1.1 INTRODUCTION The principal of an organization is its human resources.

Human resources have been defined as from the view point of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. It is this human resource, which is of paramount important in the success of any organization, because most of the problems in organization settings are human and social rather than physicals, technical or failure to reorganize this fact cause immense loss to the nation, enterprise and the individual. The development content of the human resource development department should be oriented to and primarily concerned with developing the skills of the employees, and increasing and securing their undivided devotion and loyalty to their duly allotted work and their organization in this entirety. So the job satisfaction of the employee becomes a matter of primary importance and concern, because there is no substitute for a zealous and competent intend at all times to discharge his duties with all the skills and faculties at his command. Hence the researcher took up the study to evaluate the levels of job satisfaction among the employee of AMMAR RAJA The rapid stride in industrialization after the Second World War has witness an enormous growth of industries of different categories. India is no exception to this scenario, leather, textiles automobiles, rubber metal, plastic, ceramics and other categories of industries have found their place in a developing nation like India. With the born in industrial growth, the study of organization and their nature, the organization climate, as well as the study and assessment of job satisfaction among the workers employed in the industries have also assumed great impotence.

Job satisfactions have been defined by (1976) as a pleasurable or positive emotional state, resulting from the appraisal of ones jobs or job experience what an employee looks forward for in his job is job description. Each employee wants recognition as an individual, meaningful tasks, an opportunity to do something worthwhile, job for himself and family, good wages, adequate benefits, opportunity to advance, no artistry action a voice in matters affections him, description working conditions, competent leadership, bosses whom he can admire and respect as persons. Job satisfaction is part of life satisfaction. The nature of ones job feeling on the job. Since a job is an important part of life, job satisfaction influences ones general life satisfaction. Job satisfaction is the favorableness or unfavourableness with which employees view their work. It expresses the amount 0 agreement between ones expectation of the job and the rewards that the job provides (Davis Keith 1984). Job four most important factors contributing to job satisfaction are those that build a sense of worth and open the door to new opportunities. These four leading factors are 1) opportunity to learn new skills 2) type of work 3) achievement opportunities (job success) and 4) professional growth opportunities are the keys to overall job satisfaction. According to Gilmer job satisfaction or dissatisfaction is the result of various attitudes, the person holds his job, towards related factors and towards life in general. Today job satisfaction continues to be the major concern of the department of human resource development in any industry of organization. Employee attitude are important to management because they affect organization behavior. In particular, attitudes relating to job satisfaction are the major interest of the field of organizational behavior and the practice of human Resources Management.

Today industry has realized that a satisfied and motivated worker is of great asset to the organization contributing to improve and efficient production and high quality standards. Thus it has become very necessary that the organization know whether their employees are satisfied workers or not. Hence it is of utmost importance that the researcher carries out a survey of a private organization to how described are their workers with their jobs. COMPANY AND ADMINISTRATIVE POLICIES An organizations polices can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your polices are fair and apply equally to all. Also, make printed copies of your policies are fair and apply equally to all. Also, make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it (again, with staff input). You might also compare your policies to those of similar practices and ask whether particular policies are unreasonably strict or whether some penalties are too harsh. SUPERVISION To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors. The role or supervision is extremely difficult. It requires leadership skills and the ability to treat all employees fairly. You should teach your supervisors to us positive feedback

whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out. SALARY The old adage you get what you pay for tends to be true when it comes to staff members. Salary is not a motivator for employees, but they do want to be unhappy working for you. Of individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits youre offering are comparable to those offices in your area. In addition, make sure you have clear policies related to salaries, raises and bonuses. INTER PERSONAL RELATIONS Remember that part of the satisfaction of based employed is the social contract it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual countries to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice. WORKING CONDITIONS The environment in which people work has a tremendous effect on theyre level of pride for themselves and for the work are doing. Do everything you can to keep your equipment and facilities up to date. Even a nice chair can make a world of difference to an individuals psyche. Also, if possible, avoid overcrowding allow each employee his or her own personal space, whether it be a desk, al locker, or even just a drawer. If youve placed your employees in close quarters with little or no personal space, dont be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discussed above. To do so would be asking for trouble in more

than one way. First, your employees would be generally unhappy, and this would be generally unhappy, and this would be apparent to your patients. Second, your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practices success. So deal with hygiene issues first, then move on to the motivator. WORK IT SELF Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. Share stories of success about how an employees actions made a real difference in the life of a patient, or in making a process better. Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits. Of course employees may not find all how those tasks are essential to the overall processes that make the practice succeed. You may find certain tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction. ACHIVEMENT One premise inherent in Herzbergs theory is that most individuals sincerely want to do a good job. To help them, make sure youve placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are individuals should also regular, timely feedback on how they are doing and should feel they are being adequately challenges in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing.

RECOGINITION Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes dont have to be monumental before they deserve recognition. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as employee of the month. RESPONSIBILITY Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel they own the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however, that you do not simply add more work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well. ADVANCEMENT Reward loyalty and performance with advancement. If you do not have an position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally. MANAGING JOB SATISFACTION As part of a large project whose goal was to create an employee driven, survey-improvement process, Bavendam Research in identified six factors that influenced job satisfaction. When these six factors were high, job satisfaction was

high. When the six factors were low, job satisfaction was low. These factors are similar to found we have found in other organizations. OPPORTUNITY Employees are more satisfied when they have challenging opportunities as work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply promotional opportunity. As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignment-as well as promotions. Actions Promote from within when possible. Reward promising employees with roles on interesting projects. Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrated achievement STRESS When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees personal lives or are a continuing source of worry or concern. Actions Promote a balance of work and personal lives. Make sure that senior managers model this behavior. Distribute work evenly (fairly) within work teams. Review work procedures to remove unnecessary red tape or bureaucracy.

 Manage the number of interruptions employees have to endure while trying to do their jobs. Some organizations utilize exercise or fun breaks at work. LEADERSHIP Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals. WORK STANDARDS Employees are more satisfied when their entire workgroup takes pride in the quality of its work. Actions Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers. Develop meaningful measures of quality. Celebrate achievements. TRAP Be cautious of slick, packaged campaigns that are perceived as superficial and patronizing. FAIR REWARDS

Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have well and the demands of their jobs.

Actions Make sure rewards are for genuine contributions to the organization. Be consistent in your reward policies. If your wages are competitive, make employees know this. Reward can includes a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress. ADEQUATE AUTHORITY Employees are more satisfied when they have adequate freedom and authority to do their jobs. Actions When reasonable Let employees make decisions. Allow employees to have input on decisions that will affect them. Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative best practice. Ask, if there were just one or two decisions that you could make, which ones would make the biggest difference in your job? THE SECRET One thing that makes humans unique is our ability to focus energy. Whether to heat a home or to cut steel with a laser, focusing energy where its needed

produces significant results. As a manager, you need to know what it is a problem. Focusing time and resources on a specific problem is more likely to produce measurable benefits to the organization. The actual causes unique to your organization can only be uncovered through a proper analysis. Bavendam Research inc. has developed a survey process that identifies underling causes of the factors such as: Retention/turnover Productivity Teamwork Communication Job satisfaction And much more. You can choose from standard, semi-custom and fully custom analyses. We even help you manage the improvement project once they begin. JOB SATISFACTION THE EMPLOYERS RESPONSIBLITY Job satisfaction is a predictor of how much pressure and stress someone can handle while on the job. If employees are enjoying their job, they are more likely to be more effective in handling the daily stressors they experience. If they are satisfied with their job, it will provide them with a positive buffer to deal with the other daily stressors that they will encounter. Job satisfaction is inversely related to absenteeism, alcoholism, job turn over, and the filling of worker compensation claims, all of which cost employers money. When your employees are more satisfied with their job, they are more likely to work harder, complain less, show up on time and treat customers and co-worker with respect.

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By addressing the issue of job satisfaction, you, as an employer can increase your bottom line while at the same time increasing staff morale and productivity. So what makes a job satisfying? You may think that money is related to job satisfaction. But money in and of itself is not the number one predictor of job satisfaction. It is important; to satisfy the basic needs of the employees, however, beyond a certain point it is no longer a predictor of job satisfaction. So it your employees are making little money, increasing salaries increasing salaries can be a quick way to increase job satisfaction. Otherwise money can be used in more effective ways. Is the job meaningful to the employee? The more meaningful the job is, the more satisfied the employee would be. If the job it meaningless, how can employees help employers help employees find meaning in their work? Focus on quality and the possibility of production bonuses for meeting work or quality objectives. One can use the lack of job accidents, customer satisfaction, or some other quality measure. Sales have often been used as a measurement, but they can be a double-edged sword (you may lose quality when the main focus is on quantity). Another way to increase job satisfaction is to allow employees to have input or provide feedback on what they want or need to make their specific job more meaningful. Simply providing a suggestion box or occasional surveys throughout the year can do this. Whether the changes are implemented or not, being able to vent or express concerns about the job can increase job satisfaction. Consider healthy perks. A corporate health club is a great idea if you have the space or resources. Split a membership with the employees; offer time off to use the gym or to pursue other health-related activities. Support a jogging club, or

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other recreation activity. Not only will it increase cohesiveness and teamwork. Bringing in a massage therapist who can give mini massages to employees would be a real win/win situation for the employee and the corporation in terms of improved morale. If possible, consider flex time, telecommuting, and time off during the day to take care of personal business. Flextime may also allow employers to request some tax breaks by working with the local government to decrease traffic congestion. This flextime can be very helpful since employees can then attend to their families. It may also have the benefit of decreasing workers stress from tough commutes. In some area of the country it is pretty common for employees to travel hours to get to work. For them, the stress of getting to work may make the work even more stressful. If employees are able to come in later or earlier, they may be more be able to miss some of the heavier traffic and arrive to work in a fresher state. Consider celebrations and recognition on a regular basis. Monthly celebrations for birthdays or quarterly recognition for quality of work or attendance seem to work well. Taking care of employees does not have to be that expensive and can pay for itself many times over. How much paper work and time does it take to recruit and hire an employee? How much would it save the company it an accident was prevented? Is it worth having a dissatisfied customer because someone had a horrendous commute and was a little short with short with a customer? If through the use of a health club someone were able to prevent a heart attack, how much would that save on health insurance premiums? By being creating, flexible and supporting healthy habits among employees, an employer can increase job satisfaction, save a lot of money, increase and decrease employee turnover without a major increase in expenditures.

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1.2 INDUSTRY PROFILE The Battery Industry in India, which is worth Rs. 1,600 cr, has a market size of 2000 million units. The industry is dominated by dry carbon cell batteries and the demand to a large extent is from the rural areas. The Industry Focus highlights the classification of the battery market and the product portfolios of the domestic players in India. It also throws light on the recent developments like cheaper Chinese products being available and the market for rechargeable batteries growing at a rapid pace, which have affected the industry players. The demand for batteries, which has been fuelled by increase in the usage of small pocket radios and high-powered cameras, has improved dramatically. The shift, in the nature of demand (from D size batteries to pencil size batteries) has also brought in a drastic change in the demand pattern. Eveready Industries leads the Indian dry carbon cell market with over 40% market share. Though Eveready is a strong national player, Nippo has a prominent presence in the southern region. Novino, on the other hand, has a strong presence in certain pockets in the northern region, while BPL, a new entrant, has also managed to garner sizeable market share.

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The alkaline battery market only accounts for 5% of the total market. This is because the alkaline battery costs twice as much as a traditional zinc carbon battery. The higher pricing is due to the relatively higher cost of production. Contrary to the global trend, the higher price of alkaline battery has dampened the market's growth in India. Alkaline batteries in developed countries account for more than 70% of the battery market. The alkaline segment in India is dominated by the global brands: Duracell and Energizer. Dry cell batteries are of three types zinc, alkaline and rechargeable. Market trends suggest that the Indian consumer is moving straight from zinc to rechargeable cells skipping the stage of alkaline cells. The battery industry in India that comprises automobile, sealed maintenance free (SMF), tubular and lead acid batteries, has been registering an annual growth rate of 25 per cent year on year. While China still remains the worlds largest battery market, India is expected to register the strongest growth in sales by 2014. Demand for Indian batteries from importers worldwide has increased and to meet this, Indian manufacturers are also gearing up. The main sectors in which demand is expected to grow in 2012 are solar, telecom, automation and power conditioning. Recognising the growth being witnessed by the battery industry, Electronics Bazaar has decided to rank the Top 12 Battery Manufacturers on the basis of their revenues for the FY 2010-11, which was verified from the website of the Ministry of Corporate Affairs (MCA), Government of India. Some major companies could not be included in the ranking as they declined to share their revenue figures with us, nor could their balance sheets be accessed on the MCA website. We did not include companies who are exclusively/extensively into manufacturing automotive batteries.

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While this survey is by no means comprehensive, it does provide a glimpse into many of Indias key battery manufacturers. Rank Company name 1 2 3 4 5 6 7 8 9 10 11 12 Exide Industries Ltd Amara Raja Batteries Ltd Luminous Power Technologies Pvt Ltd HBL Power Systems Ltd Su-Kam Power Systems Ltd Base Corporation Ltd Okaya Power Ltd Southern Batteries Pvt Ltd True Power International Ltd Evolute Solutions Pvt Ltd Greenvision Technologies Pvt Ltd Artheon Electronics Ltd

Disclaimer: While the Electronics Bazaar editorial team has taken utmost care to contact all possible sources to make the list comprehensive, we may have inadvertently left out a few companies from this list. Exide Industries Ltd manufactures the widest range of storage batteries in India from a capacity of 2.5 Ah to 20,400 Ah, covering the broadest spectrum of applications. It has seven factories strategically located across the countrythree in Maharashtra, two in West Bengal, one in Tamil nadu and one in Haryana. The company started out by manufacturing storage batteries and has grown to become one of the largest manufacturers and exporters of batteries in the subcontinent today. It has since grown steadily, modernised its manufacturing processes and taken bold initiatives on the service front. Constant innovations have not only helped the company to produce the worlds largest range of industrial batteries but also to cover various technology configurations. The company designs and manufactures industrial, automotive and high end submarine batteries.

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Amara Raja Batteries Ltd (ARBL), in collaboration with Johnson Controls Inc, USA, is the largest manufacturer of standby valve regulated lead acid (VRLA) batteries in the Indian Ocean Rim region. The company has its fully integrated world class manufacturing facility in the holy city of Tirupati, AP. Amara Raja is a leading manufacturer of automotive batteries that it markets under the brands Amaron and Tribal, which are distributed through a vast pan India sales and service network. ARBL has reached a position of leadership in a short span of time with its innovative engineering, research and design, all of which enable it to deliver customer focused products targeting the end users actual requirements. ARBL pioneered the amazingly long lasting Amaron maintenance free batteries in India. The company is a preferred supplier to major telecom service providers, telecom equipment manufacturers, the UPS sector (OEM and replacement), the Indian Railways, and also caters to the power, oil and natural gas and other industry segments. Founded in 1988, Luminous is a leading company delivering high quality power products for home and commercial applications. The companys group portfolio includes power backup, industrial batteries, renewable and alternate energy solutions like solar, wind and hybrid applications, infrastructure solutions for IT and telecom, diesels generator sets and home electrical products. Apart from its dominating position in the domestic market, Luminous has a strong foothold worldwide. It has been consistently winning awards and accolades for market leadership and product reliability. With over 3000 employees, eight manufacturing units in India and one manufacturing unit in China, 28 sales offices and more than 32000 channel partners, it is strongly moving towards realising its vision to be a globally admired corporation in the field of packaged power, distributed power generation, energy optimisation and home electrical products.

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1.3 COMPANY PROFILE Amara Raja believes in influencing and improving the quality of life by building institutions that provide better access to better opportunities, goods and services to people all the time. With innovative engineering, research and design, Amara Raja has grown with partnerships and information sharing with world leaders. Dr. Ramachandra N. Galla is the Patriarch of an illustrious business family of Andhra Pradesh, Gallas, who have established a name for themselves by successfully setting up Amara Raja Batteries. Born in 1938, Dr. Ramachandra Galla is an Electrical Engineer from S.V. University, Tirupati and has to his credit Masters degrees in Applied Electronics, Roorkee, India and Systems Sciences, Michigan State University, USA. Dr. Galla started his career as an Electrical Engineer in US Steel Corporation, USA moved on to Sargent & Lundy, USA as a Consulting Engineer for the Designing of Nuclear & Coal Fired Power Plant. He initiated various projects in these corporations & mastered the ropes of this competitive business in a very short time. However, he soon discovered that his natural inclination was serving

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his country and as a logical sequel he gravitated towards Chittoor his native place in India. Dr. Galla laid the foundation of Amara Raja batteries in 1985 in Chittoor. With his intense zeal and highly focused approach, he propelled Amara Raja Batteries in the top league of battery companies in India. In his capacity as the Chairman, Dr. Ramachandra Galla has promoted and established the following companies from the conceptual stage which are now well established and profit making: Amara Raja Batteries Ltd Amara Raja Power System Ltd Mangal Precisions Products Ltd Amara Raja Electronics Ltd Galla Foods Ltd Amara Raja Infra (P) Ltd Amaron Batteries (P) Ltd Amara Raja Industrial Services (P) Ltd

Dr Galla's finest hour as a businessman came in 1998 when he was presented BEST ENTERPRENEUR OF THE YEAR 1998 by Hyderabad Management Association, Hyderabad. He has been bestowed with honorary doctorate degrees from Jawaharlal Nehru Technical University in 2008 at Hyderabad & Sri Venkateswara University in 2007 at Tirupati. He has also been conferred with THE SPIRIT OF EXCELLENCE award by Academy of Fine Arts, Tirupati, and various other prestigious awards. He is passionate about a corporates responsibility to society as well as championing eco-friendly business practices. Dr. Galla has established various charitable trusts like Krishna Devaraya Educational & cultural association (KECA), Rajanna Trust, Mangamma & Gangul Naidu Memorial Trust. He is dedicated to rural development and improving the economic conditions of the

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farmers in Chittoor District, Andhra Pradesh, India. KECA which was established in 1975 provides scholarship to the poor and needy students to pursue their higher education. While Rajanna Trust that was established in 1999 to construct check dams and deepening the tanks to improve the ground water levels. MANGAL TRUST was established in 2003 to provide drinking water facilities, constructing check dams & providing infrastructure facilities to Petamitta and surrounding villages. A committed family man with wife, two children & grand children, he loves spending time with his family and participating in society development project. JAYADEV GALLA Managing Director Amara Raja Batteries Ltd. Jayadev Galla (Jay) is the Managing Director of Amara Raja Batteries Limited (ARBL), a leading manufacturer of Advanced Lead Acid batteries for Industrial and Automotive applications. ARBL is a joint venture between Amara Raja group and US based Johnson Controls Inc. (JCI). JCI is a USD 35 billion conglomerate and the global leader in building efficiency, automotive interior experience and automotive power solutions. The company owns the brand name Amaron which is the second largest selling automotive battery brand in India today. ARBL is a widely held public limited company listed on the National Stock Exchange of India Limited and the Bombay Stock Exchange Limited. The gross revenue for the year ending 31 March 2009 is more than USD 300 mn. Achievements Spearheading ARBLs automotive batteries (Amaron) venture Striking a partnership with JCI, U.S.A. for the automotive battery business Winning the prestigious Ford World Excellence Award in 2004 achieved by meeting global delivery standards. ARBL is the 3rd supplier from India to be given this award.

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Posts and Responsibilities Confederation of Indian Industry Young Indians National Branding Chair Young Indians National Immediate Past Chairman Young Indians Immediate Past Chairman - District Chapter Initiatives Amara Raja Group of Companies Managing Director, Galla Foods Limited. Director, Amara Raja Power Systems Ltd. Director, Amara Raja Electronics Ltd. Director, Mangal Precision Products Ltd. Director, Amara Infra (P) Ltd. Director, Amaron Batteries (P) Ltd. Director, Amara Raja Industrial Services (P) Ltd. Permanent Trustee of the Rajanna Trust The Trust was established in 1999 and is dedicated to rural development and to improve the economic conditions of the farmers in Chittoor District, Andhra Pradesh. Among other things, Rajanna Trust has executed micro irrigation projects valued to a tune of 1 million US dollars which has benefited over 2000 agricultural families Advisory Member Wockhardt Foundation Jay holds a bachelors degree in Political Science and Economics from the University of Illinois at Urbana Champaign, USA. As an avid sports lover, he has played chess and tennis at a competitive level. He also enjoys golf, motor sports, diving, travel and pop culture in general. Married with two children; in his leisure time he loves spending time with his family and participating in community development initiatives.Amara Raja is commited towards latest generation technologies by developing and manufacturing globally competitive, customer focused products of world class quality and responsibly introducing these products into relevant markets.

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Mission, mantra, way of thinking, philosophy, what we live for call it what you want, you'll find it below. Introduce yourself to the way we think. "To transform our spheres of influence and to improve the quality of life by building institutions that provide better access to better opportunities, goods and services to more peopleall the time." Introduce latest generation technologies Adapt these technologies to suit the operating environment Develop and manufacture globally competitive, customer-focused products of world-class quality Responsibly introduce these products into relevant markets Provide world-class customer support Since the proof of the pudding is in the eating, take a quick look at some of the laurels we've garnered in the short time that we've been around with. Best Telecom equipment Pioneered the widely used VRLA batteries for industrial application in India Largest & dominant market leader of standby batteries in Railways, Telecom, Power Generating stations in India One of the largest (designed for producing 3.64million batteries p.a.) and most modern automotive battery plants in Asia Highly automated preparation processes to and operations Raja's (oxide all are highly

Manufacturer Award 2009 by BSNL Quality Excellence Award for the year 2009 by INDUS Towers Amaron is the preferred supplier to Daimler Chrysler, Ford and General Motors Automotive Product of the year 2000 by Overdrive Excellence in Environmental Management in 2002 by AP Pollution Control Board Creative Advertiser of the year '02 by ABBY Ford "World Excellence Award"

finishing;

automated) Part of Amara 21

Ford Q1 Award ISO-9001 in 1997RWTUV QS 9000 in 1999RWTUV ISO/TS 16949 in 2004RWTUV Quality benchmarks Best Business Practices as per JCI ISO 14001 in 2002RWTUV Part of the world's largest battery manufacturing alliance - Johnson Controls Inc., USA Largest manufacturer of standby VRLA batteries in South Asia

integrated battery complex (most components are built in-house) Industrial Economist Business Excellence Award - 1991 by the Industrial Economist, Chennai. Best Entrepreneur of the year 1998 by Hyderabad Management Association. Excellence award by institution of Economic Studies(ES), New Delhi. Udyog Rattan -1999 by Institution of Economic Studies (ES), New Delhi. Q1 Vendor Status by Ford India Limited - 2003. World Excellence Silver Award by Ford USA The spirit of Excellence by

Academy of fine arts, Tirupati A company is known by the society it keeps. We believe in taking responsibility for whatever we do; within and without the company. It's what responsible leaders are expected to do. Our vision is to create communities that are economically and socially vibrant enough to stimulate growth and self-reliance; within and without the company. In keeping with this commitment, we've committed ourselves to social activities in the following four areas: Education Infrastructure Village development

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 Environment Education To ensure our people have a better quality of life we provide primary schooling facilities for the children of our employees. We also provide our employees with facilities in the form of free memberships to education enhancement trusts and organizations like the library for employees on site, the Rajanna Trust for intellectual enhancement, the Krishna Deva Raya Trust and Cultural Association, Vinayashramam, Thapovanam and the Rashtriya Seva Samithi. Infrastructure Some of the infrastructure requirements of daily living that we take responsibility for include a bank for employees and the public, residential complexes for employees, medical and other facilities like a post office, subsidized transportation and recreational clubs for everyone who works with us. Village development India lives in her villages. It's why we focus a great deal on developing the same by helping in the building of roads, street lighting, rainwater storage plants and check dams. Under the banner of 'Grameena Vikasam' we're proud to have invested time and resources on all the ongoing and long-term initiatives. Environment Respect for environment is a core business value that is reflected in all the comprehensive, proactive environment programmes like the development of green belts, energy conservation and water harvesting, to name a few.

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Product profile

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Our company is engaged in offering power back solutions and associated services. The range includes engineering design services, consumer power solutions, electronics manufacturing services, custom magnetic solutions, value added services, etc. AMARON PRO Amaron PRO Hi-life batteries Design

AMARON FLO Amaron FLO batteries Design

AMARON BLACK Long life - Thanks to the reformulated Advanta paste recipe. Maintenance Free - High heat technology, premium silver alloys (SILVEN X) for a low-corrosion and no top-ups experience. Factory Charged - Wet Shipped and ready to fit AMARON HARVEST truck batteries -Lasts long, really long 75 Ah TRA 500 D31R/L 90 Ah - TRA 600 H29R/L AMARON SHIELD ong life - The robust plate design and a ribbed container provide extra strength and improved resistance to corrosion. Ultra Low Maintenance(ULM) - The special hybrid alloy system minimizes water loss, making the battery ultra low maintenance and ensuring longer life. 25

Xenon UPS Battery BATTERIES - ULTRA LOW MAINTENANCE Battery Type / AH @ AH @ Dimensions in mm Length Width Height Model C20 C5 XE IN 080 H29R 80 64 359 176 234 XE IN 100 H29R 100 80 359 176 234 XE IN 130 D04R 130 104 540 222 240 XE IN 160 D04R 160 128 540 222 240

Weight Kgs 23.50 25.50 40.20 43.50

in

Selecting the right UPS system does not complete your search for a total power back up solution. You need to select the right UPS batteries. Your search for UPS batteries ends here. Xenon brings to you a first of its kind wide range of high performance low maintenance UPS batteries. It incorporates a patented hybrid alloy system which minimizes water loss and hence no frequent top ups. The unique paste formulation enables quick charging of battery and also enabling longer life of battery. Additional Products Our company is engaged in offering power back solutions and associated services. The range includes engineering design services, consumer power solutions, electronics manufacturing services, custom magnetic solutions, value added services, etc. Category Consumer Power Solutions Products

Xenon Pure Sine Wave UPS Xenon UPS Battery Xenon XX Solution Plastic Injection Molding

ElectronicManufacturing Solutions

Solutions

System Integration Solutions Design Service Solutions Printed Circuit Board Assembly

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Solutions

Wire Harnessing Solutions

Features:

High performance Low power supply Lightweight Heavy duty usage Low maintenance Auto reset on overload Longer battery life Protected against short circuits Prompt Reliable Effective Economical

The services are appreciated for the following:

Organizational Chart:

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2.1 NEED OF THE STUDY

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It is assumed that an individual having few and frustrations is a satisfied worker. But when one has many frustrations and worries then he is said to have a low of job satisfaction. However research studies indicate that there are a lot of factors that influence job satisfaction. Hence it is a more complex study. The present study is an Assessment of the job satisfaction of the employees at AMMAR RAJA. The study focuses on the working conditions and the variables such as pay, promotion, supervision, operating conditions, coworkers, and nature of work that contribute to job satisfaction of the workers at AMMAR RAJA.

2.2 SCOPE OF THE STUDY

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Though industries have gained gigantic momentum, the human factor of the aspirations and job satisfaction of the workers has been a neglected field. Today Human Resource Development, industrial relations and providing a conductive organizational climate in organization and factories have been themes or debates and conferences. In todays where industrial organizations are competing for higher productivity, job satisfaction of the employees has become very important in the eyes of the management.

2.3 OBJECTIVE OF THE STUDY

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 To know the overall job satisfaction of the employees. To know the employees satisfaction regarding working condition. To know the satisfaction of the employees about the facilities provide by the company. To know the satisfaction of the employees about welfare facilities.

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2.4 RESEARCH METHODOLOGY DATA COLLECTED Primary Data It was the new data gathered specifically for the project. In this study, it is gathered through interviews with concerned officers and through observation. Secondary Data The secondary data collected from the employees with the questionnaire the help of Rating Scale. Further data collected from Internet, various books, Journals, and Company Records. Total population: employees of the amara raja. More than 900 employees Sample unit: Middle and lower level employees (572) Sample size: 115 Sampling Technique: Non probability convenience sampling Convenience sampling is a non-probability sampling technique where samples are selected their convenient accessibility and being near to the researcher. Period of the study: 45 days Tools used for analysis: Percentage method Percentage method In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the percentages. The following are the formula No of Respondent Total no. of Respondents

Percentage of Respondent =

x 100

2.5 LIMITATION OF THE STUDY

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The present study focuses on the job satisfaction of the employees of AMMAR RAJA. Since job satisfaction includes with various parameters like payment, promotion, and welfare facilities etc., here analysis with all these parameters makes the study difficult. Since various parameters with various respondents are interviewed. The analysis and interpretation for this study takes more time. Thus time limitation exists. All the respondents interviewed are with tight work schedule. They are in hurry while answering. Thus errors may be occurred in data collection.

Table 3.1 Satisfaction regarding your responsibilities in job

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S.NO. 1 2 3 4 5

Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL

No Respondents 13 32 55 13 2 115 Graph 3.1

.of Percentage (%) 11% 28% 48% 11% 2% 100

INTERPRETATION: The above table shows that 44% of the employees are satisfied about responsibilities in job, 33% are moderately satisfied, 18% are highly satisfied, 3% are dissatisfied and 1% of the employees are dissatisfied.

Table 3.2 Team work towards shared goals S.NO. Decisions No .of Percentage

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Respondents 1 2 3 4 5 Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL 19 37 58 1 0 115

(%) 17% 32% 50% 1% 0% 100

Graph 3.2

INTERPRETATION: The above table shows that 50% of the employees are satisfied about team work towards shared goals, 32% are moderately satisfied, 17% are highly satisfied and1% are dissatisfied.

Table 3.3 Satisfaction about Employee salary S.NO. 1 Decisions Highly Satisfied 35 No Respondents 12 .of Percentage (%) 10%

2 3 4 5

Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL

27 62 8 6 115

23% 54% 7% 5% 100

Graph 3.3

INTERPRETATION: The above table shows that 54% of the employees are satisfied about salary, 23% are moderately satisfied, 10% are highly satisfied, 7% are dissatisfied and 5% of the employees are dissatisfied.

Table-3.4 Satisfaction regarding working conditions S.NO. Decisions 1 2 3 Highly Satisfied Moderately Satisfied Satisfied No .of Respondents 2 22 45 Percentage (%) 2% 19% 39%

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4 5

Dissatisfied Highly Dissatisfied TOTAL

32 14 115

28% 12% 100

Graph 3.4

INTERPRETATION: The above table shows that 39% of the employees are satisfied about working conditions, 28% are dissatisfied, 19% are moderately satisfied, 12% are highly dissatisfied and 2% of the employees are highly satisfied.

Table-3.5 Safety measures provided by the company S.NO. 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied No .of Respondents 20 32 26 15 22 Percentage (%) 17% 28% 23% 13% 19%

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TOTAL

115 Graph 3.5

100

INTERPRETATION: The above table shows that 23% of the employees are satisfied about safety measures, 28% are moderately satisfied, 17% are highly satisfied, 13% are dissatisfied and 19% of the employees are dissatisfied.

Table-3.6 Welfare facility providing the company S.no 1 2 3 4 5 Decisions No Respondents Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied 22 32 38 14 9 19% 28% 33% 12% 8% .of Percentage (%)

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TOTAL Graph 3.6

115

100

INTERPRETATION: The above table shows that 33% of the employees are satisfied about welfare facilities, 28% are moderately satisfied, 19% are highly satisfied, 12% are dissatisfied and 8% of the employees are dissatisfied.

Table 3.7 Management responds to the employees grievances S.no 1 2 3 4 5 Decisions No Respondents Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL 19 27 41 19 9 115 17% 23% 36% 17% 8% 100 .of Percentage (%)

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Graph 3.7

INTERPRETATION: The above table shows that 36% of the employees are satisfied about employee grievances, 23% are moderately satisfied, 17% are highly satisfied, 17% are dissatisfied and 8% of the employees are dissatisfied.

Table 3.8 Training provided the company S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 8 17 42 29 19 115 Graph 3.8 40 7% 15% 37% 25% 17% 100 .of Percentage (%)

INTERPRETATION: The above table shows that 37% of the employees are satisfied about training provided the company, 15% are moderately satisfied, 7% are highly satisfied, 25% are dissatisfied and 17% of the employees are dissatisfied.

Table 3.9 Treating of superior in working time S.no 1 2 3 4 5 Decisions No Respondents Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL 3 17 44 31 20 115 Graph 3.9 3% 15% 38% 27% 17% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 38% of the employees are satisfied about treating of superior in working time, 15% are moderately satisfied, 3% are highly satisfied, 27% are dissatisfied and 17% of the employees are dissatisfied. Table 3.10 Management rewards employees who give innovative suggestions S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 4 15 42 37 17 115 Graph 3.10 3% 13% 37% 32% 15% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 37% of the employees are satisfied about management rewards employees who give innovative suggestions, 13% are moderately satisfied, 3% are highly satisfied, 32% are dissatisfied and 15% of the employees are dissatisfied.

Table -3.11 The problems is arises for solution provided by the company S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 4 15 42 37 17 115 Graph 3.11 3% 13% 37% 32% 15% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 37% of the employees are satisfied about the problems is arises for solution provided by the company, 13% are moderately satisfied, 3% are highly satisfied, 32% are dissatisfied and 15% of the employees are dissatisfied.

Table 3.12 Satisfaction about relationship with supervisors S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 3 13 43 39 17 115 Graph 3.12 3% 11% 37% 34% 15% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 37% of the employees are satisfied about relationship with supervisors, 11% are moderately satisfied, 3% are highly satisfied, 34% are dissatisfied and 15% of the employees are dissatisfied.

Table 3.13 Communication between different departments colleagues S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 9 14 41 32 19 115 Graph 3.13 8% 12% 36% 28% 17% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 36% of the employees are satisfied about communication between different departments colleagues, 12% are moderately satisfied, 8% are highly satisfied, 28% are dissatisfied and 17% of the employees are dissatisfied.

Table 3.14 Opportunity to progress within the company S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 11 27 49 21 7 115 Graph 3.14 10% 23% 43% 18% 6% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 43% of the employees are satisfied about opportunity to progress within the company, 23% are moderately satisfied, 10% are highly satisfied, 18% are dissatisfied and 6% of the employees are dissatisfied.

Table 3.15 Relationship with higher authority S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 10 25 51 22 7 115 Graph 3.15 8% 20% 47% 19% 6% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 47% of the employees are satisfied about relationship with higher authority, 20% are moderately satisfied, 8% are highly satisfied, 19% are dissatisfied and 6% of the employees are dissatisfied.

Table 3.16 Satisfaction regarding performens appraisal S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 14 28 47 18 8 115 Graph 3.16 12% 24% 41% 16% 7% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 41% of the employees are satisfied about performance appraisal, 24% are moderately satisfied, 12% are highly satisfied, 16% are dissatisfied and 7% of the employees are dissatisfied.

Table 3.17 Satisfaction regarding to take independent decision in the company S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 7 22 48 25 13 115 Graph 3.17 6% 19% 42% 22% 11% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 42% of the employees are satisfied about to take independent decision in the company, 19% are moderately satisfied, 6% are highly satisfied, 22% are dissatisfied and 11% of the employees are dissatisfied.

Table 3.18 Satisfaction regarding shift system S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 16 28 46 16 9 115 Graph 3.18 14% 24% 40% 14% 8% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 40% of the employees are satisfied about shift system, 24% are moderately satisfied, 14% are highly satisfied, 14% are dissatisfied and 8% of the employees are dissatisfied.

Table 3.19 Satisfaction regarding food facilities S.no 1 2 3 4 5 Decisions Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 19 32 49 11 4 115 Graph 3.19 17% 28% 43% 10% 3% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 43% of the employees are satisfied about to take independent decision in the company, 28% are moderately satisfied, 17% are highly satisfied, 10% are dissatisfied and 3% of the employees are dissatisfied.

Table 3.20 Your satisfaction regarding union system Decisions S.no 1 2 3 4 5 Highly Satisfied Moderately Satisfied Satisfied Dissatisfied Highly Dissatisfied TOTAL No Respondents 21 38 51 4 1 115 Graph 3.20 18% 33% 44% 3% 1% 100 .of Percentage (%)

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INTERPRETATION: The above table shows that 44% of the employees are satisfied about union system, 33% are moderately satisfied, 18% are highly satisfied, 3% are dissatisfied and 1% of the employees are dissatisfied.

4.1 FINDINGS I find that 44% of the employees are satisfied about responsibilities in job, 33% are moderately satisfied, 18% are highly satisfied, 3% are dissatisfied and 1% of the employees are dissatisfied.

From the study 50% of the employees are satisfied about team work towards shared goals, 32% are moderately satisfied, 17% are highly satisfied and1% are dissatisfied.

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 54% of the employees are satisfied about salary, 23% are moderately satisfied, 10% are highly satisfied, 7% are dissatisfied and 5% of the employees are dissatisfied.

39% of the employees are satisfied about working conditions, 28% are dissatisfied, 19% are moderately satisfied, 12% are highly dissatisfied and 2% of the employees are highly satisfied.

I observed in the study 23% of the employees are satisfied about safety measures, 28% are moderately satisfied, 17% are highly satisfied, 13% are dissatisfied and 19% of the employees are dissatisfied.

33% of the employees are satisfied about welfare facilities, 28% are moderately satisfied, 19% are highly satisfied, 12% are dissatisfied and 8% of the employees are dissatisfied.

36% of the employees are satisfied about employee grievances, 23% are moderately satisfied, 17% are highly satisfied, 17% are dissatisfied and 8% of the employees are dissatisfied. From the study 37% of the employees are satisfied about training provided the company, 15% are moderately satisfied, 7% are highly satisfied, 25% are dissatisfied and 17% of the employees are dissatisfied.

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 38% of the employees are satisfied about treating of superior in working time, 15% are moderately satisfied, 3% are highly satisfied, 27% are dissatisfied and 17% of the employees are dissatisfied.

I observed in the study 37% of the employees are satisfied about management rewards employees who give innovative suggestions, 13% are moderately satisfied, 3% are highly satisfied, 32% are dissatisfied and 15% of the employees are dissatisfied.

37% of the employees are satisfied about the problems is arises for solution provided by the company, 13% are moderately satisfied, 3% are highly satisfied, 32% are dissatisfied and 15% of the employees are dissatisfied.

37% of the employees are satisfied about relationship with supervisors, 11% are moderately satisfied, 3% are highly satisfied, 34% are dissatisfied and 15% of the employees are dissatisfied.

From the study 36% of the employees are satisfied about communication between different departments colleagues, 12% are moderately satisfied, 8% are highly satisfied, 28% are dissatisfied and 17% of the employees are dissatisfied.

43% of the employees are satisfied about opportunity to progress within the company, 23% are moderately satisfied, 10% are highly satisfied, 18% are dissatisfied and 6% of the employees are dissatisfied.

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 47% of the employees are satisfied about relationship with higher authority, 20% are moderately satisfied, 8% are highly satisfied, 19% are dissatisfied and 6% of the employees are dissatisfied.

41% of the employees are satisfied about performance appraisal, 24% are moderately satisfied, 12% are highly satisfied, 16% are dissatisfied and 7% of the employees are dissatisfied.

I observed in the study 42% of the employees are satisfied about to take independent decision in the company, 19% are moderately satisfied, 6% are highly satisfied, 22% are dissatisfied and 11% of the employees are dissatisfied.

40% of the employees are satisfied about shift system, 24% are moderately satisfied, 14% are highly satisfied, 14% are dissatisfied and 8% of the employees are dissatisfied.

43% of the employees are satisfied about to take independent decision in the company, 28% are moderately satisfied, 17% are highly satisfied, 10% are dissatisfied and 3% of the employees are dissatisfied.

44% of the employees are satisfied about union system, 33% are moderately satisfied, 18% are highly satisfied, 3% are dissatisfied and 1% of the employees are dissatisfied.

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4.2 SUGGESTIONS AMMAR RAJA is a well-run organization, with sound administrative and personnel polices, as evident from the responses of employees. Regarding working conditions 39% of the employees are satisfied, 19% are moderately satisfied, 2% of the employees are highly satisfied, 28% are dissatisfied and12% are highly dissatisfied. Out of 115 respondents 60% satisfied and 40% of the dissatisfied. So here the company has to concentrate on providing working conditions. The superiors have to maintain good relationship to their subordinates. Then only they have the motive regarding all aspects where they are working. The management has to encourage the employees who are giving the innovative thats in their work. The management has to solve the problems which are the problems arising in the working time in the organization. In order to boost the morale of the employees further, the organization would organize welfare activities. As a further step an on when required basis medical checkup facility could be provided at the organization.

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 To improve the affiance of the employees they could be sent to organizations for training in specialized areas in which that organization is good. Increasing the salary of the employees will help to increase the morale of the employees. 4.3 CONCLUSTION In conclusion it could be said that job satisfaction level of the employees at AMMAR RAJA is high on many of the variables. The organization is running at present efficiently however it has to be seen to that, the level of satisfaction among the employees is maintained and where possible and where necessary incentive and rewards given to them to boost their morale and keep up their effiency and there by productivity.

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ANNEXURE

QUESTIONNAIRE
1). what is your satisfaction regarding your responsibilities in job? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied 3).what is your satisfaction regarding your salary? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied grievances? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied 59 c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied

2). what is your satisfaction about team work towards shared goals?

4).what is your satisfaction regarding working conditions?

5).what is your satisfaction about safety measures provided by the company?

6).what is your satisfaction regarding welfare facility providing the company?

7).what is your satisfaction regarding management responds to the employees

8).what is your satisfaction training provided the company? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied c) Satisfied e) Highly Dissatisfied

9). what is you are satisfaction regarding treating of superior in working time? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied innovative suggestions? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied provided by the company? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied departments colleagues? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied 15).what is your satisfaction about higher authority? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied

10).what is your satisfaction regarding management rewards employees who give

11).what is your satisfaction regarding when the problems is arises for solution

12).what is your satisfaction regarding relationship with supervisors?

13).what is your satisfaction regarding communication between different

14).what is your satisfaction about opportunity to progress within the company?

16).what is your satisfaction regarding performens appraisal?

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a) Highly Satisfied

b) Moderately Satisfied d) Dissatisfied

c) Satisfied e) Highly Dissatisfied

17).what is your satisfaction regarding to take independent decision in the company? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied 18).what is your satisfaction regarding shift system? a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied a) Highly Satisfied b) Moderately Satisfied d) Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied c) Satisfied e) Highly Dissatisfied

19).what is your satisfaction regarding food facilities?

20).what is your satisfaction regarding union system?

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BIBLIOGRAPHY 1. Sidharth Chaturvedi 2. Tripathi P.C Relations 3. Mamoria C.B., 4. Chatterjee N.N Enterprises. 5. Keith Davis Organisation Behaviour Personnel Management Management of Personnel in India Managing job satisfaction Management and Industrial

Personnel

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