, 38, 43-53.

9. Jawa, S. (1971) - Anxiety and job satisfaction. Indian Journal of

Applied psychology, 8, 70-71.

10. Smith, F. J., Scott, K. P., and Hulin, M. (1977) - Trends in

job related attitudes of managerial and professional
employees.Academy of Measurement Journal, 23(2), 454-460.

11. Bhatt D J (1987) - Personality determinations of job-

satisfaction of college teachers in Saurashtra Region of Gujarat,
Unpublished PhD Thesis, Bhavnagar University, Bhavnagar.

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12. Sharma T (1987) - Differential effects of organizational
climates on job satisfaction, sense of participation, alienation and
role stress”. Unpublished Ph D thesis, Gujarat University,
Ahmedabad.

13. Rajendran S (1987) - Job satisfaction, job involvement and

perceived Organizational Climate among the assistants and lower
managerial personnel of government organization. Indian Journal
of Applied Psychology, 24(2), 58-64.

14. Rain, J. S., Lane, I. M., and Steiner, D. D. (1991) - A

Current Look at the Job Satisfaction/Life Satisfaction
Relationship: Review and Future Considerations. Human
Relations, 44, 287– 307.

15. Cardona, M. M. (1996) - Job satisfaction not due to cash.

Pensions & investments, 24, 9- 18.

16. National Center for Education Statistics - “Job

Satisfaction among America‟s Teachers: Effects of Workplace
Conditions, Background Characteristics, and Teacher
Compensation.” Washington, D.C.: Author, July 1997.

17. Yankelovich, P (1998) - Workers around the world share

similar attitudes toward jobs. Houston Business Journal, 29, 39-
43.

18. Karl, V., and Sutton, P. (1998) - Job values in today‟s

workforce: a comparison of public and private sector employees.
Public Personnel Management, 27, 515-528.

19. Ali, N., and Akhtar, Z. (1999) - Job satisfaction as related

to organizational climate among bank officers, Paper presented in
4th international & 35th IAAPconference at Anand (Gujarat), May
27-29.
52 | P a g e
20. Wiggins, C., and Bowman, S. Y. (2000) - Career Success
and Life Satisfaction for Female and Male Healthcare Managers.
Hospital Topics, 78(3), 23 - 34.

21. Schneider, B., Hanges, P. J., Smith, D. B., and Salvaggio,

A. N. (2003) - Which comes first: Employee attitudes or
organizational financial and market performance? Journal of
Applied Psychology, 88, 836-851.

22. Niranjana, P., and Pattanayak, B. (2005) - Influence of

Learned Optimism and Organizational Ethos on Organizational
Citizenship Behavior: A Study on Indian Corporations.
International Journal of Human Resources Development and
Management, 5(1), 85-98.

23. Singh A P and Sadhana S (2009)- Effects of stress and

work culture on job satisfaction. ICFAI Journal of Organizational
Behavior, 8(2), 52-62.

24. Gurusamy P and Mahendran K (2013) - Employees‟ Job

Satisfaction in Automobile”. Analysis, 2(7), 43 - 54.

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Influencing Job Satisfaction of Employees in Telecom Sector of
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Open Access International Journal, 3, 124–130.

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 CHAPTER - 7
ANNEXURE

QUESTIONNAIRE

Dear respondent,

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 As part of the research, a survey is taken up to study,” A Study on
effectiveness of satisfaction level of employees at Alleppey Latex
Private Limited”.

1. Name of the respondent:

2. Gender: a) Male b) Female

3. Age: a) 20-30 b) 30-40 c) 40-50

d) Above 50

4. Have you been trained well in your program in the Organization?

(a) Strongly agree (b) Agree

(c) Undecided (d) Disagree

(e) Disagree

5. Will you get appraisals for your good performance in your

organization?

(a) Yes (b) No

6. Is there any feedback given to you by the superiors after

completion of a work or task?

(a) Yes (b) No

7. Are the superior’s helps you to improve your performance level?

55 | P a g e
 (a) Agree (b) Undecided (c) Disagree

8. Are you satisfied with your working time?

(a) Yes (b) No

if no,
why………………………………………………

9. Do you get freedom to express your views in front of your

superiors in the organization?

(a) Strongly agree (b) Agree (c) Undecided

(d) Disagree (c) Strongly disagree

10. Are you satisfied with your salary?

(a) Yes (b) No

11. Are you satisfied with the way company policies are put into
practice?

(a) Yes (b) No

12. Are you satisfied with the organization as a place to work?

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 (a) Yes (b) No

13.
Factors Highly satisfied Satisfied Neutral
Safety
methods of
the company
Company
policies and
practices
Technologies
used by the
company

14. What was the opinion regarding the company about

following matters.

Factors Excellent Good Average Poor

Management
of the
company
Support and
guidance
received
from the

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 company
Training
provided by
the company
Working
condition
Work
evaluation
system
Relationship
with
coworkers

15. Overall Satisfaction about the company?

(a) Excellent (b) Good (c) Average

(d) Poor

16. Do you have any suggestion?

………………………………………………………………………
………………

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