CHAPTER 1

1.1 INTRODUCTION

Job satisfaction is generally viewed as the employee’s feelings about their salary,
working climate and the training opportunities offered for their own professional growth.
The success of any industry or business establishment depends almost entirely on the
satisfaction of the employees.

The company’s ability to fulfill the physical, emotional, and psychological needs of
its employees and than the employees satisfied with the job is defined as job satisfaction.

Blum and Naylor (1986) define job satisfaction as a general attitude of the workers
constituted by their approach towards the wages, working conditions, control, promotion
related with the job, social relations in the work, recognition of talent and some similar
variables, personal characteristics and group relations apart from the work life.

In general, job satisfaction refers to an individual’s positive emotional reaction to a

particulars job. In other words, job satisfaction is the condition of establishing a healthy
organizational environment in an organization.

In these circumstances my project “A STUDY ON JOB SATISFACTION AT

THIRUMALAI CHEMICAL LIMITED” aims at measuring the employee job
satisfaction level and re-formulating the strategies if any, for improving the job
satisfaction based on the study. This project can be utilized by the company to know the
employees’ attitude towards their jobs.

The study area comprises within the organization. The research is done through
survey method and the data collected was included and analyzed by using statistical tools.

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 In the course of the study I found that most of the employees are satisfied with
their jobs. Also majority of the employees were satisfied with the nature of work, salary
payments and welfare activities under taken by the company. I also found that co-
operation exists among the employees’ and management is taking measures to enhance
the communication. And suggestions were provided to optimize the level of job
satisfaction and communication through two way communication channels in the
company.
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.

.
•
•
• Maintenance of cordial management labors – relationship in the
company and imitates and implements welfare oriented schemes and
handle legal matters connected with employment.
•

• Initiating disciplinary proceedings against employees under advising

from the general manager.

• The smooth implementation of statutory such a EPF, FPE, ESI, Gratuity,

Insurance etc.,

• All matters connected with recruitment of employees such as giving

advertisements, compiling application from candidates, issuing
interview calls, releasing appointment letters, maintaining personnel
records and issuing, receiving orders to employees leaving the services
of the company.

• Interfacing with the government officials, private parties and office

bearers of the employees union and advice from the management and to
maintain smooth functioning.

• Training of the employees and maintenance of training records.

• Executing the statutory safety measures in the company.

 • Preparation and submission of half yearly returns of ESI and
maintaining ESI records of employees under ESI act.

• Preparation and maintaining daily attendance of employees including of

master roll under the FACTORIES act.

• Maintaining levels application forms leave cards and form no.15 under
FACTORIES act in respect of employee.

• Initiating disciplinary employees are advised from the general manager.

• All the functions are maintained by the personnel department and the
organization.

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1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

• To find out the level of job satisfaction among employees working in Ultra
Marine & Pigments Limited.
SECONDARY OBJECTIVES:

• To study the ways and means of achieving job satisfaction among employees.
• To find out the employees satisfaction on various welfare and safety measures
provided in Ultra Marine & Pigment Limited.
• To find the growth opportunities of employees in organization.
• To know the employees satisfaction on salary and performance appraisal
system.
• To identify areas that leads to employee’s satisfaction.
• To find out the employees satisfaction on leadership and supervision.

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1.4 NEED FOR THE STUDY

A satisfied employee is always an asset to the organization. A satisfied

employee is the most important resource for an organization success, it is important to
know to what extent the employees are satisfied.
 Job satisfaction is a pre-requisite to user in quality at the human social
subsystem of an organization enabling better renewal processes and adoption of
importance of job satisfaction. The Research under look is a study to determine the
levels of job satisfaction of the employees.

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1.5 SCOPE OF THE STUDY

The study related to job satisfaction in Ultra Marine & Pigments Limited. In
order to know about the level of satisfaction of employee’s in the organization. This
study would help the organization to know the present condition of the employees.
 Job satisfaction is most important out come for which job incumbents work in
organizations. They expend their energies use their abilities and skill to benefit
monetarily and a part from such extrinsic organization, intrinsic variables like
recognition, belongingness & job satisfaction

The research has undertaken a study to measure job satisfaction levels among
categories of executive and Non – Executive.

1.6 LIMITATIONS OF THE STUDY

• The Study was limited to Ultramarine & pigments limited only.

 • Interaction with employees and executives was limited because of they busy work
schedule.
• The study undertaken may not be applicable for all the employees in an
organization, which may be having different purposes.
• Some of the respondents may not agree with the statement and do not express it for
fears.
• Due to the time limit the sample size was restricted to 100.

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1.7 REVIEW OF LITERATURE

MEANING
 Job satisfaction is the most important and frequently studied attitude. It is positive
attitude towards one’s job. It means good or positive attitude or feeling toward one’s job.
It is important to mention that an individual may hold different may hold different
attitudes toward various aspects of the job.

INTRODUCTION OF JOB SATISFACTION

• The study that job satisfaction and organizational commitment are each affected by a
unique hierarchy of predictors. Results indicate that two job characteristics, skill
variety and role ambiguity are the best predictor of satisfaction.
• Over the last two decades researchers have identified a number of variables that
appear to contribute a number of variables that appear to contribute to either job
satisfaction or organizational commitment.
• Variables that describe characteristics of the job tasks performed by the workers.
• Variables that describe characteristics of the organizations in which the tasks are

performed.

• Variables that describe characteristics of the workers who perform the tasks.

• Several studies have reported a relationship between job satisfaction and

organizational commitment but there continues to be disagreement regarding and
ordering.
• Some of the objective factors of status, such as income, age, responsibility, authority,
and others.
• The assumption here is that the higher the objective status, the les the need to seek
acceptance of oneself by overestimating one’s status. Since high visible status has
already been reached.
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JOB SATISFACTION
 Job satisfaction is the degree to which people like their jobs. Some people enjoy
work and fond it to be a central part of life. Others hate to work, but it is a must to earn
their livelihood. It is the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs. It is an attitudinal variable. In the past job satisfaction was
approached by some researchers from the perspective of need fulfillment that is, whether
or not job met the employee’s physical and psychological needs for the things provided
by work, such as pay. But this approach has been de-emphasized because to day most
researchers tend to focus attention on cognitive processes rather than on underlying
needs. The attitudinal perspective has become the predominant one in the study of job
satisfaction.

DEFINITION OF JOB SATISFACTION

 According to Feldman and Arnold, “Job satisfaction will be defined as the amount
of overall positive affect (or feelings) that individuals has towards their jobs.”
 Locke defined job satisfaction as “A pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experience.”
 In the opinion of Davis and Newstoom,” Job satisfaction is a set of favorable or
unfavorable feelings with which employees view their work.”

DIMENSIONS OF JOB SATISFACTION

 Job satisfaction being an emotional response to a job cannot be seen. As such, it

can only be inferred.
 Job satisfaction is often determined by how satisfactorily outcomes meet or
exceed one’s expectations.
 Job satisfaction represents employee’s attitudes towards five specific
dimensions of the job.
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 1. work itself
2. promotion
3. opportunities
4. supervision
5. co-workers

DETERMINANTS OF JOB SATISFACTION

Job satisfaction refers to a general attitude, All individuals don’t derive the
same degree of satisfaction through they perform the same job in the 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.

1. INDIVIDUAL FACTORS

Individuals have certain expectations from their jobs. If their expectations

are met from the job, they feel satisfied. These expectations are based on an individual’s
level of education, age and other factors.

• Level of education: It is a factor, which determines the degree of job

satisfaction. There may found negative correlation between the level of
education, particularly between higher and lower levels.

• Age: Individuals experience different degree of job satisfaction at different

stages of their life. Satisfaction is high at the initial stage, get gradually
reduced, starts rising up to certain stage and finally, dips to a low degree.

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 • Other factors: There are other individual factors, which affect job
satisfaction. If an individual doesn’t have favorable social and family life, he
may not feel happy at the work place.

NATURE OF JOB

It determines job satisfaction, which is in the form of occupational level and job
content.

• Occupation Level: Higher-level jobs provide more satisfaction as compared

to lower levels. E.g.:- Professionals derive more satisfaction as compared to
salaried people.

• Job Content: It refers to the intrinsic value of the job, which depends on the
requirement of skill for performing it, and the degree of responsibility and
growth it offers. E.g.:- A routine and respective job provides lesser
satisfaction.

SITUATIONAL VARIABLES

These lies in organizational context formal and informal, where formal

organization is created by the management and informal emerge out of the interaction of
individuals in the organization

• Working Conditions: Physical work environment, like conditions of work

place and associated facilities for performing the job determines the job
satisfaction. These work in two ways.
a. Provide means for job performance, and
b. Affects the individual’s perception.

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 • Supervision: In employee-oriented supervision, there is more concern for
people, which is favorably perceived by them and provides them more
satisfaction.

• Equitable Rewards: 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.

• Opportunity for Promotion: If the present job offers opportunity of

promotion in future, it provides more satisfaction. If the opportunity for such
promotion is lacking, it reduces satisfaction.

• Work Group: Individuals work in-group either created formally or they

develop on their own to seek emotional satisfaction at the work place. To the
extent, such groups are cohesive; the degree of satisfaction is high. If the
group is not cohesive, job satisfaction is low.

JOB SATISFACTION AND EMPLOYEE TURNOVER

High employee turnover is of concern for employers because it disrupts normal

operations, causes morale problems for those who stick on, and increases the cost
involved in selecting and training replacements. The employer does what ever possible
to minimize turnover, making the employees feel satisfied on their jobs, being one such.

In four major reviews of the relationship between satisfaction and turnover

had been demonstrated that workers who have relatively low levels of job.
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 Employees perceive that intrinsic and extrinsic rewards are contingent upon
their productivity. The second condition is that the extrinsic rewards (example: - Pay)
distributed equally. Inequitable distribution fails to convince the employees close
correlation between hard work and rewards.

JOB SATISFACTION AND PERFORMANCE

Extrinsic rewards
Perceived Equity of
Performance Rewards

Extrinsic rewards

Satisfaction

LAWLER-PORTER MODEL OF PERFORMANCE AND SATISFACTION

The most accurate statement is that the high performance contributes to high
job satisfaction. A better performance typically leads to higher economic, sociological
and psychological rewards in proportion to their performance. On the other hand, if
rewards are seen as inadequate for the level of satisfaction leads to either greater or lesser
commitment, which then affects effort and eventually affects performance again. The
result is a continuously operating performance-satisfaction-effort loop.

Alternatively, a different scenario emerges if performance is low, employees

might not receive the rewards they are hoping for and dissatisfaction can result. Under
these circumstances, the employee might exhibit satisfaction are the most likely to quit
their jobs and that organizational units with the lowest average satisfaction levels tends to
have the highest rates.
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THE EFFECT OF JOB SATISFACTION ON PERFORMANCE

This is a condition of job satisfaction becoming independent variable. Some of

these are given below.

HIGH PRODUCTIVITY

In the past, it was said “A happy worker is a productive worker” however

subsequent studied have not validated this finding especially at lower level employees. In
fact, some studies have proved other way round viz. High productivity increase job
satisfaction.

LOW ABSENTEEISM

We have seen research which has proved that attendance is poor from
dissatisfied employees. However absenteeism has many other factors influencing it, job
satisfaction is only one among them.

LOW TURN-OVER

Satisfaction is also negatively related to turnover but it compared to

absenteeism. Here also there are many factors such as labor market conditions.
Alternative job opportunities or service which influences turn over. Satisfaction is only
one amount them. Secondly good performers are encouraged with better rewards; where
as poor performers are encouraged to leave the organization. Hence it is not conclusively
proved that job satisfaction control or influence turnover by itself. In fact very often
instead of leaving organization.
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MEASURING JOB SATISFACTION

It also called survey of morale, opinion, attitude, climate, or quality of work

life. Management conducts job satisfaction survey in order to get information for making
sound decisions. A job satisfaction survey is a procedure by which employees report
their feeling towards their job and work environment. The responses are then combined
and analyzed. Various ways of measuring job satisfaction are available.

1. Rating Scales:

The most common approach for measuring job satisfaction is the use of rating
scales. These scales fall in two categories. One is called tailor-made standardized scales,
which before their use, have been developed to establish group norms on scales to ensure
the reliability and validity of the measuring instrument. Mostly, using method is ‘tailor-
made scales’. The most common measuring scale for collecting data regarding job
satisfaction is the liker scale.

Other common scales that are used for measurement of job satisfaction include:

• Yes/no Questions.
• True/false Questions.
• Points systems
• Check lists
• Forced choice answer
• ESS (Employee Satisfaction Survey)

2. Critical Incidents:
 It was developed by Hertzberg and his associates in their research on the
two-factor theory of motivation. The employees were asked to describe incidents on their
job particularly satisfied. These incidents were then analyzed in determining which
aspects closely related to positive & negative attitudes.
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3. Interviews:

Personal interviews are yet another method of measuring job satisfaction.

Employees are individually and the responses reveal their satisfaction or dissatisfaction.

4. Action Tendencies:

This represents the inclinations. People have to avoid or approach certain things
by gathering information about how they feel like Action with respect to their jobs; the
job satisfaction can be measured.

THEORIES OF JOB SATISFACTION

There is vital difference among experts about the concept of job satisfaction.
Basically there are four approaches/theories of job satisfaction. They are:

1. Fulfillment Theory
2. Discrepancy Theory
3. Equity Theory
4. Two-Factor Theory

FULFILLMENT THEORY

The proponents of this theory measure satisfaction in terms of rewards a

person receives or the extent to which his needs are satisfied. Further they through that
there is a direct/positive relationship between job satisfaction and the actual satisfaction
as observed by willing, is not only a function of what a person receives but also what he
feels he should receive as there would be considerable difference in the actual and
expectations of person. Thus, the job satisfaction cannot be regarded as merely a
function of how much a person receives from his job. Another important factor that
should be included to predict job satisfaction accurately is the strength of the individual’s

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desire of his level of aspiration in a particular area. This lead to the development of the
discrepancy theory.

DISCREPANCY THEORY

The proponents of this theory argue that satisfaction is the function of what a
person actually receives from his job situation and what he thinks to receive or what he
expects to receive. When the actual satisfaction derived is les than expected satisfaction.
It results in dissatisfaction. “Job satisfaction and dissatisfaction are functions of
perceived relationship between what one wants from one’s job and what one perceives it
is offering”. This approach does not makes it clear whether or not over satisfaction is a
part of dissatisfaction and if so, how does it differ from dissatisfaction. This leads to the
development of equity theory of job satisfaction.

EQUITY THEORY

The proponents of this theory are of view that a person’s satisfaction is

determined by his perceived equity, which in turn is determined by his input-output
balance compared to his comparison of other, input-output balance. Input-output balance
is the perceived ration of what a person receives form his job relative to what he
contributes to the job. This theory is of the view that both under the over-rewards lead to
dissatisfaction while the under-reward causes feelings of unfair treatment. Over-rewards
lead to feeling of guilt and discomfort.

TWO- FACTOR THEORY

 Hertzberg, Manusner, Peterson and cap well who identified certain factors as
satisfiers and dissatisfies developed this theory. Factors such as achievement,
recognition, responsibility, etc… are satisfiers, the presence of which causes satisfaction.
But their absence does not result to dissatisfaction on the other hand, factors such as
supervision, salary, working conditions, etc., and Are dissatisfied, which causes
dissatisfaction. Their presence however does not result in job satisfaction.

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The studies designed to test their theory failed to give any support to this
theory, as it seems that a person, can get both satisfaction and dissatisfaction at the same
time, which is not valid.

Frederick Hertzberg carried our widespread surveys to find out what gave
people satisfaction at work. Two sets of factors emerged which affected behaviors
differently.

Hertzberg stressed that both sets of factors are important. If hygiene factors
were missing, people felt are being treated unfairly and this led to a revenge psychology.
He also promoted the idea of job enrichment and developed his most well – know
statement that, “every job should be a growth experience”. His two sets of factors are:

Hygiene Factors Motivators

Company Policy Achievement
Supervision Recognition
Salary Nature of work it self
Working condition Responsibility
Relationship Advancement

The two factors theory has resulted in much more attention being paid to
building in job satisfaction and creative elements to work tasks.

REASONS FOR JOB DISSATISFACTION

 • Lack of recognition
• Poor Pay
• Insufficient resources
• Lack of representation
• Lack of opportunities for progression
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BENEFITS OF JOB SATISFACTION

• These indicate the general level of satisfaction

• Improved communication.
• Improved attitudes.
• It helps to discover the cause of indirect productivity problems, such as
absenteeism, turnover and poor quality of work.
• They help management to asses training need.
• It is used as an indicator of the effectiveness of organizational reward system.
• It is used in the evaluation of the impact of organizational changes on.
• Spirit of co-operation and mutual respect etc.

ASSURING JOB SATISFACTION

Assuring job satisfaction, over the long term, requires careful planning and
effort both by management and by workers. Managers are encouraged to consider such
theories as Hertzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that
contribute to a stimulating, challenging, supportive, and rewarding work environment is
vital. Because of the relative prominence of pay in the reward system, it is very important
that salaries be tied to job responsibilities and that pay increases be tied to performance
rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that
people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her
pay is fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied
with her job"

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1.8 RESEARCH METHODOLOGY

METHODOLOGY:

Methodology is defined as the specification of methods and procedures for

acquiring the information needed. It is a plan or frame work for doing the study and
collecting the data.

This project is a study marked by prior formulation of research questions. The

investigator already knows the substantial amount the research problems before the
project is initiated.

RESEARCH DESIGN:
Research design can be simply put as the frame work for the study. It is the
guidelines for the collection and analysis of data.
In this research project the descriptive method of research was adopted since a
major portion of research involved conducting a survey.

SAMPLING

Sampling can be defined as the selection of some part of aggregate of selection of

some part of the basis of which a judgment or influence about the aggregate (or) totality
is made. In other words, it is the process of obtaining information about an entire
population by reaming only a part of it
SAMPLING TECHNIQUE

Stratified random sampling technique is used for selecting the respondent form

population.

SAMPLE SIZE

100 employees were selected by the sampling techniques

SOURCE OF DATA

Both the primary data and the secondary data were taken into account for the
purpose of the study:

a) PRIMARY DATA

Data has been collected using questionnaire. The questionnaire has been
circulated among 100 employees at Ultramarine & Pigments Limited. The questionnaire
consisted of around 20 questions.

b) SECONDARY DATA
Data already been collected. The secondary data is collected from company
records, employee records, websites, books magazine, newspapers etc.

TOOLS FOR ANALYSIS

Tools used for the analysis are as follows

• Percentage method
PERCENTAGE:

Percentage analysis refers to a special kind of ratio; percentage is used in

making comparison between two or more series of data percentage are used to describe
the relationships.

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Percentage is calculated are follows,

Percentage (%) = (number of respondents/total number of respondents) X100

CHI- SQUARE METHOD

The chi-square test is a useful measure of comparing experimentally obtained

results with those expected theoretically and based on the hypothesis. It is used as a test
static in testing a hypothesis that provides a set of theoretical frequencies with which
observed frequencies are compared. In general chi-square test is applied to those
problems in which we study whether the frequency with which a given event has
occurred, is significantly different from the one as expected theorectically.the measures
of chi-square enables us to find out the degree discrepremncy between observed
frequencies and theoretical frequencies is due to error of sampling or due to chance.

The formula for calculating chi-square is

 Where,

= symbol denoting for chi-square

O = observed frequency
E = expected frequency

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CHAPTER 2

2.1 DATA ANALYSIS AND INTERPRETATION

2.1 PERCENTAGE ANALYSIS

Table 2.1.1

Age

Factors No of respondents Percentage

Below 25 15 15
26-35 22 22
36 -45 28 28
46-58yrs 35 35
Total 100 100

Chart 2.1.1
 AGE

40
35

30 28
Percentage

22
20
15

10

0
Below 25 26-35 36 -45 46-58yrs

INFERENCE:

From the above table and chart it shows that 15%of respondents are below 25
years and 22%of respondents are 26-35 years and 28%of respondents are 36-45years and
35%of respondents are 46-58years.
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Table 2.1.2

GENDER
Factor No Per
Male 88 88
Female 12 12
Total 100 100

Chart 2.1.2
 GENDER

100
88
90
80
70
Percentage

60
50
40
30
20 12
10
0
Male Female

INFERENCE:

From the above table and chart it shows that 88%of respondents are male and
12%of respondents are female

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Table 2.1.3

EDUCATIONAL QUALIFICATION

Factors No of respondents Percentage

12th 15 15
Diploma 25 25
U.G Degree 28 28
P.G Degree 32 32
Total 100 100

Chart 2.1.3
 EDUCATION QUALIFICATION

40
32
30 28
25
Percentage

20
15

10

0
12th Diploma U.G Degree P.G Degree

INFERENCE:

From the above table and chart it shows that 15%of respondents are belong to
12th and 25% of respondents are belong to diploma and 28% of respondents are belong to
U.G degree and 32% of respondents are belong to P.G degree.

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Table 2.1.4

WORK EXPERIENCE

Factors No of respondents Percentage

Below 5 years 28 28
5-10 years 30 30
10-15 years 27 27
After 20 years 15 15
Total 100 100
 Chart 2.1.4

WORK EXPERIENCE

40

30
30 28 27
Percentage

20
15

10

0
Below 5 years 5-10 years 10-15 years After 20 years

INFERENCE:

From the above table and chart it shows that 28%of respondents are below 5
years and 30% of respondents are 5-10 years and 27% of respondents are 10-15 years and
15% of respondents are after 20 years.

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Table 2.1.5

NATURE OF WORK

Factors No of respondents Percentage

Highly Satisfied 70 70
Satisfied 30 30
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.5

NATURE OF WORK SATISFIED

80
70
70
60
Percentage

50
40
30
30
20
10
0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:

From the above table and chart it shows that 70% of respondents are highly
satisfied with the nature of work and 30% of respondents are satisfied.

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Table 2.1.6

SAFETY MEASURES

Factors No of respondents Percentage

Highly Satisfied 55 55
Satisfied 37 37
Dissatisfied 8 8
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.6

SATISFACTION LEVEL ON SAFETY MEASURES

70

60 55

50
Percentage

40 37

30

20
8
10
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 55%of respondents are highly
satisfied with the safety measures provides by UPL and 37% of respondents are satisfied
while 8% of respondents are dissatisfied.

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Table 2.1.7

BASIC AMENITIES

Factors No of respondents Percentage

Highly Satisfied 62 62
Satisfied 36 36
Dissatisfied 2 2
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.7

SATISFACTION LEVEL ON BASIC AMENITIES

80
70 62
60
Percentage

50
40 36

30
20
10 2 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 62% of respondents are highly
satisfied with the basic amenities and 36% of respondents are satisfied while 2%of
respondents are dissatisfied.

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Table 2.1.8

DRINKING WATER

Factors No of respondents Percentage

Highly Satisfied 50 50
Satisfied 47 47
Dissatisfied 3 3
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.8

SATISFACTION LEVEL ON DRINKING WATER

60
50
50 47

40
Percentage

30

20

10
3
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 50%of respondents are highly
satisfied with the drinking water and 47% of respondents are satisfied while 3%of
respondents are dissatisfied.

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Table 2.1.9

LOANS & ADVANCES

Factors No of respondents Percentage

Highly Satisfied 55 55
Satisfied 39 39
Dissatisfied 6 6
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.9

SATISFACTION LEVEL ON LOANS & ADVANCES

70

60 55

50
39
Percentage

40

30

20

10 6
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 55% of respondents are
highly satisfied with loans & advances provides by the organization and 39% of
respondents are satisfied while 6% of respondents are dissatisfied.

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Table 2.1.10

MEDICAL ALLOWANCES

Factors No of respondents Percentage

Highly Satisfied 63 63
Satisfied 32 32
Dissatisfied 5 5
Highly dissatisfied 0 0
Total 100 100

Chart2.1.10

SATISFACTION LEVEL ON MEDICAL ALLOWANCES

80
70 63
60
Percentage

50
40 32
30
20
10 5
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 63% of respondents are
highly satisfied with medical allowances and 32% of respondents are satisfied while 5%
of respondents are dissatisfied.

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Table 2.1.11

FRINGE BENEFITS

Factors No of respondents Percentage

Highly Satisfied 55 55
Satisfied 39 39
Dissatisfied 6 6
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.11

SATISFACTION LEVEL ON FRINGE BENEFITS

70

60 55

50
39
Percentage

40

30

20

10 6
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 55% of respondents are
highly satisfied with fringe benefits and 39% of respondents are satisfied while 5% of
respondents are dissatisfied.

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Table 2.1.12

UNIFORM FACILITY
Factors No of respondents Percentage
Highly Satisfied 72 72
Satisfied 28 28
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.12

SATISFACTION LEVEL ON UNIFORM FACILITY

90
80 72
70
60
Percentage

50
40
28
30
20
10
0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 72% of respondents are
highly satisfied with uniform facility provides by the organization and 28% of
respondents are satisfied.

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4

Table 2.1.13

SALARY
Factors No of respondents Percentage
Highly Satisfied 83 83
Satisfied 17 17
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.13

SATISFACTION LEVEL ON SALARY

100
90 83
80
70
Percentage

60
50
40
30
17
20
10 0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 83% of respondents are
highly satisfied with their salary and 17% of respondents are satisfied.

4
5

Table 2.1.14
MEDICAL FACILITIES

Factors No of respondents Percentage

Highly satisfied 77 77
Satisfied 19 19
Dissatisfied 4 4
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.14

SATISFACTION LEVEL ON MEDICAL FACILITY

90
77
80
70
60
Percentage

50
40
30
19
20
10 4
0
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 77% of respondents are
highly satisfied with medical facility provides by the organization and 19% of
respondents are satisfied while 4% of respondents are dissatisfied.

4
6

Table 2.1.15
CLEANLINESS

Factors No of respondents Percentage

Highly satisfied 57 57
Satisfied 43 43
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.15

SATISFACTION LEVELON CLEANLINESS

70

60 57

50 43
Percentage

40

30

20

10
0 0
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 57% of respondents are
highly satisfied with cleanliness and 43% of respondents are satisfied.

4
7
Table 2.1.16

CULTURE & CLIMATE

Factors No of respondents Percentage

Highly Satisfied 80 80
Satisfied 20 20
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.16

SATISFACTION LEVEL ON ORGANIZATION CULTURE &

CLIMATE

100
90 80
80
70
Percentage

60
50
40
30 20
20
10 0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:

From the above table and chart it shows that 80% of respondents are highly
satisfied with organization culture & climate and 20% of respondents are satisfied.
 4
8
Table 2.1.17

JOB SECURITY

Factors No of respondents Percentage

Highly Satisfied 82 82
Satisfied 14 14
Dissatisfied 4 4
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.17

JOB SECURITY PROVIDED BY THE COMPANY

100
90 82
80
70
Percentage

60
50
40
30
20 14
10 4
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 82% of respondents are
highly satisfied that job is secured and 14% of respondents are satisfied while 4% of
respondents are dissatisfied.
 4
9

Table 2.1.18

RELATIONSHIP WITH CO-WORKERS & SUPERVISORS

Factors No of respondents Percentage

Highly Satisfied 36 36
Satisfied 60 60
Dissatisfied 4 4
Highly dissatisfied 0 0
Total 100 100

Chart 2 .1.18

RELATIONSHIP WITH CO-WORKERS & SUPERVISORS

70
60
60

50
Percentage

40 36

30

20

10 4
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 36% of respondents are
highly satisfied the relationship with co-workers & supervisors and 60% of respondents
are satisfied while 4% of respondents are dissatisfied.
 5
0

Table 2.1.19

TEAM WORK

Factors No of respondents Percentage

Highly Satisfied 74 74
Satisfied 15 15
Dissatisfied 11 11
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.19

SATISFACTION LEVEL ON TEAM WORK

90
80 74
70
60
Percentage

50
40
30
20 15
11
10
0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
 From the above table and chart it shows that 74% of respondents are
highly satisfied that they work as team and 15% of respondents are satisfied while 11%
of respondents are dissatisfied.

5
1

Table 2.1.20

TRAINING & DEVELOPMENT PROGRAMMES

Factors No of respondents Percentage

Highly Satisfied 53 53
Satisfied 47 47
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.20

SATISFACTION LEVEL ON TRAINING & DEVELOPMENT

PROGRAMMES

70
60 53
47
50
Percentage

40
30
20

10
0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied
INFERENCE:
From the above table and chart it shows that 53% of respondents are
highly satisfied with training & development programmes conducted by the organization
and 47% of respondents are satisfied.
5
2

Table 2.1.21

PROMOTIONS & INCREMENT

Factors No of respondents Percentage

Performance 58 58
Qualification 7 7
Experience 26 26
Seniority 9 9
Total 100 100

Chart 2.1.21

SATISFACTION LEVEL ON PROMOTIONS & INCREMENT

70
58
60

50
Percentage

40

30 26

20
7 9
10

0
Performance Qualification Experience Seniority

INFERENCE:
 From the above table and chart it shows that 58% of respondents said that
promotions/ increment based on performance and 7% of respondents said based on
qualification and 26% of respondents said based on experience and 9% of respondents
said based on seniority.

5
3

Table 2.1.22

TRANSPORT FACILITY

Factors No of respondents Percentage

Highly satisfied 67 67
Satisfied 33 33
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.22

SATISFACTION LEVEL ON TRANSPORT FACILITY

80
67
70
60
Percentage

50
40 33
30
20
10
0 0
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied
INFERENCE:
From the above table and chart it shows that 67% of respondents are
highly satisfied with transport facility provides by the organization and 33% of
respondents are satisfied.

5
4

Table 2.1.23

OPPORTUNITY FOR PERSONAL GROWTH

Factors No of respondents Percentage

Highly Satisfied 75 75
Satisfied 23 23
Dissatisfied 2 2
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.23

OPPORTUNITY FOR PERSONAL GROWTH

90
80 75
70
60
Percentage

50
40
30 23
20
10 2 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied
INFERENCE:
From the above table and chart it shows that 75% of respondents are
highly satisfied with the opportunity provided for personal growth in the organization and
23% of respondents are satisfied while 2% of respondents are dissatisfied.
5
5

Table 2.1.24

JOB SATISFACTION

Factors No of respondents Percentage

Highly Satisfied 80 80
Satisfied 20 20
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.24
 JOB SATISFACTION

100
90 80
80
70
Percentage

60
50
40
30 20
20
10 0 0
0
Highly Satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 80% of respondents are
highly satisfied with their job profile, and 20% of respondents are satisfied.

5
6

Table 2.1.25

DESIRE TO STAY WITH THE COMPANY

Factors No of respondents Percentage

Strongly desire 52 52
Moderate desire 35 35
Not sure 8 8
Weak desire 5 5
Total 100 100

Chart 2.1.25
 SATISFACTION LEVEL DESIRE TO STAY WITH THE COMPANY

70

60
52
50
Percentage

40 35

30

20
8
10 5

0
Strongly desire Moderate desire Not sure Weak desire

INFERENCE:
From the above table and chart it shows that 52% of respondents are
strongly desire to stay with the company and 35% of respondents are moderate desire and
8% of respondents are not sure and 5% of respondents are weak desire.
57

Table 2.1.26

SATISFACTION TOWARDS THE ORGANIZATION

Factors No of respondents Percentage

Highly satisfied 60 60
Satisfied 40 40
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 100 100

Chart 2.1.26
 OVERALL SATISFACTION TOWARDS THE ORGANIZATION

70
60
60

50
40
Percentage

40

30

20

10
0 0
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

INFERENCE:
From the above table and chart it shows that 60% of respondents are
highly satisfied towards the organization and 40% of respondents are satisfied.

58

3.1 FINDINGS

• It has been found that majority of the employees age is between 46-58 years.
• It has been found that 88% of employees are male.
• It has been found that majority of the employees education qualifications are
graduation.
• It has been found that majority of the employees are had less than 5 years
experience.
• 70% of the employees are satisfied with the nature of work.
• 55% of the employees are satisfied with the safety measures provided by the
organization which is very important for the employees.
 • Most of the employees are satisfied with the basic amenities available in the
organization.
• Majority of the employees are satisfied with the drinking water.
• Majority of the employees are satisfied with the loans & advances provided by the
organization.
• 63% of the employees are satisfied with the medical allowances.
• 55% of the employees are satisfied towards fringe benefits provided by the
organization.
• 72% of the employees are satisfied with the uniform facilities.
• 93% of the employees are satisfied with their salary.
• 77% of the employees are satisfied with the medical facilities provided by the
organization.
• 57% of the employees are satisfied with the cleanliness in the organization.
• 80% of the employees are satisfied about organization culture & climate.
• 82% of the employees are satisfied that their job is secured in Ultramarine &
Pigments Limited which is very important for the employees.

5
9
• Majority of the employees are satisfied the relationship with co-workers and
supervisors.
• 74% of the employees are satisfied that they work as a team which is the need of the
day in a competitive era.
• Majority of the employees are satisfied with the training & development
programmes conducted by the organization which is very important for the
employees.
• 58% of the employees felt that the organization giving promotions & increment
based on the performance 26% of the employees felt that promotions & increment
based on the experience which is very important for the employees to do the
effectively.
• 67% of the employees are satisfied with the transport facility provided by the
organization which is important for the employees.
• 75% of the employees are satisfied with the opportunities provided for the personal
growth.
• 80% of the employees were satisfied with their job which is very important for an
organization which renders service to the society.
• 52% of the employees are strongly desire to stay with the company.
• It was found that 60% of the employees are overall satisfied towards the
Ultramarine & Pigments Limited.

60
3.2 SUGGESTION
• The company can provide different colors of uniforms for different levels of
jobbers.
• The organization can improve the training facilities for workers by adapting
various methods such as vestibule training, job rotation, case study etc.,
• The organization can give the related information of training & development
programmes by giving training details in the work sheet or CD’s etc., to create
more interest.
• Proper training should be given to the employees in order to increase their
knowledge and skills.
• The role and responsibility of an employee can be well explained.
 • To develop the interaction between the employees in other departments
• The promotional activities given by the firm is satisfactory to the workers it can
also improved the activities through giving rewards, awards incentives extra
wages etc, based on the good performance.
• The organization can provide canteen facilities for the workers so that it will
increase satisfaction of the workers.
• The organization use 360 degree appraisal would provide a better picture about
the employees thereby helping the management to identify the gaps and fill
them which automatically increases the job satisfaction.

6
1

3.3 CONCLUSION

• From this study following conclusion can be made towards Job Satisfaction in
ULTRAMARINE & PIGMENTS LIMITED.,
• From this study it found that majority of the workers were satisfied with their jobs
• The employees are very much satisfied with the welfare and safety measures
provided by the organization is good and satisfactory.
• The company is following strict rules & regulations.

Organization who wants to provide employee job satisfaction should

concentrate more on their employee development. Employee satisfaction creates
more cordial atmosphere, high morale, and more production and less absentees.
 Human resource development programs improve skills and encourage employees. A
good understanding between employee and management can be brought out with the
help of employee satisfaction. More and more attention is to be paid towards
improving job satisfaction to from basic for human resource development.

I hope that the suggestion given in the report may be implemented in the
future course for the benefit of the workers and the organization.

As a result it can be concluded, any organization that aims to achieve

success in the business sector. This is the right time to review job satisfaction of
employees in the organization.

ANNEXURE

Questionnaire on job satisfaction at ultramarine & pigment ltd

Name:

Designation:

Department:

Age

a) Below 25 years b) 26-35 years c) 36-45 years d) 46-55 years

Gender

a) Male b) Female

Educational Qualification
 a) 12th b) Diploma c) U.G Degree d) P.G Degree

1. What is your work experience in the company?

a) Below 5 years b) 5 – 10 years c) 10 – 15 years d) After 20 years

2. Are you satisfied with your nature of work?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

3. What is your opinion about the safety measures provided by the

Organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

4. What is your opinion about Welfare Measures?

Welfare Measures Highly Satisfied Dissatisfied Highly

satisfied dissatisfied

a. Basic amenities available

c. Drinking Water
d. Loans & advances
e. Medical Allowances

5. What is the extent of your satisfaction towards the fringe benefits?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

6. What is your satisfaction level regarding your uniform facilities?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

7. Are you satisfied with your salary?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

8. Are you satisfied with the medical facilities provided by the organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

9. What is your opinion about the cleanliness prevailing in your organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

10. Are you satisfied about your organization culture and climate?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

11. Are you satisfied with your over all job security?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

12. Are you satisfied the relationship with co-workers and supervisors?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

13. What is your level of satisfaction on the team work in the organization?
 a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

14. How do you feel about the Training & Development programmes conducted by the

Organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

15. Do you think promotions / increment are given based on?

a) Performance b) Qualification

c) Experience d) Seniority

16. What is your satisfaction level about the transport facilities?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

17. What is your level of satisfaction on the opportunities for personal growth in the

Organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

18. Are you satisfied with your job?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

19. Which of the following describes your desire to stay with the company?

a) Strongly Desire b) Moderate Desire

 c) Not sure d) Weak desire

20. What is your overall satisfaction towards the organization?

a) Highly satisfied b) Satisfied

c) Dissatisfied d) Highly dissatisfied

BIBLIOGRAPHY

• Human Resource Management – K.Aswathapa

• Human Resource Management – V.S.P Rao
• Human Resource Development – P.C Tripathi
• Personnel Management & Industrial Relations – N.G Nair. Latha Nair
• Personnel Management & Industrial Relations – Kings
• Research Methodology – C.R.Kothari
• WWW. JOB SATISFACTION.COM
• WWW. GOOGLE.COM