CONTENTS

S.NO TITLE PAGE.NO

INTRODUCTION
1

2 COMPANYPROFILE

3 RESEARCHMET
HODOLOGY

4 DATAANALYSISANDI
NTERPRETATION

5 FINDINGSUGGESTIONS
ANDCONCLUSIONS

6 BIBLIOGRAPHY

7 ANNEXURE

1
 LISTOFTABLES

TABLENO: PARTICULAR PAGENO

4.1 Tableshowingthegenderoftherespondent
4.2 Tableshowingthemaritalstatusoftherespondents
4.3 Tableshowingthepositionoftherespondentsinthecompany
4.4 Tableshowingtheexperienceoftherespondentinthecompany

4.5 Tableshowinghowhappytherespondentsisatwork
4.6 Tableshowingdorespondents enjoythecompanyculture
4.7 Tableshowinghowmanyhoursdotherespondentsworkintheco
mpany
4.8 Tableshowingdotherespondentshaveastrongrelationshiptothe
co-workers
4.9 Tableshowinghowdothe
respondentsfeelwhentheyarriveattheofficeinthemorning
4.10 Tableshowinghowistherelationshipbetweentherespondentsan
dthemanager
4.11 Tableshowingweatherthecompanyprovidestransport
service
4.12 Tableshowingwhatisthepersonalgrowthoftherespondents
inthecompany
4.13 Tableshowinghowmanyyearshavetherespondentsbeen
withthecompany
4.14 Tableshowingdotherespondents
haveahealthbenefitsthatareavailabletothem throughthecity
4.15 Tableshowingdoestheworkgivetherespondentsasenseofaccom
plishment
4.16 Tableshowingdoestherespondent isawareofalltheHRpolicies
inthecompany
4.17 Tableshowingthemoraleintherespondentsdepartmentishigh

4.18 Tableshowingthusthecompanyprovidesacanteen
4.19 Tableshowinghowtransparentdotherespondentsfeelaboutthe
management
4.20 Tableshowingdotherespondentsfeelvaluedfortheircontributio
ns
4.21 Tableshowingdothesuperiorscommunicatecompanynewseffec
tivelyandinatimely manner
 LISTOFCHARTS

TABLENO PARTICULARS PAGENO

4.1.1 Chartshowingtheageoftherespondents

4.1.2 Chartshowingthegenderoftherespondents

4.1.3 Chartshowingthemaritalstatusoftherespondents

4.1.4 Chartshowing
thepositionoftherespondentsintheco
mpany
4.1.5 Chartshowinghowmuchexperiencedothe respondentshave

4.1.6 Chartshowinghowhappytherespondentsisat work

4.1.7 Chartshowingdotherespondentsenjoythecompanyculture

4.1.8 Chartshowinghowmanyhoursdotherespondentsworkinthe
company
4.1.9 Chartshowingtowdotherespondentsfeelwhentheyarriveattheoffic
einthemorning
4.1.10 Chartshowingdotherespondentshaveastrongrelationshipwiththeco
-workers
4.1.11 Chartshowinghowisrelationshipbetweentherespondentsand
themanager
4.1.12 Chartshowingwhetherthecompanyprovidesthetransportservic
e
4.1.13 Chartshowingwhatisthepersonalgrowthoftherespondentsintheco
mpany
4.1.14 Chartshowinghowmanyyearshavetherespondentsbeenwiththeco
mpany
4.1.15 Chartshowingdotherespondents
havehealthbenefitsthatareavailabletothem throughthecity

4.1.16 Chartshowingdoestheworkgivetherespondensasenseofaccomplish
ment
4.1.17 Chartshowingthusthe respondentsisawareofallHRpolicies

4.1.18 Chartshowingthemoraleinrespondentsdepartmentishigh

4.1.19 Chartshowingthus thecompanyprovidesacanteen

4.1.20 Chart showing how transparent do the respondents feel about

themanagement
4.1.21 Chartshowingdothe respondentfeelvaluedfortheircontribution
4.1.22 Chartshowingdothesuperiorscommunicatecompanynews
effectivelyandinatimelymanner
 CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION

WHATISHUMANRESOURCES(HR)
Humanresources(HR)isthedivisionofabusinessthatischargedwithfinding,recruiting,screening,andtrainingjobapplic
ants.Italsoadministers employeebenefitprograms.

HRplaysakeyroleinhelpingcompaniesdealwithafast-
changingbusinessenvironmentandagreaterdemandforqualityemployeesinthe21stcentury.

UNDERSTANDING HUMANRESOURCES(HR)

AnHRdepartmentis anessentialcomponentofanybusiness,regardless
ofanorganization’ssize.Itistaskedwithmaximizingemployeeproductivity
andprotectingthecompanyfromanyissuesthatmay arisewithintheworkforce.

HRresponsibilitiesincludecompensationandbenefits,recruitment,retention,firing,andkeepinguptodatewithan
ylaws thatmayaffectthecompanyanditsemployees.

WHATISTHE ROLEOFHUMANRESOURCE
Ahumanresourcesdepartmentisfocusedontherecruitmentandretentionofemployeeswithinacompany.HR
typicallyfinds,hires (andfires),andtrains
employees.Itoverseesemployeerelationsandmanagesbenefitprograms.It’stheplacewhereanemployeegoesw
ithquestionsabouttheirposition atthecompany,toaddress concerns,andtoairgrievances.

WhatArethe5TypesofHumanResources?

TherearenumerousimportanthumanresourcesfunctionscarriedoutbyanHRdepartment.Fivewell-knowntypes
ofresponsibilities are:

 Recruiting,hiring,andonboardingnewemployees 
 Handlingemployeecompensationandbenefits 
 Offeringemployeejob/careerdevelopment
 Addressingwork-relatedissuesofindividualemployees
 Developingpoliciesthataffectaworkingenvironmentcompany-wide

WHATISHUMANRESOURCEMANAGEMENT?
Human resources is used to describe both the people who work for a company or organization and
thedepartmentresponsibleformanagingallmattersrelatedtoemployees,whocollectivelyrepresentoneofthemost
valuable resources in any businesses or organization. The term human resources was first coined inthe
1960s when the value of labor relations began to garner attention and when notions such as
motivation,organizationalbehavior,and selectionassessmentsbegantotakeshapeinalltypesofwork settings.
Human resource management is a contemporary, umbrella term used to describe the management
anddevelopmentofemployeesinanorganization.Alsocalledpersonnelortalentmanagement(althoughthese
termsareabitantiquated),humanresourcemanagementinvolvesoverseeingallthingsrelatedtomanaginganorgani
zation’shumancapital.
Humanresourcemanagementisthereforefocusedonanumberofmajorareas,including:

 Recruitingandstaffing 
 Compensationandbenefits
 Trainingandlearning
 Laborandemployeerelations
 Organizationdevelopment 

Duetothemanyareasofhumanresourcemanagement, itistypicalforprofessionalsinthis
fieldtopossessspecificexpertiseinoneormoreareas. JustafewoftherelatedcareertitlesforHRprofessionalsinclude:

 Trainingdevelopmentspecialist 
 HRmanager 
 Benefitsspecialist 
 Humanresourcegeneralist 
 Employmentservicesmanager
 Compensationand jobanalysisspecialist 
 Traininganddevelopmentmanager 
 Recruiter
 Benefitscounselor 
 Personnelanalyst 

Humanresourcemanagementisabout:
 Addressing current employee concerns: Unlike company managers who oversee the day-to-
dayworkofemployees,HRdepartmentsdealwithemployeeconcernssuchasbenefits,pay,employeeinve
stments, pension plans, and training. Their work may also include settling conflicts
betweenemployeesorbetweenemployees andtheirmanagers. 
 Acquiringnewemployees:Thehumanresourcemanagementteamrecruitspotentialemployees,overs
ees the hiring process (background checks, drug testing, etc.), and provides new
employeeorientation.
 Managing the employee separation process: The HR management team must complete a
specificsetoftasks ifanemployeequits, is fired, oris laidoff.
Paperworkmustbecompletedtoensurethattheprocess was completed legally. Severance pay may be
offered or negotiated, benefits must besettled, and access to company resources must be severed
via the collection of keys, badges,computers,orsensitivematerialsfromtheemployee. 
 Improving morale: Effective HR teams encourage company employees to do their best,
whichcontributestotheoverallsuccessofthecompany.Theirworkofteninvolvesrewardingemployeesf
orgoodperformance andcreatinga positiveworkenvironment.

TheAgendaofToday’sHumanResourceManagementTeam
Intoday’sHRmanagementteammustfocustheoreffortsonfive,criticalareas, accordingtothefollowing
:

 Define and align organizational purpose: A company’s employees must be able to

clearlyarticulate why the company exists in order to achieve a purpose-driven, sustainable, high-
performingorganization.Employeesmustalso understandhowtheireffortsconnect,oralign,withthe
organization’spurpose.
 Recruit the best talent by creating, marketing, and selling an Employee Value
Proposition(EVP): False marketing and misconceptions about an organization are some of the
main reasonswhytheemployer-employeerelationship
fails.Therefore,companiesmustcreate,market,andsellanEVPthatistrue andaccurate
astonotmisleadpotentialemployees.

 Focusonemployeestrengths:Companies mustmakeeveryefforttounderstandwhatcandidatesand
employees do best and put them into roles where they can play to their strengths as much
aspossible.

 Createorganizationalalignment:
Achievementsmustalignwiththeorganization’sobjectivessoastobuildasuccessfulandsustainable
organization.

 Accurately measure the same things: All internal departments and employees must be
measuringthe same things as to achieve a definitive organizational result and to ensure that
everyone knowsexactlywheretheorganizationisatalltimes. 

1.1.1 ADVANTAGESOFHR:

 Aidsinmoreeffectiveonboarding

 Obtaintoptalent 

 Strengthensthebondbetweenemployeesandemployers

 Aidsintimeandenergyconservation

 Controlsthecultureofthewholeenterprise
 IsresponsibleforthePerformanceManagementSystem. 
  Enhancestheefficiencyoftheorganization

 Encouragesworkers

 Respondstoinquiriesandconflicts

 Improvestheplanningofhumanresources

1.1.2.DISADVANTAGESOFHR:

 Differencesinviewpoint

 IncreasedcompetitivenessAlackofflexibility

 Thelowerlevelofrecognition
.
1.2. EMPLOYEESATISFACTION

Employeesatisfactionisinregardtoone'sfeelingorstateofmindregarding thenatureoftheir work.Itcanbe

influenced by a variety of factors e.g. quality of one's relationships with their supervisor, quality
whichtheywork,degreeoffulfillmentintheirworketc.
Loke give a comprehensive definition of job satisfaction as involving cognitive, effective and
evaluativeresearchorattitudesand
statesitis"apleasurableorpositiveemotionalstateresultingfromtheappraisalof one's job or job experience."
Job satisfaction is a result of employee's perception of how well their
jobprovidesthosethingsthatareviewedasimportant.

Employee satisfaction or work satisfaction is a measure of workers contentedness with their job,
whetherthey like the job or individual aspects or facets of jobs, such as nature of work or supervision.
Employeesatisfactioncanbemeasuredincognitive(evaluative),affective(oremotional),andbehavioralcompone
nts.Researchers have also noted that employee satisfaction measures vary in the extent to which they
measurefeelings about the j ob (affective employee satisfaction) or cognitions about the job (cognitive
employeesatisfaction).

FactorsdeterminingEmployeesSatisfaction
• Factorsaffectingemployeearethemainfactorsofemployeesatisfaction,whichmaybechallengingwork,rewards
ystems,workingconditions,colleagues,learningandpersonality.Skillvarietyautonomyandsignificance are
challengingtasks,whichprovide maximumsatisfactiontoemployees.

• Working conditions influence employees level of satisfaction. Under conductive working

condition,peopleprefertoworkhardwhileinanadverseatmospherepeopleavoidwork.Workingconditionnotonl
yinclude physicalsofthe workbutalsothe workingrelationshipsinthe organization.
 • Fairnessinpromotion,
unbiasedattitudeofmanagement,responsibilitiesandsocialstatusarethefactorsthataresaidtobeprovidingsatisfa
ctiontoemployees.

• Therelationshipbetweentheemployeesandthemanagershaveanimportantbearingonemployeeandjobsatisf
action.

Thebenefitsofhighemployeesatisfaction
Everyonewantsajobtheywon'tdread havingtodoeveryday.Theywanttoworkinahealthyenvironmentwith
friendlymanagementandcoworkers,do meaningfulwork,andgetpaidwell.

Lowerturnover
Satisfied employees are less likely to leave their current jobs. The more fulfilled they feel at work,
thestronger their attachment to their job, coworkers, and company. When you value your employees'
feelingsaboutworkandmakeanefforttoaddressproblemareasandincreasetheirsatisfaction,
they'llwanttostickaround.

HigherProductivity
Employees who are satisfied with their jobs tend to be more productive at work. They'll have a sense
ofdedicationthatdrivesthemtoworkhardtomakeadifferenceandachievethecompany'sobjectives. Happyemployees
will also rarely miss work, so they'll accomplish more than employees who avoid work becausethey’re stressed.

Theimportanceofemployeesatisfaction
The mostimportantfactorsinfluencingjobsatisfactionareallthingsyouand yourbusinesscancontrol.Asa
manager, you have the power to make decisions and have conversations that affect how your
employeesfeelatwork.
1.2.1. Workingenvironment

 Apleasant,safeenvironmentisessentialtoemployeesatisfaction. Whenyourteammemberscometo
work in a clean workplace with a dedicated, comfortable space for them to work, they'll
feelhappier.
 The best work environments have well-maintained amenities for their employees and
prioritizesafety.Your goalisto
lessenstressandmakeyourteammembersfeelwelcomewhentheycometothe office.
 Many companies have transitioned to remote work, but you can still create a good
workenvironment by ensuring that your company's software and file systems are organized and
up-to-date.Technicalissuesbecomeacommonsourceoffrustrationforwork-from-homeemployees.

1.2.2. Employeepayandbenefits

 Adequate salary and benefits tend to be one of the most significant job satisfaction
factors.Employeeswanttofeelvalued. Iftheir compensationisproportionatetotheirwork,they'll
bemoresatisfiedwiththeirjob.
  Human resource management can conduct regular surveys to measure satisfaction with
thecompany'scompensationanduse the resultstomakeimprovements.

1.2.3. Respectfultreatment

Goodworkrelationshipsareanimportantfactorinanyemployee'ssatisfaction, andtreatingyourteamwithrespect is how

you foster positive interactions in the workplace. Good feedback is always respectful to
therecipient,whetherpositiveornegative.
1.2.4. Jobsecurity
 Jobsecurityisasignificantsourceofanxietyfor manyemployees.Noonewantsto feelliketheirjob is
constantly on the line, and providing clear reports on your organization's goals
andachievementshelps preventthatworry.
 It'salsovitaltorecognizeyour
employees'workwhentheydowell.Ifyouletthemknowthatyouvaluetheirpresenceinthe
company,they'llfeelmoresatisfiedand secureintheirjob.

1.2.5. Careerpath

Employees feel more satisfied with their jobs when they believe they're on a clear path forward in
theircareers. Offering training courses or reimbursing your employees for outside classes shows that
youappreciatethemenoughtoinvestintheir career
developmentandgivesthemtheresourcestogrowwithinyourcompany.

1.2.6. Responsetofeedback

Employeesappreciateitifyourespondtotheirfeedbackwithaction.Whentheyseethatyoucareenoughto make
positive changes based on their suggestion, it empowers them to keep giving that
valuablefeedback.Asatisfiedemployeefeelsheardintheworkplace.

1.2.7. Traininganddevelopment

Creating opportunities for training and development through classes and personnel programs will help
youremployeesprogressintheircareers. Humanresourcesprofessionals
mightfocusonfindingthesechancestobuilduptheir
teammembersandcultivateacompanyculturethatcaresaboutinvestinginitsemployees.
Beingwell-trainedalsoleadsto increasedsatisfaction.

1,2,13.Recognitionandrewards

 When your team members go the extra mile, it's vital to show your appreciation. Giving them
asmallbonusor giftinexchangefortheir
hardworkwillencouragethemtokeepuptheirexcellentperformance. They'll be more excited about
their achievements, and their motivation will beinfectioustotherestoftheteam.
 Recognitioniseasyto giveand guaranteedtosatisfyemployees.
 CHAPTER2
COMPANYPROFILE
2.1. ABOUTTHECOMPANY:

SRIVIJAYALAKSHMIENGINEERINGWORKS

"Our company is established in 1980 in SIDCO Developed Plots Estate, Thuvakudi, Trichy. On
thatday onwards we are one among the sub-contractor, supplier to Bharat Heavy Electricals
Ltd.Trichy, manufacturing and supplying boiler components to BHEL on yearly rate contract
basis.MainlywearemanufacturingandsupplyingthefollowingboilercomponentstoBHEL.Fromthe
Yearof2006,weareapprovedtofabricatepressurepartsunder
IndianBoilerRegulationact1950.Wehavemanufacturedand suppliedthefollowing
pressurepartcomponentstoM/S.BHEL,Trichy. We are manufacturing and supplying
cylindrical horizontal MS tanks toM/S.IndianOilCorporationand
M/S.BharatPetroleumCorporationLtd,Chennai."\

2.2. WELDINGPROCESS

Weldingisafabricationprocessthatjoinsmaterials,usuallymetalsorthermoplastics,

bycausingcoalescence. This

isoftendonebymeltingtheworkpiecesandaddingafillermaterialtoformapoolofmoltenmaterial(the

weld pool)thatcoolstobecomeastrong

joint, withpressuresometimesusedinconjunctionwithheat,orbyitself,

toproducetheweld.Thisisincontrastwithsolderingandbrazing,whichinvolvemelting alower-
melting-

pointmaterialbetweentheworkpiecestoformabondbetweenthem,withoutmeltingtheworkpieces.
Manydifferentenergysourcescanbeusedforwelding,includingagasflame,

anelectricarc,alaser,anelectronbeam,friction, andultrasound.

Whileoftenanindustrialprocess,weldingmaybeperformedinmanydifferentenvironments,including

open

air,underwaterandinouterspace. Weldingisapotentiallyhazardousundertakingandprecautions

are required to avoid burns, electric shock, vision damage, inhalation

ofpoisonousgasesandfumes,and exposuretointenseultravioletradiation.

Inother words,weldingistheprocessofpermanentlyjoiningtwoormoremetalparts,

by melting both materials. The molten materials quickly cool, and the

twometalsarepermanentlybonded.

Characteristics:

● Usesanon-consumabletungstenelectrodeduringtheweldingprocess,

● Usesanumberofshieldinggases includinghelium(He)andargon(Ar),

● Iseasilyappliedtothinmaterials,

● Producesveryhigh-quality,superiorwelds,

● Weldscanbe madewithorwithoutfillermetal,

● Providesprecisecontrolofwelding variables(i.e.heat),

● Weldingyieldslowdistortion,

● Leavesnoslagorsplatter.
 MainlyusedweldingtypesareArgon(TIG)weldingandMIGwelding.

TIGWelding:

TIGweldingisaslowerprocessthanMIG,butitproducesamorepreciseweldand

can be used at lower amperages for thinner metal and can even be used on exotic

metals.TIGweldingisacommonlyusedhighqualityweldingprocess.TIGweldinghas

becomeapopular choice of welding processes when high quality, precision welding is

required. TheTIG weldingprocessrequiresmoretimetolearnthanMIG.

2.3. MIG Welding:

The"Metal"inGasMetalArcWeldingreferstothewirethatisusedtostartthearc.Itisshieldedbyinertgasan
d thefeeding wire alsoactsasthe fillerrod.MIG isfairlyeasytouse.

DRILLINGPROCESS:

Drilling is a cutting process that uses a drill bit to cut or enlarge a hole of circular cross-section
insolid materials. The drill bit is a rotary cutting tool, often multipoint. The bit is pressed against
theworkpiece and rotated at rates from hundreds to thousands of revolutions per minute. This forces
thecutting edge against the workpiece, cutting off chips from what will become the hole
beingdrilled.learnanduseasitis a semi-automatic weldingprocess.
 Construction:

The mainoperatingpartsof adrillpressareBase,Column, Table,andDrillHead.

1. Base: Thebaseisaheavycastingthatsupportsthemachinestructure;itprovidesrigidmountingfor the

column and stability for the machine. The base is usually provided with holes and
slotswhichhelptoBoltthebasetoatableorbenchandallowthework-
holdingdeviceortheworkpiecetobefastenedtothebase.

2. Column: ThecolumnisaverticalpostthatColumnholdstheworktableandtheheadcontainingthe
drivingmechanism.The columnmaybe ofroundorboxsection.

3. Table: The table, either rectangular or round. Drill machine/press in shape supports
theworkpieceandiscarriedbytheverticalcolumn.Thesurfaceofthetableis90-degreetothecolumnand it
can be raised, lowered and swiveled around it. The table can be clamp/hold the required
theworkpiece. Slots are provided in most tables to allow the jigs, fixtures or large workpieces to
besecurelyfixeddirectlytothetable.

4. Drilling Head: The drilling head, mounted close to the top of the column, houses the
drivingarrangementandvariablespeedpulleys.
Theseunitstransmitrotarymotionatdifferentspeedstothedrill spindle. The hand feed lever is used to
control the vertical movement of the spindle sleeve andthe cuttingtool.
Drilledholesarecharacterizedbytheirsharpedgeontheentrancesideand
thepresenceofburrsontheexitside(unlesstheyhavebeenremoved).Also,theinsideofthehole
usuallyhashelicalfeedmarks

Drilling may affect the mechanical properties of the workpiece by creating low residual
stressesaroundtheholeopeningand averythinlayerofhighlystressed and
disturbedmaterialonthenewlyformed surface. This causes the workpiece to become more susceptible
to corrosion at the stressedsurface.

● Spotdrilling:Thepurposeofspotdrillingistodrillaholethatwillactasaguidefor
drillingthefinalhole.Theholeisonlydrilledpartwayintotheworkpiecebecauseitisonlyused toguidethe
beginningofthenextdrillingprocess.

● Center drilling: The purpose of center drilling is to drill a hole that will act as a center
ofrotationforpossiblefollowingoperations.Centerdrillingistypicallyperformedusingadrillwithaspecia
lshape,knownas a centerdrill.

● Deep hole drilling: Deep hole drilling is defined as a hole depth greater than five times
thediameterofthehole.Thesetypesofholesrequirespecialequipmenttomaintainthestraightnessandtolera
nces. Other considerations are roundness and surface finish. Deep hole drilling is
generallyachievablewithafewtoolingmethods,usuallygundrillingor
BTAdrilling.Thesearedifferentiated due to the coolant entry method (internal or external) and chip
removal method(internal or external). Using methods such as a rotating tool and counter-rotating
workpiece arecommon techniques to achieve required straightness tolerances. Secondary tooling
methods includetrepanning, skiving and burnishing, pull boring, or bottle boring. Finally a new kind
of drillingtechnology is available to face this issue: the vibration drilling. This technology consists
infractionating chips by a small controlled axial vibration of the drill. Therefore the small chips
areeasilyremovedbytheflutes ofthedrill.

● Gundrilling:Anothertypeofdrillingoperationiscalledgundrilling.This
methodwasoriginallydeveloped to drill out gun barrels and is used commonly for drilling smaller
diameter deep holes.This depth-to-diameter ratio can be even more than 300:1. The key feature of
gun drilling is that thebits are self-centering; this is what allows for such deep accurate holes. The
bits use a rotary motionsimilar to a twist drill however; the bits are designed with 17 bearing pads
that slide along thesurface of the hole keeping the drill bit on center. Gun drilling is usually done at
high speeds andlowfeedrates.

● Trepanning: It is commonly used for creating larger diameter holes (up to 915 mm (36.0
in))where a standard drill bit is not feasible or economical. Trepanning removes the desired
diameter bycutting out a solid disk similar to the workings of a drafting compass. Trepanning is
performed onflat products such as sheet metal, granite (curling stone), plates, or structural members
like I-beams.Trepanning canalsobe usefultomake groovesforinsertingseals,suchasO-rings.

● Microdrilling:Itreferstothedrillingofholeslessthan0.5mm(0.020in).Drillingofholesatthis small
diameter presents greater problems since coolant fed drills cannot be used and highspindle
speeds are required. High spindle speeds that exceed 10,000 RPM also require the use
ofbalancedtoolholder
2.4. GRINDINGPROCESS:

Grinding is used to finish work pieces that must show high surface quality (e.g., low
surfaceroughness)andhighaccuracyofshapeanddimension.Astheaccuracyindimensionsingrindingiso
n the order of 0.000025 mm, in most applications it tends to be a finishing operation and
removescomparatively little metal, about 0.25 to 0.50 mm depth. However, there are some
roughingapplications in which grinding removes high volumes of metal quite rapidly. Thus,
grinding is adiverse field. The grinding machine consists of a power-driven grinding wheel
spinning at therequired speed (which is determined by the wheel’s diameter and manufacturer’s
rating, usually bya formula) and a bed with a fixture to guide and hold the work-piece. The
grinding head can becontrolled to travel across a fixed work piece or the workpiece can be moved
while the grind headstays in a fixed position. Very fine control of the grinding head or tables
position i`qwx4s possibleusing averniercalibratedhandwheel,orusingthe
featuresofnumericalcontrols.

Angle grinder: An angle grinder, also known as a side grinder or disc grinder, is a handheld
powertool used for cutting, grinding and polishing. Angle grinders can be powered by an electric
motor,petrol engine or compressed air. The motor drives a geared head at a right-angle on which
ismounted anabrasive disc orathinnercut-offdisc,eitherofwhichcanbe replacedwhenworn.
Angle grinders typically have an adjustable guard and a side-handle for two-handed
operation.Certainanglegrinders,dependingontheirspeedrange,canbeusedassanders,
employingasandingdisc withabackingpadordisc.Thebackingsystemis
typicallymadeofhardplastic,phenolicresin,ormedium-hardrubberdependingonthe
amountofflexibilitydesired.

Angle grinders may be used both for removing excess material from a piece or simply cutting into
apiece. There are many different kinds of discs that are used for various materials and tasks, such
ascut-off discs (diamond blade), abrasive grinding discs, grinding stones, sanding discs, wire
brushwheels and polishing pads. The angle grinder has large bearings to counter side forces
generatedduringcutting,unlike apowerdrill,where theforceisaxial.

Angle grinders are widely used in metalworking and construction, as well as in emergency
rescues.They are commonly found in workshops, service garages and auto body repair shops. There
is alargevarietyofanglegrinderstochoosefromwhentrying tofindtheright oneforthejob.Themost
 importantfactorsinchoosingtherightgrinder
are21thediscsizeandhowpowerfulthemotoris.Otherfactorsincludepowersource
(pneumaticorelectric),rpm,andarborsize.
Generally disc size and power increase together. Disc size is usually measured in inches or
millimetres.Common disc sizes for angle grinders in the U.S.A. include 4, 4.5, 5, 6, 7, 9 and 12 inches.
Discs forpneumaticgrindersalsocomemuchsmaller.Pneumaticgrindersaregenerallyusedforlighterdutyjobs

where moreprecisionisrequired.Thisislikelybecausepneumaticgrinderscanbesmallandlightyet
remain powerful, because they do not contain heavy copper motor windings, while it is harderfor
an electric grinder to maintain adequate power with smaller size. Electric grinders are
morecommonly used for larger, heavy duty jobs. However, there are also small electric grinders
andlarge pneumaticgrinders.

CUTTINGPROCESS:Therawmaterialhasto becuttosize.Thisisdonewithavarietyoftools.The most

common way to cut material is by Shearing (metalworking); Special band saws designedfor cutting
metal have hardened blades and a feed mechanism for even cutting. Abrasive cut-
offsaws,alsoknownaschopsaws,aresimilar to miter sawsbutwithasteelcuttingabrasivedisk.
Cutting torches can cut very large sections of steel with little effort.Shearing: Shearing,
alsoknown as die cutting, is a process which cuts stock without the formation of chips or the use
ofburningormelting. Strictlyspeaking,ifthecuttingbladesarestraighttheprocess iscalledshearing;if the
cutting blades are curved then they are shearing-type operations. The most commonly
shearedmaterials are in the form of sheet metal or plates, however rods can also be sheared.
Shearing-typeoperations include: blanking, piercing, roll slitting, and trimming. It is used in
metalworking andalsowithpaperandplastics.
Theshearingprocessproducesashear edgeburr,whichcanbeminimizedtolessthan10% ofthematerial
thickness. The burr is a function of clearance between the punch and the die (which
isnominallydesignedtobethematerialthickness),andthesharpnessofthepunchand the die.

Theuppershearbladefracturesthemetalworkpieceheldinplacebytheworkholdingdevices.
Theshearedpiece drops away.Typically,theuppershearbladeismountedatanangle tothelowerblade that
is normally mounted horizontally. The shearing process performs only fundamentalstraight-line
cutting but any geometrical shape with a straight line cut can usually be produced on ashear.

Metal shearing: It can be performed on sheet, strip, bar, plate, and even angle stock. Bar
andangle materials can only be cut to length. However, many shapes can be produced by
shearingsheetandplate.

Theshearingprocesscharacteristicsinclude:

● Itsability tomakestraight-linecutsonflatsheetstock.

● Metalplacement between upperandlowershearblades.

● Itstrademarkproductionof burredandslightlydeformedmetaledges.

● Its ability to cut relatively small lengths of material at any time since the shearing blades can
bemountedatan angletoreducethe necessaryshearing forcerequired.
2.5. SHAPERMACHINE:

A shaper is a type of machine tool that uses linear relative motion between the work piece and
asingle-point cutting tool to machine a linear toolpath. Its cut is analogous to that of a lathe,
exceptthatitis(archetypally)linearinsteadofhelical.(Addingaxesofmotioncanyieldhelicaltoolpaths,as
also done in helical planing.) A shaper is analogous to a planer, but smaller, and with the
cutterriding a ram that moves above a stationary workpiece, rather than the entire workpiece
movingbeneaththecutter.

The ram is moved back and forth typically by a crank inside the column; hydraulically
actuatedshapers also exist. The horizontal arrangement is the most common. Vertical shapers are
generallyfittedwitharotarytabletoenablecurvedsurfacestobemachined(sameideaasinhelicalplaning).T
heverticalshaperisessentiallythesamethingasaslotter(slottingmachine), althoughtechnicallya
distinction can be made if one defines a true vertical shaper as a machine whose slide can
bemovedfromthevertical.

A slotter is fixed in the vertical plane. Small shapers have been successfully made to operate
byhandpower.Assize increases,the massofthe machineanditspowerrequirementsincrease,and
itbecomes necessarytouseamotororothersupplyofmechanicalpower.
 CHAPTER3RESEARCHMETHODOL

OGY
 The data need for the study is collected from the employees,through
questionnaire.Analysis andinterpretationhas been donebyusingthestatistical toolsand
datapresentedthroughtables andcharts.

:RESEARCHDESIGN

The study was based on survey method. The aim of the study is to find satisfaction
levelsofemployees.

:SAMPLEDESIGN

Asampledesign isadefiniteplanforobtainingasamplefromagivenpopulation.
Conveniencesamplingmethodusedinselectedsamples.

:PERIODOFSTUDY

Thisstudyonemployeesatisfaction wasconductedduringtheperiodofDec2023toJan
2024.

:SAMPLESIZE

Thesamplesize ofthisstudyis108

:DATACOLLECTION

The datacollectedforthestudyconsists ofbothprimaryandsecondarydata.

PRIMARYDATA

In this study primary data were collected through personnel interview

usingquestionnaire.ThequestionnairewasadministeredtofiftyemployeesofSRIVIJAYALAKSHMI
ENGINEERINGWORKS.

SECONDARYDATA

Secondarydataforthis studywascollectedfrom.

 Preciouslypublishedrecords,statistics,researchreportsanddocuments.
 Books,PeriodicalandWebsites.

:QUESTIONNAIRE

Inthisstudytheresearcherhaveusedaquestionnaireconsistingoftwentytwomultiplechoicebased
questions.

:TOOLSUSEDFORANALYSIS

PercentageAnalysis,HypothesisTesting,Chi-squareTestareusedas statisticaltoolsforthe
analysis.

:GRAPHICALREPRESENTATIONOFDATA

GraphicalRepresentationtoolsuchasBarGraphsandPiechartshavebeenused forthe
dataanalysis.
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
AGE OF THE RESPONDENT

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 18-25 18 16.7%
2 25-35 61 56.5%
3 35-45 12 11.1%
4 MORE 17 15.7%
THAN 45
Total 108 100

Source: Primary Data

CHART 4.1

AGE OF THE RESPONDENT

70

60

50

40

30

20

10

0
18-25 25-35 35-45 Morethan45

INTERPRETATION:
From the above table ,it is interpreted 16.7% of respondent are of age group1 8-25,56.5%of them
belong to age group 25-35 and 11.1% belong to the age group 35-45 and 15.7% belong to age
group more than45.
 TABLE 4.2

GENDER OF THE RESPONDENT

SN.NO PARTICULAR NO.OF. PERCENTAGE

RESPONDENT OF
RESPONDENT
1 MALE 88 81.5%

2 FEMALE 20 18.5%

Total 108 100

Source: Primary Data

CHART 4.2
GENDER OF THE RESPONDENT

90 .
80
70
60
50
Male
40
30 Female

20
10
0
Male Female

GENDER

INTERPRETATION:
From the above table, it is interpretation that 81.5% of respondents are Male category and 18.5%
belong to Female category.
TABLENO 4.3

MARITAL STATUS OF THE RESPONDENTS

SI.NO PARTICULAR NO.OF. PERCENTAGE

RESPONDENT OF
RESPONDENT

1 MARRIED 63 58.3%

2 UNMARRIED 45 41.7%

Total 108 100

Source: Primary Data

CHART 4.3

MARITAL STATUS OF THE RESPONDENT

70

60

50

40

30

20

10

0
MARRIED UNMARRIED

MARITAL STATUS

INTERPRETATION:
From the above table, it can be interpreted that out of the option given 58.3% of respondents
are married, 41.7% of respondent are unmarried.
TABLENO 4.4
POSITION OF THE RESPONDENTSS IN THE COMPANY

SI.NO PARTICULAR NO.OF. PERCENTAGE

RESPONDENT OF
RESPONDENT
1 Welder 101 93.5%

2 Filter 4 3.7%

3 Design 3 2.8%
Engineering
4 Others 0 0%

Total 108 100

Source: Primary Data

CHART 4.4

POSITION OF THE RESPONDENTSS IN THE COMPANY

120

100

80

60

40

20

0
Welder Filter Design E Other
EEENGINE
ERRING
INTERPRETATION:
From above table, it can be interpreted that out of the option given93.5% of respondent are
Employee and 3.7% of respondents are supervisor and 2.8% of respondents are Manager.
TABLENO.4.5

THE EXPERIENCE OF THE RESPONDENT IN THE COMPANY

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Less than 5 25 23.1%
years
2 5-10years 39 36.1%

3 10- 20 years 19 17.6%

4 More than 20 25 23.1%

years
Total 108 100

Source: Primary Data

CHART4.5

THE EXPERIENCE OF THE RESPONDENT IN THE COMPANY

45
40
35
30
25
20
15

10
5 <5years 5-10years 10-20years >20years
0 cvyyears

INTERPRETATION:
From the above table 23.1% of the respondents have 3-5years and 36.1% of the respondents are
5-10 years and 17.6% Less than 3 years and 23.1% of the respondents are More than 10 years.
TABLENO.4.6

HOW HAPPY THE RESPONDENTS IS AT WORK

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 50% 13 12%

2 65% 21 19.4%

3 85% 49 45.4%

4 100% 25 23.1%

Total 108 100

Source: Primary data

CHART4.6

HOW HAPPY THE RESPONDENTS IS AT WORK

6000%

5000%

4000%

3000%

2000%

1000%

0%
1 2 3 4

INTERPRETATION:
From the above table 12% of respondent are have 50% and 19.4% of respondent are have 65% and
45.4% of the respondents are 85% and the 23.1% of the respondents are 100%.
TABLENO.4.7

DO THE RESPONDENTS ENJOY THE COMPANY CULTURE

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Yes 89 82.4%

2 No 19 17.6%

Total 108 100

Source: Primary data

CHART4.7

DO THE RESPONDENTS ENJOY THE COMPANY CULTURE

90
80
70
60
50
40 Yes
30 No
20
10
0
Yes No

INTERPRETATION:
From the above table 82.4% of the respondent are selected Yes and 17.6% of the Respondents
are selected No.
 TABLENO 4.8

THE NUMBER OF HOURS RESPONDENTS WORK AT THE COMPANY

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 6Hours 3 2%

2 7Hours 4 3.7%

3 8Hours 39 36.1%

4 9Hours 63 58.3%

Total 108 100

Source: Primary data

CHART4.8
THE NUMBER OF HOURS RESPONDENTS WORK AT THE COMPANY

70

60

50

40

30

20

10

0
6Hours 7Hours 8Hours 9Hours

INTERPRETATION:
From the above table 6.5% of the respondent are 6Hours and 1.9% of the respondent are 7Hours and
34.3% of the respondent are 8Hours and57.4% of the respondent are 9Hours.
 TABLENO4.9

HOW RESPONDENT FEELWHEN THEY ARRIVE AT THE OFFICE IN THE MORNING

SI. PARTICULAR NO OF PERCENTAGE

NO RESPONDENTS OF
RESPONDENT
1 I am already exhausted and can’t wait to 8 7.4%
go home
2 I feel motivated and energized 71 65.7%
3 I managed stressful situation from time 11 10.2%
but I manage stress well so it doesn’t
build up.
4 None of these 18 16.7%

Total 108 100

Source: Primary data

CHART 4.9
HOW RESPONDENT FEEL WHEN THEY ARRIVE AT THE OFFICE IN THE MORNING

8
0
7
0
6
0
5
0
4
0
3 Iam alreadyexhaustedand IfeelMotivatedand Iexperiencestressful Noneofthese
0 can'twaittogohome energized situation from time but
2 Imanage stress well so
0 itdoesn'tbuildup
1
0
INTERPRETATION:
0
From the above table 6.5% of the respondent are selected I am already exhausted and can’t wait to go
home and 67.6% of the respondent are selected I feel motivated and energized and 10.2%of the respondent are
the selected I managed stressful situation from time but I manage stress well so it doesn’t build up and 15.7%
of the respondent are selected None of these.
 TABLENO 4.10

WHETHER EMPLOYEES HAVE A STONG RELATIONSHIP WITH SHOWS

THEIR CO-WORKERS

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 Yes 94 87%

2 No 14 13%

Total 108 100

Source: Primary data

CHART4.10

WHETHER EMPLOYEES HAVE A STRONG RELATIONSHIP WITH SHOWS

THEIR CO-WORKERS

100
90
80
70
60
50 Yes
40 No
30
20
10
0
Yes Disagree

INTERPRETATION:
From the above table 87% of the respondent are selected Yes and 13% of the respondent are
selected No.
 TABLENO.4.11

HOW IS RELATIONSHIP BETWEEN THE RESPONDENTS AND THE MANAGER

SI.NO PARTICULAR NO. OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 Friendly 48 44.4%

2 Take initiative 4 3.7%

3 Share the credit 17 15.7%

4 None of these 39 36.1%

Total 108 100

Source: Primary data

CHART 4.11
HOW IS THE RELATIONSHIP BETWEEN THE RESPONDENTS AND THE MANAGER

60

50

40

30

20

10

0
Friendly Takeinitiative Share thecredit Noneofthese

INTERPRETATION:
From the above table 44.4% of the respondent are selected Friendly and 3.7% of the respondent
are selected Take initiative and 15.7% of the respondent are selected Share the credit and 36.1% of
the respondent are selected None of these.
 TABLENO 4.13

WHETHER THE COMPANY PROVIDES TRANSPORT SERVICE

SI.NO PARTICULAR PERCENTAGE PERCENTAGE

OF
RESPONDENT
1 Yes 91 84.3%

2 No 17 15.7%

Total 108 100

Source: Primary data

CHART 4.12
WHETHER THE COMPANY PROVIDES TRANSPORT SERVICE

90
80
70
60
50
Yes
40
No
30
20
10
0
Yes No

INTERPRETATION:
From the above table 84.3% of the respondent are selected Yes and 15.7% of the respondent are
selected No.
TABLENO4.13
PERSONALGROWTH OF EMPLOYEES IN THE COMPANY

SI.NO PARTICULAR NO. PERCENTAGE

OF OF
RESPONDENTS RESPONDENT
1 Mental growth 57 52.8%

2 Social growth 16 14.8%

3 Emotional growth 17 15.7%

4 Psychological growth 18 16.7%

Total 108 100

Source: Primary data

CHART4.13
PERSONALGROWTH OF EMPLOYEES IN THE COMPANY

60

50

40

30

20

10

0
Mentalgrowth Socialgrowth Emotionalgrowth Psychologicalgrowth

INTERPRETATION:

From the above table 52.8% of the respondent areselected Mental growth and 14.8% of the
respondent are selected Social growth and 15.7% of the respondent are
selectedEmotionalgrowthand16.7% of the respondent are selected Psychological growth.
 TABLENO 4.14

HOW MANY YEARS THE RESPONDENT HAVE BEEN WITH THE COMPANY

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 0-1years 30 27.8%

2 1-3years 26 24.1%

3 3-6years 32 29.6%

4 6 years and above 20 18.5%

Total 108 100

Source: Primary data

CHART 4.14
HOW MANY YEARS THE RESPONDENT HAVE BEEN WITH THE COMPANY

35

30

25

20

15

10

0
0-1years 1-3years 3-6years 6years and above

INTERPRETATION:

From theabovetable27.8%oftherespondentareselected1-3yearsand24.1%of therespondent are

selected 4- 6 years and 29.6% of the respondent are selected Less thana year
and18.5%oftherespondentareselectedMorethan6years.
TABLENO 4.15

DOYOUHAVEHEALTHBENEFITAVAILABLETOYOUTHROUGHTHE CITY

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONEDENT
1 Yes 45 41.7%

2 Somewhat 11 10.2%

3 No 43 39.8%

4 None of these 9 8.3%

Total 108 100

Source: Primary data

CHART 4.15
DO THE RESPONDENT HAVE HEALTH BENEFIT AVAILABLE TO THROUGH THE CITY

50
45
40
35
30
25
20
15
10
5
0
Yes Somewhat No Noneofthese

INTERPRETATION:
From the above table 41.7% of the respondent are selected Yes and 10.2% of the respondent selected
Somewhat and 39.8% of the respondent are selected No and 8.3% of the respondent are selected the None
of these.
 TABLENO 4.16

DOES THE WORK GIVE THE RESPONDENT A SENSE OF ACCOMPLISHMENT

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 SLIGHTLY 8 7.4%

2 MODERATELY 52 48.1%

3 VERY 27 25%

4 NOT AT ALL 21 19.4%

Total 108 100

Source: Primary data

CHART 4.16
DOES THE WORK GIVE THE RESPONDENT A SENSE OF ACCOMPLISHMENT

60

50

40

30

20

10

0
Slightly Moderately very Not atall

INTERPRETATION:
From the above table 7.4% of the respondent are selected Slightly and 48.1% of the respondent are
selected Moderately and 25% of the respondent are selected Very and 19.4% of the respondent are the
selected Not a tall.
 TABLENO 4.17
DOES THE RESPONDENT IS AWARE OF ALL HR POLICIES

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Yes 80 74.1%

2 No 28 25.9%

Total 108 100

Source: Primary data

CHART 4.17

DOES THE RESPONDENT IS AWARE OF ALL HR POLICIES

Chart Title
80
70
60
50
Yes
40
No
30
20
10
0

INTERPRETATION:

From the above table 74.1% of the respondent are selected Yes and 25.9% of the Respondent
are selected No.
TABLENO 4.18

THE MORALE IN RESPONDENTS DEPARTMENT IS HIGH

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENT OF
RESPONDENT
1 Agree 71 65.7%

2 Disagree 0 0

3 Neither/Agree (or) 18 16.7%

Disagree
4 Somewhat Agree 19 ==17.6%

Total 108 100

Source: Primary data

CHART 4.18
THE MORALE IN RESPONDENTS DEPARTMENT IS HIGH

80
70

60

50

40

30

20

10

0
Agree Disagree NeitherAgreeorDisagree SomewhatAgree

INTERPRETATION:

From the above table 65.7% of the respondent are selected Agree and 16.7% of the respondent
are selected Neither agree or disagree and 17.6% of the respondent are selected Somewhat agree.
TABLE NO 4.19

DOES THE COMPANY PROVIDE A CANTEEN

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Yes 108 100%

2 No 0 0

Total 108 100

Source: Primary data

CHART 4.19
DOES THE COMPANY PROVIDE A CANTEEN

INTERPRETATION:

From the above table 100% of the respondent are selected Yes.
TABLENO 4.20

HOW TRANSPARENT EMPLOYEES FEEL THE MANAGEMENT

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Less than 25% 10 9.3%

2 25% 69 63.9%

3 50% 29 26.9%

4 More than 50% 0 0

Total 108 100

Source: Primary data

CHART 4.20
HOW TRANSPARENT EMPLOYEES FEEL THE MANAGEMENT

80

70

60

50

40

30

20

10

0
<25 25% 50% >50%
%%

INTERPRETATION:
From the above table 9.3% of the respondent are selected 25% and 63.9% of the respondent are selected
50% and 26.9% of the respondent are selected More then 50%.
TABLENO 4.21

WHETHER EMPLOYEES FEEL VALUE FOR THEIR CONTRIBUTION

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Agree 88 81.5%

2 Disagree 20 18.5%

Total 108 100

Source: Primary data

CHART 4.21
WHETHER EMPLOYEES FEEL VALUEFOR THEIR CONTRIBUTION

100

80

60
Agree
40 Disagree
20

0
Agree Disagree

INTERPRETATION:
From the above table 81.5% of the respondent are selected Agree and 18.5% of the
respondent are selected Disagree
TABLENO 4.22
WHETHER EMPLOYEES FEEL THEIRSUPERIORSCOMMUNICATE
COMPANY NEWS EFFECTIVELY ANDIN A TIMELY MANNER

SI.NO PARTICULAR NO.OF PERCENTAGE

RESPONDENTS OF
RESPONDENT
1 Yes, consistently 9 8.3%

2 No, rarely 42 38.9%

3 Sometimes, 13 12%
inconsistency
4 Unsure, not attentive 44 40.7%
Total 108 100

Source: Primary data

CHART 4.22
WHETHER EMPLOYEES FEEL THEIR SUPERIORS COMMUNICATE
COMPANY NEWS EFFECTIVELY AND IN A TIMELY MANNER

50
45
40
35
30
25
20
15
10
5
0
Weekinwork Dailyteam work Selfactivity Allof these

INTERPRETATION:
From the above table 8.3% of the respondent are selected Week inWeek and 38.9% of the
respondent are selected Daily team work and 12% of the respondent
areselectedSelfactivityand40.7%of the respondent are selected All of these.
 CHAPTER-5

FINDINGS,SUGGESTIONSANDCONCLUSION
 CHAPTER-5

FINDINGS,SUGGESTIONSANDCONCLUSION

5.1 FINDINGS OF THE STUDY:

1. Majority (56.5%) of the respondent are between the age of 25-35, the next highest is(16.7%)
and they belong to 18- 25 after that comes (15.7%) of the respondent are
Morethan45and(11.1%)ofthe respondentare35-45.

2. Majority(81.5%)oftherespondentareMaleandtheremaining(18.5%)oftherespondentareFemale.

3. Majority(58.3%)oftherespondent areMarriedand(41.7%)oftherespondent areUnmarried.

4. Majority (93.5%) of the respondentare Employee and nexthighestis (3.7%) of

therespondentaresupervisorand(2.8%)ofthe respondentareManager.

5. Majority (36.1%) of the respondent are 5- 10 years of experience andnext highest

is(23.1%)oftherespondentarehave3-5yearsofexperienceand(23.1%)oftherespondent of the
respondent are have More than 10 years and (17.6%) of the respondentare haveLess
than3yearsofexperience.

6. Majority ( 45.4%) of the respondent are selected 85% and (23.1%) of the respondent
areselected100%and(19.4%)oftherespondentareselected65%and(12%)oftherespondentarehav
e50%happyattheir work.

7. Majority (82.4%) of the respondent are selected Yes and (17.6%) of them selected No forthe
questionthatdoyouenjoyyourcompanyculture.

8. Majority (57.4%) of the respondent are selected 9 Hours and next highest is (36.1%) ofthe
respondent are have 8 Hours work and (3.7%) of them are have 7 Hours work
and(1.9%)oftherespondentareselected6Hours works.
9. Majority (65.7%) of the respondent are selected that I feel motivated and energized
whilearrive to the work in morning and next highest (16.7%) of the respondent are
selectedNone of these and (10.2%) of the respondentare Iexperience stressful situation
fromtime but I manage stress well so it doesn’t build up and (7.4%) of the respondent
areselectedIamalreadyexhaustedandcan’twaittogohome.

10. Majority(87%)oftherespondentofmyareselectedthatYesand(13%)oftherespondent are selected

No for the question that do you have a strong relationship withyourco-workers.

11. Majority (44.4%) of the respondent are selected Friendly and (36.1%) of the respondentare
selected None of these and (15.7%) of the respondent areselected share the credit
and(3.7%)oftherespondentareselectedTakeinitiative.

12. Majority (84.3%) of the respondent of my questionnaire are selected Yes and (15.7%) ofthe
respondent are selected No for the question Whetherthe company provide transportservices.

13. Majority (52.8%) of the respondent of my questionnaire are selected that Mental growthand
(16.7%) of the respondent are selected Psychology and (15.7%) of the respondent areselected
Emotional growth and (14.8%) of the respondent are selected Social growth asthe
personalgrowthinthecompany.

14. Majority (29.6%) of the respondent of my questionnaire are selected less than a year
and(27.8%) of the respondent are selected 1- 3 years and (24.1%) of the respondent
areselected 4-6yearsand(18.5%)oftherespondentare selectedMorethanSixyears.

15. Majority (41.7%) of the respondent are selected Yes and (39.8%) of the respondent
areselected No and (10.2%) of the respondent are selected Some what and (8.3%) of
therespondentareselectedNoneofthese.

16. Majority (48.1%) of the respondent of my questionnaire are selected Moderately and(25%) of
the respondentare selectedvery and(19.4%)of the respondent
selectedNotatalland(7.4%)oftherespondentare selectedslightly.

17. Majority (74.1%) of the respondent are selected Yes and (25.9%) of the respondent
areselectedNotothequestionthatAre youawareofallHRpolicies.
5.2 SUGGESTIONS OF THE STUDY:

1. Majority of the respondent are happy and satisfied at their work.Hence 12% of
therespondent are selected 50% happy in the work we need to find the solution to
give100%Happyattheirwork.
2. Sufficientopportunitiesshouldbegiventoemployeestoimprovetheirskills.
3. Majority 87% of the respondent are said that they have a strong relationship with
theco- workers. Hence 13% of them are said No we need to find thesolution and
givetheemployeesastrongrelationshiptomakeapositivework space with theco-
workersandsupportyourfellowteammembers.
4. Majority 65.7% of the respondent are Feel Motivated and energized whilearrive
attheofficeatmorning.Hencesomeof themareselectedIcanmanage
stressfulsituationandcan’twaittogohomeweneedtofindsolutiontogiveeveryemployeetog
etmotivatedandenergized.
5. Majority 65.7% of the respondent are selected Agree morale in the department ishigh.
Hence 16.7% of them are selected Neither agree or disagree have Measure
theemployeemorale regularlyandmakepositivechanges.
6. Majority 48.1% of the respondent are selected Moderately sense of
accomplishment.Hence 19.4% of them selected Not at all we need to find solution
and give them agreat sense of accomplishment and give them have skill and
opportunity to make ameasurablecontributioninwork.
7. To get a personal growth in the company they should promote and acknowledge
andencourage outsidedevelopment.
8. To feel valued for your contribution you should a meaningful work and
celebrateachievementsandmaketimefortheteam.
5.3 CONCLUSION:

The present study is to determine employees satisfaction in SRI VIJAYALAKSHMI

ENGINEERING WORKS. Itisindeednecessaryforanyorganizationtounderstandtheneedof
theiremployees andfulfillment. From the study it was identified that the most of the employees
are satisfied with thejob.Majorityoftheemployeesaresatisfied withtherelationshipwithmanager
and co-workers.
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 APPENDIX

ASTUDYONEMPLOYEESATISFACTIONQ

UESTIONNAIRE:

1. Nameoftherespondent

2. Ageoftherespondent:

A)18-25 years

B)25- 35 years

C)35- 45 years

D)Morethan45

3. Genderoftherespondent:

A) Male

B) Female

4. Maritalstatus:

A) Married

B) Unmarried

5. Designationoftherespondent:

A) Welder

B) Filter

C) Design engineering

D) Others
6. Howmuchexperience doyouhave:

A) Less than10years

B) 5-10years

C) 10-20years

D) Morethan20years

7. How happy are you at

work?A)50%

B)65%

C)85%

D)100%

8. Doyouenjoyyourcompanyculture ?

A) Yes

B) No

9. Howmanyhoursdoyouworkinyourcompany ?

A) 5Hours

B) 6Hours

C) 8Hours

D) 9Hours
10. Howdoyoufeelwhenyouarriveattheofficeinthemorning ?

A) Iamalreadyexhaustedandcan’twaittogohome

B) IfeelMotivatedand energized

C) I experiencestressfulsituationfromtimebutImanagestress wellsoitdosen’tbuildup

D) None ofthese

11. Doyouhaveastrongrelationshiptoyourco-workers ?

A) Yes

B) No

12. Howas yourrelationshipwithyourmanager ?

A) Friendly

B) Takeinitiative

C) Sharethecredit

D) None ofthese

13. Whetheryourcompanyprovidestransport services ?

A) Yes

B) No

14. Whatisyourpersonalgrowthinyourcompany ?

A) MentalGrowth

B) SocialGrowth
 C) EmotionalGrowth

D) PsychologicalGrowth

15. Howmanyyearshaveyoubeenwiththiscompany ?

A) 0 - 1 years

B) 1 - 3 years

C) 3 – 6 years

D) 6 years and above

16. Doyouhaveahealthbenefitsthatareavailabletoyou throughthe city ?

A) Yes

B) Somewhat

C) No

D) None ofthese

17. Doesyourwork giveyouasenseofaccomplishment ?

A) Slightly

B) Moderately

C) Very

D) Notatall

18. Areyouawareofall theHRpoliciesinyourcompany ?

A) Yes

B) No
19. Themoraleinmydepartmentishigh.

A) Strongly

B) Disagree

C) NeitheragreeorDisagree

D) Somewhatagree

20. Isthecompanyprovidesacanteen ?

A) Yes

B) No

21. How transparent do you feel the management

?A) Less than25%

B)25%

C) 50%

D) Morethan 25%

22. Doyoufeelvaluedforyourcontributions ?

A) Agree

B) Disagree

23. Doyour superiorscommunicatecompanynewseffectivelyandinatimelymanner ?

A) Yes, consistently

B) No, rarely

C) Sometimes,inconsistency.

D) Unsure, not attentive