INTRODUCTION: Job satisfaction one of the most crucial but controversial issues in industrial psychology and behavioral management

in organization. It ultimately decides the extent of employee motivation through the development of organizational climate of environment.

MEANING: The term Job Satisfaction refers to an employees general attitude towards his job. Locke defines job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. To the extent that a persons job fulfils his dominant need and is consistent with his expectations and values, the job will be satisfying.

CONCEPTS OF JOB SATISFACTION:

There are so many definitions regarding job satisfaction. It is also a fact that job satisfaction is nothing but the favorable attitude or high industrial morale. But job satisfaction is an elaborate composite concept including individuals mental disposition, interpersonal relations that exists in the industry. It may be defined as Th e satisfaction where in one derives from doing his which is the composite product of favorable attitude, high level morale and the positive job related and even social factors. Job satisfaction is an important factor in industrial environment.

The satisfied workers produce more; the industrial climate is relatively smooth and conductive. The satisfied workers are creative and innovative.

The factors that contribute to the positive morale and attitude also result in higher degree of job satisfaction.

The important factors contribute to the higher level of job satisfaction. Challenging and responsible job. Numerous promotional opportunities. Impartial treatment by the management. Creativity and innovative ideas of job security. Attractive salary and perks. Freedom in work situation. Participative management. Welfare facilities like medical, uniform, canteen etc; Spontaneous TOP TO BOTTOM and BOTTOM TO TOP Communication pattern.

The job satisfaction depends upon the individual mind. A source, which provides satisfaction to some employees, may not give satisfaction to others. But in general the above-mentioned factors are having correlation with the job satisfaction. Job satisfaction can be measured through, 1. Interviews. Closed interviews Open ended interviews

2.

Discussions, seminars.

3.

Surveys with proper questionnaires.

4.

Data collection through self appraisal.

5.

Expert approach.

6.

Industrial Spy etc;

Whenever the survey and research are conducted on job satisfaction area, appropriate steps are to be taken to reinforce the existing job satisfaction in certain areas. In such cases immediate corrective measures are to be introduced after implementation of such measures for further reforms and modifications. In absence of introduction of appropriate corrective measures the dissatisfied workers contribute to: High labour turn over. Indiscipline Low quality and quantity of production Industrial conflicts and violence like strikes, lockouts etc; Break down of communication system Disrespect of superiors No scope for good interpersonal and industrial relations

So all the precautionary measures and care to be taken in case the study shows negative results.

JOB SATISFACTION AND PRODUCTIVITY :

Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives.

The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction.

RELATIONSHIP OF JOB SATISFACTION AND PRODUCTIVITY :

Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be the most desirable arrangement where high satisfaction and high productivity are combined together.

JOB SATISFACTION INTERPERSONAL INTERACTION :

Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately

Table - Satisfaction and dissatisfactory in interpersonal interaction

SATISFYING LEVEL 1 LEVEL 2 Satisfying to Sympathy, Love, Mutual Respect, other Affection, Trust, Acceptance Friendliness, and Confidence Agreement, Help based on and directed towards achieve common goal.

DISSATISFYING TO SELF SUBMISSION Obedience, Inferiority, Punishment being controlled disciplined rejection/analysis criticism/attack

Dissatisfying Superiority dominance authority Hatred/ antagonize to Other control disciplinary action command Misunderstanding distrust Suspension/Neglect/Disrespect

Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table.

The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels: Level 1- which is based on somewhat superficially, socially desirable,

mutual nice, sympathic and friendly sort of interactions.

Level 2-, which is based on somewhat deeper, more purposeful

interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses. 2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied.

Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and productivity is possible through an adjustment of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done.

PROCESS OF JOB SATISFACTION:

Every human being has his own needs and desires of them, some are conscious and some are unconscious. These needs become strong in the individual and create tension, which stimulate a behavior towards fulfilling those needs. But all needs never completely of permanently satisfied entertains extraordinary high hope and needs which are beyond his capacity to fulfill.

Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive.

FACTORS RELATING TO JOB SATISFACTION AND DISSATISFACTION:

Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India.

Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions.

FACTORS

ASSOCIATED

WITH

JOB

SATISFACTION

AND

DISSATISFACTION IN TWO-FACTOR THEORY :

According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings.

An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity.

As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall however confine our discussion to those, which are considered as more important.

A) PERSONAL FACTORS: Sex Number of department Time on Job Level and Range of Intelligence Level of Education Age Attitude Personality, Exclusive of Intelligence

SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition.

NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job.

The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities.

Same Indian companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work.

TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year.

RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence.

Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in.

On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job.

LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists.

AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction.

ATTITUDE: Person having positive attitude have more job satisfaction.

PERSONALITY,

EXCLUSIVE

OF

INTELLIGENCE:

Studies

have

suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not been conclusive as true measures of personality characteristics have not yet been fully possible.

However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies, Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain.

B) FACTOR INHERENT IN JOB Type of work Skill required Occupational status Size of the plant Geography

1. Type of work: Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established.

2. Skill required:

In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers.

3. Occupational Status:

Occupational are usually found to arrange themselves in hierarchy according to their relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs.

4. Size of the plant:

Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability.

5. Geography:

Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out.

C) FACTORS CONTROLLABLE BY MANAGEMENT:

Adequate Salary Fringe Benefits Co-workers Downward Communication Working Conditions Responsibility Supervision Wages Opportunities for Advancement

1. Adequate salary:

Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the expressed preferences of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits, security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees.

2. Fringe benefits:

Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance.

3. Co-workers:

The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment

4. Downward communication:

In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction.

5. Working conditions:

Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker.

6. Responsibility:

Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people.

7. Supervision:

Job supervised by good tempered and human relations oriented - supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers.

8. Wages:

Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled.

9. Opportunities for advancement:

Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement.

Ways of Measuring Job satisfaction:

There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies.

Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales, which are frequently used in practice.

One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers.

It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs.

SOURCES OF JOB-SATISFACTION :

Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition.

WAGES:

Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness.

NEED FOR THE STUDY

The doctrine of modern management laid its emphasis on effective human resource management.

The modern school of management lay its stress on the need for human resource management and human resource development as it is the fulcrum of management. Hence the choice of the topic job satisfaction in HRD of Neycer India Pvt Ltd. as my project work.

Job satisfaction is in a way of feeling of fulfillment that one gets on performing or doing ones job. Some of the factors, which influence job satisfaction, are like. Specific work environment. Specific individual targets. Capacity of an individual. Targets or other types of yardstick to measure ones performance. Compensation package. This also has relevant to the cultural economical, ecological environment. It wont be extravagant to state that a sound and successful management is the result of job satisfaction of the cross section of its employees.

Eventually management policy should be in consonance with deriving maximum job satisfaction.

SCOPE OF THE STUDY:

This project aims on eliciting the job satisfaction of the employees of Neycer India Ltd. for this purpose a unit was chosen by the company and the study was confined in that unit of Neycer India Ltd (Vadalur). In these unit xxxxemployees has been chosen randomly by random sampling method.

The data have been collected through questionnaire and analysed by constructing tables and diagrams.

The questionnaire was carefully prepared to evaluate the skills, communication level and rewards gained by the employee.

OBJECTIVES OF THE STUDY:

The main objective is to analyze whether the employees are satisfied with their job in Neycer IndiaLtd. To find out the employees level of satisfaction association with nature of job and working atmosphere. To study management-employee relationship.

To assess the level of satisfaction of the employee on what type of training undergone in the company. To analyze the employees grievance in the organization. To study about the motivation level in Neycer India Ltd.

REVIEW OF LITERATURE

Different authors have defined job satisfaction differently. Job satisfaction is nothing but the individuals general attitude towards his or her job. The person with the high level of job satisfaction holds positive attitude towards the job, while a person who is dissatisfied with his or her job holds only negative attitude about the job. According to Dr.P.C.TRIPATHI the term job satisfaction refers to an employees general attitude towards his job. The job will be satisfactory if the individuals job fulfills his dominant need and if it is consistency with his expectations. According to KEITH DAVIS, job satisfaction expresses the attitude towards ones job, the difference between the amount of rewards workers receive and the amount that they believed that should receive.

Thus job satisfaction represents an attitude rather than behaviour. It is related to human needs and their fulfillment throughout the work. In fact, job satisfaction is generated by individuals perception of how well his job satisfies his basic needs on the whole. The m need for satisfaction is it brings high productivity. Turnover and interest towards the job .For the person to be productive, he should be satisfied with his work. Thus, job satisfaction is a very important motivating factor for all the organizations.

THEORIES OF JOB SATISFACTION MASLOWS THEORY :

According to this theory, there is hierarchy of five needs they are.

1.

PHYSIOLOGICAL: Includes security and Protection from physical and

emotional needs. 2. harm. 3. SOCIAL: Includes affection, belongingness, acceptance and friendship. SAFETY: Includes security and Protection from physical and emotional

4.

ESTEEM: Includes internal esteem factors such as self-respect autonomy

and achievement and external factors such as status, recognition and attention. 5. SELF-ACTUALISATION: The drive to become hat one is capable of becoming includes growth, achieving ones potential and self-fulfillment. HERZBERGS TWO FACTOR THEORY:

In 1950, Herzberg conducted a study with 200 engineers and accountants employed in a firm. He asked people to describe, in detail, situations in which they felt exceptionally good or bad about their jobs. This response were then tabulated and categorized. From the categorized responses, Herzberg concluded a theory.

In this theory, Herzberg divides the factor contributing to job satisfaction in to two sets, one called intrinsic factors and other called as extrinsic factor. Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Intrinsic factors such as the work itself, responsibility and the achievement, seem to be related to job satisfaction. Extrinsic factors such as supervision, pay, company policies and working conditions, seem to be related to job dissatisfaction.

According to Herzberg, the factors leading to job satisfactions are separate and distinct from those that lead to job dissatisfaction. As a result, conditions surrounding the job such as quality of supervision, pay, company policies, physical working condition, relationship with others and job security were characterized by Herzberg as Hygiene Factors. When these factors are adequate, people will not be dissatisfied. Those factors, which are contributing to job satisfaction, are also called as Motivation Factors. Finally, Herzberg suggested that the opposite of Satisfaction is No satisfaction, and opposite of Dissatisfaction is No dissatisfaction.

THE EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE

The following are the effect of job satisfaction on employee performance,They are

High Productivity

Turn Over

Less Absenteeism

SATISFACTION AND PRODUCTIVITY:

Historically, the concept of human relations assumed that high job satisfaction leads to high productivity but later research indicated that it was an incorrect perception. The question that has been often raised is whether job satisfactions leads to performance or performance leads to job satisfaction. CORNELL in his studies said, A satisfied worker is a productive worker. Out of this study, he concludes that if the needs of the worker like pay, promotion etc, are satisfied in the above said job, he will be a productive worker. He will be motivated to work out of his needs are satisfies and production would be increased. Lawrence and Porter have developed a model suggesting that Productivity leads to job satisfaction.

SATISFACTION AND ABSENTEEISM AND TURNOVER:

The study conducted by C.Rost and Alwin F.Aander explains that satisfied worker will stay in the same job for a long time. The worker will satisfied when his heed are satisfied. Satisfying the needs of the worker can reduce the labour turnover and absenteeism.

COMPANY PROFILE:

RESEARCH METHODOLOGY

Research in common parlance refer to a search for knowledge, one can also define research as a scientific and systematic search for pertinent information on a scientific topic. According to clifford woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluation data, marking deductions and reaching and conclusions, and at last carefully testing the conclusions of determine whether they fit the formulating hypothesis. RESEARCH DESIGN: For this research study a descriptive research design was used the factors that are affecting the employees in work environment is studies and the findings were described in detail. The statistical tools like Chi-square test were applied for data analysis. TYPES OF SAMPLING: NON-RANDOM SAMPLING : Non-probability sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sample. Non-probability sampling is also known by different names such as deliberate sampling, purposive sampling and judgment sampling. JUDGEMENT SAMPLING: In judgement sampling the researchers judgement is used for selecting items, which he considers as representative of the population. The researcher has used judgement-sampling method for selecting 80 respondents from Neycer India Ltd., Vadalur, judgement sampling is used quite frequently in qualitative research where the desire happens to be, to develop hypothesis rather than to generalize to large population.

DATA COLLECTION METHOD : QUESTIONNAIRE METHOD: The researcher used a questionnaire, which was self-developed so as to measure the job satisfaction of the employees in the organization. Questionnaire to be used must be prepared very carefully so that it may prove to be effective in collecting the relevant information. SCALING TECHNIQUE : The questionnaire measures four dimensions of the job satisfaction with the help at itemized, graphic rating scale techniques. The graphic rating scale is quite simple and is commonly used in practice. Under it the various points are usually put along the line to form a continuum and rather indicates this rating by simple marking a mark. STATISTICAL TOOLS USED: The data collected were carefully analysed & interpreted statistical technology-chi-square test is applied to draw meaningful references. A chi-square distribution method is used for judging the significant different between observed and expected frequencies. As a non-parametric test, it can be used to determine if categorical data shows dependency or the two classifications are independent.

DATA ANALYSIS AND INTERPRETATION

TABLE: CLASSIFICATION BASED ON AGE GROUP DISTRIBUTION

S.NO 1 2 3 4

AGE GROUP 21 30 Years 31 40 Years 41 50 Years Above 50 Years Total

FREQUENCY 4 3 62 31 100

PERCENTAGE 4% 3% 62% 31% 100

INTREPRETATION: The above table shows that 62% of the respondents were in the age group 41- 50, 31% of the respondents were in the age group of above 50 year, 4% of the age 21 31 years, 3% of the respondents were in the age group of 31 40 years.

CHART: CLASSIFICATION BASED ON AGE GROUP DISTRIBUTION

AGE GROUP
Above 50 Years 41 50 Years 31 40 Years 21 30 Years 0% 3% 4% 10% 20% 30% 40% 50% 60% 70% 31% 62%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON GENDER WISE DISTRIBUTION

S.NO 1 2

GENDER Male Female Total

FREQUENCY 54 46 100

PERCENTAGE 54% 46% 100

INTREPRETATION: The above table shows that 54% of the respondents were in male, 46% of the respondents were female.

CHART: CLASSIFICATION BASED ON GENDER WISE DISTRIBUTION

GENDER

46% 54% Male Female

TABLE: CLASSIFICATION BASED ON YEAR OF SERVICE

S.NO

WORK EXPERIENCE

FREQUENCY

PERCENTAGE

6 10 Years

7%

11 15 Years

3%

Above 15 Years

90

90%

Total

100

100

INTREPRETATION: The above table shows that 90% of the respondents were in the year of service of above 15 years, 7% of the respondents were in the year of service 6-10 years, 3% of the respondents were in the year of service 11-15 years in the organization.

CHART: CLASSIFICATION BASED ON YEAR OF SERVICE

WORK EXPERIENCE
90% 90% 80% 70% PERCENTAGE 60% 50% 40% 30% 20% 10% 0% 6 10 Years 11 15 Years Above 15 Years 7% 3%

TABLE: CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATION

S.NO 1 2 3 4

EDUCATIONAL QUALIFICATION SSLC & Below Diploma UG PG Total

FREQUENCY 19 38 18 25 100

PERCENTAGE 19% 38% 18% 25% 100

INTREPRETATION: The above table shows that 38% of the respondents were in the educational qualification of Diploma, 25% of the respondents were in the educational qualification of qualification of Post-Graduate, 19% of the respondents were in the educational SSLC & Below, 18% of the respondents were in the educational

qualification of Graduate .

CHART: CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATION
PG UG Diploma SSLC & Below 0% 10% 19% 20% PERCENTAGE 30% 40% 18% 38% 25%

TABLE: CLASSIFICATION BASED ON MONTHLY INCOME

S.NO 1 2 3 4

MONTHLY INCOME Below 20,000 21,000 30,000 31,000 40,000 41,000 50,000 Total

FREQUENCY 9 25 19 47 100

PERCENTAGE 9% 25% 19% 47% 100

INTREPRETATION:

The above table shows that 47% of the respondents were in the income level between 41,000 50,000, 25% of the respondents were in the income level between 21,000 30,000,19% of the respondents were in the income level between 31,000 40,000, 9% of the respondents were in the income level below 20,000.

CHART: CLASSIFICATION BASED ON MONTHLY INCOME

MONTHLY INCOME
50% 40% PERCENTAGE 30% 20% 9% 10% 0% Below 20,000 21,000 30,000 31,000 40,000 41,000 50,000 25% 19% 47%

TABLE: CLASSIFICATION BASED ON WORKING CONDITION

S.NO 1 2 3 4 5

WORK ENVIRONMENT Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 20 44 25 7 0 100

PERCENTAGE 20% 44% 25% 7% 0% 100

INTREPRETATION:

The above table shows that 44% of the respondents were satisfied in the working conditions, 25% of the respondents were in the working conditions are neutral, 20% of the respondents were highly satisfied in the working conditions, 7% of the respondents were dis-satisfied with the working conditions, 0% of the respondents were highly dis-satisfied with the working conditions.

CHART: CLASSIFICATION BASED ON WORKING CONDITION

WORK ENVIRONMENT
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 20% 20% 30% 40% 50% 0% 7% 25% 44%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON RELATIONSHIP BETWEEN MANAGEMENT AND UNION

S.NO 1 2 3 4 5

MANAGEMENT & UNION RELATIONS Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 10 46 21 19 4 100

PERCENTAGE 10% 46% 21% 19% 4% 100

INTREPRETATION: The above table shows that 46% of the respondents were satisfied with the relationship between management and union, 21% of the respondents were neutral with the relationship between management and union, 19% of the respondents were dissatisfied with the relationship between management and union, 10% of the respondents were highly satisfied with the relationship between management and union, 4% of the respondents were highly dissatisfied with the relationship between management and union in the organization.

CHART: CLASSIFICATION BASED ON RELATIONSHIP BETWEEN MANAGEMENT AND UNION

MANAGEMENT & UNION RELATION

50% PERCENTAGE 40% 30% 20% 10% 0% Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dissatisfied 10% 4% 21% 19% 46%

TABLE: CLASSIFICATION BASED ON RELATIONSHIP BETWEEN MANAGEMENT AND EMPLOYEE

S.NO 1 2 3 4 5

MANAGEMENT & EMPLOYEE RELATIONS Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 10 38 22 22 8 100

PERCENTAGE 10% 38% 22% 22% 8% 100

INTREPRETATION: The above table shows that 38% of the respondents were satisfied with the relationship between management and employees, 22% of the respondents were neutral with the relationship between management and employees, 22% of the respondents were dissatisfied with the relationship between management and employees, 10% of the respondents were highly satisfied with the relationship between management and employees, 8% of the respondents were highly dissatisfied with the relationship between management and employees in the organization.

CHART: CLASSIFICATION BASED ON RELATIONSHIP BETWEEN MANAGEMENT AND EMPLOYEE

MANAGEMENT & EMPLOYEE RELATION

Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 10% 20% PERCENTAGE 30% 40% 8% 22% 22% 38%

TABLE: CLASSIFICATION BASED ON TYPES OF TRAINING UNDERGONE BY THE EMPLOYEE WHEN JOINING THE COMPANY

S.NO 1 2 3 4 5

TYPE OF TRAINING Technical Soft-skill On-job Management Others Total

FREQUENCY 12 15 61 6 6 100

PERCENTAGE 12% 15% 61% 6% 6% 100

INTERPRETATION: The above table shows that 61% of the respondents were undergone training by the employee in on the job, 15% of the respondents were undergone training in soft skill, 12% of the respondents were undergone in the training of technical, 6% of the respondents were undergone the types of training in management, 6% of the respondents were in the types of training of others.

CHART: CLASSIFICATION BASED ON TYPES OF TRAINING UNDERGONE BY THE EMPLOYEE WHEN JOINING THE COMPANY

TYPE OF TRAINING
Others Management On-job Soft-skill Technical 0% 10% 15% 12% 20% 30% 40% 50% 60% 70% 6% 6% 61%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON LEVEL OF SATISFACTION

S.NO 1 2 3 4 5

LEVEL OF SATISFACTION Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 16 56 23 5 0 100

PERCENTAGE 16% 56% 23% 5% 0% 100

INTREPRETATION: The above table shows that 56% of the respondents were satisfied in the level of satisfaction, 23% of the respondents were neutral in the level of satisfaction , 16% of the respondents were highly satisfied in the level of satisfaction, 5% of the respondents were dissatisfied in the level of satisfaction, 0% of the respondents were highly dissatisfied in the level of satisfaction towards the organization.

CHART: CLASSIFICATION BASED ON LEVEL OF SATISFACTION

LEVEL OF SATISFACTION
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 16% 20% 30% PERCENTAGE 40% 50% 60% 0% 5% 23% 56%

TABLE: CLASSIFICATION BASED ON JOB SECURITY

S.NO 1 2 3 4 5

JOB SECURITY Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 3 74 14 7 2 100

PERCENTAGE 3% 74% 14% 7% 2% 100

INTERPRETATION: The above table shows that 74% of the respondents were satisfied with their job security, 14% of the respondents were neutral with the job security, 7% of the respondents were dissatisfied with the job security , 3% of the respondents were highly satisfied the job security, 2% of the respondents were highly dissatisfied with the job security.

CHART: CLASSIFICATION BASED ON JOB SECURITY

JOB SECURITY
80% PERCENTAGE 60% 40% 20% 0% Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dissatisfied 14% 3% 7% 2% 74%

TABLE: CLASSIFICATION BASED ON PROMOTION POLICY

S.NO 1 2 3 4 5

PROMOTION POLICY Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 9 47 34 10 0 100

PERCENTAGE 9% 47% 34% 10% 0% 100

INTERPRETATION:

The above table shows that 47% of the respondents were satisfied with the promotion policy , 34% of the respondents were neutral with the promotion policy, 10% of the respondents were dissatisfied with the promotion policy, 9% of the respondents were highly satisfied with the promotion policy, 0% of the respondents were highly dissatisfied with the promotion policy of the organization.

CHART: CLASSIFICATION BASED ON PROMOTION POLICY

PROMOTION POLICY
Highly Dis-satisfied 0%

Dis-satisfied

10%

Neutral

34%

Satisfied 9% 0% 10% 20% 30% 40%

47%

Highly Satisfied

50%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON GRIEVANCE

S.NO 1 2 3 4 5

LEVEL OF GRIEVANCE Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 3 74 14 7 2 100

PERCENTAGE 3% 74% 14% 7% 2% 100

INTERPRETATION: The above table shows that 74% of the respondents were satisfied with their grievances,14% of the respondents were neutral with the their grievances, 7% of the respondents were dissatisfied with their grievances, 3% of the respondents were highly satisfied with their grievances, 2% of the respondents were highly dissatisfied with their grievance

CHART: CLASSIFICATION BASED ON GRIEVANCE

GRIEVANCE LEVEL
80% PERCENTAGE 60% 40% 20% 0% Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dissatisfied 14% 3% 7% 2% 74%

TABLE: CLASSIFICATION BASED ON ONE TIME PAYMENT

S.NO 1 2 3 4 5

ONE TIME PAYMENT Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 9 47 34 10 0 100

PERCENTAGE 9% 47% 34% 10% 0% 100

INTERPRETATION:

The above table shows that 47% of the respondents were satisfied with the onetime payment , 34% of the respondents were neutral with the onetime payment, 10% of the respondents were dissatisfied with the onetime payment, 9% of the respondents were highly satisfied with the onetime payment, 0% of the respondents were highly dissatisfied with the onetime payment in the organization.

CHART: CLASSIFICATION BASED ON ONE TIME PAYMENT

ONE-TIME PAYMENT
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 9% 10% 20% 30% 40% 50% 0% 10% 34% 47%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON JOB PROVIDES ENOUGH FREEDOM

S.NO 1 2 3 4 5

FREEDOM OF JOB Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 36 36 13 4 11 100

PERCENTAGE 36% 36% 13% 4% 11% 100

INTERPRETATION: The above table show that 36% of the respondents were highly satisfied in the job provides enough freedom , 36% of the respondents were satisfied with the freedom of job, 13% of the respondents were neutral with the freedom of job, 11% of the respondents were highly dissatisfied with the freedom of job , 4% of the respondents were dissatisfied with the freedom of job.

CHART: CLASSIFICATION BASED ON JOB PROVIDES ENOUGH FREEDOM

FREEDOM OF JOB
40% 35% 30% 25% 20% 15% 10% 5% 0% 36% 36%

PERCENTAGE

13% 4%

11%

Highly Satisfied

Satisfied

Neutral

Dis-satisfied Highly Dissatisfied

TABLE: CLASSIFICATION BASED ON PAY SYSTEM

S.NO 1 2 3 4 5

PAY SYSTEM Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 45 39 9 5 2 100

PERCENTAGE 45% 39% 9% 5% 2% 100

INTERPRETATION: The above table shows that 45% of the respondents were highly satisfied in the pay system, 39% of the respondents were satisfied in the pay system, 9% of the respondents were neutral in the pay system , 5% of the respondents were dissatisfied in the pay system,2% of the respondents were highly dissatisfied in the pay system.

CHART: CLASSIFICATION BASED ON PAY SYSTEM

PAY SYSTEM
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 20% 30% 40% 2% 5% 9% 39% 45% 50%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON SOCIAL INTERACTION

S.NO 1 2 3 4 5

SOCIAL INTERACTION Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 33 51 5 8 3 100

PERCENTAGE 33% 51% 5% 8% 3% 100

INTREPRETATION: The above table shows that 51% of the respondents were satisfied with the social interaction , 33% of the respondents were highly satisfied with the social interaction, 8% of the respondents were dissatisfied with the social interaction, 5% of the respondents were neutral with the social interaction, 3% of the respondents were highly dissatisfied with the social interaction of the employees.

CHART: CLASSIFICATION BASED ON SOCIAL INTERACTION

SOCIAL INTERACTION
60% 50% PERCENTAGE 40% 30% 20% 10% 0% Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dissatisfied 5% 8% 33% 51%

3%

TABLE: CLASSIFICATION BASED ON WELFARE MEASURE

S.NO 1 2 3 4 5

WELFARE MEASURES Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 17 62 11 9 1 100

PERCENTAGE 17% 62% 11% 9% 1% 100

INTREPRETATION: The above table shows that 62% of the respondents were satisfied with the welfare measures, 17% of the respondents were highly satisfied with the welfare measures, 11% of the respondents were neutral with the welfare measures, 9% of the respondents were dissatisfied with the welfare measures, 1% of the respondents were highly dissatisfied with the welfare measures provided by the organization.

CHART: CLASSIFICATION BASED ON WELFARE MEASURE

WELFARE MEASURES
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 17% 20% 30% 40% 50% 60% 70% 1% 9% 11% 62%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON SAFETY MEASURES

S.NO 1 2 3 4 5

SAFETY MEASURES Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 19 43 24 11 3 100

PERCENTAGE 19% 43% 24% 11% 3% 100

INTREPRETATION: The above table shows that 43% of the respondents were satisfied with the safety measures, 24% of the respondents were neutral with the safety measures, 19% of the respondents were highly satisfied with the safety measures, 11% of the respondents were dissatisfied with the safety measures, 3% of the respondents were highly dissatisfied with the safetymeasures

CHART: CLASSIFICATION BASED ON SAFETY MEASURES

SAFETY MEASURE
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 43%

PERCENTAGE

24% 19% 11% 3%

Highly Satisfied

Satisfied

Neutral

Dis-satisfied Highly Dissatisfied

TABLE: CLASSIFICATION BASED ON MOTIVATION LEVEL IN THE ORGANIZATION

S.NO 1 2 3 4 5

MOTIVATION Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 26 50 14 8 2 100

PERCENTAGE 26% 50% 14% 8% 2% 100

INTREPRETATION: The above table shows that 50% of the respondents were satisfied with the motivational level, 26% of the respondents were highly satisfied with the motivational level, 14% of the respondents were neutral with the motivational level, 8% of the respondents were dissatisfied with the motivational level, 2% of the respondents were highly dissatisfied with the motivational level in the organization.

CHART: CLASSIFICATION BASED ON MOTIVATION LEVEL IN THE ORGANIZATION

MOTIVATION LEVEL
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 20% 26% 30% 40% 50% 2% 8% 14% 50%

PERCENTAGE

TABLE: CLASSIFICATION BASED ON TRAINING AND DEVELOPMENT GIVEN BY THE ORGANIZATION

S.NO 1 2 3 4 5

TRAINING & DEVELOPMENT Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 18 61 12 7 2 100

PERCENTAGE 18% 61% 12% 7% 2% 100

INTREPRETATION: The above table shows that 61% of the respondents were satisfied with the training and development, 18% of the respondents were highly satisfied with the training and development, 12% of the respondents were neutral with the training and development, 7% of the respondents were dissatisfied with the training and development, 2% of the respondents were highly dissatisfied with the training and development provided by the organization.

CHART: CLASSIFICATION BASED ON TRAINING AND DEVELOPMENT GIVEN BY THE ORGANIZATION

TRAINING & DEVELOPMENT

70% 60% PERCENTAGE 50% 40% 30% 20% 10% 0% Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dissatisfied 18% 12% 7% 2% 61%

TABLE: CLASSIFICATION BASED ON SATISFACTORY LEVEL

S.NO 1 2 3 4 5

SATISFACTORY LEVEL Highly Satisfied Satisfied Neutral Dis-satisfied Highly Dis-satisfied Total

FREQUENCY 17 62 11 9 1 100

PERCENTAGE 17% 62% 11% 9% 1% 100

INTREPRETATION:

The above table shows that 62% of the respondents were satisfied with the satisfactory level, 17% of the respondents were highly satisfied with the satisfactory level, 11% of the respondents were neutral with the satisfactory level, 9% of the respondents were dissatisfied with the satisfactory level, 1% of the respondents were highly dissatisfied with the satisfactory level in the organization.

CHART: CLASSIFICATION BASED ON SATISFACTORY LEVEL

SATISFACTORY LEVEL
Highly Dis-satisfied Dis-satisfied Neutral Satisfied Highly Satisfied 0% 10% 17% 20% 30% 40% 50% 60% 70% 1% 9% 11% 62%

PERCENTAGE

FINDINGS

Majority of the respondents i.e,62 % had more than of Age group of 41 -50 years. 54% of the respondents are belongs to female. 90% of the respondents in the year of service is above 15 years. Majority of the year respondents i.e, 38% had more than educational qualification ofdipolma. 56% of the respondents are satisfied with their working condition. 61% of the respondents were undergone by the on-the job training. 35% of the respondents were relationship between management and union. 45% of the respondents are satisfied with their current job. 74% of the respondents are satisfied with their job security. 30% of the respondents are satisfied with their promotion policies. 40% of the respondents were satisfied with their one time payment. 35% of the respondents were highly satisfied to the providing enough freedom to the job. 33% of the respondents are satisfied with the pay systems. 74% of the respondents were satisfied with grievance level made by the organization. 51% of the respondents are satisfied to the social integration in this organization. 62% of the respondents are highly satisfied to the welfare measures provided by the organization. 36% of the respondents are satisfied with the safety measures in the organization. 50% of the respondents are satisfied to the motivation level in the organization. 61% of the respondents with training & development made by the organization. 62% of the respondents were satisfaction with their overall satisfactory level.

SUGGESTIONS

Promotion Rearrangement of individual to a job higher rank provides work force with flexibility and mobility. In this research study 30% are dissatisfied with the promotional policy. It suggested that the management need to look into the promotion system and necessary steps for the correction and rectification if any. Any organization needs to have Grievance handling system to reduce discontent or dissatisfaction. Since Grievance handling system play a major role in the performance of employees in the organization. Additional or special attention need to taken care by the management so as to have an efficient and effective Grievance handling system.

CONCULSION

Thus, from the above study it is concluded that the employees at NEYCER INDIA LIMITED were satisfied in almost all the expect in promotion policy and grievance handling system. Any organization functions with the integration of 4Ms i.e, men, machine money and material. Any change in any of the M is reflected in the output. Therefore the first M men need to be looked at constantly for the better performance of the enterprise

BIBLOGRAPHY

BOOKS: HUMAN RESOURSES MANAGEMENT - L.M.PRASAD ORGANISATION BEHAVIOUR - STEPHEN P. ROBBINS RESEARCH METHODOLOGY - C.R KOTHARI HUMAN BEHAVIOUR AT WORK KEITH DAVIS

ANNEXURE

A STUDY ON EMPLOYEE JOB SATISFACTION IN NEYCER INDIA LIMITED AT VADALUR.

1. Age: 21 30 years 41 50 years 31 40 years 41 50 years

Above 50 years

2. Gender: Male Female

3. Work Experience: 6 10 years 11 15 years Above 15years

4. Educational Qualification: SSLC & Below 5. Monthly income: Below 20,000 41000 50000 6. Are you satisfied with your working conditions? Highly satisfied Dissatisfied Satisfied Highly dissatisfied Neutral 21000 30000 31000 41000 Diploma UG PG

7. How is the relationship between management and union? Highly satisfied Dissatisfied Satisfied Highly dissatisfied Neutral

8. How is the relationship between management and employee? Highly satisfied Dissatisfied Satisfied Highly dissatisfied Neutral

9. What type of training you have undergone when you join in this company? Technical Soft-skill On-job Management

Others 10. Comparing with the other companies this company treat well?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

11. What do you feel about your job security?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

12. What do you feel about promotion policy?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

13. What do you feel about grievance system?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

14. What is your opinion about bonus/one time payment?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

15. Are you satisfied with the freedom given to perform the job?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

16. Is the pay system in the organization is competitive with the industry?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

17. How is the social interaction among the colleagues?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

18. How is the motivation level in the organization?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

19. How is the safety measure in the organization?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

20. How is the training and development given by the organization to the employee?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral

21. How is the satisfactory level regarding existing communication system in the organization?

Highly satisfied Dissatisfied

Satisfied Highly dissatisfied

Neutral