CHAPTER 1 INTRODUCTION JOB SATISFACTION

MEANING:Job satisfaction refers to a persons feeling of a satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction, happiness (or) self-contentment but the satisfaction on the job.

DEFINITION:Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job an effective reaction to ones job attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

HISTORY:One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933) primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence

that people work for purpose other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Some argue that Maslows hierarchy of needs theory, a

motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy fire specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researches could develop job satisfaction theories.

DETERMINANTS OF JOB SATISFACTION:The various factors influencing job satisfaction may be classified into two categories:-

1. Environmental factors and 2. Personal factors. ENVIRONMENTAL FACTORS:These factors relate to the work environment main among which as follows;

1) Job Content:Herzberg suggested that job content in terms of achievement, recognition, advancement, responsibility and the work itself tend to provide satisfaction but their absence does not cause dissatisfaction, where the job is less repetitive and there is variation in job content, job satisfaction teds to be higher.

Specialization increases repetitiveness leading to boredom and monotony, but greater variety of tasks may not increases satisfaction unless the tasks from a unified, integrated and meaningful whole.

2) Occupational level:The higher the level of the job in organizational hierarchy the greater the satisfaction of the individual. This is because positions at the higher levels are generally better paid, more challenging and provide greater freedom of operation. such job carry greater prestige, self-control and need satisfaction. One study revealed that professional people were the most satisfied, followed by salaried workers and factory workers were the least satisfied with their jobs.

3) Pay and promotion:All other things being equal, higher pay and better opportunities for promotion feed to higher job satisfaction.

4) Work Group:Man is a social animal and likes to be associated with others interactions in the work group help to satisfy social and psychological needs, and therefore, isolated workers tend to be dissatisfied. Job satisfaction is generally high when an individual is accepted by his personal he has a high need of affiliation.

5) Supervision:Considerate supervision tends to improve job satisfaction of workers. A considerate supervisor takes personal interest in his subordinates and allows them to participate in decision making process. However, authorization people may be more satisfied under the supervision of high status and strongly directive leaders. Employee
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satisfaction from the influence which the supervisor exercises on his own superior.

FACTORS OF JOB SATISFACTION:Job satisfaction refers to a general attitude which an employee retains on account of many specific attitudes in the following areas:-

1. Job satisfaction 2. Individual characteristics and 3. Relationship outside the job.

These are different factors on which job satisfaction depends. Important among them are discussed here under:

PERSONAL FACTORS:They include workers sex, education, age, marital status and their personal characteristics, family background, socio-economic background and the like.

FACTORS INHERENT IN THE JOB:These factors have recently been studied and found to be important in the selection of employees. Instead of being guided by their coworkers and supervisors, the skilled workers would rather like to be guided by their own inclination to choose jobs in consideration of what they have to do. These factors include: the work itself, conditions, influence of internal and external environment on the job which are uncontrolled by the management etc.

FACTORS CONTROLLED BY THE MANAGEMENT:They include the nature of supervision, job security, kind of work group, wage rate, promotional opportunities, transfer policy, elevation of work and sense of responsibilities. All these factors greatly influence the workers. Their presence in the organization motivates the workers and provides a sense of job satisfaction. Though performance and job satisfaction are influenced by different set of factors, these two can be related if management links rewards to performance. It is viewed that job satisfaction is a consequence of performance rather than a cause of it. Satisfaction strongly influences the productive efficiency of an organization where as absenteeism, employee turnover, alcoholism, irresponsibility, uncommitments are the results of job dissatisfaction. However, job satisfaction (or) dissatisfaction forms opinions about the job and the organization which results in employee morale.

MEASURING JOB SATISFACTION:The job descriptive index (IDI), created by Smith, Kendall and Hulin (1969), is a scientific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets, pay, promotions and opportunities, coworkers, supervision and the work itself. The scale is simple participants answers either yes, no or cant decide (indicated by ?) in response to whether given statements accurately, describe ones job. The job in general index is an overall measurement of job satisfaction. It is an improvement to the job descriptive index because the JDI focuses too much on individual facts and not enough to work satisfaction in general.

SUPERIOR- SUBORDINATES COMMUNICATION:SuperiorSubordinates Communication is an important

influence on job satisfaction on the work place. The way in which subordinates perceive a supervisors behavior can positively or negatively influence job satisfaction. Communication behaviour such as facial expression, eye contact, vocal expression and body movement is crucial to the superior-subordinate relationship. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller and Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their

subordinates may be more important than the verbal content. Individuals who dislike and think supervisor are less willing to communicate (or) have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the work place. Therefore, a supervisor who uses nonverbal immediacy, friendliness and open communication lines is more willing to receive positive feedback and high job satisfaction from subordinate where as a supervisor who is antisocial, unfriendly and unwilling to communicate will naturally receive negative feedback and very low job satisfaction from their subordinates in the work place.

THEORIES OF JOB SATISFACTION:There are vital differences among experts about the concept of job satisfaction. Basically, there are four approaches of job satisfaction.
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They are 1) 2) 3) 4)

Fulfillment Theory, Discrepancy Theory, Equity Theory, and Two-factor Theory.

1) 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 thought that there is a direct/ positive relationship between job satisfaction and the actual satisfaction of the expected needs. The main difficulty in this approach is that job satisfaction as observed by willing, is not only a function of what he feels he should receive as there would be considerable difference in the actual and expectations of persons. Thus, job satisfaction cannot be regarded as merely a function of how much a person receives from his job. Another important factory variable that should be include to predict job satisfaction accurately is the strength of the individual desire of his level of aspiration in a particular area. This led to the development of the discrepancy theory of the satisfaction.

2) DISCREPANCY THEORY:The proponents of this theory argue that satisfaction is the function of what a person actually receives from the job situation and what he thinks he should receive (or) what he expects to receive. When the actual satisfaction derived is less than expected satisfaction, it results in dissatisfaction. As discussed earlier, Job Satisfaction and dissatisfaction are functions of the perceived relationship between what one wants from ones job and what one perceives it is offering. This approach does not make it clear whether or not over satisfaction is differ from dissatisfaction and if so, how does it differ from

dissatisfaction. This led to the development of equity-theory of job satisfaction.

3) EQUITY THEORY:The proponents of this theory are the view that a persons satisfaction is determined by his perceived equity, which in turn is determined by his input-output balance comparison of others inputoutput balance. Input-output balance is the perceived ratios of what a person receives from his job relative to what he contribute to the job. This theory is of the view that both under the owner rewards lead to dissatisfaction while the under-reward causes feelings of unfair treatment, over-reward leads to feelings of guilt and discomfort.

4) TWO-FACTORY THEORY:As discussed earlier, this theory developed by Herzberg, Manusner, Peterson and Capwell who identified certain factors ass satisfiers and dissatisfiers. Factors such as achievement, recognition, responsibility etc, are satisfiers, the presence of which causes satisfaction but their absence does not result in dissatisfaction. On the other hand, factors such as supervision, salary, working conditions etc, are dissatifiers, the absences of which cause dissatisfaction. Their presence, however, doesnt result in job satisfaction. 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.

1.2 COMPANY PROFILE NECYER INDIA LIMITED formerly known as Neyveli ceramics
and re-factories limited a close affiliate of Seshasayee Brothers (Pvt) Limited. The company was incorporated on 21th May 1960. The project was established with a licensed capacity to manufacture 1800 tones of sanitary per annum. The technical collaboration for this venture was by M\s. Elemental Bayamilk Vertiobs GMBH (KERMAG) of west Germany. The project was completed and the commercial production commenced in October 1965. The production from the plant was steadily increased and rated capacity of 1800 tons per annum was reached in 1967. GROWTH AND EXPANSION The company after availing the technical services from M\s. Bombay Potteries and Tiles Limited, Bombay, increased capacity from 1800 tons. In the year 1974-75 the installed capacity was further increased from 3000 tons per annum to 4200 tons annum at a further capital outlay. In April 1977, the agreement with M\s. Bombay Potteries and Tiles Limited was terminated as the company had acquired the required skill and experience for funning the plant on their own strength. In April 1979, the company further programmed to increase the installed capacity from 42oo tons per annum to 4800 tons involving the extension of casting shop, introduction of the humidity control system in one of a twin tunnel driver, construction of the new research and development building was provided. By having another stage of expansion after 1980, the capacity of the plant was increased to 7500 tons, with further expansion during 1987. The capacity of the plant was increased from 7500 tons to 9000 tons. NEYCER BRAND NAME The brand name of the product manufactured by the company is NEYCER. Due to the long existence of the company and manufacturing and marketing the product with consistent quality, the NEYCER brand name has become the house hold name in our country.

NEW DESIGNS Neycer has the capacity to develop new patterns, products as per the exclusive requirement of customers and has skilled manpower developed over a period of more than 4 decades. Neycer products are famous for the wide range of patterns and glossy colours with different sized in each under regular manufacture. It has been continuously updating its manufacturing technique to product superior quality products, some of newly developed products won prized in exhibitions conducted in eighties.

SPARTEK TAKE OVER During 1988, the Neycer management came under Sprocket group, the pioneers in ceramic tiles manufacturing in India, after this, the company has made headway in: i. ii. iii. iv. v. Reduction of excess manpower, Elimination of wasteful and unwanted practices in operations, Modernizing the plant and machinery, Developing new designs and colours, Improving the process methods and technology up gradation.

There are various ambitious programmers contemplated to modernize the plant to achieve better productivity and the quality to meet the market requirements.

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1.3 PRODUCT PROFILE

The Neycer is marking a wide range of sanitary ware in 20 colors. The product range includes various of wash basins, European an Indian water closets, Urinals, Skins Pan and toilet accessories. (For full details please go through the product catalogue) The plant has got the production capacity of 12,000 per annum. We are having 2 tunnel kilns, one push bal kiln, one push bat kiln and one shuttle kiln. The various production stages are briefly explained below. RAW MATERIALS The basic raw materials for sanitary manufacturing and their source of supply are as under: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Ball clay China clay Feldspar Quartz Wollaston Calcitic Zircon Zinc oxide CMC Chemicals Colour stains

DRY GRINDING PLANT Feldspar, quartz and pitcher which we are getting in lumps from are being ground in the dry ground plant. The fire powder from DG plant will pass through a magnetic drum for removal of iron contamination and finally enter the storage silo. From the silo the powder is collected, packed in gunny bags and sent to the production department for body glaze preparation. SLIP HOUSE-BODY PREPARATION In slip house, separate storage bins are available for keeping all the raw materials. From the storage bins, the raw materials are transported to high speed plunger, sheer the ball clay, china clay, and feldspar powder, green ware rejects and pre-ground silica and pumped to the mixing tank.

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From the mixing tank, the slip is pumped to the second stage sieving arrangement through magnets and final slip; it is supplied from the tanks to the casting department by pumps through pipe lines. GLAZE PREPARATION The glazes raw materials are loaded in a porcelain lined ball mill with water are ground to from a fine glaze slip. The grinding media is dressed flint pebbles. The ground glaze slip is sieved and passed through powerful magnets for complete calumniations of iron contamination. The processed glaze is stored interpretation underground tanks with mixing arrangements. After confirming the quality standards, the glaze is supplied to glazing department for spraying operation. There are a number of bail mills for making different types of colour glazes as per production programmed. MOULDING Here the moulds required for casting department is made moulds are made of plaster of pairs and water. First the model will be developed according to the requirement. The mother mould will be taken from the model. From the mother mould, the block and case will be taken from block case, working moulds will be made from and sent for casting department after dying. MOULD MAKING PROCESS After arranging the block and case with liquid soap application, plaster of Paris and water are mixed in a stirrer to form slurry. Then the slurry is poured into the block and case and allowed to set and released from the block and case. The released mould finished for removal of soap and sent for dying in mould drying chamber for a maximum period of one week. After drying, the moulds are finished with fine sand papers and checked for quality aspects. After quality confirmation, the moulds are supplied to the casting departments for casting. Apart from Plaster of Paris block & cases, we are making resign block and case moulds an improved technology of block making. CASTING DEPARTMENT Here the molds are arranged in the wooden benches according to the production programmed. First the moulds are cleaned and steatite
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powder, slurry water is applied on the moulds, where ever necessary. Then the body slip coming through the required thickness, the excess slip is drained out and sent to slip house for re-cycling. After sufficient drying, demolding is done and rue ware is taken out from the mould and kept in the storage rack for two days for air drying. Then the dried wares are finished, inspected and further drying chamber. DRYING CHAMBER From the casting shop the wares coming out with high moisture content. In the chamber dryer, the wares are allowed to stand for 16-20 hours. Waste heat coming from the tunnel kiln issued for drying og wares. Then the dried wares are glazing. NEW CDS DRYER On 2000, we have installed and commissioned one modern dryer of ceramic drying systems UK. Here, the wares are dried. GLAZING There are number of spray booths with conveyor arrangements. First the inspected were subjected to perfect air blow for dust removal and the same is thoroughly water sponged. Then the glaze is applied on the ware with the help of spray gun. Then the trade name stamp and loaders code numbers are put on the wares in respective places with screen and rubber stamp. Then the glaze at the unwanted portion is removed and the wares are sent for loading department. SHUTTLE KILN This is new advanced type open firing kiln. This is imported from UK. Fuel is gas. It is used normally for the re-firing. This also is used for first firing. LOADING Here the cars are kept ready with refractory setters according to the production pattern. A thin coating of alumina wash is given on the setters to avoid a sticking of wares on the setters. Thermo Cole pieces are after inspection and airs blowing the car with wares are crushed inside the tunnels kin for firing.

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TUNNEL KILNS 1 & 2 It is a continuous type of kin. Fuel is nature gas. The ears loaded with the wares are pushed into. The kiln as per scheduled time with the help of hydraulic pushing machine and fired around at 1200C approximately during the firing cycle. Centralized panel board is available for controlling the temperature and draught. After completion of the firing and cooling, the cars are taken out from the exit of the kiln and sent to the unloading and sorting department. UNLOADING & STORING DEPARTMENT The wares coming out from the klin is unloaded and classified as follows according to Neycer specifications which is more stringent than 151 norm Standard Commercial Faulty A class B class Retire class- which refried in shuttle kiln

After classification, suitable markings are given on the wares on the wares and sent to the packing yard for sales. A flush testing room is providing with all fitting facilities to check up the flushing performance of the daily production. COMPANYS VISION The vision statement announced by the management in 1999 is given below: To provide home interior products of global standards to make the home into a place i.e. wants to be in. To be the market leader in India in all products delivered and with a growing presence in international markets. To achieve exceptional enhancement from the stake holders to the best in the industry through as in innovation, dynamic, transparent and ethive organization. QUALITY POLICY Quality of all products and operation is our first priority in business.
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CHATPER- 2
2.1 NEED OF THE STUDY

By knowing the Systematic judgment of the job satisfaction in NECYCER INDIA PVT LTD.

By knowing the level of the job satisfaction human resources department can know whether job satisfaction of them is in expected level. If the job satisfaction of them is in expected level. If the job satisfaction level is not satisfactory then they can concentrate on increasing the satisfactory level of employees. The research intends to find out how satisfaction impacts the overall effectiveness of organization. The study ensures better performance of the employees which increases the productivity and profit of the company.

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2.2 SCOPE OF THE STUDY

This is the exclusive study of check the feasibility to implement the

employee job satisfaction in NEYCER.

It also emphasizes on working conditions, compensation and career

growth opportunities available in the organization.

The study identifies the employees satisfactions with labour welfare

measures.

The study intends to find out the organizational culture and suggest
ways for improvement.

The study helps the company to fulfill its personnel needs.

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2.3 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES To identify the demographic characteristics of NECYER INDIA LTD. To know the employees needs and wants. To find out the employees attitude towards the company To analyses various factors and their relationships to job satisfaction. SECONDARY OBJECTIVES To find out the level of satisfaction with regard to compensation benefits To suggest measures for improvement of job satisfaction.

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2.4 LIMITATIONS OF STUDY

The employees were not free enough to express their views due to some personal bias. Some of the respondents were not willing to fill the questionnaire. The study was limited to 200 respondents.

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CHAPTER 3 REVIEW OF LITERATURE

A comprehensive review of literature is essential for better understanding of the research problem, concept, research design and method of analysis. The earlier findings, concepts relating to the present study and the earlier for better exposition and presented here.

JOB SATISFACTION
Locke (1976) stated job satisfaction as a pleasurable positive state resulting from ones job and job experience. Individuals show pleasurable positive attitudes when they are satisfied with their job. Drever (1964) described job satisfaction as an end state of feeling. Singh (1990) pointed out that the job satisfaction is a part of life satisfaction, the nature of ones environment off-the-job. Similarly, a job is an important part of life, job satisfaction influences ones general life satisfaction as an effective reaction, feeling of employees with job, supervision, coworkers, salary/pay and his/her current and future career progress. The causes of employees satisfaction are restricted to implant factors alone but they sum the whole gamut of mens needs and aspirations. Job satisfaction is a general attitude which is the result of many specific attitudes (Reddy and Rajasekhar, 1990). It is essential to make a distinction of job satisfaction from job climate and job involvement. Job satisfaction is an effective or evaluative state while the concept of climate is a descriptive, cognitive, and non-evaluative construct (Wall, 1979). This classification is further emphasized in the work of (James and Jones, 1974; Locke, 1976; Payne and Pugh, 1976, Payne, Fineman and Wall, 1976). However, Hellrigell and Slocum (1974) have suggested that a dynamic relationship exists between job satisfaction and climate. Varoom(1964)
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Postulated a model of job satisfaction which reflects valence of the job for its incumbent. He argued that the strength of the force on a worker to remain on his job is an increasing function of valence on his job. Srivastava and Pratap (1984) studied job satisfaction and organizational climate among executives and supervisors, reported a significant positive relationship between the overall climate and job satisfaction. Job satisfaction was also found related to various individual dimensions of organizational climate such as leadership, communication, interaction, influence in decision making, goal-setting and control. Job satisfaction is simply defined as the affective orientation that an employee has towards his or her work (Price, 2001). In other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (chen, 2008). Furthermore, it is the degree to which employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories developed to understand its nature in literature. Varoom(1964), need/value fulfillment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs. On the other hand, Porter and Lawler (1968) collect the influences on the job satisfaction in two groups of internal and external satisfactory factors. According to them, internal satisfactory factors are related the work itself (such as feeling of independence, feeling of achievement, feeling of victory, self-esteem, feeling of control and other similar feeling obtained from work), whereas external satisfactory factors are not directly related to work itself (such as good relationship with colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can be also divided into work-related and employee-related factors. (Glisson and Durick, 1988).

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On the other hand, Arvey and Dewhirst (1976), took 271 scientists as a study sample, and found that the degree of job-satisfaction of the workers with high achievement motivation exceeded that of workers with low achievement motivation. Also autonomy is an important concern for employees job satisfaction. For example, Abdel-Halim(1983) investigated 229 supervisory and non-supervisory employees in a large retail-drug company and concluded performed that better individuals and were who more have high need-forwith high independence satisfied

participation for tasks (Kam, 1998). Additionally, administrative styles, professional status and pay are known as important factors influencing job satisfaction. For example, Carr and Kazanowsky (1994) successfully showed that inadequate salary was very lelated to employees dissatisfaction. And recent studies showed that a participative (democratic) management style was mostly preferred by todays mangers to increase their employees job satisfaction (Dogan and Ibicioglu, 2004; Knoop, 1991). Consequently, numerous researches have been going on job satisfaction for many years. And it is common thought that job satisfaction influences organizational behavior, namely it positively affects employee working performance and organizational commitment, and negatively influences employee turnover (Agarwal and Ferrat, 2001; Poulin, 1994; Chen, 2008). Moreover, the relationships between job satisfaction and many variables such as motivation, stress, salary, promotion, role conflict, distributive and procedural justice, role ambiguity, autonomy, workload, leadership style, educational level, emotional intelligence are being analyzed in different fields as an attractive and important subject of management literature (Ross and Reskin, 1992; Agho et al., 1993; Stordeur et al., 2001; Chu et al., 2003; Kafetsios and Zampetakis, 2008). For example, Sengin (2003) and Hinshaw and Atwood (1984) identify variables that influence employee job satisfaction as: (1) Demographic variables: education, experiences, and position in the hierarchy; (2) Job characteristics: autonomy,
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tasks repetetivenes, and salaries; (3) organizational environment factors; degree of professionalization, type of unit. And Mrayyan (2005) says that the variables of encouragement, feedback, a widening pay scale and clear job description, career development opportunity, supportive leadership style, easy communication with colleagues and social interaction positively affect job satisfaction, whereas role stress has s negative influence on it. Similarly, the research made by Chu and his Friends (2003) demonstrates that satisfaction is positively related to involvement, positive affectivity, autonomy, distributive justice, procedural justice, promotional chances, supervisor support, coworker support, but it is negatively related to negative affectivity, role ambiguity, work-load, resource inadequacy and routinization.

JOB SATISFACTION AND JOB PERFORMANCE:The study of the relationship between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the nation that a happy worker is a productive worker. Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent relationship between job satisfaction and performance. A review of the literature in 1985 suggested that the statical correlation between job satisfaction and performance was about .17 (Iaffaldano and Muchinsky, 1985). Thus these authors concluded that the presumed relationship between job satisfaction and performance was a management fad and illusory. This study had an important impact on researchers, and in some cases on organizations, with some mangers and HR practitioners concluding that the relationship between job satisfaction and performance was trivial.

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However, further research does not agree with this conclusion. Organ (1988) suggests that the failure to find a strong relationship between job satisfaction and performance is due to the narrow means often used to define job performance. Organ argued that when performance is defined to include important behaviors not generally reflected in performance appraisals, such as organizational citizenship behaviors, its relationship with job satisfaction improves. Research tends to support Organs proposition in that job satisfaction correlates with organizational citizenship behaviors (Organ and Ryan, 1995). In addition, in a more recent and comprehensive review of 301 studies, judge, Thoresen, Bono and Patton (2001) found that when the correlations are appropriately corrected (for sampling and measurement errors), the average correlation between job satisfaction and job performance is a higher .30. In addition, the relationship between job satisfaction and performance was found to be even higher for complex (e.g., professional) jobs than for less complex jobs. Thus, contrary to earlier reviews, it does appear that job satisfaction is, in fact, predictive of performance, and the relationship is even stronger for professional jobs.

MEASURING JOB SATISFACTION:Job description index (JDI) (Smith et al., 1969) is the most frequently quoted scale when measuring job satisfaction. The scale includes areas like type of job, remuneration, promotion, superior management, and job associates. However, Spector (1985) has identified some problems with JDI when it is applied to employees from the service sector. Thus Spector developed the Job Satisfaction Survey (JSS) that essentially bringing more to the forefront aspects of satisfaction of remuneration, promotion, management styles and relations, welfare, incentive, operation procedures, associate relationship, job description, and communication.
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According to Wood et al.,(1986), this facet of the job satisfaction determines the level of job satisfaction on the basis of employees perception on how much are they satisfied with the information or guidelines provided to them by their supervisors to carry out their job.

SATISFACTION WITH COMPENSATION:Compensation is one of the most extrinsic indicators of job satisfaction. This dimension determines the level of job satisfaction of employees by knowing how much they are satisfied with the pay or compensation or other security their jobs have provided to them. Churchill et al., (1974) consider compensation as one among the dimensions of job satisfaction among sales people. Satisfaction with the compensation plan would therefore inevitably influence a sales persons inclination to leave. However, the extent to which a nurse who is satisfied with the compensation package will stay back would also depend on his/her overall assessment of various factors like the compensation package in other organization in relation to the work load and the possibility of getting better compensation packages.

SATISFACTION WITH CO-WORKERS:Satisfaction with co-workers is the dimension of perceived job satisfaction, which determines how an employee perceives his/her job accomplishment by support or the presence of his/her coworkers attitude and behavior such as selfishness, friendly or supportive. (Purani and Sahadev, 2007).

ORGANIZATIONAL CLIMATE:Rajendran (1987) reported significant correlation between

organizational climate and job satisfaction in a public sector industry in

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Tamilnadu, India. Sharma (1987) examined the effects of organizational climate on job satisfaction, sense of participation, role stress and alienation in private sector and public sector and found that the private sector and the public sector varied significantly on the dominant climates and there was significant correlation between the climate variable and role stress variables. Srivastava (1994) studied a group of executives and supervisors and reported that overall organizational climate is positively related with job involvement and higher order needs (self esteem, autonomy, and self actualization) are related with job involvement. Ali and Akhtar (1999) explored the effect of organizational climate on job satisfaction and they reported that those who scored high on organizational climate also differed significantly on job satisfaction scale.

PERFORMANCE APPRAISAL SYSTEM:As espoused by Anthony, Perrewe and Kacmar (1996,pp.3745), a performance appraisal system must be well defined, corporately supported and monitored. It must also be widely communicated and focused towards achieving corporate objectives. In essence, a performance appraisal system must be integrated as part of a performance management system aligned toward achieving corporate goals (Schneier, Shaw and Beattie,1991,p.298; Schneier, beattie and Baird 1986 (a), p.42). Fischer, Schoenfeldt and Shaw (1997, p.454), conclude that performance appraisal should be used as an employee development tool to identify areas of skills and ability deficiency to improve the focus for training and development, as the possession of appropriate skills and abilities are key elements in improving individual performance. Fisher et al., (1997,p.456) caution against the use of these systems for purely reward determination purposes, A study by Savery and Syme (1996) of hospital pharmacists found that satisfaction with issues such as appropriate evaluation systems, rather
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than with pay or job security, correlated best with increased organizational commitment. Reid and Levy (1997) recommend that subordinate appraisal of mangers could also be undertaken to identify areas of skill and ability deficiency which could be utilized to further the development of these mangers. The final product from such a system should be the development of an appropriately trained and skilled workforce. Further, Reid and Levy (1997, p.69) noted that organizational loyalty.

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CHAPTER 4 RESEARCH METHODOLOGY

Research methodology is a way of systematically solve the research problem research methods may be understand as a science of studying how research is done scientifically. Research process includes, formulating the research problem, extensive of the project, analysis of the data hypothesis testing and interpretation limitation.

RESEARCH DESIGNL
A Research Design is purely and frame work or plan for the study that guides the collection of the data. Fundamental to the success of formal research project is sound research design.

TYPES OF RESEARCH DESIGN 1. Exploratory Research Design 2. Descriptive Research Design 3. Casual or Experimental Research Design
The Researcher has used Descriptive study. A Descriptive Research Design is the one of that simply describes something such as demographic characteristics of certain people who use something. The descriptive study we typically concerned with determining frequently with which something occurs or how two variables together. This study is typically guided by an initial hypothesis. A descriptive study requires a clear specifications of who, what, when, where, why and how aspects of the research.
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SAMPLING DESIGN
Sampling is that part of statistical practice concerned with selection of an unbiased or random subset of individual observations within a population of individuals intended to yield some knowledge about the population of concern, especially for the purposes of making predictions based on statistical inference. Sampling is an important aspect of data collection. Researchers rarely survey the entire population for two reasons (Ader, Mellenbergh and Hand, 2008): the cost is too high, and the population is dynamic in that the individuals making up the population may change over time. The three main advantages of sampling are that the cost is lower, data collection is faster, and since the data set is smaller it is possible to ensure homogeneity and to improve the accuracy and quality of the data.

TYPES OF SAMPLING 1. 2. 3. 4. 5. 6. 7. 8. 9. Simple Random Sampling Systematic Sampling Stratified Sampling Probability To Size Sampling Cluster Sampling Matched Random Sampling Quota Sampling Convenience Sampling Line-Intercept Sampling

10. Panel Sampling 11. Event Sampling Methodology

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The type sampling used here is Simple random sampling.

SIMPLE RANDOM SAMPLING

In a simple random of a given size, all such subsets of the frame are given an equal probability. Each element of the frame has an equal probability of selection: the frame is not subdivided or partitioned. Furthermore, any given pair of elements has the same chance of selection as any other such pair (and similarly for triples, and so on). This minimizes bias and simplifies analysis of results. In particular, the variance between individual results within the sample is a good indicator of variance in the overall population, which makes easy to estimate the accuracy of results.

SAMPLE SIZE
The total population size for the survey is 200.

METHOD OF DATA COLLECTION

Data for this study was collected using survey method.

PRIMARY DATA
The source of primary data is the employees of NEYCER INDIA, with the help of the questionnaire distributed among the employees, the researcher collected the needful information from the respondent. The questionnaire is a list of questions to be asked or answered from the respondent. It also provided the space where the answers can be recorded. The questions are multiple choices. The researcher collected the required data through the personal interview.

29

SECONDARY DATA
Secondary data has been collected from the publications, office records, and profile of the company need for the study. The study has made use of both primary and secondary data. Secondary data were used for studying the existing job satisfaction in the organization. Analysis is the part of study, completely depends the data collected from the workers.

RESEARCH INSTRUMENT
The research instrument used in the case is a questionnaire.

QUESTION STRUCTURE
Two important aspects of questionnaire design are the structure of the questions and the decisions on the types response formats for each question. Two types of question were used in this research they are ClosedEnd and Open-End Questions. Closed-End (or multiple choice) Questions ask the respondent to choose, among a possible set of answers, the response that most closely represents his/ her viewpoint. The respondent is usually asked to tick or circle the chosen answer. Questions of this kind may offer simple alternatives such as Yes or No. They may also require that the respondent chooses among several answer categories, or that he/she uses a frequency scale, an importance scale, or an agreement scale. Open-End or Free-Response Questions are not followed by any choices and the respondent must answer by supplying a response, usually by entering a number, a word, or a short text. Answers are recorded in full, either by the interviewer or, in the case of a self-administered survey: the respondent records his or her own entire response.
30

TOOLS FOR ANALYASIS

Percentage Analysis

PERCENTAGE ANALYSIS
Percentage analysis can be calculated as follows: First the frequency (i.e.) no. of responses is noted in a tabular from, and then the percentage is calculated by dividing the frequency by total no. of respondents multiplied by 100. Then the values are noted in column as valid percent.

31

CHAPTER- 5 DATA ANALYSIS AND INTERPERTATION

5.1 CLASSIFICATION BASED ON AGE
AGE 25 and Below 26-40 41-50 Above 50 Total NO. of Respondents 95 45 40 20 200 Percentage 47.5 22.5 20 10 100

47.5 50

45
40 35 30 25 20 15 10 5 0 25 and Below 26-40 41-50 Above 50 10 22.5

20

Age

INFERENCE:From the above table it is inferred that 47.5% belong to the age group 25 and below, 22.5% of the respondents belong to the age group 2640, 20% of the respondents belong to the age 41-50, 10% of the respondents belong to the age group above 50%.

32

5.2 CLASSIFICATION BASED ON GENDER CLASSIFICATION

Gender Male Female Total

No. of Respondents 125 75 200

Percentage 62.5 37.5 100

Gender

37.5%

62.5%

Male Female

INFERENCE:
From the above table it is inferred that 62.5% of them are Male And 37.5% of them are Female.
33

5.3 CLASSIFICATION BASED ON MARTIAL STATUS

Marital Status Married Unmarried Total

No. of Respondents 145 55 200

Percentage 72.5 27.5 100

Martial status

27.5%

Unmarried
72.5%

Married

INFERENCE:
From the above table it is informed that 72.5% of them married and 27.5% of them are unmarried.

34

5.4 CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATIONS

Education Graduate Post Graduate Diploma Others Total

No. Of Respondents Percentage 22 18 16 144 200 11 9 8 72 100

80 70

72

60
50 40 30 20 10 0 Graduate Post Graduate Diploma Others 11 9 8

Education

INFERENCE:
From the above table it is informed that majority 72% of them are not well educated and only 28% of them are educated.

35

5.5 CLASSIFICATION BASED ON EXPERENICE

Experience Below % Years 5-10 years 11-15 years 15 years above Total

No. Of Respondents Percentage 28 97 43 32 200 14 48.5 21.5 16 100

48.5

50
45 40 35 30 25 20 15 10 5 0 Below 5 years 5-10 years 11-15 Years 15 years and above 14 21.5

16

Experince

INFERENCE:
From the table it is inferred that 48.5% of them are having experience between 5-10 years, 21.5% of them having experience between 1115 years, 16% of them are having experience of 15 years and above and only 145 of them are below 5 years.

36

5.6 CLASSIFICATION BASED ON SALARY

Salary Below 3000 3001-4000 4001-6000 6001-9000 Above 10000 Total

No. Of Respondents Percentage 61 53 62 11 13 200 30.5 26.5 31 5.5 6.5 100

35 30 25 20

30.5
26.5

31

Salary
15 10 6.5

5.5

5
0 3000 4000 6000 9000 >10000

INFERENCE:
From the above table it is inferred that 31% of them are getting Rs.6000, 30.5% of the are getting Rs.3000, 26.5% of the are getting Rs.4000, 6.5% of the getting salary above Rs.10, 000 and 5.5% of the are getting Rs.9000.

37

5.7 CLASSIFICATION BASED ON JOB SATISFACTION

Job Satisfaction Yes No Total

No. of Respondents 109 91 200

Percentage 54.5 45.5 100

Job Satisfaction

45.5%

54.5%

Yes No

INFERENCE:
From the above table it is inferred that 54.5% of them says where satisfied and remaining 45.5% of employees says that where are not satisfied.

38

5.8 PERFORMANCE BASED ON SALARY

Performance based on salary Yes No Total

No. of Respondents 116 84 200

Percentage 58 42 100

Performance based on Salary

42.0%

58.0%

Yes No

INFERENCE:
From the above table it is inferred that 58% of them says that their performance based on the salary and remaining 42% of them says that their performance not based on the salary.

39

5.9 CLASSIFICATION BASED ON COMPENSATION

Salary Package Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 31 81 26 24 38 200

Percentage 15.5 40.5 13 12 19 100

Salary Package
19.0% 15.5%

Highly Satified Satisfied

12.0%

Dissatified Highly Dissatified Neutal

13.0% 40.5%

INFERENCE:
It is inferred that that 40.5% of employees are satisfied with, 15.5% of the employees highly satisfied with pay package, 13% of them are dissatisfied with pay package, 12% of the employees are highly dissatisfied with pay package and 19% of the employees are neutral with pay package.
40

5.10 CLASSIFICATION BASED ON SUPERIOR, SUBORDINATES RELATIONSHIP

Relationship Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total No. Of Respondents 30 43 44 32 51 200 Percentage 15 21.5 22 16 25.5 100

Relationship

22.0%

15.0%

Highly Satisfied Satisfied

21.5%

Highly Disatisfied Neutral Dissatified

25.5%

16.0%

INFERENCE:
It is inferred that 22.5% of employees are not willing to mention their state regarding superior subordinate relationship and 21.5% of the employees are satisfied, 22% of the employees are dissatisfied, 16% of employee are highly dissatisfied and 15% of the employees are highly satisfied with superior subordinate relationship.
41

5.11 CLASSIFICATION BASED ON STREES IN JOB

Stress in Job Yes No Total

No. of Respondents 115 85 200

Percentage 57.5 42.5 100

Stress in Job

42.5%

57.5%

Yes No

INFERENCE:
From the above table it is inferred that 57.5% them says that they have stress in their job and 42.5% of them says that they do not have stress in their job.

42

5.12 CLASSIFICATION BASED ON WORKING ENVIRONMENT

Work Environment Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 49 48 36 22 45 200

Percentage 24.5 24 18 11 22.5 100

Working Environment
24.5 25 24 22.5

20

18

15 11 10

0 Highly Satified Satisfied Dissatisfied Highly Disatified Neutral Working Environment

INFERENCE:
It is inferred that 24.5% of employees are highly satisfied, 24% of the employees are satisfied, 18% of the employees are dissatisfied, 11% of the employees are highly dissatisfied with the working environment and 22.5% of the not willing to mention their state.

43

5.13 CLASSIFICATION BASED ON WORKING HOURS

Working Hours Satisfied Dissatisfied Total

No. of Respondents 131 69 200

Percentage 65.5 34.5 100

Working Hours

34.5%

65.5%

Satisfied

Dissatisfied

INFERENCE:
From the above table it is inferred that 65.5% of them says that the company provides satisfied working hours and remaining 34.5% of them says that they are not satisfied.

44

5.14 CLASSIFICATION BASED ON BENEFIT

Benefits Fully Sufficient Sufficient Insufficient Total

No. Of Respondents 87 49 64 200

Percentage 43.5 24.5 32 100

Benefits
45 40 35 30 25 20 15 10 5 0 Fully Sufficient Sufficient Insufficient Benefits Benefits 24.5

43.5

32

INFERENCE:
From the above table it is inferred that 43.5%of the respondents are fully sufficient with the benefits provided while 24.5% of them are sufficient with the benefits provided and 32.5% says its insufficient.

45

5.15 CLASSIFICATION BASED ON INDIVIDUALITY

Job View Individuality Non individuality Total

No. Of Respondents 80 120 200

Percentage 40 60 100

Job View

80
70 60 50 40 30 20 10 0 Individuality

60

40
Job View

Non individuality

INFERENCE:
From the above table it is inferred that 40% of them says that they were involved very much individuality and remaining 60% of them says were dislike on showing their individuality.

46

5.16 CLASSIFICATION BASED ON PRESENT POSITION

Present Position Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 49 76 22 27 26 200

Percentage 24.5 38 11 13.5 13 100

Present Positions
40 35 30 24.5 25 20 15 10 13.5 11 13 Present Positions 38

5
0 Higghly Satisfied Satisfied Dissatisfgied Highly dissatisfied Neutral

Inference:
It is inferred that 38% of employees are satisfied, 24.5% of the employees are highly satisfied. And 13.5% of the employees highly dissatisfied, 11% of employees are dissatisfied regarding the working environment. 13% of the employees are not willing to mention their state.

47

5.17 CLASSIFICATION BASED ON USE OF NEW TECHNOLOGY

New Technology Yes No Total

No. Of Respondents 117 83 200

Percentage 58.5 41.5 100

New Techonlogy

41.5%

58.5%

Yes No

INFERENCE:
From the above table it is inferred that 58.5% of them say there is opportunity for them to use new technology and 41.5% of them says that its not so.

48

5.18 CLASSIFICATION RECOGNITION

BASED

ON

INDIVIDUVAL

Individual Recognition Yes No Total

No. Of Respondents 98 102 200

Percentage 49 51 100

Individual Recogntion

49% 51%

Yes No

INFERENCE:
From the above table it is inferred that 51% of them says that they are recognized as individuals and 49% of them says that they are not.

49

5.19 CLASSIFICATION GOALS

BASED

ON

COMMUNICATION

OF

Communication of Goals Yes No Total

No. Of Respondents 106 94 200

Percentage 53 47 100

Communication of goals

47% 53%

Yes No

INFERENCE:
From the above table it is inferred that 53% of them says that the company clearly communicates its goal and strategies 47% of them says that the company does not communicates its goals and strategies.
50

5.20 CLASSIFICATION BASED ON TEAM SPRIT

Team Sprit Very Good Good Poor Very Poor Neutral Total

No. Of Respondents 46 68 9 13 64 200

Percentage 23 34 4.5 6.5 32 100

Team Sprit
40 35 30 25 20 15 10 5 0 Very Good Good Poor Very Poor Neutral 4.5 6.5 23 34 32

Team Sprit

INFERENCE:
It is inferred that 34% of Employees feel that the team good, 23% of the employees feel that the team spirit is very good, them feel that the team spirit is very poor, 4.5% of the employees feel team spirit is poor and 32% of the employees feel that the team neither good nor bad. spirit is 6.5% of that the spirit is

51

5.21 CLASSIFICATION BASED ON JOB SECURITY

Job Security Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 35 51 19 24 71 200

Percentage 17.5 25.5 9.5 12 35.5 100

Job Security

17.5% 35.5% Highly satified Satisfied Dissatisfied 25.5% Highly Disatified Neutral 12.0% 9.5%

INFERENCE:
It is inferred that, 25.5% of the employees are satisfied, 17.5% of the employees highly satisfied, 12% of employees are highly dissatisfied, 9.5% of the employees are dissatisfied with the job security and 35.5% of employees are that they are neither satisfied nor dissatisfied.
52

5.22 CLASSIFICATION BASED ON JOB ATTRIBUTES

Attributes Work environment Job Security Salary Superior Subordinate Relationship Total

No. Of Respondents 28 59 61 52 200

Percentage 14 29.5 30.5 26 100

Job Attributes

14.0% 26.0%

Work Environment Job Security Salary

29.5%

Superior Subordinate Relationship

30.5%

INFERENCE:
It is inferred that 30.5% of employees rate salary, 29.5% of the employees rate job security, 26% of the employees rate work environment as important factors.

53

5.23 CLASSIFICATION BASED ON MEDICAL FACILITIES

Medical Facilities Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 45 63 17 13 62 200

Percentage 22.5 31.5 8.5 6.5 31 100

Medical Facilities
35 30 25 20 15 8.5 10 5 0 Highly Satisfed Satisfed Dissatisfed Highly disatisfed Neutral 6.5 22.5 31.5 31

Medical Facilities

INFERENCE:
It is inferred that, 31.5% of the employees are satisfied, 22.5% of the employees highly satisfied, 6.5% of employees are highly dissatisfied, 8.5% of the employees are dissatisfied with the job security and 35.5% of employees are neither satisfied nor dissatisfied with medical facilities.

54

5.24 CLASSIFICATION BASED ON FACTORS TO WORK

Factors Money Job Security Promotion Career development Welfare Measures Recognition and Award Other Total

No. Of Respondents 33 45 25 23 34 28 12 200

Percentage 16.5 22.5 12.5 11.5 17 14 6 100

Factors
25 20 15 10 5 0 16.5 12.5 11.5 22.5 17 14 6

Factors

INFERENCE:
It is inferred that 22.5% of the employees feel job security, 17% of the employees feel welfare measures, 16.5% of the employees feel money, 14% of the employees feel promotion, and 11.5% of the employees feel career development as the important factors that drives them in work.
55

5.25 CLASSIFICATION BASED ON LIFE IN ORGANISATION

Life in Organization Excellent Good Average Poor Worse Total

No. of Respondents 49 71 26 35 19 200

Percentage 24.5 35.5 13 17.5 9.5 100

Life in organization
9.50% 24.50% 17.50%

13.00% 35.50%

Excellent

Good

Average

Poor

Worse

INFERENCE:
It is inferred that 35.55 of employees that life in the organization is good, 24.5% of the employees that life in the organization is excellent, 17.55 of the employees that life in the organization is poor, 13% of them feel that life in the organization is average and 9.5% of the employees says that life in the organization is worse.
56

5.26 CLASSIFICATION BASED ON LEAVE POLICY

Leave Policy Excellent Good Average Poor Worse Total

No. of Respondents 65 61 74 0 0 200

Percentage 32.5 30.5 37 0 0 100

Leave Policy
37 40 35 30 25 20 15 10 5 0 Excellent Good Average Poor Worse 0 0

32.5

30.5

Leave Policy

INFERENCE:
It is inferred that 30.55 of employees says that leave policy is good, 32.5% of the employees says that leaves policy is excellent, 37% of the employees says that its average and no one says that the leave policy is poor or worse.
57

5.27 CLASSIFICATION BASED ON GRIEVANCE HANDLING

Grievance Handling Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Neutral Total

No. Of Respondents 53 14 21 31 81 200

Percentage 26.5 7 10.5 15.5 40.5 100

Grievance Handling
26.50%
40.50%

7.00% 10.50% 15.50%

Highly Satisfied

Satisfied

Dissatisfied

Highly Dissatisfed

Neutral

INFERENCE:
It is inferred that, 26% of the employees are highly satisfied, 7% of the employees are satisfied, 16% of the employees are highly dissatisfied, 10% of the employees are dissatisfied with the grievance handling policy and 41% of employees are neither satisfied nor dissatisfied with the grievance handling policy of the company.
58

5.28 CLASSIFICATION BASED ON INTERPERSONAL RELATIONSHIP

Job Satisfaction Relationship with Superior Relationship with Colleague Sense of the Teamwork Total

No. Of Respondents 99 27 74 200

Percentage 49.5 13.5 37 100

Interpersonal Relationship
49.5 50 40

30
20

37

10
0 Relationship with Superior

13.5

Relationship with Colleague

Sese of the Teamwork

Interpersonal Relationship

INFERENCE:
It is inferred that 48.5% of employees state they have good relationship with their superior, 37% of the employees state that teamwork is good, and 13.5% of the employees state that they have good relationship with their colleagues.
59

CHAPTER 6
6.1 FINDINGS
1. It is inferred that 47.5% belong to the age group 25 and below, 22.5% of the respondents belong to the age group 26-40, 20% of the respondents belong to the age 41-50, and 10% of the respondents belong to the age group above 50%. 2. It is inferred that 62.5% of them are Male And 37.5% of them are Female.

3. It is informed that 72.5% of them married and 27.5% of them are unmarried. 4. It is informed that majority 72% of them are not well educated and only 28% of them are educated.

5. It is inferred that 48.5% of them are having experience between 5-10 years, 21.5% of them having experience between 11-15 years, 16% of them are having experience of 15 years and above and only 145 of them are below 5 years. 6. It is inferred that 31% of them are getting Rs.6000, 30.5% of the are getting Rs.3000, 26.5% of the are getting Rs.4000, 6.5% of the getting salary above Rs.10, 000 and 5.5% of the are getting Rs.9000.

7. It is inferred that 54.5% of them says where satisfied and remaining 45.5% of employees says that where are not satisfied. 8. It is inferred that 58% of them says that their performance based on the salary and remaining 42% of them says that their performance not based on the salary.

9. It is inferred that that 40.5% of employees are satisfied with, 15.5% of the employees highly satisfied with pay package, 13% of them are dissatisfied
60

with pay package, 12% of the employees are highly dissatisfied with pay package and 19% of the employees are neutral with pay package. 10. It is inferred that 22.5% of employees are not willing to mention their state regarding superior subordinate relationship and 21.5% of the employees are satisfied, 22% of the employees are dissatisfied, 16% of employee are highly dissatisfied and 15% of the employees are highly satisfied with superior subordinate relationship.

11. It is inferred that 57.5% them says that they have stress in their job and 42.5% of them says that they do not have stress in their job. 12. It is inferred that 24.5% of employees are highly satisfied, 24% of the employees are satisfied, 18% of the employees are dissatisfied, 11% of the employees are highly dissatisfied with the working environment and 22.5% of the not willing to mention their state.

13. It is inferred that 65.5% of them says that the company provides satisfied working hours and remaining 34.5% of them says that they are not satisfied. 14. It is inferred that 43.5%of the respondents are fully sufficient with the benefits provided while 24.5% of them are sufficient with the benefits provided and 32.5% say its insufficient.

15. It is inferred that 40% of them says that they were involved very much individuality and remaining 60% of them says were dislike on showing their individuality. 16. It is inferred that 38% of employees are satisfied, 24.5% of the employees are highly satisfied. And 13.5% of the employees highly dissatisfied, 11% of employees are dissatisfied regarding the working environment. 13% of the employees are not willing to mention their state.

17. It is inferred that 58.5% of them say there is opportunity for them to use new technology and 41.5% of them says that its not so.
61

18. It is inferred that 51% of them says that they are recognized as individuals and 49% of them says that they are not.

19. It is inferred that 53% of them says that the company clearly communicates its goal and strategies 47% of them says that the company does not communicates its goals and strategies. 20. It is inferred that 34% of Employees feel that the team spirit is good, 23% of the employees feel that the team spirit is very good, 6.5% of them feel that the team spirit is very poor, 4.5% of the employees feel that the team spirit is poor and 32% of the employees feel that the team spirit is neither good nor bad.

21. It is inferred that, 25.5% of the employees are satisfied, 17.5% of the employees highly satisfied, 12% of employees are highly dissatisfied, 9.5% of the employees are dissatisfied with the job security and 35.5% of employees are that they are neither satisfied nor dissatisfied. 22. It is inferred that 30.5% of employees rate salary, 29.5% of the employees rate job security, 26% of the employees rate work environment as important factors.

23. It is inferred that, 31.5% of the employees are satisfied, 22.5% of the employees highly satisfied, 6.5% of employees are highly dissatisfied, 8.5% of the employees are dissatisfied with the job security and 35.5% of employees are neither satisfied nor dissatisfied with medical facilities. 24. It is inferred that 22.5% of the employees feel job security, 17% of the employees feel welfare measures, 16.5% of the employees feel money, 14% of the employees feel promotion, and 11.5% of the employees feel career development as the important factors that drives them in work. 25. It is inferred that 35.55 of employees that life in the organization is good, 24.5% of the employees that life in the organization is excellent, 17.55 of the employees that life in the organization is poor, 13% of them feel that life in the organization is average and 9.5% of the employees say that life in the organization is worse.
62

26. It is inferred that 30.55 of employees says that leave policy is good, 32.5% of the employees says that leaves policy is excellent, 37% of the employees says that its average and no one says that the leave policy is poor or worse. 27. It is inferred that, 26% of the employees are highly satisfied, 7% of the employees are satisfied, 16% of the employees are highly dissatisfied, 10% of the employees are dissatisfied with the grievance handling policy and 41% of employees are neither satisfied nor dissatisfied with the grievance handling policy of the company.

28. It is inferred that 48.5% of employees state they have good relationship with their superior, 37% of the employees state that teamwork is good, and 13.5% of the employees state that they have good relationship with their colleagues.

63

6.2 SUGGESTION AND RECOMMEDATIONS

Majority of the employees need improvements towards the

functioning or transport facility.

Since the majority of the respondents are not fully satisfied

with the grievance handling procedure, the company can consider their demand and can give due care for their grievance and have to design a proper grievance handling system.

It is highly recommended that the employees can be given

good compensation package in order to improve their job satisfaction.

Company should take necessary steps to add career planning with techniques of performance appraisal system as most of the employees are not satisfied with the performance appraisal system of the company. Since majority of the employees are moderately satisfied with the career growth opportunities give by the company, the company can take initiative to improve it.

64

CONCLUSION
The researcher will help the management to get effective feedback about the employees and prevailing job satisfaction level of employees and the factors influencing the satisfaction level. The study gives various suggestions to the management including various measures to enhance level of satisfaction of employees in NECYER INDIA PVT LTD. It also provides the researcher an opportunity to venture into various channels to the organization, which is useful for the researcher in future, at the same time employees got opportunity to express their views about various factors of the satisfaction level prevailing in the company. It is also expected that improvements will be made and appropriate actions will be taken based on the suggestions and opinions given by the respondents and researcher.

65

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APPENDIX

QUESTIONNAIRE
NAME 1. Designation 2. Department 3. Age

:
: : : a)25 and below b) 21-40 c) 41-50 d) Above 50 a) Male b) Female a) Married b) Unmarried a)Graduate b) Post Graduate c) Others a) Below 5Years b) 5-10 years c) 11-15 Years d) Above 15 Years a) Below Rs.5,000 b) Rs.5,0001-10,000 c) Rs.10,0001-20,000 d) Rs.20,0001 & Above [ [ [ [ ] ] ] ]

4. Gender 5. Martial details 6. Educational Qualifications

: : :

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ [ [ [ [ [ [ [ ] ] ] ] ] ] ] ]

7. Experience

8. Monthly Income

9. Do you feel that your job is satisfied or not? a) Yes b) No 10. Do you feel that your performance based on salary? a) Yes b) No
70

[ ] [ ] [ ] [ ]

11. Are you satisfied with your pay package? a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied e) Neutral

[ [ [ [ [

] ] ] ] ]

12. What is your level of satisfaction regarding superior subordinate relationship? a) Highly Satisfied [ ] b) Satisfied [ ] c) Dissatisfied [ ] d) Highly Dissatisfied [ ] e) Neutral [ ] 13. Do you face stress in your job? a) Yes b) No [ ] [ ]

14. What is your level of satisfaction regarding the working environment? a) Highly Satisfied [ ] b) Satisfied [ ] c) Dissatisfied [ ] d) Highly Dissatisfied [ ] e) Neutral [ ] 15. Does the company provide you flexible working hours? a) Yes b) No [ ] [ ]

16. Are the benefits that your company is extending to you is sufficient? a) Fully Sufficient [ ] b) Sufficient [ ] c) Insufficient [ ] 17. Does the company provide individual power to the employees? a) Individuality [ ] b) Non-individuality [ ] 18. Are you satisfied with the present position in your company? a) Highly Satisfied [ b) Satisfied [ c) Dissatisfied [ d) Highly Dissatisfied [ e) Neutral [
71

] ] ] ] ]

19. Is there any opportunity for you to use new technology? a) Yes b) No

[ ] [ ]

20. Do you feel that the employees are recognized as individuals? a) Yes [ ] b) No [ ] 21. Whether the company clearly communicates its goals and strategies to you? a) Yes [ ] b) No [ ] 22. How satisfied are you with your team spirit in your work environment? a) Very Good [ ] b) Good [ ] c) Poor [ ] d) Very Poor [ ] e) Neutral [ ] 23. How are you satisfied with your overall job security? a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied e) Neutral 24. Rank of the following attributes of job satisfaction? a) Work Environment b) Job Security c) Salary d) Superior Subordinate Relationship 25. What is the level of satisfaction regarding medical facilities? a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied e) Neutral
72

[ [ [ [ [

] ] ] ] ]

[ [ [ [

] ] ] ]

[ [ [ [ [

] ] ] ] ]

26. What are the factors do you feel that drives in work? a) Money [ ] b) Job Security [ ] c) Promotion [ ] d) Career Development [ ] e) Welfare Measures [ ] f) Recognition & Award [ ] g) Others__________________ 27. My life in this organization is: a) Excellent b) Good c) Average d) Poor e) Worse 28. Leave policy in the organization is: a) Excellent b) Good c) Average d) Poor e) Worse 29. Grievance Procedure: a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied e) Neutral 30. Inter personal Relation: a) Relationship with Superior [ ] b) Relationship with Collogues [ ] c) Sense of Teamwork [ ] 31. Any further suggestion that you would like to put forward? [ [ [ [ [ ] ] ] ] ] [ [ [ [ [ ] ] ] ] ] [ [ [ [ [ ] ] ] ] ]

73