1 INTRODUCTION

The Project Titled A Study of Employee Satisfaction in Samsoft Solutions, Coimbatore is to identify Employee Training provides several components to help the employee resource group streamline daily processes and to automate the manual processes. This project provides the needed tools to make any employee resource department more efficient and organized. Whether, employees are a small business or a large enterprise corporation, this project soft are can provide a user friendly environment for the employee resource group. Employee Training is utilized to help manage a employee resource department needs and functions. !any of those types of function are dealing ith corporate benefits, vacation days, salary compensation, employee information, and performance. This project can reduce the many unnecessary processes that are implemented, therefore decreasing overhead costs. "ome of the benefits may include are#

$utomation of employee Training processes Tracking and monitoring of employee resource data %reation of templates, forms and customary reports &nclusion of the many components such as employment benefits, salary compensation, performance analysis 'educe costs of employee resource management

1!1 O"#ECTI$ES O% T&E STUD'

The project entitled (A Study of Employee Satisfaction in Samsoft Solutions to SA)SO%T SO*UTIONS %oimbatore. The main objective of the study is to find out the employee satisfactory level in "amsoft "olutions. )y conducting employee satisfaction surveys, you are taking a proactive stance to better the company. "oliciting employee feedback allo s you to evaluate ho thriving internally. &t also lets the employees kno that you care. When employees are not satisfied, it can lead to high attrition rates and lo productivity. $ satisfied employee often e*uates to a productive employee. $ productive employee e*uates to a productive and happy company your company is

1!+ SCO,E AND NEED %OR T&E STUD' The need of the system of developing soft are for the searching the right candidate for the suitable re*uirement removes the dra backs of the earlier system. $s already mentioned, the ,' needs a good soft are to maintain the list of %andidates available according to -ualifiication and E.perience the intervie soft are. The need for conducting this study is To find out the satisfaction level of employees in the organization. To study the employee attitude to ards their nature / job contents. To understand the effectiveness of management. To identify the reasons of dissatisfaction, organization. To evaluate the employee participation ith department activities. To suggest measures to improve the level of satisfaction among the various level of employees in the organization. hich the employees e.perience in the elfare activities provided by the ise and also the %all activities. These details can be achieved through the development of the

1!-

*I)ITATIONS O% T&E STUD'

The study has the follo ing limitations# Personal bias of the employees in giving the ans ers results obtained. "ometimes the attitudes of the respondents study. 'espondents ere hesitant to fill the *uestionnaire because they feel it might be ere not co1operative to ards the ill have an effect on the

given to the management, hich might harm their personal freedom. The study includes all the limitations inherent in the *uestionnaire.

CO),AN' ,RO%I*E

"amsoft is a multinational outsourcing company committed to operational e.cellence for its clients and a premier provider of 3utsourcing solutions / &T "ervices. "amsoft is proud to deliver these eb solutions using the latest cutting edge

technologies available today. We also handle business process outsourcing / delivers a range of 3utsourcing services like custom soft are development, design outsource, &T outsource and many more. We take on many of company4s everyday functions overhead costs. "amsoft group of companies employ over 56 of the best and finest talented people available orld ide7 ready to take on the non1core business processes ith their advanced and up1to1date tools. %ustomer relationship business in the years to come. ith "amsoft ill become one of the greatest assets for the ith a higher level of skilled hile reducing the

ork force that is more fle.ible than the traditional employee

%ompany 9ame Works $ddress

# "amsoft "olutions., # (, "ree Parvathavarthini To ers, :andhipuram, %oimbatore

Phone E1!ail %ontact Persons

# 62++ 5852588 # samsoft;gmail.com # !rs.9.!anjula E.ecutive <irector

=ear of %ommencement %ompany "tatus ""& 'egistration 9umber $rea %ode )uilt up $rea

# +662 # "mall "cale &ndustries # 00(+8+>(( dt.6>.68.62 # (60 # (682 "*.ft

-! RE$IE. O% *ITERATURE $ study on the ?ob training in a soft are company is created on the trainees of the company. The formulating of the problem for their study, the researchers tend to refer the studies of already undertaken. !s. "uriya Praba in her study, E!P@3=EE "$T&"A$%T&39B "$T&"A$%T&39 has concluded that the process of the job training brings more satisfaction among trainees. !r. '.C.'amesh in his study, T,E T,E E!P@3=EE P'EAE'E9%E &9 T'$&9&9: "E""&39 &9 T&'DPD' %&T=B %&T= has concluded that brand loyalty for 'oyal Enfield )ullet is very high. !r. :.'engarajan in his study $ $ "TD<= 39 E!P@3=EE P'EAE'E9%E T3W$'<" T'$&9&9:B T'$&9&9: has concluded that loyalty for trainees is very high.

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/! RESEARC& )ET&ODO*O0' The chapter presents the design of the study and approaches adopted for field study. The ay of approaching to the project is different based on the topic. The methodology as chosen by the researcher because it is the major path to do the project. a1 Researc2 )et2ods and Tec2ni3ues &n this research, the *uestionnaire respondents. The *uestionnaire as designed to collect primary data from ere asked to fill

as given to the respondents and they

them up. 9ecessary help as rendered henever they found it difficult to ans er. b1 Researc2 ,rocess i1 Researc2 ,roblem The problems is to identify the level of job satisfaction at 3perators @evel of the "amsoft "olutions Private @imited, %oimbatore. ii1 Researc2 Desi4n &n the problem description, research design having been formulated in clear1cut terms, the researcher as used to describe the as re*uired to prepare a

characteristics of the employees employed in the organization. The research problem research design, i.e., he had to state the conceptual structure ithin hich research ould be conducted. The preparation of the research design appropriate for the collection of relevant evidence ith minimal e.penditure of effort, time and money.

c1 Sample Desi4n $ll the items under consideration in any field of in*uiry constitute a DniverseB or PopulationB. $ complete enumeration of all the items in the population is kno n as a census in*uiry. The searcher must decide the ay of selecting a sample or hat is popularly kno n as the sample design. $ sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. i1 Si5e of t2e Sample $ "ample of 86 employees "olutions Private @imited is 56. ii1 Sample ,rocedure &n this study, simple random sampling method as adopted for selecting the respondents. d1 Collection of Data The primary data collection *uestionnaire is in the $ppendi.. e1 Analysis of t2e Data The analysis of data re*uires a number of closely related operations such as establishment of categories, the application of these categories to ra data through editing, coding, classification and tabulation then dra ing statistical inferences. as done through the *uestionnaire method. &n some as chosen for this study. The total strength of "amsoft

case personal intervie s needed at the times of filling up the *uestionnaire. $ sample

The per*uisites ere divided into five groups. "trongly $gree $gree 9either $gree 9or <isagree <isagree "trongly <isagree The data collected as analyzed by the use of statistical tools. <ue to the various

techni*ues of analysis, the follo ing tool as using "imple Percentage method

SOURCES O% DATA <ata are the basic input to any decision1making process in a business. The processing of data gives statistics of importance of the study. <ata can be classified as Primary <ata "econdary <ata

,rimary Data These are useful for current studies as collected survey. Personal &ntervie *uestionnaire. intervie . is a survey method of data collection hich employs a ell as for future studies. &t should be hich are used for primary data / mail

ith utmost care. The different methods

collection are observation method, personal intervie , telephone intervie

The %omponents of the personal intervie ee and the intervie e.ecutive intervie ing, mail intercept

environment includes door1to1door intervie

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6uestionnaire Desi4n -uestionnaires are an ine.pensive revie ers large enough to allo ay to gather data from a potentially large ay to reach a number of ell1designed

number of respondents. 3ften they are the only feasible

statistically analysis of the results. $

*uestionnaire that is used effectively can gather information on both the overall performance of the test system as ell as information on specific components of the ith the test system among different system. &f the *uestionnaire includes demographic *uestions on the participants, they can be used to correlate performance and satisfaction groups of users. &t is important to remember that a *uestionnaire should be vie ed as a multi1stage process beginning ith definition of the aspects to be e.amined and ending ith interpretation of the results. Every step needs to be designed carefully because the final results are only as good as the eakest link in the *uestionnaire process. $lthough *uestionnaires may be cheap to administer compared to other data collection methods, they are every bit as e.pensive in terms of design time and interpretation. The steps re*uired to design and administer a *uestionnaire include# (. <efining the 3bjectives of the survey +. <etermining the "ampling :roup 0. Writing the -uestionnaire 2. $dministering the -uestionnaire 8. &nterpretation of the 'esults Secondary Data "econdary data is collecting and possibly processing data by people other than the researcher in *uestion. %ommon sources of secondary data for social science include censuses, large surveys, and organizational records. &n sociology primary data is data you have collected yourself and secondary data is data you have gathered from primary ((

sources to create ne

research. &n terms of historical research, these t o terms have

different meanings. $ primary source is a book or set of archival records. $ secondary source is a summary of a book or set of records. Ad7anta4es to t2e secondary data collection met2od are (G it saves time that ould other ise be spent collecting data, +G provides a larger database than hat ould be possible to collect on ones o n

,o ever there are disadvantages to the fact that the researcher cannot personally check the data so it4s reliability may be *uestioned.

1!-!/ Samplin4 desi4n

Samplin4 is that part of statistical practice concerned ith the selection of individual

observations intended to yield some kno ledge about a population of concern, especially for the purposes of statistical inference. Each obser7ation measures one or more properties H eight, location, etc.G of an observable entity enumerated to distinguish objects or individuals. "urvey guide practice The "amples are collected from 86 respondents through *uestionnaire Samplin4 Tec2ni3ues and Tools Used Con7enience Sample This sampling method chooses the individuals that are easiest to reach or sampling that is done easy. %onvenience sampling does not represent the entire population so it is considered particular units of the universe constituting a sample represent the universe. hich eights often need to be applied to the data to adjust for the sample design. 'esults from probability theory and statistical theory are employed to

(+

Random samplin4 This method is the purest form of probability sampling. Each member of the population has an e*ual and kno n chance of being selected. When there are very large populations, it is often difficult or impossible to identify every member of the population, so the pool of available subjects becomes biased. Systematic samplin4 This method is often used instead of random sampling. &t is also called an 9th name selection techni*ue. $fter the re*uired sample size has been calculated, every 9th record is selected from a list of population members. $s long as the list does not contain any hidden order, this sampling method is as good as the random sampling method. &ts only advantage over the random sampling techni*ue is simplicity. "ystematic sampling is fre*uently used to select a specified number of records from a computer file. Stratified samplin4 This method is commonly used probability method that is superior to random sampling because it reduces sampling error. $ stratum is a subset of the population that share at least one common characteristic. E.amples of stratums might be males and females, or managers and non1managers. The researcher first identifies the relevant stratums and their actual representation in the population. 'andom sampling is then used to select a sufficient number of subjects from each stratum.

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8! T&EORETICA* %RA)E.OR9 O% T&E STUD'

E),*O'EE SATIS%ACTION: $n individual general attitude to ards his or her jobB The difference bet een the amount of re ard orkers receive and the amount they believe should receive. ?ob Training is favourableness or unfavourableness their ith hich employees vie

ork job satisfaction may refer to either person or a group. &n addition, job training

can apply to parts of an individual job. ?ob training influences oneIs general life satisfaction. ,igh job satisfaction, on the other hand, gladdens the hears of administration, because it tends to be connected administrators ill positive conditions that ell managed ant. $lthough high job training is the hall mark of

organization, it cannot be urged into e.istence or even bough. &t is fundamentally the result of effective behavioral management. &t is a measure of progress being made a better human climate is an organization. ?ob Training is determined by the discrepancy bet een hat management e.pects to get out of their training and hat the trainees actually offer. !anagerIs interest in job satisfaction tends to center on its effect on employee performance. The researchers assessed that the impact of job training on Employee Productivity, $bsenteeism and Turnover. Determinants of #ob Trainin4: While analyzing the various determinants of employee satisfaction, e have to

keep in mind that# all individuals do not derive the same job in the same environment and at the same time. Therefore, it it appears the besides the nature of job and job environment, there are individual variables hich affect employee training.

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&R Acti7ities Trainin4 and de7elopment: Training is a process of learning a se*uence of programmed behaviour. &t is a application of kno ledge. &t gives an a areness of rules and procedure to guide their behaviour. &t attempts to improve their performance on the current job or prepare them for an intended job. Training is a short1term process utilizing a systematic and organized procedure by hich non1managerial personnel learn technical kno ledge and skills for a definite purpose. &t refers and skills for a definite purpose. &t refers to instruction in technical and mechanical operations7 it is designed for non1managers. <evelopment is a related process. &t covers not only those activities hich

improve job performance but also those hich bring about gro th of the personality help individuals in the progress to ards maturity and actualization of their potential capabilities so that they become not only good employees but better men and omen. <evelopment is a long term educational process utilizing a systematic or organized procedure by hich managerial personnel learn conceptual and theoretical kno ledge for general purpose. Trainin4 Records: 111111111111111111111111111111111111111111111111111111111111111 "l.9o Title of the ProcedureJ<ocument 111111111111111111111111111111111111111111111111111111111111111 ( "kill inventory form + <epartment ise Training 'ecord 0 Training $ttendance record (8

2 Personal Training record 8 Training need and revie 5 'evie of training for &"3 $ areness > Training "chedule E Training %ircular F !onthly Training 'eport (6 Training Evaluation Aorm 11111111111111111111111111111111111111111111111111111111111111111 0roup dynamics: :roup dynamics is concerned ith the interactions and forces bet een group

members in a social situation. When the concept is applied to the study of organizational behaviour, the focus is on the dynamics of members of formal or informal groups in the organizations i.e., it is concerned function. :roup dynamics describes ho $nother vie dynamics. .elfare facilities Welfare facilities play a major roll in every organization activities. Welfare measures to overcome employeesI occasional problems such as illness, absenteeism and any other hardships. "imilarly social security measures such as provident fund, superannuation fund, gratuity etc.. "hould be provided to develop belongingness to the organization, social a ards / incentives may be provided to employees sho ing higher level of attendance. (5 a group should be organized and conducted. ith the gaining kno ledge of groups, ho they develop, and their effect on individual members and the organizations in hich they

<emocratic leadership, member participation and overall co1operation is stressedB. about group dynamics is that it consists of set techni*ues, role groups, ith group group therapy, sensitivity training transactional analyses are here e*uated

.or; En7ironment Work environment is one of the most important factor in employee Training. Work place ith openness and trust, matching physical facilities, fle.ibility is *uite ork schedules like fle.i time, conducive for Training and job performance. $lternative vie s freely is more motivating. Relations2ip .it2 Superiors And Collea4ues The individuals gets clue of behavior from their superiors and colleagues. They develops and applies beliefs, attitudes and values derived from the groups of superiors and colleagues ith hom they associated. $n individual in a ork group tends to confirm to groupIs norms as long as he values the friendship and approval of associates or fears the possibility that they ill cut him from rights, privileges and benefits they can offer. Total 6uality )ana4ement %ustomer Aocus is not merely a buzz ord but it has become an important factor of every day ork and has got internalized into the ork environment. There is an e*ual emphasis on internal customer focus leading to greater team efforts and better cross1 functional relationship. ,ersonal Culture The management has been encouraging and promoting a very informal culture, KPersonal touchK, sense of belonging, enabling employees to become involved and contribute to the success of the company. The top management also conscientiously inculcates values in the people.

compressed ork eek etc., a ork environment hich encourages employees to air their

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RES,ONSI"I*IT' AND AUT&ORIT' DE,ART)ENT: ,ERSONNE* DE,ART)ENT Responsibility of Inc2ar4e &RD: (. 'esponsible for Preparing, Dpdating and achieving <epartment 3bjectives and maintaining all corresponding evidence for the same. +. $rranging for recruitment of employees. 0. !aintaining E"&, :ratuity, PA and &nspector of Aactories details and records. 2. !aintaining ,ouse keeping. 8. 'esponsible for 3verall "afety or Employees and providing necessary "afety $ccessories 5. Waste disposal. >. Preparing and !aintaining skill inventory of e.isting employees. E. 3rganising and arranging Training Program as per the recommendation of the department ,eads. F. <isplay, &ssue and educating about the -uality Policy to employees and ne employees. (6. 'esponsible for 3verall -uality Policy $ areness. ((.!aintaining <aily attendance J incoming / 3ut going timings J verification of overtime details. (+.!aintaining %ontractors attendance J E.".& details. (0.'eporting to E< about absentees, @atecomers, overtime details daily. (2.!aintaining "alary details of employees. (E

(8.!onthly submission of reports about E"& contribution, :ratuity, P.A %ontribution details to %!<J$ccounts department.

#ob Security ?ob security attempts to design a job in such a job security determines the degree of employee Training Re<ards# 3ne of the elements that can stimulate team ork is the presence of team re ards. These may be financial, or they may be in the form of recognition. 'e ards are most po erful if they are valued by the team members, perceive as possible to earn and administered contingent on the groupIs task performance. ay that it becomes more

interesting and challenging so that job holder makes meaning out of that. The degree of

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=! ANA*'SIS AND INTER,RETATION

=!1

A0E 0ROU, O% T&E RES,ONDENTS Sl! No ( + 0 A4e 0roup )elo +8 years +8 L 08 years $bove 08 years Total No! of Respondents > 00 (6 8> ,ercenta4e of Respondents (2.68 8E.5E +>.+> 1>>!>>

INTER,RETATION Arom the above table, it is clear that (2.68M of the respondents belongs to the age group of belo years. +8 years, 8E.5EM of the respondents belongs to the age group bet een +8108 years and +>.+>M of the respondents belongs to the age group bet een above 08

+6

C&ART =!1

AGE GROUP OF THE RESPONDENTS

70.00 60.00 50.00 PERCENTAGE 40.00 30.00 20.00 10.00 0.00 Below 25 25 - 35 AGE GROUP Above 35 27.27 58.68

14.05

+(

5!+

)ARITA* STATUS O% T&E RES,ONDENTS

Sl! No ( +

)arital Status !arried Dnmarried Total

No! of Respondents 05 (2 8>

,ercenta4e of Respondents >(.6> +E.F0 1>>!>>

INTER,RETATION Arom the above table, it is clear that >(.6>M of the respondents are married and +E.F0M of the respondents are unmarried.

++

C&ART =!+

MARITAL STATUS OF THE RESPONDENTS

28.93

Married Unmarried

71.07

+0

=!-

E?,ERIENCE O% T&E RES,ONDENTS

Sl! No ( + 0 2

E@perience )elo 0 =ears 0 1 > =ears > 1 (6 =ears $bove (6 =ears Total

No! of Respondents (6 E ++ (6 8>

,ercenta4e of Respondents +6.55 (>.05 2+.(8 (F.E0 1>>!>>

INTER,RETATION

Arom the above table, it is clear that +6.55M of the respondents e.perienced belo 0 years, (>.05M of the respondents are e.perienced 01> years, 2+.(8M of the >1(6 years and (F.E0M of the respondents are respondents are e.perienced belo e.perienced above (6 years.

+2

C&ART =!-

EXPERIENCE OF THE RESPONDENTS

45.00 40.00 35.00 30.00 25.00 20.66 20.00 15.00 10.00 5.00 0.00 Below 3 Years 3 - 7 Years EXPERIENCE 7 - 10 Years Above 10 Years 17.36 19.83 42.15

PERCENTAGE

+8

TA"*E NO! =!/ O,INION A"OUT .OR9 EN$IRON)ENT Sl! No 1 + / 8 = C

%actors ,2ysical B tec2nical <or;in4 en7ironment )aterial &andlin4 Space Allotted bet<een furniture and e3uipment Ade3uately illuminated Ade3uately 7entilated Satisfied <it2 Infrastructure Comfortable <or;in4 2ours "ource# Primary <ata INTER,RETATION

SA 8 0 8 5 5 8 2

A 00.00 +6.66 00.00 26.66 26.66 00.00 +5.5>

A F F > > E > F

NO! O% RES,ONDENTS A N A D 56.66 56.66 25.5> 25.5> 80.00 25.5> 56.66 ( 0 0 + ( 0 + 5.5> +6.66 +6.66 (0.00 5.5> +6.66 (0.00 6 6 6 6 6 6 6

A 6.66 6.66 6.66 6.66 6.66 6.66 6.66

SD 6 6 6 6 6 6 6

A 6.66 6.66 6.66 6.66 6.66 6.66 6.66

Arom the above table, it is highlighted that 0+.0EM of respondents strongly agree, follo ed by 80.00M of the respondents agree and (2.+FM of the respondents neither agree nor disagree.

C&ART =!/

+5

WOR
60.00
53.33

EN!IRONMENT

50.00

PERCENTAGE

40.00
32.38

30.00

20.00
14.29

10.00
0.00 0.00

0.00 SA A N OPINION

+>

TA"*E NO! =!8 O,INION A"OUT RE*ATIONS&I, .IT& SU,ERIORS AND SU"ORDINATES Sl! No 1 + / 8 NO! O% RES,ONDENTS SA 5 F 5 2 5 A 26.66 56.66 26.66 +5.5> 26.66 A > 5 F > 5 A 25.5> 26.66 56.66 25.5> 26.66 N + 6 6 0 0 A (0.00 6.66 6.66 +6.66 +6.66 D 6 6 6 ( 6 A 6.66 6.66 6.66 5.5> 6.66 SD 6 6 6 6 6 A 6.66 6.66 6.66 6.66 6.66

%actors 0ood rapport <it2 superiors )aintain t2e cordial relations2ip )aintain control Decision ma;in4 Comfortable <it2 dele4ation DonDt find o7erlappin4 of aut2ority "ource# Primary <ata INTER,RETATION

00.00

26.66

+5.5>

6.66

6.66

Arom the above table, it is revealed that 26M of respondents strongly agree, follo ed by 28.85M of the respondents agree, (0.00M of the respondents neither agree nor disagree and (.((M of the respondents are <isagree.

C&ART =!8 +E

RELATIONSHIP WITH SUPERIORS AND SU"ORDINATES

50.00
45.56

45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A OPINION N
1.11 13.33 40.00

+F

TA"*E NO! =!= O,INION A"OUT )OTI$ATION

Sl! No 1 + /

%actors Efforts and &ard <or; Re<arded for inno7ati7e ideas Satisfied <it2 promotion policies &appy <it2 present Eob "ource# Primary <ata INTER,RETATION

NO! O% RES,ONDENTS SA + 0 0 2 A (0.00 +6.66 +6.66 +5.5> A F F 5 E A 56.66 56.66 26.66 80.00 N 0 + 2 0 A +6.66 (0.00 +5.5> +6.66 D ( ( + 6 A 5.5> 5.5> (0.00 6.66 SD 6 6 6 6 A 6.66 6.66 6.66 6.66

Arom the above table, it is revealed that +6M of respondents strongly agree, follo ed by 80.00M of the respondents agree, +6M of the respondents neither agree nor disagree and 5.5>M of the respondents are <isagree.

06

C&ART =!=

MOTI!ATION
60.00
53.33

50.00

PERCENTAGE

40.00

30.00
20.00 20.00

20.00

10.00

6.67 0.00

0.00 SA A N OPINION

0(

TA"*E NO! =!C O,INION A"OUT RE)UNERATION

Sl! No 1 +

%actors ,resent pay scale commensurate Satisfied <it2 frin4e benefits "ource# Primary <ata INTER,RETATION

NO! O% RES,ONDENTS SA 0 0 A +6.66 +6.66 A E E A 80.00 80.00 N 0 + A +6.66 (0.00 D 6 + A 6.66 (0.00 SD ( 6 A 5.5> 6.66

Arom the above table, it is revealed that +6M of respondents strongly agree, follo ed by 80.00M of the respondents agree, (5.5>M of the respondents neither agree nor disagree, 5.5>M of the respondents are <isagree and 0.00M of the respondents strongly disagree.

0+

C&ART =!C

REMUNERATION
3.33 6.67 20.00

16.67

SA A N D SD

53.33

00

TA"*E NO! =!F

O,INION A"OUT SATIS%IED .IT& ,ER9S Sl! %ACTORS No Satisfied <it2 1 per;s "ource# Primary <ata INTER,RETATION Arom the above table, it is revealed that +6M of respondents strongly agree, follo ed by 00.00M of the respondents agree, another 00.00M of the respondents neither agree nor disagree and (0.00M of the respondents are <isagree. 0 +6.66 8 00.00 8 00.00 + (0.00 6 6.66 SA A A

NO! O% RES,ONDENTS A N A D A SD A

02

C&ART =!F

SATISFIED WITH PER S

35.00 30.00 25.00 PERCENTAGE 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 S 20.00 33.33 33.33

13.33

08

TA"*E NO! =!G O,INION A"OUT #O" SECURIT'

Sl! No 1 +

%ACTORS #ob Security #ob Security based on performance

SA 5 E

A 26.66 80.00

A 5 5

NO! O% RES,ONDENTS A N A D A 26.66 0 +6.66 6 6.66 26.66 ( 5.5> 6 6.66

SD 6 6

A 6.66 6.66

"ource# Primary <ata INTER,RETATION Arom the above table, it is clear that 25.5>M of respondents strongly agree, follo ed by 26M of the respondents agree and (0.00M of the respondents neither agree nor disagree.

05

C&ART =!G

#O" SECURIT$
46.67 40.00

50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00

13.33

0.00

0.00

SA

N OPINION

0>

TA"*E NO! =!1> O,INION A"OUT 0RIE$ANCE &AND*IN0

Sl! No 1 +

%ACTORS 0rie7ance 2andlin4 procedure %reely communicate "ource# Primary <ata INTER,RETATION

SA 0 2

A +6.66 +5.5>

A E E

NO! O% RES,ONDENTS A N A D 80.00 80.00 0 0 +6.66 +6.66 ( 6

A 5.5> 6.66

SD 6 6

A 6.66 6.66

Arom the above table, it is clear that +0.00M of respondents strongly agree, follo ed by 80.00M of the respondents agree, +6.6M of the respondents neither agree nor disagree and 0.00M of the respondents are disagree.

0E

C&ART =!1>

GRIE!ANCE HANDLING

60.00

53.33

50.00

PERCENTAGE

40.00

30.00

23.33 20.00

20.00

10.00

3.33

0.00

0.00 SA A N OPINION S

0F

TA"*E NO! =!11 O,INION A"OUT ,ER%OR)ANCE A,,RAISA*

Sl! No 1 +

%ACTORS SA Satisfied <it2 Or4anisation Tec2ni3ues ,olicies to %a7our De7elopment "ource# Primary <ata INTER,RETATION 2 2 A +5.5> +5.5> A 5 5

NO! O% RES,ONDENTS A 26.66 26.66 N 2 2 A +5.5> +5.5> D ( ( A 5.5> 5.5> SD 6 6 A 6.66 6.66

Arom the above table, it is clear that +5.5>M of respondents strongly agree, follo ed by 26M of the respondents agree, +5.5>M of the respondents neither agree nor disagree and 5.5>M of the respondents are disagree.

26

C&ART =!11

PERFORMANCE APPRAISAL
45.00 40.00 35.00 30.00 PERCENTAGE 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 S 6.67 26.67 26.67 40.00

2(

TA"*E NO! =!1+ O,INION A"OUT TRAININ0 AND DE$E*O,)ENT

Sl! No 1

%ACTORS SA Satisfied <it2 trainin4 and de7elopment pro4ramme "ource# Primary <ata INTER,RETATION 2 A +5.5> A >

NO! O% RES,ONDENTS A 25.5> N + A (0.00 D ( A 5.5> SD ( A 5.5>

Arom the above table, it is clear that +5.5>M of respondents strongly agree, follo ed by 25.5>M of the respondents agree, (0.00M of the respondents neither agree nor disagree, 5.5>M of the respondents are disagree and another 5.5>M of the respondents are "trongly <isagree.

2+

C&ART =!1+

TRAINING AND DE!ELOPMENT

50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION S 13.33 6.67 6.67 26.67 46.67

20

TA"*E NO! =!1O,INION A"OUT )ANA0E)ENT ST'*E

Sl! No 1 + -

%ACTORS Satisfied <it2 line of mana4ement Satisfied <it2 decision ma;in4 Opinion in Decision ma;in4 "ource# Primary <ata INTER,RETATION

NO! O% RES,ONDENTS SA 0 8 8 A +6.66 00.00 00.00 A F E 2 A 56.66 80.00 +5.5> N + ( 5 A (0.00 5.5> 26.66 D ( ( 6 A 5.5> 5.5> 6.66 SD 6 6 6 A 6.66 6.66 6.66

Arom the above table, it is clear that +E.EFM of respondents strongly agree, follo ed by 25.5>M of the respondents agree, +6M of the respondents neither agree nor disagree and 2.22M of the respondents are disagree.

C&ART =!122

MANAGEMENT ST$LE
50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 4.44 0.00 S 20.00 28.89 46.67

28

TA"*E NO! =!1/ O,INION A"OUT 6UA*IT' ,O*IC'

Sl!

No 1 A<are of 3uality std Satisfied <it2 ISO B + 6S certificate C2an4es due to ISO B 6S ,rospects due to / ISOB6S 8 ,olicy of t2e company "ource# Primary <ata INTER,RETATION

%ACTORS

SA F > E > F

A 56.66 25.5> 80.00 25.5> 56.66

A 8 8 8 5 8

NO! O% RES,ONDENTS A N A D 00.00 ( 5.5> 6 00.00 00.00 26.66 00.00 0 + + ( +6.66 (0.00 (0.00 5.5> 6 6 6 6

A 6.66 6.66 6.66 6.66 6.66

SD 6 6 6 6 6

A 6.66 6.66 6.66 6.66 6.66

Arom the above table, it is noted that 80.00M of respondents strongly agree, 02.5>M of the respondents agree and (+M of the respondents neither agree nor disagree.

C&ART =!1/ 25

%UALIT$ POLIC$
60.00 53.33 50.00

PERCENTAGE

40.00 34.67 30.00

20.00 12.00 10.00 0.00 SA A N OPINION 0.00 S

0.00

2>

TA"*E NO! =!18 O,INION A"OUT CAREER COUNSE*IN0

Sl! No 1 +

%ACTORS A<are of career counselin4 career counsel 2elp career plannin4 "ource# Primary <ata INTER,RETATION

NO! O% RES,ONDENTS SA 0 0 A +6.66 +6.66 A 5 > A 26.66 25.5> N 2 0 A +5.5> +6.66 D ( ( A 5.5> 5.5> SD ( ( A 5.5> 5.5>

Arom the above table, it is clear that +6M of respondents strongly agree, 20.00M of the respondents agree, +0.00M of the respondents neither agree nor disagree, 5.5>M of the respondents are disagree and 5.5>M of the respondents are "trongly <isagree.

2E

C&ART =!18

CAREER COUNSELING
50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION S 6.67 6.67 20.00 23.33 43.33

2F

TA"*E NO! =!1= O,INION A"OUT INDI$IDUA*HS 0RO.T& O,,ORTUNITIES

Sl! No 1 + / 8

%ACTORS Opportunities to 4ro< furt2er Opportunities for de7elopment #ob interestin4 I ,rospecti7e En2ancin4 s;ill Internal promotion encoura4ed "ource# Primary <ata INTER,RETATION

NO! O% RES,ONDENTS SA 8 8 5 > 0 A 00.00 00.00 26.66 25.5> +6.66 A > > E 8 (6 A 25.5> 25.5> 80.00 00.00 55.5> N + ( ( + ( A (0.00 5.5> 5.5> (0.00 5.5> D ( + 6 6 6 A 5.5> (0.00 6.66 6.66 6.66 SD 6 6 6 ( ( A 6.66 6.66 6.66 5.5> 5.5>

Arom the above table, it is clear that 02.5>M of respondents strongly agree, 2F.00M of the respondents agree, F.00M of the respondents neither agree nor disagree, 2M of the respondents are disagree and +.5>M of the respondents are "trongly <isagree.

86

C&ART =!1=

INDI!IDUAL&S GROWTH OPPORTUNITIES

60.00 49.33

50.00

40.00 PERCENTAGE 34.67 30.00

20.00 9.33 4.00 0.00 SA A N OPINION S 2.67

10.00

8(

TA"*E NO! =!1C O,INION A"OUT 0OA*S AND RES,ONSI"I*ITIES

Sl! No 1 + /

%ACTORS #ob Description Indi7idual 0oals Or4ani5ational 4oals Contribution for ac2ie7ement "ource# Primary <ata

SA 2 8 > 5

A +5.5> 00.00 25.5> 26.66

A F E > E

NO! O% RES,ONDENTS A N A D 56.66 ( 5.5> 6 80.00 + (0.00 6 25.5> 80.00 ( 6 5.5> 6.66 6 6

A 6.66 6.66 6.66 6.66

SD ( 6 6 (

A 5.5> 6.66 6.66 5.5>

INTER,RETATION Arom the above table, it is clear that 05.5>M of respondents strongly agree, 80.00M of the respondents agree, 5.5>M of the respondents neither agree nor disagree and 0.00M of the respondents are "trongly <isagree.

C&ART =!1C 8+

GOALS AND RESPONSI"ILITIES

60.00 53.33 50.00

PERCENTAGE

40.00

36.67

30.00

20.00

10.00

6.67 3.33 0.00 SA A N OPINION S

0.00

80

TA"*E NO! =!1F O,INION A"OUT I)A0E O% T&E OR0ANIJATION

Sl! No 1 + / 8 =

%ACTORS aut2ority to fulfill "etter status in society ,roud to <or; in t2is or4ani5ation 0ood Name amount t2e public &appy about t2e 4ro<t2 0ood<ill of t2e Or4ani5ation "ource# Primary <ata INTER,RETATION

SA 2 > (( F (( ((

A +5.5> 25.5> >0.00 56.66 >0.00 >0.00

A E E 2 5 2 2

NO! O% RES,ONDENTS A N A D 80.00 + (0.00 6 80.00 6 6.66 6 +5.5> 26.66 +5.5> +5.5> 6 6 6 6 6.66 6.66 6.66 6.66 6 6 6 6

A 6.66 6.66 6.66 6.66 6.66 6.66

SD ( 6 6 6 6 6

A 5.5> 6.66 6.66 6.66 6.66 6.66

Arom the above table, it is clear that 8E.EFM of respondents strongly agree, 0>.>EM of the respondents agree, +.++M of the respondents neither agree nor disagree and (.((M of the respondents are "trongly <isagree.

C&ART =!1F 82

IMAGE OF THE ORGANI'ATION

0.00 2.22 1.11

SA A N
37.78

58.89

88

TA"*E NO! =!1G O,INION A"OUT TOTA* )AINTENANCE KT)1

Sl! No 1 + / 8 = C

%ACTORS A<are of T) Concept ObEecti7es of T) T) is essential for o7erall 4ro<t2 Trainin4 pro4rammers on T) Strate4ies adopted in T) T) concept is 2elpful T) result in increase profit "ource# Primary <ata INTER,RETATION SA 5 2 E 5 2 > > A 26.66 +5.5> 80.00 26.66 +5.5> 25.5> 25.5> A E (6 5 > > 5 5

NO! O% RES,ONDENTS A 80.00 55.5> 26.66 25.5> 25.5> 26.66 26.66 N ( ( ( ( 2 + + A 5.5> 5.5> 5.5> 5.5> +5.5> (0.00 (0.00 D 6 6 6 6 6 6 6 A 6.66 6.66 6.66 6.66 6.66 6.66 6.66 SD 6 6 6 ( 6 6 6 A 6.66 6.66 6.66 5.5> 6.66 6.66 6.66

Arom the above table, it is found that 26M of respondents strongly agree, 2>.5+M of the respondents agree, ((.20M of the respondents neither agree nor disagree and 6.F8M of the respondents are "trongly <isagree.

C&ART =!1G 85

TOTAL MAINTENANCE (TM)

50.00 45.00 PERCENTAGE 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 0.95 S 11.43 40.00 47.62

C!

%INDIN0S
8>

(. 8E.5EM of the respondents belongs to the age group bet een +8108 years +. >(.6>M of the respondents are !arried 0. 2+.(8M of the respondents are e.perienced belo >1(6 =ears 2. F(.>(M of the respondents feel satisfied ith the ork environment. 8. FE.FEM of the respondents HE.ecutiveG do the relationship "uperiors / "ubordinates 5. FE.E(M of the respondents H"taff and 3peratorsG do the relationship ith "uperiors. >. (66M of the respondents H"taff and 3peratorsG do the relationship ith %olleagues. E. F5.>8M of the respondents do the !otivation and 'ecognition. F. F6.++M of the respondents satisfied ith the elfare facilities. (6.E5.5>M of the respondents HE.ecutiveG satisfied ith the Perks ((.FF.6(M of the respondents satisfied ith the ?ob "ecurity. (+.F>.85M of the respondents HE.ecutive / "taffG satisfied :rievance handling (0.F8.(5M of the respondents satisfied ith the Performance $ppraisal (2.F(.82M of the respondents satisfied <evelopment (8.F>.06M of the respondents satisfied ith the !anagement "tyle (5.(66M of the respondents satisfied ith the -uality Policy. (>.EF.8FM of the respondents HE.ecutive / "taffG satisfied %areer %ounseling (E.F8.F0M of the respondents satisfied opportunities
8E

ith

ith the

ith the Training and

ith the

ith the &ndividual :ro th

(F.FE.5EM

of

the

respondents

satisfied

ith

the

:oals

and

'esponsibilities +6.FF.06M of the respondents satisfied organization +(.FF.2+M of the respondents satisfied !aintenance. ith the Total Productivity ith the &mage of the

8F

E),*O'EE SATIS%ACTION
Sl! No ( + 0 2 8 5 > E F (6 (( (+ (0 (2 (8 (5 (> (E (F ,arameters Work Environment 'elationship ith "uperiors / "ubordinates 'elationship ith "uperiors 'elationship ith %olleagues !otivation and 'ecognition "alary Welfare Aacilities Perks ?ob "ecurity :rievance handling Performance $ppraisal Training and <evelopment !anagement "tyle -uality Policy %areer %ounseling &ndividual :ro th opportunities :oals and 'esponsibilities &mage of the organization Total !aintenance A$ERA0E F6.(8 FE.>F F2.EF F0.FF EF.+> 1 F2.5+ 1 F8.+( FF.6> FF.E2 FF.F+ 1 E8.5F FF.F> FE.EF FF.68 Operators E8.56 Staff F+.(F 1 (66.66 (66.66 FE.E0 F5.EE E>.(F 1 (66.66 FE.22 F8.0( EE.82 F>.F+ (66.66 F+.86 FF.++ FF.0E FF.2E FF.++ F>.++ 1 F>.5+ (66.66 FE.(6 EE.(6 F0.+8 1 F>.6+ 1 F5.E0 FF.26 FE.2( (66.66 1 F8.+2 (66.66 FF.8+ (66.66 A7era4e F(.>( FE.EF FE.E( (66.66 F5.>8 F(.55 F6.++ E5.5> FF.6( F>.85 F8.(5 F(.82 F>.06 (66.66 EF.8F F8.F0 FE.5E FF.06 FF.2+ G8!=G

56

SU00ESTIONS

$fter analyzing the findings the researcher offers the follo ing suggestion for improvement in order to achieve still better job satisfaction. !onetary re ards can be set for outstanding performance and hence the employees can be motivated in their ork. Training programs can be made even more innovative. 3n the job training to be given more to the employees. Programs can be conducted to improve the a areness level of *uality policy objectives. )y doing that they can be motivated to ards achieve the goals. !ore attractive incentive scheme has to be introduced to motivated the employees. The perks and 'emuneration provided by the organization to its e.ecutives fall short of employee e.pectations and so something need to be done urgently. !ore a areness about the career counseling should be created. The canteen facilities can be setup for providing nutritious meals at lunch at concessional price. The transport facilities in the organization can be improved by increasing the fleet of buses and scheduling them to cover various areas. The orking environment has to be kept clean to avoid the ,ealth problems.

5(

CONC*USION

$ study on employee job satisfaction among employees in "amsoft "olutions Private @imited, %oimbatore helped researcher to learn enormous information about employee satisfaction. "amsoft "olutions Private @imited have been established strongly on the principles of *uality being the major pre1occupation its business. Therefore, activities and efforts are focused to ards complete satisfaction of employer and customers. The companyIs e.cellent orking environment makes job satisfaction for the employer that is every ready to change leads its ay to the land of success. <uring the research period, the employees of "amsoft "olutions HPG @td., gave e.cellent cooperation. Arom the analysis, the researcher has got an idea that the generally are satisfied. orkers

5+

"I"*IO0RA,&'

"OO9S (. "tephen P. 'obbins, 3rganizational )ehaviorB, Prentice1,all of &ndia Private @imited, +660, (6th Edition. +. %.'.Cothari, 'esearch !ethodology !ethods / Techni*uesB, Wish a Prakashan, "econd Edition.

.E"SITE 0. .google.com "earch %ontents # .OR9 EN$IRON)ENT RE*ATIONS&I, .IT& SU,ERIORS )OTI$ATION AND RECO0NITION .E*%ARE %ACI*ITIES ,ER%OR)ANCE A,,RAISA*

50

A,,ENDI? 6UESTIONNAIRE E),*O'EE SATIS%ACTION SUR$E'

( + 0 2 8 5 > E F (6

9ame# $ge# "e.# !arital status# <ependents# <esignation# <epartment# 9o. of years of service# Educational *ualification# Technical *ualification#

8 point scale# HaG "trongly agree HbG $gree HcG 9either agree nor disagree HdG <isagree HeG "trongly disagree.

52

I ( + 0

.OR9 EN$IRON)ENT & am satisfied ith the physical J technical environment & am comfortable ith the machinery and materials handling e*uipments & am comfortable ith the space allotted bet een the furniture and e*uipment

HaG Hb G

HcG HdG

HeG

2 8 5

!y department is ade*uately illuminated !y department is ade*uately ventilated & am satisfied ith the infrastructure provided by the organization

>

& find my orking hours comfortable

II E F

RE*ATIONS&I, .IT& SU,ERIORS & have good rapport ith my superiors & am able to maintain cordial relationship ith my 58

HaG

HbG

HcG HdG

HeG

(6 (( (0

subordinates and colleges & am able to maintain control over my subordinates & am consulted and respected in major decision makingHby both subordinates and supervisorsG & do not find overlapping of authority among departments

III (2 (8 (5 (>

)OTI$ATION & am duly recognized for my efforts and hard ork & am re arded for innovative ideasJ suggestions by the organization & am satisfied ith the promotion policies of my organization & am happy ith my present jobJ it holds good future prospects

HaG Hb G

HcG

HdG

HeG

I$ (E (F

RE)UNARATION & find the present pay scale commensurate ith my efforts & am satisfied ith the fringe benefits the organization provides

HaG

HbG HcG

HdG

HeG

$ +6

,ER9S & am satisfied ith the perks the organization provides

HaG

HbG HcG

HdG

HeG

$I +(

#O" SECURIT' !y organization provides me job security

HaG

HbG HcG

HdG

HeG

55

++

!y job security based on my performance

$II +0

0RIE$ANCE &AND*IN0 The grievance handling procedure in my organization is effective

HaG

HbG HcG

HdG

HeG

+2

& am able to freely communicate my grievance

$III +8 +5

,ER%OR)ANCE A,,RAISA* & am satisfied ith the organizationIs techni*ues for evaluating my performance & find the policies to favour individuals and organizations development

HaG

HbG HcG HdG HeG

I? +>

TRAININ0 AND DE$E*O,E)ENT & am highly satisfied ith the training and development program the organization provides

HaG

HbG HcG HdG HeG

? +E +F 06

)ANA0E)ENT ST'*E & am satisfied ith the line of management in my concern & am satisfied ith the decision making standards and plan of the organization 3pinion given is given due importance in decision making and for any change in respective department

HaG

HbG HcG HdG HeG

5>

?I 0( 0+ 00 02 08

6UA*IT' ,O*IC' & am a are of the *uality standards of the organization & am satisfied ith the &"3J -" certificate of the company & am adaptable to the changes due to &"3J -" certification & have ide prospects due to &"3J -" certification The *uality policy of the company is challenging yet

HaG Hb G

HcG Hd G

HeG

?II 05

CAREER COUNSI*IN0 & am a are of the career counseling programme the organization offers

HaG

HbG HcG HdG HeG

0>

%areer counseling helps in career planning

?III 0E 0F

INDI$IDUA*SDS 0RO.T& O,,URTUNIT' & feel that there is ade*uate opportunity for me to gro further & am provided ith ample opportunities by the management for my development

HaG

HbG HcG HdG HeG

26 2( 2+

& find my job interesting and prospective &f enhance my skills, & ill be given additional responsibility &nternal promotions are encouraged based on the 5E

individual performance

?I$ 20

0OA*S AND RES,ONSI"I*ITIES The job descriptions are clearly given to me by the management

HaG Hb G

HcG Hd G

HeG

22 28 25 2>

!y individual goals are clear 3rganization goals are clearly defined !y contribution for the achievement of the organizational goal is clear to me & have been given ade*uate authority to fulfill my responsibility

?$ 2E

I)A0E O% T&E OR0ANISATION The job in this organization gives me a better status in the society

HaG

HbG HcG HdG HeG

2F 86

& feel to ork in my organization !y organizationIs products have good name among the public 5F

8( 8+

& am happy about the gro th of my organization :ood ill of the organization is increasing

>6