EMPLOYEE SATISFACTION OF SREE VENKITESWARA

ALUMINIUM COMPANY,ALOOR.
 LIST OF CONTENT

CHAPTER NO CONTENTS PAGE NO

INTRODUCTION
ABSTRACT
CHAPTER I 1.1 INTRODUCTION
1.2 RESEARCH PROBLEM
1.3 NEED OF STUDY
1.4 OBJECTIVE
1.5 RESEARCH METHODOLOGY
1.6 LIMITATIONS OF THE STUDY
1.7 CHAPTERISATION

CHAPTER II LITERATURE REVIEW

2.1 THEORETICAL FRAME WORK
2.2 PREVIOUS STUDY
2.3 NOTES AND REFERENCES

CHAPTER III PROFILE

3.1 INDUSTRIAL PROFILE

3.2 COMPANY PROFILE
3.3 ORGANIZATIONAL STRUCTURE

CHAPTER IV DATA ANALYSIS &INTERPRETATIONS

4.1 DESCRIPTIVE STATISTICS

4.2 INFERENTIAL STATISTICS

CHAPTER V SUMMARY &CONCLUSION

5.1 SUMMARY
5.2 FINDINGS
5.3 SUGGESTIONS
5.4 CONCLUSION
5.5 SCOPE FOR FURTHER RESEARCH
BIBLIOGRAPHY
APPENDIX
 LIST OF TABLES
TABLE PAGE
PARTICULARS
NO. NO.
4.1 Working Experience of Employees

4.2 Satisfaction of Employees in Training and Programme

4. Opinion of Employees in Safety measures of institution

4.4 Satisfactory Level of Employees Leave Provided

Showing whether the job offer to realize Employees
4.5
Application and Ambition
Showing whether Employees to get any chance to be involved
4.6
and identifiable with Goal and Image
Showing whether Employees to get a chance in part of decision
4.7
making
Showing whether Employees feels good team spirit exist in
4.8
your work environment
Showing whether Employees to get proper Promotion and
4.9
Growth Opportunities
Showing whether Supervisor listen to the Opinion and
4.10
Suggestions
Satisfaction level of Employees in Overall Allowances
4.11
Provided By The Company
Opinion of Employees regarding behaviour and support of
4.12
management
Showing whether the employees satisfaction with work
4.13
facilities provided by the company
Satisfactory level of Employees In Working Relationship With
4.14
Their Supervisor
4.15 Satisfactory level of Employees Leave Provided
Showing whether the employees satisfied with the time of the
4.16
job
Opinion of Employees Regarding Refreshment And Recreation
4.17
Facilities
Opinion regarding Management support in employees
4.18
suggestions and grievances
Level of understanding by the Management in employee needs
4.19
and wants
4.20 Satisfaction of Employee in work environment
 LIST OF CHARTS

CHART NO. PARTICULARS PAGE NO.

4.1 Working Experience of Employees
4.2 Satisfaction of Employees in Training and Programme
4. Opinion of Employees in Safety measures of institution
4.4 Satisfactory Level of Employees Leave Provided
Showing whether the job offer to realize Employees
4.5
Application and Ambition
Showing whether Employees to get any chance to be involved
4.6
and identifiable with Goal and Image
Showing whether Employees to get a chance in part of decision
4.7
making
Showing whether Employees feels good team spirit exist in
4.8
your work environment
Showing whether Employees to get proper Promotion and
4.9
Growth Opportunities
Showing whether Supervisor listen to the Opinion and
4.10
Suggestions
Satisfaction level of Employees in Overall Allowances
4.11
Provided By The Company
Opinion of Employees regarding behaviour and support of
4.12
management
Showing whether the employees satisfaction with work
4.13
facilities provided by the company
Satisfactory level of Employees In Working Relationship With
4.14
Their Supervisor
4.15 Satisfactory level of Employees Leave Provided
Showing whether the employees satisfied with the time of the
4.16
job
Opinion of Employees Regarding Refreshment And Recreation
4.17
Facilities
Opinion regarding Management support in employees
4.18
suggestions and grievances
Level of understanding by the Management in employee needs
4.19
and wants
4.20 Satisfaction of Employee in work environment
 CHAPTER 1

 INTRODUCTION

 RESEARCH PROBLEM

 IMPORTANCE OF STUDY

 OBJECTIVES

 RESEARCH METHODOLOGY

 LIMITATION

 CHAPTERISATION
INTRODUCTION

Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual's experience of work, or their quality of work life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being,
stress at work, control at work, home-work interface, and working conditions.

I did main project as a part of our completion of Master of Business Administration in SREE
VENKITESWARA ALUMINIUM COMPANY, ALOOR, THRISSUR on satisfaction of
employees. I choose employee satisfaction as our topic because welfare of employees in an
organization contributes greatly to any organization. HRM is the management of human
resource in an organization. HRM is relatively modern concept which involved a range of
human ideas and practice in management people. It is the organization function that deals
with issues related to people such as competition, hiring, performance, management,
organization development, safety. Wellness, benefits, employee motivation, communication,
administration and training.
Employee satisfaction is of utmost importance for employees to remain happy and also
deliver their level best. Satisfied employees are the ones who are extremely loyal towards
their organization and stick to it even in the worst scenario. They do not work out of any
compulsion but because they dream of taking their organization to a new level. Employees
need to be passionate towards their work and passion comes only when employees are
satisfied with their job and organization on the whole. Employee satisfaction leads to a
positive ambience at the workplace. People seldom crib or complain and concentrate more on
their work.
In an organization satisfaction of workers means a workforce that is motivated and
committed to high quality performance. There, are various components limit arc considered
to be vital to employee’s satisfaction. There are pay promotion, benefits, supervise to co-
workers, work condition, communication, safety, productivity and the work itself. Each of
these factors, figures into an individual's satisfaction differently. One might think pay is
considered to be the most important in employee satisfaction, although this has not been
found to be true. Employees are more concerned with working in an environment they enjoy.
To the employees satisfaction brings a pleasurable emotional state that often leads to a
positive work attitude of satisfied worker is more likely to be creative, flexible, innovative
and loyal.
1.2 RESEARCH PROBLEM
Company has formulated some strategies in order to rise the satisfaction of the employees in
the company. The strategies seems to be less effective. So the current study is conducted
upon the following Research problem;
What are the measures adopted by the manager to increase the satisfaction level of the
employees in SREE VENKITESWARA ALUMINIUM COMPANY during the years 2012
to 2016?
1.3 IMPORTANCE OF THE STUDY

Employee satisfaction is an important aspect as far as an organization is considered.

Employees are back bone of every organization. So it is responsibility of the management to
keep the employees to contribute more. The Employee Satisfaction Survey helps companies
to determine how their employees think, and to identify employees' needs and concerns so
that improvements can be made and stronger teams can be formed. Business performance is
expected to increase as more satisfied employees will increase a company's competitiveness,
and they are better able to recognize opportunities and threats, and better leverage limited
resources to maximize the company's profits. Other intangible benefits include the
reinforcement of company goals and values, better internal and external communication, a
positive working and social environment, an improved company image and increased
employee loyalty
It is said that satisfied employees are more productive. So every organization is giving high
priority to keep their employees satisfied by providing several facilities which improves
satisfaction and reduce dissatisfaction.
Satisfied employees enrich the goodwill of an organization, it contribute to attain the
organization's objectives, their by it brings prosperity to economic condition of a Nation.
By perceiving depth & importance of the concerned subject, it is necessary to conduct a study
upon Job Satisfaction of employees. So I demanded to opt the topic “EMPLOYEE
SATISFACTION OF SREE VENKITESWARA ALUMINIUM COMPANY, ALOOR,
THRISSUR”.
1.5 OBJECTIVES OF THE STUDY
The study is conducted upon the following objectives;
1) To measure employee satisfaction level from different perspectives
2) To identify the strategies adopted by the manager to increase the satisfaction level of
employees.
3) To identify the perceived importance of satisfaction factors and the issues causing
dissatisfaction
4) To analyses the effectiveness of the strategies adopted by managers to increase the
employee satisfaction level.

1.6 RESEARCH DESIGN

Descriptive research design is used for this study on Employee Satisfaction of Sree
Venkiteswara Aluminium Company, Aloor.
Descriptive research is an attempt to explore and explain providing additional information
about a topic which is already studied by others.. The primary information collected through
questionnaire. The questionnaire were personally given to each other . The research design
descriptive ,This is also the research method where as much information is collected as
possible instead of making guesses or elaborate models to predict the future- the ' what' and
'how', rather than 'why'. Descriptive research is much convenient for my study, so I opt it for
my research.
The study was based on survey method. The aim of the study is to find satisfaction
levels of employees.
SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a given population.
Convenience sampling method used in selected samples.
PERIOD OF STUDY
This study on employee satisfaction was conducted during the period of Twenty One
Days.
SAMPLE SIZE
Population sample is 120 employees. The sample size of this study is 100
respondents.
 SAMPLE TECHNIQUE
Stratified sampling has been used in this study. Company subsides the human
resource, which is consider to be the asset of a company. Their duties and responsibilities
differ as per their assigned posts. Stratified sampling works best when a heterogeneous
population is split into fairly homogeneous groups.

DATA COLLECTION
The data collected for the study consists of both primary and secondary data.
PRIMARY DATA
Primary data are the data that are collected to help solve a problem or taken advantage of
an opportunity on which decision must be taken. The main method of collecting primary data is
survey method, there are different types of survey techniques for example personal interview using
questionnaire, mail survey, Internet survey and telephone survey , The questionnaire was
administered to fifty to hundred employees of VENKITESWARA ALUMINIUM
COMPANY ALOOR.

SECONDARY DATA
Secondary data for this study was collected from.
 Previously published records, statistics, research reports and documents.

 Books, Periodical and websites.

Assessing the level of satisfaction of the employee.

Management problem: To know the satisfaction level of employee. Management wants to

build up an accurate picture of how employees perceive the organization and highlight
the causes of employee dissatisfaction. They want to know the opinion and suggestions of
employee.

SAMPLING TEST

We have selected the “Convenience sampling” a type of non-probability sampling.

A statistical method of drawing representative data by selecting people because of the ease of
their volunteering or selecting units because of their availability or easy access. Researchers
use convenience sampling not just because it is easy to use, but because it also has other
research advantages.
Here we collected the data from sampling frame.

As our research required knowing the views and opinions of the employees of the
organizations we have chosen, Questionnaire came out to be the best possible means.

We designed a Questionnaire which covered the demography’s and all the factors responsible
for satisfaction of employees in an organization.

a) Descriptive Research -The primary information collected through questionnaire.

b) Data Collection Method: The information necessary for this survey is collected by
trapping primary and secondary sources.
 Primary Sources.
 Questionnaire
 Personal Interaction
 Secondary sources
 Analysis of existing records in the organization
 Related information from internet.
 Books and publication
 Survey of the concerning literature which include review of the work
already done by others.

c) Data collection tools: As the questionnaires were personally given to each employee.

d) Sampling design: Sampling allows us to concentrate our attention upon relatively

small no of people and hence devote more energy to ensure that the information

collected from them is accurate.

e) Sampling Method: I had used Convenience Sampling as it was both times saving as

well as easy method of picking up the sample.

QUESTIONNAIRE
In this study the researcher have used a questionnaire consisting of twenty multiple choice
based questions
TOOLS USED FOR ANALYSIS
Percentage Analysis, Hypothesis Testing, Chi-Square Test are used as statistical tools for the
analysis.

GRAPHICAL REPRESENTATION OF DATA

Graphical Representation tool such as Bar Graphs and Pie Charts have been used for the data
analysis.

LIMITATIONS OF THE STUDY

 This is subjected to the basis and prejudices of the respondents, hence 100% of
accuracy cannot be assured.

 The research was carried out in a short span of time, where in the research
could not widen the study.

 The period of study was too short. So it was not possible to collect the relevant
information with in that period.

 The findings are based on the answers given by the employees, so any error or
bias may be affect the validity of the finding.

 During the working hours, it is difficult to collect the data’s from the employees.
 Some of the respondents may be biased in their responses as such the analysis
could vary to some extent.

 Some respondents hesitated to give the actual situation; they feared that
management would take any action against them
RESEARCH AND METHODOLOGY

INTRODUCTION
The present study aims at assessing the level of satisfaction of employee at an
operations level in an industry. The study was conducted at Hindalco Industry Limited,
Bharakhambha road, New Delhi.

STATEMENT OF THE PROBLEM

This particular topic is selected because Employee satisfaction is a very important

element necessary for the smooth functioning of an organization. Employee surveys
provide a channel for employee to communicate their views on a wide range of
issues in total confidence. They help management to build up an accurate picture of
how employees perceive the organization and highlight the causes of employee
dissatisfaction.
Primary data

Primary data are the data that are collected to help solve a problem or taken advantage of an
opportunity on which decision must be taken. The main method of collecting primary data is survey
method, there are different types of survey techniques for example personal interview, mail survey,
Internet survey and telephone survey.

Secondary data:

Secondary data collected from company people, guide line book and internet.

Assessing the level of satisfaction of the employee.

Management problem: To know the satisfaction level of employee. Management wants to

build up an accurate picture of how employees perceive the organization and highlight
the causes of employee dissatisfaction. They want to know the opinion and suggestions of
employee.
SAMPLING TEST

We have selected the “Convenience sampling” a type of non-probability sampling.

A statistical method of drawing representative data by selecting people because of the ease of
their volunteering or selecting units because of their availability or easy access. Researchers
use convenience sampling not just because it is easy to use, but because it also has other
research advantages.

Here we collected the data from sampling frame.

As our research required knowing the views and opinions of the employees of the
organizations we have chosen, Questionnaire came out to be the best possible means.

We designed a Questionnaire which covered the demography’s and all the factors responsible
for satisfaction of employees in an organization.

c) Descriptive Research -The primary information collected through questionnaire.

d) Data Collection Method: The information necessary for this survey is collected by
trapping primary and secondary sources.
 Primary Sources.
 Questionnaire
 Personal Interaction
 Secondary sources
 Analysis of existing records in the organization
 Related information from internet.
 Books and publication
 Survey of the concerning literature which include review of the work
already done by others.

f) Data collection tools: As the questionnaires were personally given to each employee.

g) Sampling design: Sampling allows us to concentrate our attention upon relatively

small no of people and hence devote more energy to ensure that the information

collected from them is accurate.

 h) Sampling Method: I had used Convenience Sampling as it was both times saving as

well as easy method of picking up the sample.

Sample frame and size: the sample size is 50 employees. This sample is selected from the list
of employees.

CHAPTERISATION

This study is organized into five chapters:

 Chapter One presents an overview of the study and provides an introduction, research
method, rationale, limitations, and objectives for the study.
 Chapter Two contains the review of related literature on employee satisfaction and
concept about employee satisfaction.
 Chapter Three presents an organizational profile about Sree Venkiteswara Aluminium
Company.
 Chapter Four describes the methodology employed for this research. It includes a
description of the sample, data collection procedures and the method of data analysis.
 Chapter Five analyses the research findings, conclusions and recommendations the
data analysis and interpretations about the data’s.
 Chapter six includes references and annexure
2.1 THEORETICAL FRAMEWORK

It is realizing the direct relationship between happy employees. The key measure to employee
satisfaction is:
 Employee retention
 Productivity
 Customer satisfaction
 Profitability
All the above mentioned factors are obtained only if the employees are satisfied .This is
because satisfied employees tend to be more creative, tend to accept challenging jobs which
is an promotional opportunity to them .They tend to be more productive .

Employees with higher job satisfaction: Believe that the organization will be satisfying in the
long run .Care about the quality of their work are more committed to the organization. Have
higher retention rates, and are more productive.

DIMENSIONS OF EMPLOYEE SATISFACTION

Employee satisfaction surveys can cover as many or as few topics as are required by your
organization. Some of these topics include:

 Job satisfaction
 The company as a place to work
 Organization direction, strategy and goals
 Employee morale
 Organizational relationships
 Supervision
 Management
 Leadership
 Culture, values and behaviors
 Company image
 Benefits
  Compensation and rewards/incentives
 Recognition and promotion
 Training and development
 Career opportunities
 Quality products and services
 Internal/external communications
 Organizational change
 Any other topics of interest to managers

CONCEPT

Employee Satisfaction is related to factors which motivate, and factors which cause
dissatisfaction (hygiene factors). Proposed in 1950s by the US psychologist Frederick
Herzberg (1923-2000).Also called two factor theory of motivation.

Motivation Factors

o Responsibility

o Challenge

o Job Control

Hygiene Factors

o Pay

o Benefits

o Coworkers

Employee satisfaction has two components:

1. Hygiene issues

2. Motivation issues

1) The Hygiene Issues are:

a. Company and Administration Policy: They should be updated and accessible to all the
employees so that the employees are aware of all policies of the organization.

b. Supervision: The supervisor should have the good leadership qualities and should give
positive feedback at regular interval.

c. Salary: Employees want to be paid according to their competence and hard work.

d. Interpersonal Relations: It is the relation with the superior, peer and subordinate .The
employees should be given time for socialization .i.e. during lunch, tea breaks etc.

e. Working conditions: The working environment should be good so that the employees will
have sense of pride in working for the organization and should be provided with the
necessary facilities and adequate space work efficiently.

2) The Motivation Issues are:

a. Work: The work should make employees believe that the work they are doing is important.

b. Achievement: All employees want to do a good job and make use of their talent.

c. Recognition: Employees should be rewarded for high performance by bonus or at least

praising their efforts.

d. Responsibility: Employees should be given enough freedom or power to carry out their
task .They should have ownership of work and be given challenging work.

e. Advancement: Loyalty and performance should be rewarded by providing opportunities for

career development.

The absence of hygiene issues is a source of dissatisfaction. While increase in the motivation
factors, will increase in employee satisfaction .the hygiene issues should be dealt first and
then the motivation issues should be given considerations .Bigger pay checks rarely equate
with higher job satisfaction.

MEANING
Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be tremendous benefit to any
organization, as happy workers will be likely to benefit to any company. There are many
factors for maintaining high employee satisfaction, which wise employers would do will to
implement.

EMPLOYEE SATISFACTION

To increase employee satisfaction, many companies will have mandatory survey or face to
face meeting either employees to gather information. Both of these tactics have pros and cons
and should be chose carefully. Surveys are often annoying allowing workers more freedom to
be honest without fear. Interview with company management can feel intimating but if done
carefully can let to workers know their voice has been heard and their concern addressed by
those in changes. Surveys and meetings can truly got the centre of data surrounding employee
satisfaction and can be great tools to identify specific problems leading to lowering morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to make
workers feel they are part of the family or team. Holding Office Events such as parties and
group outings can help close bonds among workers. Many companies also participate in team
building retreats that are designed strengthen the working relationship of the employers in the
non-working related settings. Company trips, pain ball wars and guided back parking trips are
versions of this type of team building strategy, with which many employees have founded
success.

Of course, few will not experience a boost in morale after receiving more and many raises
and bonuses can seriously affect employee satisfaction and should be given when possible.
Yet money cannot solve all morale issues and of a company with wide spread problems for
workers cannot improve their overall improvement, a bonus may be quickly forgotten as
daily stress of an unpleasant job continuous to mount.

If possible, provide amenities to your workers to improve morale. Make sure they have a
comfortable, learn, break, rooms which basic necessities such as a running mates keep
facilities such as clean bathroom stocked with supplies. While professionalism is necessary
for most business allowing workers to keep family photos or small trinkets on their desk can
make them fed more comfortable and nested at their workstation. Basic consideration like
these can improve employee satisfaction, as workers will fed well asked for by their
employers.

The backbone of employee satisfaction in respect for workers and the job they perform. In
every interaction with management, employees should be treated with courtesy and interest.
In easy avenue for employers to discuss problems, with upper management should be
maintained and carefully monitored. Even if management cannot meet all the demands of
employees. Showing workers that they are being heard and putting honest dedications into
compromising will often help to improve morale.

IMPORTANCE OF EMPLOYEE SATISFACTION

Purpose or benefits of employee satisfaction include as following,

• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction.
• Reduce turnover, recurring and training cost.
• Enhance customer satisfaction and loyalty.
• Energetic employers
• Improve team work
• Higher quality products and or services due to more competent, energized employees.

ORGANIZATIONAL DEVELOPMENT FACTORS

• Brand of organization in business field and comparison with leading competitor.
• Mission and vision of organization.
• Potential development of organization.
POLICIES OF COMPENSATION AND BENEFITS FACTORS
• Wages and Salary
• Benefits
• Rewards And Penalties

PROMOTION AND CAREER DEVELOPMENT FACTORS

> Opportunities for promotion.

> Training program participated or will do.

> Capacity of career development.

WORK TASK FACTORS
• Quantity of task.
• Difficult level of task.

RELATIONSHIP WITH SUPERVISORS FACTORS

• Level of coaching
• Level of assignment for employee.
• Treatment of Employee etc.
• The supervisor addresses a short meeting & brief.

WORKING CONDITION AND ENVIRONMENT FACTORS

• Tools and equipment.

• Working methods
• Working environment

CORPORATE CULTURE FACTORS

 Relationship with co-workers

 Level of sharing etc...

COMPETITION PERSONALITIES AND EXPECTATION OF EMPLOYEE

FACTORS

 Competencies and personalities of employee are suitable for job.

 Expectations of employee are suitable for policies of organization.

DEFINITION OF TERMS SALARY

Salary is a fixed amount or compensation paid to an employee by an employer in return for
work performed. An employee who is paid a salary is expected to complete a whole job in
return for the salary.

OVERTIME ALLOWANCE
Overtime allowance in extra cash compensation for the hours that employees work in excess.

DECISION MAKING
Decision making involves the selection of a suitable action from among two or more possible
alternatives in order to arrive at a solution to a problem.
PROBLEM SOLVING
Grievance handling means help to solve a problem of the person who is in trouble and went
some kind of help. It is to help such a person is a way that can give him justice to his
satisfaction.

WELFARE FACILITY
Employee welfare aims at providing such service facilities and amenities, which enables a
worker to perform their employee well. An employee welfare facility consists of canteen, rest
rooms, housing facility, medical facility, educational facility and transportation facility. This
is
TRAINING
Training is the format and systematic modification of behaviour. Which occurs as a result of
education, introduction development and planned experience.

JOB SECURITY
It is the probability that an individual will keep his or her job. A job with a high level of job
security in such that a person with the job would have a small chance of become employees.

EFFECTIVE COMMUNICATION
Communication is a process in defined and shared between diving organisms.
Communication requires a sender, a message and need not be present as aware of the seniors
intent to communicate at the time of communication thus communication can occurs across
vast distances in time and space. Communication requires that the communicating panics
share an area of communication.
WORK SCHEDULE
Employees work schedules vary from full fill time lo part time to job shares. All work
schedules have one thing in common; the employee is doing work under an employer.
Today's employers understand that flexibility is what employee requires in their work
schedules. If they don't employers should helps to find out the various accretions facilities
they are provided by the company.
TEAM WORK
The process of working a group of people in order to achieve a goal. Employees get co-
operation from their co-workers. They believe in team work.

LITERATURE REVIEW

Different authors have defined employee satisfaction differently. Employee satisfaction is

nothing but the individual’s general attitude towards his or her job. The person with the high
level of employee satisfaction holds positive attitude towards the job, while a person who is
dissatisfied with his or her job holds only negative attitude about the job.

In the study of Employee Satisfaction, it is very necessary to study the information available
of the past studies. Some of the most commonly cited definitions on Employee Satisfaction
are analyzed in the text that follows.

Mira Singh and Pestonjee1(1990),hypothesized that Job Satisfaction is influenced by the

levels of Occupation, Job involvement and Participation. The sample for the study consisted
of 250 officers and 250 clerical cadres belonging to a Nationalised bank in Western India.
The study confirmed the hypothesis and it was found that Job Satisfaction of the Bank
employees was positively affected by the
Occupational level, Job involvement and participation.

Balgir2(1991)attempted to understand hygiene-motivational factors as postulated by

Hergeberg based on their need priorities that dominate the minds of Indian Managers while
continuing service in their respective Organisations. The results revealed that Job
Satisfaction, Salary, Job Security, better chances of promotion, happy Personal life, high
Position and friendly social circle are some of the motivating

factors in that order which strongly influence Indian Mangers.

Mathew3(1991)tested the relationship between Satisfaction and Organizational commitment

with a Non-recursive model that permitted the simultaneous examination of the influence of
satisfaction on commitment and the influence of commitment on satisfaction. The study
highlighted that the two variables were reciprocally related but that the influence of
satisfaction on commitment was stronger.

Mehra and Mishra4(1991)in their study explored the potential moderator effect of mental
health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study was
conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of the
study showed that mental health has a moderating effect on the Intrinsic on Satisfaction-
Occupational stress relationship.

Dhar and Jain5(1992)carried out an investigation amongst academicians. The investigation

explored the nature of relationship between Job Satisfaction, Job Involvement, Age and
Length of service. An important finding of the study was that Job Involvement and Job
Satisfaction are positive correlates which imply that involvement in Job increases Job
Satisfaction and vice-versa.

Syeed6(1992),made an endeavour to determine the relationship between employee Job

Satisfaction and ORGANIZATIONAL effectiveness. The sample for the study consisted of
44 supervisors of a public sector undertaking which was randomly drawn from a single unit
of the Company. The main objective of the study was to relate satisfaction with
Organizational effectiveness along with personal attributes such as age, education, pay,
length of service etc. the study revealed that Job satisfaction facets had more explanatory
power than the personal attributes of respondents. It was clear from the study that the
Organisation through its human resource development policies and practices created better
environment for employees, resulting in greater satisfaction which in turn enhanced
ORGANIZATIONAL effectiveness.
Rama Devi7(1997)conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200
teaching faculty and 100 members were selected randomly from each university and the
attempt was made to measure Job Satisfaction of the faculty in universities of Andhra
Pradesh. The study found that the factors such as freedom in job, scope for self-
improvement, income and job security were causing satisfaction while bureaucratic rules, no
recognition for work and routine work were causing dissatisfaction to them.

Sarri and Judges’8(2004),article provided greater understanding of the research on

employee’s attitudes and Job Satisfaction. The article identified three gaps between Human
resource practice and the scientific research in the area of employee attitudes in general and
the most focal employee attitude in particular –Job satisfaction: the causes of employee
attitudes, the result of positive or negative job satisfaction and how to measure and influence
employee attitudes. Suggestions for practitioners are provided on how to close the gaps in
knowledge and for evaluating implemented practices.

Worrell9(2004)examined and described the levels of Job Satisfaction and relationship

between the variables in a national sample of school psychologists belonging to the National
Association of School Psychologists (NASP). Data were collected through mailed survey
packets including a data form including Minnesota Satisfaction Questionnaire. 234 full time
practitioners responded. Result indicated that 90% of school psychologists were satisfied or
very satisfied with their jobs. The findings showed a gradual increase in overall satisfaction
when compared to 1982 and 1992 that reported being satisfied or very satisfied with their
jobs. Participants in the current sample were more satisfied with their job security,
independence and creativity.

Santhapparaj10(2005)studied the Job Satisfaction of the women managers working in auto

mobile Manufacturing Industry in Malaysia. It was based on primary survey from 200
women managers. The study investigated the relationship between specific aspects of Job
Satisfaction and the personal characteristics of women managers. It was also aimed to retest
the Herzberg’s Two-Factors theory. The correlation analysis showed that there was a
significant negative correlation between education level and pay, promotion people on
present job and job in general. The percentage of overall satisfaction was 75.59%. The results
did not support the Hezberg’s theory and concluded thatno separate and distinct factors lead
to job satisfaction or dissatisfaction, but if they were together contributed to job satisfaction
or dissatisfaction. The study reveals that there was a need for change in the
ORGANIZATIONAL culture and the management should create the environment for social
and ORGANIZATIONAL network. The factor which was relatively less satisfied was the
pay and this can be improved only through dialogue which involve cost to the organization
and the less level of satisfaction on present job could be easily improved by job rotation,
providing challenging job and so on.

Santhapparaj,11et.al. (2005)were assessed the job satisfaction of the women managers

working in auto mobile industry in Malaysia based on primary survey from 200 woman
managers. The result showed that female managers were generally satisfied with their job.
Highest level of satisfaction occurs in the areas of supervision, job in general, and present job
and present pay. However, relatively more number of women managers was dissatisfied with
their co-workers, pay and present job. The correlation analysis showed that there was a
significant negative correlation between age, education and various job factors that determine
the job satisfaction.

Rajesh12(2007)studied the Quality of Work life and Job satisfaction in 10 IT Companies

professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The objectives of the
study were to explore the levels of Job Satisfaction and relationship between demographic
characteristics and satisfaction, to find differences exists between demographic characteristics
with overall Job Satisfaction, to identify specific Indicators that causes dissatisfaction and to
examine the hierarchy of needs among IT Professionals. The questionnaire was administered
to collect primary data. The study revealed that higher income groups and higher experienced
were the most dissatisfied with Job Security. It was also showed that the most satisfied
employees in IT Industry were of Hyderabad, followed by Chennai and Bangalore
respectively.

Chen and Silverthrone13(2008)examined the relationship between Locus of Control (LOC)

and the work-related behavioural measures of job stress, Satisfaction and performance of
professional accountants who work for Certified Public Accountant (CPA) firms in Taiwan.
The main objective of the study was to assess how LOC impacts individuals and behaviour in
the work place in three primary areas: Job Stress, Job Satisfaction and Job performance. A
total of 620 survey instruments were mailed to 310 Certified Public Accountant firms in
Taiwan with two surveys sent to each firm. The findings indicated that one aspect of an
accountant’s personality, as measured by locus of control, plays an important role in
predicting the level of Job satisfaction, stress and performance. Individuals with a higher
internal locus control are more likely to have lower levels of job stress and higher levels of
job performance and satisfaction.

O’Leary, Patrick, et.al14(2008)studied the relationship between job characteristics and job
satisfaction amongst physicians in Russia. This research included rewards, other people,
nature of work and ORGANIZATIONAL context. The instrument used in this study was
based on the Physicians work-life survey (PWS) created by Konrad et.al (1999) and
representing the Society for General Internal Medicine. The survey was distributed to
physicians in four Russian cities. The sample included2,325 physicians. The research had a
large number of female respondents. The study found that the male doctors report higher
levels of Job satisfaction than Female doctors and polyclinic doctors report higher level of
satisfaction than those employed by Hospitals. The majority of doctors are satisfied with
patient’s relationship, colleagues and staff relationship, and prestige and the majority of
physicians were dissatisfied with administration and time constraints. The dissimilar finding
in the study was that women physicians appear more likely to be satisfied with their
compensation than do their male counterparts. The study also found that doctors were more
likely to be satisfied if they maintained clinical autonomy, if they were paid well, if they did
not have excessive bureaucratic interference.

Origo and Pagani15(2008)investigated the relationship between flexibility and Job

Satisfaction. In their analysis they verified whether various aspects of flexibility namely
functional and quantitative flexibility, produce different impact on overall extrinsic and
intrinsic Job Satisfaction. They also tested whether the impact of flexibility on Job
Satisfaction varied with workers characteristics. Empirical evidence was based on a
representative sample of European employees taken from a specific wave of the Euro
barometer Survey. The study found that there was a positive link between functional
flexibility and Job Satisfaction and there was either no effect or a negative impact of
quantitative flexibility. The positive impact of functional flexibility was greater when
compared to the satisfaction for intrinsic aspects of the job. Estimate by workers
characteristics highlighted interesting differences by age, skill and country of residence.
 REFERENCES

1. Singh, M and Pestonjee, D M (1990), “Job Involvement, Sense of Participation and

Job Satisfaction: A Study in Banking Industry”; Indian Journal of Industrial Relations,
Vol. 26, No. 2, pp. 159-165.
2. Balgir, A S (1991) “Factors for Continued Long Service of Indian Managers”, Indian
Management, Vol. 30, No.6, pp. 8-11.
3. Mathew, J E, (1991),” A Cross Level Non Recursive Model of the Antecedents of
ORGANIZATIONAL Commitment and satisfaction”; Journal of Applied Psychology,
Vol. 76, no. 5, pp. 607-618.
4. Mehra, G and Mishra, P C (1991), “Mental Health as a Moderator variance
able of Intrinsic Job Satisfaction and Occupational Stress”; Psychological Studies,
Vol. 36, no. 3, pp.198-202.
5. Dhar, W and Jain, R (1992), “Job Involvement, Job Satisfaction and some
Demographic Correlates: A Study of Academicians”; Indian Journal of Psychology,
Vol. 67, no. 1, pp. 5-10.
6. Sayeed, O B, (1992), “ORGANIZATIONAL Effectiveness-Relationship with Job
Satisfaction Facets, Productivity”; Vol. 33, no. 3, pp. 422-429.
7. Rama Devi, V.,(1997), Faculty Job Satisfaction and their views on Management-
Study of Two Universities in Andhra Pradesh, Unpublished Ph.D. thesis in
Commerce, Submitted in S.K. University, Anantapur.
8. Sarri, Lise M and Judge, Timothy A (2004), Employee attitudes and Job
Satisfaction, Human Resource management, Vol.43, No. 4, PP. 395-407.
www.interscience.willey.com
9. Worrell, Travis G (2004), School Psychologist’s Job Satisfaction: Ten Years Later;
Doctoral Thesis, Blacksburg, Virginia. www.scholar.lib.vt.edu/thesis/ available/
etd.05252004.
10. Santhapparaj, A.Solucis, Srinivasan, Jayashree and Ling, Koh Lay (2005), Job
Satisfaction among Woman Managers in Malaysian Manufacturing Sector, Journal of
11. Applied Sciences, Vol. 5, No. 9, pp. 1553-1558.
12. Solucis Santhapparaj, A, Jayasree sreenivasan and Ling, Koh Lay (2005), Job
Satisfaction among Woman Managers in Malaysian Automobile Manufacturing
Sector; Journal of Applied Science, Vol. 5, No. 9, pp. 1553-1558.
13. Rajesh, M Jashu, (2007), Quality of Work Life and Job Satisfaction in Information
Technology Industry, unpublished Ph.D. Thesis, S.K. University.
14. Chen, Jui-Chen and Silverthrone, Colin (2008), The Impact of Locus of control on job
stress, job performance and job satisfaction in Taiwan, Leadership & Organization
Development
15. Journal, Vol. 29, No. 7. http://www.emeraldsight.com/0143-7739.htmaccessed on
12/5/2011.
16. O’Leary, Patrick., Wharton Natalia and Quinlan, Thomas, (2008), Job Satisfaction of
Physicians in Russia, International Journal of health Care quality assurance, Vol. 22,
No. 3, pp. 221-231. http://www.emeraldsight.com/0952-6862.htmaccessed on
12/5/2011
17. Origo, Federica and Pagani, Laura, (2008) Work Flexibility and Job Satisfaction:
Some Evidence from Europe, International Journal of Manpower, Vol. 29, No. 6, pp.
539-566.

INDUSTRIAL PROFILE
“The winning organization will be those who regularly outperform competition. They have a
stable consistent strategy. A stable strategy does not mean static strategy, rather it means
following a broad philosophy and continuous improvement in how strategy is manifested.
Incorporating the expected market requirements and the customer needs”

Aluminium Industry in India is a highly concentrated industry with the top 5 companies
constituting the majority of the country's production. With the growing demand of aluminium
in India, the Indian aluminium industry is also growing at an enviable pace. In fact, the
production of aluminium in India is currently outpacing the demand.

Though India's per capita consumption of aluminium stands too low (under 1 kg) comparing
to the per capita consumptions of other countries like US & Europe (range from 25 to 30
kgs), Japan (15 kgs), Taiwan (10 kgs) and China (3 kgs), the demand is growing gradually. In
India, the industries that require aluminium most include power (44%), consumer durables,
transportation (10-12%), construction (17%) and packaging etc. Aluminium Production in
India

India is world's fifth largest aluminium producer with an aluminium production competence
of around 2.7 million tones, accounting almost 5% of the total aluminium production in the
world. India is also a huge reservoir of Bauxite with a Bauxite reserve of 3 billion tones.
The Production India lies at the eighth position in the list of leading primary aluminium
producers in the world. India saw a significant growth in aluminium production in the past
five years. In 2006-07, the production target of aluminium in India laid by the Ministry of
Mines, Government of India was 1,153 KT, which was augmented to 1,237 KT in the next
year (2007-08). Due to the growing demand from the construction, electrical, automobiles
and packaging industry, the production of aluminium also hiked up. In FY 09, the total
aluminium production in India was around 1.35 tonnes.

The Consumption After a stagnant consumption of primary aluminium in India from the end
of 1990s to 2002 (when the consumptions were between 500 – 600 KT), it started rising
sharply since 2002. The consumption reached at 1,080 KT in 2006. The consumption of
aluminium in India is dominated by the industries like power, infrastructure, and
transportation etc.
Mission
“To relentlessly pursue the creation of superior shareholder value by exceeding customer
expectations profitably unleashing employee potential and being a responsible corporate
citizen, adhering to our values”.

Vision

“To be a premium metals major, global in size and reach with the passion for excellence”

Values

Commitment

Alacrity

Respect for the individuals

Transparency

Honesty

Ethical conduct

Customer focus

Strategic Objectives

The Company recognizes that the conduct and effectiveness of an organization are mainly
anchored to the quality of its workforce. In order to fulfill its purpose and to achieve its
objectives the company requires commitment and dedication of its employees who place high
value not only in the interest of the company but also in the interest of other individual
entities.

The objectives are

 To operate at a level of profitability, this will ensure the long term economic viability of
the company by providing a return on equity, which compares favorably with other
industries of similar capital intensity and risk which will enable the company to attract
adequate to support its growth.

 To aspire towards a high level of operating, technical and marketing excellence, and to
make the optimum use of assets, this will ensure a strong competitive position in the
markets served by the company.
 To strive to satisfy customers by integrating their needs into the company products and
services with efficiency and professionalism and to give the best value to them by
promoting quality products.

 To improve the process of managing the company affairs through proper planning, timely
implementation of plans and regular performance reviews.

 To sustain an organization of able and committed employees and to provide them with
opportunities for growth and advancement.

 To foster a culture of innovation with the application of new ideas and methods to solve
business problems and seize opportunities.

 To recognize and seek to balance the interest of shareholders, employees, customers,

suppliers, government as well as the public at large.

 To uphold the highest standards of integrity in the conduct of all phases of business.

The Indian aluminium industry is dominated by four or five companies that constitute the
majority of India's aluminium production. Following are the major players in the Indian
aluminium industry:

 Hindustan Aluminium Company (HINDALCO)

 National Aluminium Company (NALCO)Bharat Aluminium Company (BALCO)

 MALCO

 INDAL

HINDALCO: Hindalco is the biggest player in the aluminium industry in India with around
39% of market share. An Aditya Birla Group flagship company, Hindalco has its aluminium
plant at Renukoot in Uttar Pradesh. It has various aluminium products with a market share of
42% in primary aluminium, 20% in extrusions 63% in rolled products, 31% in wheels and
44% in foils.

STERLITE INDUSTRIES: The aluminium business of Sterlite Industries Limited

comprises of two Indian aluminium giants – BALCO and MALCO. While BALCO is a
partially integrated, MALCO is a fully integrated producer of aluminium. Sterlite has got a
market share of around 32%.

NALCO: It is also one of the leading aluminium producers in India. Government of India has
a stake of 87.15% in this company. Its aluminium refinery is located at Damanjodi. It also has
a smelter located at Angul, Orissa. Currently, NALCO is concentrating on a capex
programme to increase its production from 345,000 tonnes to 460,000 tonnes. National
Aluminium Company (NALCO)
NALCO is one of the largest integrated aluminium producers in Asia. The Government of
India holds 87.15 per cent stake in the company. The company has an alumina refinery at
Damanjodi and a smelter at Angul in Orissa. Currently, NALCO has undertaken a capex
programmed of Rs.41 billion to increase aluminium production capacity to 460,000 tons from
345,000 tons, and also to enhance the capacity of its mining, refining and power generation
operations.
Sterlite Industries Ltd (Vedanta)
Sterlite Industries Aluminium business comprises of two operating companies, BALCO and
MALCO. BALCO is a partially integrated aluminium producer with two bauxite mines, one
refinery, two smelters, a fabrication facility and two captive power plants at Korba in central
India. MALCO is a fully integrated producer with two bauxite mines, a captive power plant
and refining, smelting and fabrication facilities at Mettur in southern India. The primary
products are aluminium ingots, rods and rolled products.
The smelters at BALCO and MALCO produced 380,000 tons in FY 2007, marginally higher
than the rated capacity. The parent company Vedanta is coming up with a 5 lakh ton smelter
in Jharsuda, Orissa. The project is in advance state and is expected to be operational by the
year 2009.
Aluminium Companies in India
 Hindalco
 Hindustan Zinc
 Jindal Stainless
 Kennametal India
 Nalco
 Malco
 Ratnamani Metals
 Sujana Metal Products
 MAJOR PRODUCTION COUNTRIES

Production in ‘000 t
Countries
2008 % of total 2014 % of total

China 13,695 34 21,481 43

Russia 4,191 10 3,712 7
Canada 3,124 8 756 2
USA 2,658 7 1,754 3
Australia 1,978 5 1,727 3
Brazil 1,661 4 1,684 3
Norway 1,383 3 1,195 2
India 1,348 3 3,958 8
Dubai 899 2 1026 2
Others 9,194 23 13,042 26
Total 40,131 100 50,335 100

MAJOR CONSUMING COUNTRIES

Production in ‘000 t
Countries
2008 % of total 2014 % of total
China 12,604 34 22,088 44
USA 5,147 14 5,505 11
Japan 2,319 6 2,259 4
Germany 1,929 5 2,054 4
Middle East 1,459 4 2,030 4
India 1,089 3 3,800 8
Italy 951 3 869 2
South Korea 937 3 1297 3
Brazil 933 3 1,198 2
Others 10,051 24 9,551 19
Total 37,419 100 50,651 100
History of Aluminium Industry
Humankind came across aluminium long before the metal we know today was produced. The
Natural History by Pliny the Elder, a Roman scientist, told the story of a first century
craftsman presenting a cup made of an unknown metal looking like silver, but too light to be
sliver, to Tiberius, the Roman Emperor.Aluminium began to be used in various ways at the
turn of the XIX and XX centuries which created an incentive for development in a new range
of industries.

Alfred Nobel ordered the creation of Le Migron, the first passenger boat to use an aluminium
hull, in Switzerland, 1891. Three years later the Scottish shipbuilding yard Yarrow & Co
created a 58 metre torpedo boat made of aluminium named Sokol. Sokol was made for the
Russian Empire's Navy and accelerated to a speed of 32 knots, a record speed for the time.
In 1894 in New Haven, New York, Hartford Railroad, the American rail company then
owned by banker John Pierpont Morgan (J.P. Morgan), started to produce special lightweight
passenger railroad cars with aluminium seats. Just 5 years later, Karl Benz presented the first
sports car with an aluminium body at an exhibition in Berlin.

Increased aluminium production volumes globally and demand for the metal resulted in
aluminium becoming an exchange commodity in the 1970s. In 1978, the exchange trade for
aluminium contracts started on the London Metal Exchange ("LME"), the oldest exchange in
the world, established in 1877. Since then the price for primary aluminium became uniform
all over the world and was formed during exchange trade on the LME.

Aluminium production was growing steadily worldwide and reached 19 million tonnes by the
beginning of the 1990s. The role of China started to become more important with the centre
of the world's production gradually drifting to its territory. Domestic aluminium production in
China at the time did not exceed 900 thousand tonnes, but it was growing rapidly, supplying
their own needs. The aluminium production facilities in Russia reached 3.5 million tonnes
annually, but the country lived through the dissolution of the Soviet Union and subsequent
economic collapse. As Russia began to change their economic model aluminium production
growth slowed.

China's production grew past Russia's in 2002 exceeding 4.3 million tonnes. 26 million
tonnes of aluminium were produced worldwide at that time. Hereafter, aluminium production
in China grew at priority rates. It reached almost 10 million tonnes by 2006, one third of total
global production volumes.
 Challenges for the world aluminium industry began in 2008 during the global
financial crisis. The aluminium industry was confronted by an overproduction crisis for the
first time in its history as a result of the stock market collapse and as a consequence
experienced a 50% drop in the price of aluminium. Millions of tonnes of aluminium
accumulated in storage facilities worldwide. Exchange traders showed interest in them:
financial deals with the metal became a profitable investment.

The crisis of 2008-2009 led to large-scale closures of smelters belonging virtually to

all Western aluminium companies. At the same time, metal production continued to grow
throughout the world. Producers in China and the Middle East moved in the opposite
direction and ramped up production.

In 2013, the global aluminium industry made fresh gains with production exceeding
50 million tonnes. Further industry development is intimately connected with the growth of
consumption as a result of further urbanization and industrialization globally. Aluminium will
be more actively replacing heavier steel in the automotive industry and a more expensive
copper in electrical engineering. According to forecasts, the demand for aluminium will
exceed 80 million tonnes by 2023.

Technical progress in the industry will continue and basic processes will improve
creating new alloys. Today the Soderberg process is being improved as well the development
of the inert anode and cell operating capacity increases in terms of amperage. All these
developments are aimed at increasing environmental and economic efficiency. At the same
time, new alloys are being developed so that aluminium can find new application niches.
As you can see, the history of aluminium's development and the industry is very unique. This
metal has remained an enigma for millennia and became the most popular structural material
in just a century of existence.
COMPANY PROFILE
Sree Venkiteswara Aluminium Company is the renowned aluminium vessel
manufacturing company based at ALOOR, THRISSUR (District). It is also a proprietorship
concern managed by Mr. N M Wilson. This unit was established in 1998 under KK&VI
Board Approved. The company has got its own modernised manufacturing to their complete
satisfaction.

All the grades of vessels manufactured at attained accessibility within the lunch
period itself and the unit recorded substantial demand for supply from various quarters
around the country. The company is maintaining record production, profit and customer
satisfaction, since its inception.

The company have a well established quality management system and has recognised
the same, in line with the requirement of ISO 9001-2000. The company has established its
reputation for its commitment in satisfying their dealer's requirementin terms of offering
quality VESSELS strictly adhering to the specification demanded with better margin and
timely delivery over the years of production and supply undertaken, instance of rejection or
adverse comments has been recorded

Objectives Of The Company

• To increase the productivity

• Timely action against customer fixed back
• To increase the productivity
• To increase total involvement of people

Present Status Of The Company

Mr. N.M Wilson is the head of the company. Mr Sudheer is the department Head. Miss
Beena is also department head and Accountant. Mr. Sajeesh is the production Manager and
the company constitutes of many workers.

Competitors
Sree Venkiteswara Aluminium Company has a wide range of vessels. Main competitors are
Anna Aluminium, Prestige and Lord Krishna
 DATA ANALYSIS

TABLE NO. 6.1: WORKING EXPERIENCE OF EMPLOYEES

EMPLOYEES NO OF RESPONDENTS PERCENTAGE
Below 2 years 10 20%
2-5 years 14 28%
Above 10 years 26 82%
Total 50 100

CHART NO. 6.1: WORKING EXPERIENCE OF EMPLOYEES

0.9

0.8

0.7

0.6

0.5
Series1
0.4 Series2
0.3

0.2

0.1

0
Below 2 years 2-5 years Above 10 years

INTERPRETATION
From the above table, 20% of employees have the working experience below 2 years
and 28% in between 2-5 years, at the time 82% employees’ work above 10 years in this
institution
TABLE NO. 6.2: SATISFACTION OF EMPLOYEES IN TRAINING AND
PROGRAMMES

OPINION NO OF RESPONDENTS PERCENTAGE

Highly Satisfactory 18 36%

Satisfied 20 40%

Dissatisfied 12 24%

Total 50 100

CHART NO. 6.2: SATISFACTION OF EMPLOYEES IN TRAINING AND

PROGRAMMES

0.45

0.4

0.35

0.3

0.25
Series1
0.2
Series2
0.15

0.1

0.05

0
Highly Satisfac- Satisfied Dissatisfied
tory

INTERPRETATION
From the above table 36% of employees are highly satisfied in training programmes, 40% of
employees satisfied and 24% dissatisfied. .
This opportunity can be gained by the employee during the training that is provided. If the
employee’s growth remains stagnant then it is a cause of worry to the Company. So the
employee should grab an opportunity and the company should provide good opportunity to
the employees so that it will enhance their skills.
TABLE NO. 6.3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF
INSTITUTION
OPINION NO OF RESPONDENTS PERCENTAGE
Good 36 72%
Bad 8 16%
Average 6 12%
Total 50 100

CHART NO. 6.3: OPINION OF EMPLOYEES IN SAFETY MEASURES OF

INSTITUTION

0.8

0.7

0.6

0.5
Series1
0.4
Series2
Series3
0.3

0.2

0.1

0
1 2 3

INTERPRETATION
Form the above table 72% of employees had good opinion about the safety measure and 16%
had bad opinion, same time 12% employees had average safety measure only provided.
The above observation reveals that Safety measures provided to the Employees of company
are good and is up to the satisfaction level.About 16% of the total employees are not that
satisfied with the safety measures provided Employees are provided with shoes raincoat,
masks and goggles.

TABLE NO. 6.4: SATISFACTORY LEVEL OF EMPLOYEES LEAVE

PROVIDED
SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE
Highly satisfactory 20 40%
Satisfied 22 44%
Dissatisfied 8 16%
Total 50 100

CHART NO. 6.4: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

0.5

0.45

0.4

0.35

0.3

0.25 Series1
Series2
0.2

0.15

0.1

0.05

0
Highly satisfactory Satisfied Dissatisfied

INTERPRETATION
From the above table 40% of employee highly satisfied in their leave provided, 44% are
satisfied and 16% dissatisfied.

TABLE NO. 6.5: SHOWING WHETHER THE JOB OFFER TO REALISE

EMPLOYEES APPLICATION AND AMBITION
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 12 24%

No 8 16%

Can’t say 30 60%

Total 50 100

CHART NO. 6.5: SHOWING WHETHER THE JOB OFFER TO REALISE

EMPLOYEES APPLICATION AND AMBITION

0.7

0.6

0.5

0.4
Series1
0.3 Series2

0.2

0.1

0
Yes No Can’t say
INTERPRETATION
From the above table 24% of employees are satisfied and 16 % are dissatisfied also 60% of
employees are not answered the question.

TABLE NO. 6.6: SHOWING WHETHER EMPLOYEES TO GET ANY CHANCE TO

BE INVOLVED AND IDENTICAL WITH GOAL AND IMAGE
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 14 28%

No 6 12%

Can’t say 30 60%

Total 50 100

CHART NO. 6.6: SHOWING WHETHER EMPLOYEES TO GET ANY CHANCE TO

BE INVOLVED AND IDENTICAL WITH GOAL AND IMAGE

0.7

0.6

0.5

0.4
Series1
0.3 Series2

0.2

0.1

0
Yes No Can’t say

INTERPRETATION
From the above table 8% of employees to get chance to be involved and identified with goal
and image. 12% should not get chance and 60% of employees are not answered the question

TABLE NO. 6.7: SHOWING WHETHER EMPLOYEES TO GET A CHANCE IN

PART OF DECISION MAKING
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 30 60%

No 6 12%

Can’t say 14 28%

Total 50 100

CHART NO. 6.7: SHOWING WHETHER EMPLOYEES TO GET A CHANCE IN

PART OF DECISION MAKING

0.7

0.6

0.5

0.4
Series1
0.3 Series2

0.2

0.1

0
Yes No Can’t say

INTERPRETATION
From the above table 60% of employees get chance to be involved in decision making 12%
should not get chance and 28% of employees are not answered the question.

TABLE NO. 6.8: SHOWING WHETHER EMPLOYEES FEELS GOOD TEAM

SPIRIT EXIST IN YOUR WORK ENVIRONMENT
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 20 40%

No 10 20%

Can’t say 20 40%

Total 50 100

CHART NO. 6.8: SHOWING WHETHER EMPLOYEES FEELS GOOD TEAM

SPIRIT EXIST IN YOUR WORK ENVIRONMENT

0.45

0.4

0.35

0.3

0.25
Series1
0.2 Series2

0.15

0.1

0.05

0
Yes No Can’t say

INTERPRETATION
From the above table 40% of employees feels the good team spirit, 20% should not feel and
40% of employees are not answered the question.

TABLE NO. 6.9: SHOWING WHETHER EMPLOYEES TO GET PROPER

PROMOTION AND GROWTH OPPORTUNITIES
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 34 68%

No 6 12%

Can’t say 10 20%

Total 50 100

CHART NO. 6.9: SHOWING WHETHER EMPLOYEES TO GET PROPER

PROMOTION AND GROWTH OPPORTUNITIES

0.8

0.7

0.6

0.5

Series1
0.4
Series2
Series3
0.3

0.2

0.1

0
1 2 3

INTERPRETATION
From the above table 6% employees to get proper promotion and growth opportunities, 12%
of employees should not get, 20% employees are not answered the question.

TABLE NO. 6.10: SHOWING WHETHER SUPERVISOR LISTEN TO THE

OPINION AND SUGGESTIONS
OPINION NO OF RESPONDENTS PERCENTA
GE
Yes 28 56%

No 8 16%

Can’t say 14 28%

Total 50 100

CHART NO. 6.10: SHOWING WHETHER SUPERVISOR LISTEN TO THE

OPINION AND SUGGESTIONS

INTERPRETATION
From the above table 56% of employees are agreed that supervisor listen to their opinions
and suggestions, but 10% employees are disagree and 28% employees are not answered the
question.

TABLE NO. 6.11: SATISFACTION LEVEL OF EMPLOYEES IN OVERALL

ALLOWANCES
OPINION NO OF RESPONDENTS PERCENTAGE

Yes 24 48%

No 16 32%

Can’t say 10 20%

Total 50 100

CHART NO. 6.11: SATISFACTION LEVEL OF EMPLOYEES IN OVERALL

ALLOWANCES

INTERPRETATION
From above table 48% of employees satisfied the overall allowances, 32% should not
satisfied and 20% of employees are not answered the question.

TABLE NO. 6.12: OPINION OF EMPLOYEES REGARDING BEHAVIOUR AND

SUPPORT OF MANAGEMENT
OPINION NO OF RESPONDENTS PERCENTAGE
Good 38 76%
Bad 4 8%
Average 8 36%
Total 50 100

CHART NO. 6.12: OPINION OF EMPLOYEES REGARDING BEHAVIOUR AND

SUPPORT OF MANAGEMENT

INTERPRETATION
From above table 76% of employees are shared a good experience and 8% in a Bad level,
16% in average level.
TABLE NO. 6.13: SHOWING WHETHER THE EMPLOYEES SATISFIED WITH
WORK FACILITATES PROVIDED BY THE COMPANY

SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE

Highly satisfactory 18 36%
Satisfied 20 40%
Dissatisfied 12 24%
Total 50 100

CHART NO. 6.13: SHOWING WHETHER THE EMPLOYEES SATISFIED WITH

WORK FACILITATES PROVIDED BY THE COMPANY

INTERPRETATION
From the above table 36% of employees are highly satisfied and the work facilities provided
by the company. 20% are satisfied and 24% of employees are not satisfied

This particular question is taken to find out whether the employees are satisfied with the infrastructure

or not. As we can see in the graph that 46%of the employees are satisfied with the infrastructure
provided. At Sree Venkiteswara alot of importance is given to house Keeping. The department who

follows The Housekeeping Concept is been awarded by the works manager. The employees of the

company have a good infrastructure / Good working conditions are provided with necessary facilities

and adequate space to work efficiently.

TABLE NO. 6.14: SATISFACTORY LEVEL OF EMPLOYEES IN WORKING

RELATIONSHIP WITH THEIR SUPERVISOR
SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE
Highly satisfactory 10 16%
Satisfied 38 74%
Dissatisfied 2 4%
Total 50 100

CHART NO. 6.14: SATISFACTORY LEVEL OF EMPLOYEES IN

WORKING RELATIONSHIP WITH THEIR SUPERVISOR
0.8

0.7

0.6

0.5

0.4 Series1
Series2
0.3

0.2

0.1

0
Highly satisfactory Satisfied Dissatisfied
INTERPRETATION
From the above table 16% of employees are highly satisfied the working relationship with
their supervisor and 76% satisfied and 4% is dissatisfied.
From the above tabular form, it is observed that supervisor spends adequate time to inform
the employees.

The departmental head supervisor his staff members and guides them if they have any kind of
problem pertaining to their work. Any employee who is very competent is sent for training.
To some of the reputed institutions to acquire skills and implement it in his work where ever
required.

TABLE NO. 6.15: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE
Highly satisfactory 44 88%
Satisfied 2 4%
Dissatisfied 4 8%
Total 50 100
CHART NO. 6.15: SATISFACTORY LEVEL OF EMPLOYEES LEAVE PROVIDED

INTERPRETATION
From the above table 88% is highly satisfied on companies’ motivational programmes and
4% satisfied and 8% dissatisfied.

TABLE NO. 6.16: SHOWING WHETHER THE EMPLOYEES SATISFIED WITH

THE TIME OF THE JOB
SATISFACTORY LEVEL NO OF RESPONDENTS PERCENTAGE
Highly satisfactory 36 72%
Satisfied 4 8%
Dissatisfied 10 20%
Total 50 100
CHART NO. 6.16: SHOWING WHETHER THE EMPLOYEES SATISFIED WITH
THE TIME OF THE JOB

INTERPRETATION
From the above 72% of employees highly satisfied with the working time 8% satisfied and
20% dissatisfied.

TABLE NO. 6.17: OPINION OF EMPLOYEES REGARDING REFRESHMENT AND

RECREATION FACILITIES

OPINION NO OF RESPONDENTS PERCENTAGE

Good 40 80%
Bad 4 8%
Average 6 12%
Total 50 100
CHART NO. 6.17: OPINION OF EMPLOYEES REGARDING REFRESHMENT
AND RECREATION FACILITIES

INTERPRETATION
From the above table 80% of employees have good opinion about refreshment and recreation
facilities and 8% have bad opinion and 12% have average opinion.
TABLE NO. 6.18: OPINION REGARDING MANAGEMENT SUPPORT IN
EMPLOYEES SUGGESTIONS AND GRIEVANCES
OPINION NO OF RESPONDENTS PERCENTAGE
Good 6 12%
Bad 4 8%
Average 40 80%
Total 50 100

CHART NO. 6.18: OPINION REGARDING MANAGEMENT SUPPORT IN

EMPLOYEES SUGGESTIONS AND GRIEVANCES

INTERPRETATION
From the above table 12% of employees have good opinion about and regarding management
support in employees’ suggestion and grievances.
TABLE NO. 6.19: LEVEL OF UNDERSTANDING BY THE MANAGEMENT IN
EMPLOYEE NEEDS AND WANTS

OPINION NO OF RESPONDENTS PERCENTAGE

Good 6 12%
Bad 4 12%
Average 38 76%
Total 50 100

CHART NO.6.19: LEVEL OF UNDERSTANDING BY THE MANAGEMENT IN

EMPLOYEE NEEDS AND WANTS
INTERPRETATION
From the above table 12% of employees have good opinion regarding management
understanding of employees need and wants. 12% have bad opinion and 70% having an
average opinion.
This question is asked to see whether the employees are satisfied with the welfare facilities or
not. The employees are provided with many welfare facilities like there are quarters.
Community center, canteen, bus facilities, etc.

TABLE NO. 6.20: SATISFACTION OF EMPLOYEE IN WORK ENVIRONMENT

OPINION NO OF RESPONDENTS PERCENTAGE
Good 36 72%
Bad 6 12%
Average 8 16%
Total 50 100

CHART NO. 6.20: SATISFACTION OF EMPLOYEE IN WORK ENVIRONMENT

INTERPRETATION
From the above table 72% of employees satisfied with the work environment and 12% of
them having bad and 16% having an average satisfaction regarding our statement.

HYPOTHESIS TESTING
CHI-SQUARE TEST
H0: There is no significant relationship between employees’ satisfaction in
work facilities and working relationship with supervisor.
H1: There is significant relationship between employees’ satisfaction in work
facilities and working relationship with supervisor.

OBSERVED FREQUENCIES
OBSERVED HIGHLY SATISFIED DISSATISFIED TOTAL
FREQUENCY SATISFIED
Employees work facilities 18 20 12 50

Employees work relationship 10 38 2 50

with supervisor

Total 28 58 14 100
CHI-SQUARE= ∑ (0-E) 2/E
O= Observed Frequency
E= Expected Frequency
Expected Frequency= Row Total/Column Total * Grand Total

O E O-E (O-E)2 (O-E)2/E

18 50*28/100=14 4 16 1.142

20 50*58/100=29 -9 81 2.793

12 50*44/100=7 5 25 3.571

10 50*28/100=14 -4 16 1.142

40 50*58?Z9=29 11 121 4.172

∑ (O-E) 2/E= 12.82

Degree of Freedom= (c-1) (r-1)
5% level of significance= 2
Table value = 5.991

COMMENT
As the calculated value is more than table value. Therefore null hypothesis is
rejected and it concluded that there is significant relationship between
employees’ satisfaction in work facilities and working relationship with
supervisor.
 FINDINGS AND SUGGESTIONS AND CONCLUSION

7.1 FINDINGS AND SUGGESTIONS

 Majority of the employees know the overall goals of the company.

 Most of employees are highly satisfied (88%) with motivational programmes
provided by the company.
 Only 16% of employees are dissatisfied with the leave and other conditions provided
by the company.
 Majority of the employees are dissatisfied with the chance to be involved and
identified with the goal and image.
 Majority of employees are satisfied with the allowances provided by the company.
 Higher portion of employees are satisfied with the promotion and growth
opportunities provided by the company.
 Most of the employees always get a chance a part of decision making (60%).
 Majority of employees satisfied (40%) with the good team exist in the organization.
 Majority of employee’s opinion are the superior listen to their opinion and suggestion.
 Only 16% of employees are not to get enough time to spend with your family on leave
occasion.
 Most of employees satisfied (72%) the time of the job.
 24% employees dissatisfied the training programmes conducted by the company.
 Majority of employees have a good opinion about safety measures provided by
institution (72%).
 Most of employees get proper promotion and growth opportunities (68%).
 Some of the employees had bad opinion about behaviour and supper of management
(8%).
 Majority of employees satisfied (70%) the working relationship with their
supervision.
 Majority of employees satisfied the refreshment and recreation facilities.
 The supervisor/HOD should give regular feedback on performance by holding informal
meetings with each individual. HOD should appreciate and encourage employees to work
hard.(70%)
 If the top management is not able to keep any promises it should give the reason why
it has not able to keep promises .This information should be communicated to all
employees.
 All the employees should be treated equally and there should not be any bias
treatment.
 If an employee has gained additional skill he should be assigned task so that he can
utilize his skills.
 The administration policies should be updated so that all the employees are aware of
the policies.
 HR should convince the employees and make them believe that HR department is for
their wellbeing. Besides staff meetings HR should conduct social gatherings for all
departments so that the relation between HR and the employees will improve .This
will help the employees to express their problems freely and frankly.
 The training needs of the employees should be reviewed at least twice a year. Based
on that training programs should be conducted to all the employees.
 Day to day work related training should be provided that is 80% job related and 20%
on management skills.
 Conduct the workshop on team development. So that all employees are aware of the
benefits of teamwork.
 Yet more concentration or more measures should be taken for the safety.
 Job related training should be given once in 6 months.
 If the employees request for facilities such as phone, printer etc.; it should be checked
whether it this really necessary and it should be provided.
 Opportunity should be given to the employees to express their views, ideas.
 Cultural activities should be held to further motivate the employees to attain the
goal.
 Communication method should be improved; it should be easily under stable by each
employee.
 In case of vacancy, advertisement should be made within the company and internal
recruitment should be given more preference over external recruitment .This will give
the employees opportunity for career development and increase loyalty.
 Management have to make effective communication channels in the firm.
 Management should take remedial measures to improve general working condition of
the firm there by employees will be satisfied in their job.
 Management should take proper care to maintain employee-employer relationship.
 Proper guidance and counselling should be provided to the employees so that their
mental satisfaction can be improved.
 Management should provide proper safety measures in the organization, so the
employees will be secured in the job.
 Management should provide promotional facilities to the employees then only they
will be motivated in the job.
 Management should provide proper leave to the employees.
 Management should take effective welfare measure-s to meet industry standards.
 Management should provide more opportunities to employees in order to participate
in decision making.
7.3 CONCLUSION

As a part of our project work, I got an opportunity to spend a period of 30 days in SREE
VENKITESWARA ALUMINIUM COMPANY, ALOOR It helped me to analyse the
working of the organization which helped as to convert our theoretical knowledge into
practical.
Following are the dimensions of employee satisfaction

 Employee retention
 Productivity
 Customer satisfaction
 Profitability.
All the above mentioned factors are obtained only if the employees are satisfied. And
organization has improved the welfare facilities to enhance the working condition.

Management must aware of the needs and expectations of the employees. Every employee
wants higher status, salaries and more opportunities to make his future bright and make his
life more and more comfortable.

The present study is an earnest attempt to determine employee’s satisfaction in SREE

VENKITESWARA ALUMINIUM COMPANY, ALOOR . It is indeed necessary for any
organization to understand the need of their employees and fulfil them before they leave the
organization. If nothing is done by the organization then there are chances to loose talented
employees from any organisation to its competitors. Hence it is necessary for any
organization to ensure employees satisfaction.

From the study it was identified that the most of the employees are satisfied with the job.
Majority of the employees are satisfied with the salary structure, promotional programs,
working condition, allowances provided by the organization. They are also satisfied with the
employer-employee relationship and communication channel in the organization. But still
only 40% of the employees get opportunities to participate in decision making. Also majority
of the employees are not provided with the welfare measures. If the firm concentrates of the
findings and suggestions of their survey, we hopefully believe that the organization can
further bring out their lobar with full satisfaction and obtain good result.

BIBLIOGRAPHY
BOOKS:-

 Dr. Guptha C. Human Resource Management, Sultan Chand and Sons, New Delhi, 2004.
 Rakesh Chopre, Human Resource Management U.K Publishing 2 edition New Delhi,
2004.
 Kothari. C.R, Research Methodology, New Age International Private Ltd, New Delhi,
2004.
 Kelley, T. (2005). Employee satisfaction results in improved profitability,
 Nancy C. Morse, (1977)-Satisfactions in the white-collar job, Ayer publishing.
 Bhatti, K., & Qureshi, T. (2007). Impact of employee participation on job satisfaction,
employee commitment and employee productivity. International Review of Business
Research Papers, 3(2), 54 – 68.
 Potterfield, T. (1999). The business of employee empowerment: Democracy and ideology
in the workplace. Westport, Conn, Greenwood Publishing Group
WEBSITES:-

 www.wikipedia.com
 www.myavathar.com
 www.google.com

ANNEXURE
QUESTIONNAIRE

Iam, MANOJ K.V, BBA Students of JAIPUR University. I have undertaken VI Semester
project work on the topic “Employee Satisfaction”
I am request you to fill in the enclosed questionnaire by giving your candid views in this
regard.It is assured that your identity and other personal details will be kept confidential and
data will be used purely for Academic purpose and will be kept confident. I will be very
much obliged if you spare some time for answering the following questions.

Thank You
Yours thankfully
MANOJ K.V
 Section A
Personal Data:
1. Name(optional):
2. Gender :
a. Male b. Female
3. Designation & Grade:
4. Marital Status:
a. Married b. Unmarried
5. Qualification:
a. Non –Graduate d. Post Graduate
b. Diploma e. Professional
6. Age Group:
a. 18-28 years c.39-48 years
b. 29-38 years d. 49-60 years

 Whether Company Give more concern for production or people?

People Production

 Whether the company give reward to the employee?

Yes No
 Opinion Highly- Satisfied Neutral Dis- Highly-
Satisfied Satisfied DisSatisfied



Provided





of work


Company

Opinion Strongly Agree Neutral Disagree Strongly

Agree Agree


members


and mannerism




SUGGESTIONS

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