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Cotton
Cotton is a soft, staple fiber that grows around the seeds of the cotton plant. It is a natural fiber
harvested from the cotton plant. The fiber most often is spun into yarn or thread and used to
make a soft, breathable textile, which is the most widely used natural-fiber cloth in clothing
today.
Processing of Cotton in India
In India the raw cotton, also called as Kapas is processed in a multi-stage process described as
below. The Products of processing are
I.
Yarn.
II.
Cottonseed Oil.
III.
Cottonseed Meal.
I. Production of Yarn
KAPAS TO LINT: Kapas (also known as raw cotton or seed cotton) is unginned cotton or the
white fibrous substance covering the seed that is obtained from the cotton plant. The first step in
the process is, the cotton is vacuumed into tubes that carry it to a dryer to reduce moisture and
improve the fiber quality. Then it runs through cleaning equipment to remove leaf trash, sticks
and other foreign matter. In ginning a roller gin is used to grab the fiber. The raw fiber, now
called lint.
LINT TO BALE: The lint makes its way through another series of pipes to a press where
it is compressed into bales (lint packaged for market). After baling, the cotton lint is
hauled to either storage yards, textile mills, or shipped to foreign countries.
NOTE: The cotton seed is delivered to a seed storage area from where it is loaded into trucks and
transported to a cottonseed oil mill.
BALE TO LAP: Here the bales are broken down and a worker feeds the cotton into a machine
called a "breaker" which gets rid of some of the dirt. From here the cotton goes to a "scutcher".
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(Operated by a worker also called a scutcher). This machine cleans the cotton of any remaining
dirt and separates the fibers. The cotton emerges in the form of thin "blanket" called the "lap".
LAP TO CARDING: Carding is the process of pulling the fibers into parallel alignment to form
a thin web. High speed electronic equipment with wire toothed rollers perform this task. The
web of fibers is eventually condensed into a continuous, untwisted, rope-like strand called a
sliver.
SILVER TO ROVING: The silver is then sent to combing machine. Here, the fibers shorter
than half-inch and impurities are removed from the cotton. The sliver is drawn out to a thinner
strand and given a slight twist to improve strength, then wound on bobbins. These Process is
called Roving.
ROVING TO YARN (SPINNING) : Spinning is the last process in yarn manufacturing.
Spinning draws out the short fibres from the mass of cotton and twists them together into a long.
Spinning machines have a metal spike called a spindle which the thread winds around.
II. Production of Cotton Seed Oil
Processing of cottonseed in modern mills involves a number of steps. They are as follows:
The first step is its entry into the shaker room where, through a number of screens
and air equipment, twigs, leaves and other trash are removed.
The cleaned seed is then sent to gin stands where the linters are removed from the
seed (delinted). The linters of the highest grade, referred to as first-cut linters are used in
manufacturing non-chemical products, such as medical supplies, twine, and candle wicks. The
second-cut linters removed in further delinting steps, are incorporated in chemical products,
found in various foods, toiletries, film, and paper.
The delinted seeds now go to the huller. The huller removes the tough seed coat
with a series of knives and shakers. The knives cut the hulls (tough outer shell of the seed) to
loosen them from the kernels (the inside meat of the seed, rich in oil) and shakers separate the
hulls and kernels.
The kernels are now ready for oil extraction. They pass through flaking rollers
made of heavy cast iron, spinning at high speeds. This presses the meats into thin flakes. These
flakes then travel to a cooker where they are cooked at 170 degrees F to reduce their moisture
levels. The prepared meats are conveyed to the extractor and washed with hexane (organic
solvent that dissolves out the oil) removing up to 98% of the oil.
Crude cottonseed oil requires further processing before it may be used for food.
The first step in this process is refining. With the scientific use of heat, sodium hydroxide and a
centrifuge (equipment used to separate substances through spinning action), the dark colored
crude oil is transformed into a transparent, yellow oil. This clear oil may then be bleached with a
special bleaching clay to produce a transparent, amber colored oil.
The refined cotton seed oil has several advantages other than edible oils. It contains mere
advantage over other edible oils. It contains a large percentage of Poly Unsaturated Fatty Acids
(PUFA) which maintain cholesterol in the blood at a healthy level.
The quality of cotton oil depends on the weather prevailing during the time that cotton stands in
the fields after coming to maturity. Hence quality of oil varies from place to place and season to
season. The quality of oil is high in dry seasons and low when the seed is exposed to wet weather
in the fields or handled or stored with high moisture. Further cotton seed cooking oil has a long
span of life due to the presence of vitamin E.
III. Production of Cottonseed Meal/Cake/Kapaskhalli
industry.
Cottonseed is a by-product of the cotton plant, which is primarily grown for its
fiber. Although cotton has been grown for its fiber for several thousand years, the use of
cottonseed on a commercial scale is of relatively recent origin.
Cottonseed was a raw agricultural product, which was once largely wasted. Now
it is being converted into food for people; feed for livestock; fertilizer and mulch for plants; fiber
for furniture padding; and cellulose for a wide range of products from explosives to computer
chip boards.
The figure showing the products obtained from processing the raw cotton:
Diagram 2.1
production programmes through successive five-year plans, that cotton production received the
necessary impetus through increase in area and sowing of Hybrid varieties around mid 70s.
Since then country has become self-sufficient in cotton production barring few years in the late
90s and early 20s when large quantities of cotton had to be imported due to lower crop
production and increasing cotton requirements of the domestic textile industry.
Cotton production Areas in India
India is an important grower of cotton on a global scale. It ranks third in global cotton production
after the United States and China; with 9.50 million hectares grown each year, India accounts for
approximately 21% of the world's total cotton area and 13% of global cotton production. The
Cotton producing areas in India are spread throughout the country. But the major cotton
producing states which account for more than 95% of the area under and output are:
1.
Punjab.
2.
Haryana.
3.
Rajasthan.
4.
Maharastra.
5.
Gujarat.
6.
Madhya Pradesh.
7.
Andhra Pradesh.
8.
Tamil Nadu.
9.
Karnataka.
Of the nine cotton producing States in India, average yields are highest in Punjab where most of
the cotton area is irrigated.
But the yields of cotton in India are low, with an average yield of 503 kg/ha compared to the
world average of 734 kg/ha. The problem is also compounded by higher production costs and
poor quality in terms of varietals purity and trash content.
However the Cotton plays an important role in the National economy providing large
employment in the farm, marketing and processing sectors. Cotton textiles along with other
textiles also contribute about 1/3rd of the Indian exports.
Contribution of Cotton industry for Textile Industry
Cotton is the most important raw material for India's Rs. 1,50,000 crores textile industry, which
accounts for nearly 20% of the total national industrial production.
The cotton Industry is the backbone of our textile industry, accounting for 70% of total fiber
consumption in textile sector. It also accounts for more than 30% of exports, making it India's
largest net foreign exchange industry. India earns foreign exchange to the tune of $10-12 billion
annually from exports of cotton yarn, thread, fabrics, apparel and made-ups.
The cotton Industry provides employment to over 15 million people. And the area under cotton
cultivation in India (9.5 million ha) is the highest in the world, i.e., 25% of the world area.
Steps taken by the Cotton Producers in India
Now-a-days the Indian Cotton producers are continuously working to up-grade the quality and
increase the cotton production to cope up with the increased global demand for cotton textiles
and to meet the needs of the 39 million spindles capacity of the domestic textile industry which
presently consumes about 12-14 million bales annually.
In India, cotton yields increased significantly in the 1980s and through the first half of 1980s
but since 1996 there is no increase in yield. In the past, the increase in cost of production of
cotton was partially offset by increase in yield but now with stagnant yield the cost of production
is rising. Besides low yield, Indian cotton also suffers from inconsistent quality in terms of
length, micronaire and strength.
Policy of Government of India towards Cotton Industry
The Cotton production policies in India historically have been oriented toward promoting and
supporting the textile industry.
The Government Of India announces a minimum support price for each variety of seed cotton
(kapas) based on recommendations from the Commission for Agricultural Costs and Prices. The
Government Of India is also providing subsidies to the production inputs of the cotton in the
areas of fertilizer, power, etc
Private traders,
State-level cooperatives,
Of these three groups, private traders handle more than 70 percent of cottonseed and lint,
followed by cooperatives and the CCI.
The Cotton Corporation of India Ltd. for the year 2008-09 had purchased 60.30 lakh quintals of
kapas equivalent to 11.77 lakh bales valuing Rs.1218.70 crores in Andhra Pradesh, Maharashtra,
Madhya Pradesh, Orissa and Karnataka. Beside these the Corporation had also carried out
commercial operations and purchased 2.71 lakh bales valuing Rs.285.82 crores in the year 200809 as compared to around 1.00 lakh bales valuing Rs.108.81 crores during the previous year (i.e.
for the year 2006-07).
Exports of Cotton
The main market for Indian cotton export is China. The other markets also include Taiwan,
Thailand and Turkey. In July 2001, the union government removed all curbs on cotton exports.
As a result of these, now the exporters are not required to obtain any certificate from the Textile
Commissioner on the registration, allocation, quality and quantity of export.
India exported around 25 per cent cotton during 2008-09 and it is estimated nearly 62 per cent
exported to China.
During the year 2008-09 the prices of Indian cotton in early part of the season being lower than
the international prices, had been attractive to foreign buyers and there was good demand for
Indian cotton, especially S-6, H-4 and Bunny, which had resulted in sustained cotton exports,
which are estimated at 55.00 lakh bales
The Cotton Advisory Board estimated an 18-20 percent increase in cotton exports to 65 lakh
bales for Oct 2009- Sep 2010, as against its Aug 2009 estimate of 58 lakh bales.
Imports of Cotton
Despite good domestic crops, India is importing cotton because of quality problems or low world
prices particularly for processing into exportable products like yarns and fabrics.
India imported just 721,000 bales of cotton in 2004-05. The imports rose to 1,217,000 lakh bales
in 2005-06, 4,700,000 lakh bales in 2006-07 and the anticipated imports for the year 2007-08 are
550,000 lakh bales.
For the year 2007-08 the cotton imports into the country had once again remained limited mainly
to Extra Long staple cottons, like as previous year, which were in short supply at around 6 lakh
bales inclusive of import of around 2 lakh bales of long staple varieties contracted by mills
during April-May 2009.
Role of Cotton seed oil in Indian Economy
The global production of cottonseed oil in the recent years has been at around 4-4.5 million tons.
Around 2 lakh tons are traded globally every year.
The major seed producers, viz., China, India, United States, Pakistan are the major producers of
oil. United States (60000 tons) is the major exporter of cottonseed oil, while Canada is the major
importer.
Cottonseed is a traditional oilseed of India. In India the average production of cotton oil is
around 4 lakh tons a year. It is estimated that, if scientific processing is carried out the oil
production can be increased by another 4 lakh tons.
In India, the oil recovery from cottonseed is around 11%. Gujarat is the major consumer of
cottonseed oil in the country. It is also used for the manufacture of vanaspati. The price of
cottonseed oil is generally dependent on the price behavior of other domestically produced oils,
more particularly groundnut oil.
India used to import around 30000 tons of crude cottonseed oil, before palm and soyoil became
the only imports of the country. Currently, the country does not import cottonseed oil.
II.
III.
IV.
contracts.
interests.
IV. Central Institute of Cotton Research
With a view to develop a Centre of excellence for carrying out long term research on
fundamental problems limiting cotton production the Indian Council of Agricultural Research
has established the Central Institute for Cotton Research at Nagpur in April, 1976. CICR was
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simultaneously established at Coimbatore to cater to the needs of southern cotton zone. CICR
was established at Sirsa in the year 1985, to cater to the needs of northern irrigated cotton zone.
All the three research farms are well equipped with tractors and other farm implements and
efforts are underway to initiate further developmental work in all the farms.
The Vision of the CICR is to improve production and quality of Indian Cotton with reduced cost
to make cotton production cost effective and competitive in the national and global market. The
Mission of CICR is to develop economically viable and eco-friendly production and protection
technologies for enhancing quality cotton production by 2-3% every year on a sustainable basis
for the next twelve years (till 2020).
The Current Scenario of Cotton Industry (2008-09)
The cotton production in the country has been increasing continuously since last three years and
the same has further gone up by around 11% during cotton season 2008-09 at a record level of
270 lakh bales as against 244 lakh bales during 2007-08. Gujarat has turned into a largest cotton
producing State with a record production-level of 93 lakh bales constituting around 34% of the
countrys total production.
The area under cotton cultivation during 2008-09 has also gone up by around 6% at 91.58 lakh
hectares as against 86.77 lakh hectares during 2007-08.
With wide usage of hybrid seeds throughout the country as well as changed mindset of cotton
farmers for adoption of better and improved farm practices, the average productivity of cotton
has crossed 503 kgs per hectare as against 478 kgs during the previous year. The prices of Indian
cotton in early part of the season being lower than the international prices, had been attractive to
foreign buyers and there was good demand for Indian cotton.
Due to expectation of bumper crop, the mill demand in the beginning of the season was subdued
which put pressure on the cotton prices right from the beginning of the season and has resulted
into fall in cotton prices between October 2008 & January 2009. Cotton prices reached its peak
level by end-March 2009 and there was some correction in cotton prices in April and May 2009.
However, on the whole, cotton prices remained better by almost Rs.3000 per quintal in almost all
varieties as compared to previous year.
11
12
Sailcloth
tent
and
fabrics
used
architectures,
transportation
and
tarpaulins.
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The challenges that are going to face by the cotton producers in India for the season 2009-10 are:
Rupee appreciation
The increase in the value of the rupee gives only smaller import orders to the cotton producers.
Cheaper Imports
The appreciated rupee value makes the cotton imports cheaper when compared to past. So this
aspect is also required to consider by the cotton producers.
Low quality
The Quality of cotton is also far from satisfactory considering the presence of a large number of
contaminants. So the cotton producers are also required to take care in this aspect.
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COMPANY PROFIL4
AMARAVATHI TEXTILES PRIVATE LIMITED.
AMARAVATHI TEXTILES Group with its diverse interests in core areas is surging ahead with drive
and determination. with all the companies superbly integrated in one single campus, the group
harnesses an entrepreneurial spirit, state-of-art technology and financial strengths to emerge as an
industrial force to reckon with.
AMARAVATHI TEXTILES GROUP is driven by a passion be the best in al the areas it operates.
Backed by a high density of advanced technology and sophisticated manufacturing facilities, its only
natural that the group is leaf fogging for an outstanding future. The total group turnover is around 300
`crores per annum.
ABOUT THE COMPANY
The founder of AMARAVATHI TEXTILES who has drawn its future planned growth.
A Man whose spirit of Dynamism has helped the group to achieve manifold growth. Thanks to his
pioneering vision, the groups operation grew and market extended. Today AMARAVATHI
TEXTILES is a multi-activity group with a Rs.300crores turnover, comprising 6 divisions with
diverse interest in..
COTTON
SPINNING
TEXTILE
A TRADITION OF ENTERPRISE
Sri Kandimalla Srinivasa Rao left in pursuit of a dream. With just two bags of grain, he ventured to
cultivate 100 acres of land. And with the tell- tale sprite gleaming in his eyes. His value oriented
strategy and adventurous sprit bore fruit consistently. His farmland grew and from a model farmer he
15
evolved into a dynamitic entrepreneur. He proved that success starts with a proactive attitude. A
vigorous confidence that one can effectively integrate ideas with enterprise. Sadinenis first trip to
RUSSIA gave him the power of conviction to stride boldly into the industrial environment. And
valiantly into the future.
THE BIRTH OF A DREAM
Sri Kandimalla Srinivasa Rao set up a cotton ginning mill in 1984. The operations grew rapidly to lay
solid foundations for giant surging ahead in diverse environments. To the group, the future is rich in
possibilities. A future where the best of minds and men will work. And will have the most resources to
draw upon. Its vision of the future where change will be embraced as the very basis of opportunity
and endeavor.
The managing Director of AMARAVATHI TEXTILES (P) LTD. Relentless pursuit of perfection is
the hallmark of this young and dynamic B.Tech Textiles Graduate.
His rich and professionals experience in the spinning line enabled AMARAVATHI Textiles Spinning
Division to scale new heights. His enterprising zeal and cautious planning have been the pivotal points
in driving the group towards trailblazing progress. Mr. Kandimalla Srinivasa Rao is committed to
labour welfare and his visionary leadership has earned him a wealth of respect among the employees
of AMARAVATHI. Astute professionals by habit, he is forever aiming higher. He is widely
acknowledged as the man who has fostered a can do culture which starts at top and filters down to
every employee at AMARAVATHI TEXTILES. He is powered by just one belief..
Success is a matter of excellence, and not chance.
Social service has always been a matter of prime concern to him. Which is why he perennially
strives to provide the best education and undertake multi-pronged schemes towards the betterment
of the community. While nurturing a corporate culture that encourages individual growth, he is
committed to a vision that encompasses everybodys enlistment.
COTTON DIVISION
The COTTON GINNING & PRESSING UNIT was started in 1984. The Division maintains 54 Gins
and 1 Hydraulic press with an annualized turnover of Rs.40crores. The company firmly believes that
unmatched capabilities plus an in-depth knowledge of various cotton growing areas alone can put it on
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the path to speedy growth. This Division also processes India s best long staple cotton DCH-32 at
Dharwad Branch, Karnataka.
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The division is poised to excel and is confidently geared to post an impressive growth rate. This
Division has stayed big thinking big and keeping an eye on the details that sustain quality.
SPINNING DIVISION
The AMARAVATHI TEXTILES SPINNING MILLS DIVISION has been a trend setter ever
since its commissioning. Established in 1991, the plant started commercial production of World class
yarn to the requirement of global markets as well as indigenous markets. Conceived in a sprawling
area in the midst of rich cotton fields of GUNTUR District, the division is on its way to dizzy heights
on the cotton horizon. We are having a capacity of 60,000 spindles. The impressive performance
reflects AMARAVATHI TEXTILESS commitment to continue machine modernization. The division
through a concerted Endeavour assures exemplary quality by undertaking rigid quality control
measures which start right at the at the stage of procuring raw material ingredients down to the last
level. It is the dedicated quality consciousness that as paved the way for a phenomenal demand for
AMARAVATHI TEXTILES products.
All this translates into utmost customer satisfaction. The unit is enviably well-entrenched as a leading
player for the highly competitive export markets ever since 1996. AMARAVATHI TEXTILES
magnificent obsession with exports has won for it important international markets. In fact, over 70%
of the produce was exported major European countries.
In recognition of its excellent quality conforming to the highest international standards, the products of
Amaravathi have won widespread appreciation and repeat orders. By exporting world class cotton
yarn globally, the mill is leap fogging for the further growth. The thrust on higher capacity utilization,
uncompromising productivity standards, quality management, astute focus on niche markets, prompt
delivery schedules combined with competitive pricing have resulted in higher sales and profits.
AMARAVATHI VALUES:
v Promptness in execution.
v Transparency in Business
v Integrity in Negotiation
v Innovation that fuels growth
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and
Divisions.
Under written down valve method on the assets of all other divisions of the company.
19
Textile
INVENTORIES:
Valuation of inventories is made as follows
Raw-Material and Finished goods at cost or net realizable valve whichever is lower.
Excise Duty liability on finished goods is accounted for as and when goods are cleared from factory
and there is no liability on closing stock of finished goods at the year end.
SALES:
Sales are inclusive of Excise Duty.
TAXES ON INCOME:
Current taxes are determined as per the provisions of income Tax Act 1961 in respect of taxable
income for the year ended 31st march, 2003.
Differed tax liability is recognized, subject to the consideration of prudence on timing
differences, being the difference between taxable income and accounting that originate in one period
and are capable of reversal in one or more subsequent periods...
SEGMENT REPORTING:
The accounting policies adopted for segment reporting are in line with the accounting policies of the
company with the following additional policies for segment reporting.
Inter-segment Revenue has been accounted for based on the market related prices.
Revenue and Expenses other than interest have been identified to segments on the basis of their
relationship to the operating activities of the segment. Revenue and expense which related to the
enterprise as a whole and are not allocable to segments on a reasonable basis have been included
under Unallocated head.
RETIREMENT BENEFITS:
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The Company makes regular monthly contribution to provident fund which are deposited with the
Government and Group term Insurance is routed through L.I.C, and are charged against the revenue.
The company has taken Group Gradually (Cash Accumulation) scheme with Life Insurance
Corporation of India . The premium on policy and the difference between the amounts of gratuity paid
on retirement and recovered from the Life Insurance Corporation of India debited to profit and Loss
Account. Leave encashment is accounted as and when the employees claimed and paid.
PROPOSED DIVIDEND:
Provision is made in the account for the dividend payable (including of all tax thereon) by the
company as recommended by the Board of Directors, Pending approval of the shareholders at the
annual General Meeting.
IMPAIRMENT OF ASSETS:
At the date of each balance sheet the company evaluates internally, indications of the
impairment if any, to carrying amount of its fixed and other assets. No impairment loss has been
recognized.
CONTIGENT LIABILITIES:
Contingent Liabilities are not recognized in the accounts, but are disclosed after a careful
evaluation of the concerned facts and legal issues involved.
Amaravathi Product:
YARN
Commercial performance
Table 2.2:
Year
(in rupees)
Sales Turnover
Domestic Sales
2011-12
28,34,20,669
28,34,20,669
2012-13
34,46,12,983
34,46,12,983
2013-14
44,48,54,723
44,48,54,723
2014-15
52,60,60,377
2015-16
68,97,53,568
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52,60,60,377
68,97,53,568
BOARD OF DIRECTORS
K.Bhaskar
Director
K.Geetha
Director
GENERAL MANAGER.
Shri P.Ramesh, D.T.T., B.A.,
ACCOUNTS MANAGER.
Shri N.Veeraiah, B.Com. A.C.A.
BANKERS
State Bank of India , Guntur
State Bank of Mysore , Guntur .
State Bank of Hyderabad , Guntur .
REGISTERED OFFICE
33-263, Kandimalla Road ,
Pandaripuram,
Chilakaluripet-522616
FACTORY
Martur-522301,
Martur Mandal,
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JOB SATISFACTION
INTRODUCTION
Job satisfaction is not the same as motivation. It is more if an attitude, an
internal state of the person concerned. It could, for example, be associated with a personal
feeling of achievement.
Job satisfaction is an individuals emotional reaction to the job itself. It is
his attitude towards his job.
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the amount of
reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals
have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
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Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your
job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will
experience job dissatisfaction.
By Andrew J DuBrins,
The practice of supervision, New Delhi
Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,
since a job is important part of life, job satisfaction influences ones general life satisfaction.
Manager may need to monitor not only the job and immediate work environment but also their
employees attitudes towards other part of life.
JOB
POLITICS
FAMILY
LIFE
LEISURE
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Human life has become very complex and completed in now-a-days. In modern society the needs
and requirements of the people are ever increasing and ever changing. When the people are ever
increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied.
Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of
industrial workers us very important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be considered as backbone of any industrial
development. To utilize their contribution they should be provided with good working conditions
to boost their job satisfaction. Any business can achieve success and peace only when the
problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of
efficiency absenteeism
and dealing with them scientific investigation serves the purpose to solve the human problems in
the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling
so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the
means to enjoy valued leisure interest outside of work. More over, pay can serve as symbol of
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PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher
level in an organization typically involves positive changes I supervision, job content and pay.
Jobs that are at the higher level of an organization usually provide workers with more freedom,
more challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
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2. The other dimension of supervisory style influence participation in decision making, employee
who participates in decision that affect their job, display a much higher level of satisfaction with
supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to individual
employees. The working groups also serve as a social support system of employees. People often
used their co-workers as sounding board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and / or overtime, they will have very little felt for
their families, friends and recreation outside work.
Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to keep in mind that: all
individuals do no derive the same degree of satisfaction though they perform the same job in the
same job environment and at the same time. Therefore, it appears that besides the nature of job
and job environment, there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and situational variables
determine the degree of job satisfaction. Let us see what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the jobs,
they feel satisfied. These expectations are based on an individuals level of education, age and
other factors.Level of education:
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Level of education of an individual is a factor which determines the degree of job satisfaction.
For example, several studies have found negative correlation between the level of education,
particularly higher level of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations from their jobs
which remain unsatisfied. In their case, Peters principle which suggests that every individual
tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and
finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction. If
an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.
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Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens because
high level jobs carry prestige and status in the society which itself becomes source of satisfaction
for the job holders.
For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for
performing it, and the degree of responsibility and growth it offers. A higher content of these
factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the
degree of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace and
associated facilities for performing the job determine job satisfaction. These work in two ways.
31
First, these provide means job performance. Second, provision of these conditions affects the
individuals perception about the organization. If these factors are favourable, individuals
experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree of
importance attached to individuals varies. In employee-oriented supervision, there is more
concern for people which is perceived favourably by them and provides them more satisfaction.
In job oriented supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the degree
of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on considerations other than the
job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job offer. If
the present job offers opportunity of promotion is lacking, it reduces satisfaction.
1.
Work group: Individuals work in group either created formally of they develop on their
own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive
32
group, people derive satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.
33
For example, a worker having low expectations from his jobs may feel satisfied but he may not
put his efforts more vigorously because of his low expectations from the job. Therefore, this
view does not explain fully the complex relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view.
This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. 1. Job performance leads to job satisfaction and not the other way round. The basic
factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job
itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such
a type of reward may help to increase productivity. The extrinsic reward is subject to control by
management such as salary, bonus, etc. Any increase in these factors does not hep to increase
productivity though these factors increase job satisfaction.
1.
he has to operate under certain technological constraints and, therefore, he cannot go beyond
certain output. Further, this constraint affects the managements expectations from the individual
in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact o productivity. A
satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.
34
Perceived equity
of rewards
Extrinsic
reward
Performanc
e
Satisfaction
Intrinsic
reward
TURNOVER
JOB
ABSENCES
SATISFACTION
LOW
LOW
HIGH
35
36
DIMENSIONS
INDIVIDUAL
SOCIAL
ORGANIZATIONAL
ENVIRONMENTAL
CULTURAL
FACTORS
FACTOR
FACTOR
FACTOR
Individual:- Personality, education, intelligence and abilities, age, marital status, orientation
to work.
Social factors:-Relationship with co-workers, group working and norms, opportunities for
Organizational factors:- Nature and size, formal structure, personnel policies and
procedures, industrial relation, nature of work, technology and work organization, supervision
and styles of leadership, management systems, working conditions.
Environmental factors:-Economic, social, technical and governmental influences.
Cultural factors:-Attitudes, beliefs and values.
37
These factors affect job satisfaction of certain individuals in a given set of circumstances but
not necessarily in others. Some workers may be satisfied with certain aspects of their work and
dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to
person.
IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
1)
2)
3)
4)
38
3. as a survey is safety value, an emotional release. A chance to things gets off. The survey is an
intangible expression of managements interest in employee welfare, which gives employees a
reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise, comparing the
response to several alternatives and encouraging manager to modify their original plans. Follow
up surveys allows management to evaluate the actual response to a change and study its success
or failure.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm
and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are
major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker,
job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A
satisfied worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of output per
hour worked seems to be a byproduct of improved quality of working life. It is important to note that
the literature on the relationship between job satisfaction and productivity is neither conclusive nor
consistent.. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of
their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon
as the threat is lifted performance will decline.
39
Tangible ways in which job satisfaction benefits the organization include reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker
morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good
indicator of longevity. And although only little correlation has been found between job satisfaction
and productivity, Brown (1996) notes that some employers have found that satisfying or delighting
employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line."
No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories,
and soon grass will grow on the factory floors. Take away my factories, but leave my people,
and soon we will have a new and better factory"
SATISFIED EMPLOYEE
40
Interesting work that offers variety and challenge and allows the worker opportunities to "put
his or her signature" on the finished product
Up-to-date technology
Probably the most important point to bear in mind when considering job satisfaction is that there are
many factors that affect job satisfaction and that what makes workers happy with their jobs varies
from one worker to another and from day to day. Apart from the factors mentioned above, job
satisfaction is also influenced by the employee's personal characteristics, the manager's personal
characteristics and management style, and the nature of the work itself. Managers who want to
41
maintain a high level of job satisfaction in the work force must try to understand the needs of each
member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by placing
people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can
enhance job satisfaction by carefully matching workers with the type of work.
For example, a person who does not pay attention to detail would hardly make a good inspector, and
a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job
tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate steps to
create a stimulating work environment. One such step is job enrichment. Job enrichment is a
deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment
usually includes increased responsibility, recognition, and opportunities for growth, learning, and
achievement. Large companies that have used job-enrichment programs to increase employee
motivation and job satisfaction.
Good management has the potential for creating high morale, high productivity, and a sense of
purpose and meaning for the organization and its employees. Empirical findings show that job
characteristics such as pay, promotional opportunity, task clarity and significance, and skills
utilization, as well as organizational characteristics such as commitment and relationship with
supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can
be carefully managed to enhance job satisfaction.
42
Of course, a worker who takes some responsibility for his or her job satisfaction will probably find
many more satisfying elements in the work environment. Everett (1995) suggests that employees ask
themselves the following questions:
What did I learn from that experience that could be applied to the present situation?
43
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own
satisfaction and well-being on the job. The following suggestions can help a worker find personal
job satisfaction:
Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.
Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often result in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
vital role in job satisfaction.
44
45
46
47
A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internallocus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction[].
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace This theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An
employees motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of
the job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other
working conditions
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's original
48
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors. ] Finally, the model has been criticized in that it
does not specify how motivating/hygiene factors are to be measured.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.
Hygiene factors are :
Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
49
50
51
52
OBJECTIVES
The objective of the study is to find out the satisfaction level of employee in Amaravathi Textiles.
To find that they are satisfied with their job profile or not.
To study the relationship between the personal factors of the Employee (Income,
Designation, Educational qualification, Gender, etc.,)
53
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various steps that all
generally adopted by a researcher in studying his research problem along with the logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as a scientific & systematic search for pertinent information on a specific
topic. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding solution
to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In fact,
the research is design is the conceptual structure within which research is conducted; it constitutes
the blue print of the collection, measurement and analysis of the data. As search the design includes
an outline of what the researcher will do from writing the hypothesis and its operational implication
to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the following 2;
54
TYPES OF RESEARCH
DESIGN
EXPLORATORY
RESEARCH
DESIGN
DESCRIPTIVE
&
DIAGNOSTIC
RESEARCH DESIGN
EXPERIMENTAL
RESEARCH
DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new
relationship. Research design is flexible enough to provide opportunity for considering different
aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise
regarding which in depth study can be conducted by management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of study. Data
collection plays an important role in any study. It can be collected from various sources. I have
collected the data from two sources which are given below:
1.
Primary Data
Personal Investigation
55
Observation Method
2.
Secondary Data
Published Sources such as Journals, Government Reports, Newspapers and Magazines etc.
Unpublished Sources such as Company Internal reports prepare by them given to their analyst
& trainees for investigation.
Websites like Amaravathi Textiles official site, some other sites are also searched to find data.
56
The questionnaire was filled in the office and vital information was collected which was then
subjects to:
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.
57
34
Agree
32
18
Disagree
13
Strongly disagree
TOTAL
100
CHART 1
Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly agree
that working hours are convenient from them and 32% agree with that and 18% neither agree nor
disagree and 13% disagree with the working hours and 3% are strongly against working
hours.
Table No: 2
58
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Chart 2
Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents agree
that they are happy with their work place only 13% disagreed and 18% have no idea towards
their work place.
Table No: 3
I feel i have too much work to do
59
PERCENT
7
9
25
37
22
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Chart 3
Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question I feel I have too much work and another 22% strongly disagreed,
18% admits they have too much work and 23% have no idea towards this question.
Table No: 4
Safety measures provided by the company
PERCENT
28
31
strongly agree
Agree
60
24
11
6
100
CHART 4
Interpretation:
From the above table it is evident that the safety measures provided by the organizations are
good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24%
neither agreed nor
disagreed.
TABLE NO. 5
My relationship with my supervisor is cordial
PERCENT
30
41
16
strongly agree
Agree
Neither agree nor disagree
61
Disagree
Strongly disagree
TOTAL
6
7
100
CHART 5
Interpretation:
From the above table it is clear that relationship between employees and their supervisors are
cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%
disagreed and 16% of respondents have neither agreed nor disagreed.
TABLE NO 6
My supervisor is not partial
PERCENT
18
30
15
19
18
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
62
CHART 6
Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18%
strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed
this level is quite high compared to other questions.
TABLE NO 7
My supervisor considers my idea too while taking decision
PERCENT
26
43
26
2
3
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 7
63
Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26% neither agreed nor
disagreed.
TABLE NO 8
I'm satisfied with the support from my co-workers
PERCENT
21
47
16
9
7
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 8
64
Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of the
respondents agree that they are satisfied with support from co-workers and only 15% disagreed
and 16% have no answer to this.
TABLE NO 9
People here have concern from one another and tend to help one another
PERCENT
26
41
19
9
5
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 9
65
Interpretation:
From the above table it is clear that in this organization people have concern over each other as
26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor
disagreed.
TABLE NO 10
I'm satisfied with the refreshment facilities
PERCENT
26
20
30
15
9
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 10
66
Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the refreshment
facilities offered by the company as 15% of respondents disagreed and 9% strongly disagreed
and 30% neither agreed nor disagreed and only 20% agreed.
TABLE NO 11
We are provided with the rest and lunch room and they are good
PERCENT
16
34
22
20
8
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 11
67
Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the respondents
disagreed and 22% neither agreed nor disagreed and only 50% of the respondents are satisfied
with the rest and lunch room provided.
TABLE NO 12
The parking space for our vehicles are satisfactory
PERCENT
4
9
24
32
31
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 12
68
Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities
provided by the company as 31% of respondents strongly disagreed and 32% of respondents
disagreed and only 13% of respondents are satisfied with the parking facilities and 24%
have neither agreed nor disagreed.
Table no 13
I fell I'm paid a fair amount for the work i do
PERCENT
15
39
25
13
8
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 13
69
Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only 3% disagree and 8% strongly disagree, 25% neither agree
nor disagree.
Table no 14
I'm satisfied with the chances for my promotion
PERCENT
27
43
13
9
8
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 14
70
Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree,
13% neither agree nor disagree.
Table no 15
I'm satisfied with the allowances provided by the organization
PERCENT
19
42
21
11
7
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 15
71
Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other
benefits provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree
and 7% strongly disagree, 21% neither agree nor disagree.
TABLE NO 16
I feel my boss motivate me to achieve the organizational goals
PERCENT
11
33
25
22
9
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 16
72
Interpretation:
From the above table it is evident that employees boss are motivating to achieve organizational
goals as 33% agree and 11% strongly agree. 22% disagree this is quite high compared to other
factors and 9% strongly disagree and 25% neither agree nor disagree.
TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not
PERCENT
18
44
18
13
7
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 17
73
Interpretation:
From the above table it is evident that employees boss motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7% disagree, 18% neither agree nor disagree.
.
TABLE NO 18
I feel that my job has little impact on the success of the company
PERCENT
35
40
10
9
6
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 18
74
Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the success
of a company, 9% respondent disagree from the statement and 6% respondent strongly disagree
from the question.
Table no 19
Overall I'm satisfied with my job
PERCENT
28
35
20
12
5
100
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 19
75
Interpretation:
From the above table it is evident that Overall satisfactions of the respondents are good as 35%
agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20% neither
agree nor disagree.
FINDINGS
From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship with the
employees. Due to the working conditions prevailing in this company, job satisfaction of each
respondent seems to be the maximum. From the study, I have come to know that most of the
employees were satisfied with the welfare measures provided by AMARAVATHI TEXTILES.
The employees of AMARAVATHI TEXTILES get more benefits compare to other companies.
The respondents are satisfied with the environment and nature of work
76
factors .
The respondents relationship with the superiors and colleagues are quite
good .
The Parking facilities provided by the organization are not good thats
why most respondents disagree with this question.
77
78
The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.
BIBLIOGRAPHY
BOOKS:
Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
edition.
79
Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second
edition.
Web-Site:www.Amaravathi Textiles.com
www.google.com
ANNEXURE
Questionnaire
A study on Job Satisfaction of Employees in AMARAVATHI TEXTILES, IP JAGDISHPUR
1. Name:
80
2. Age:
3. Gender: Male
Female
4. Designation..
Ques1- Working hours are convenient for me1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree
Ques2- I am happy with my work place1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques3- I feel I have too much work to do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques4- Safety measures provided by the company are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques6- My supervisor is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques7- My supervisor consider my ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
81
Ques10- I am satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques11- We are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques14- I am satisfied with the chances for my promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques15- I am satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques16- I feel my boss motivate me to achieve the organizational goals1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques17- My supervisor motivate me to increase my efficiency at a time when I am not1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques18- I feel my job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques19- Overall I am satisfied with my present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
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83