CHAPTER I

INTRODUCTION The term Job Satisfaction refers to an employees general attitude towards his job. Job satisfaction is one of the important factors which have drawn attention of management in the organisation as well as academicians.

DEFINITION Durbins has defined Job Satisfaction as, Job Satisfaction is the amount of pleasure associated with a job. If you like your job intensely, you will experience high job satisfaction.

Theories of Job Satisfaction There are three major theories of job satisfaction, namely a) Herzbergs Motivation-Hygiene theory b) Need-fulfillment theory and c) Social reference-group theory

a) Herzbergs motivation-Hygiene theory Herzbergs conducted a study of an intensive analysis of the experience and feelings of 200 engineers and accountants in nine different companies in Pittsburgh area, U.S.A on the basis of his study he established there are two aspects (set of conditions) which are responsible for the motivation and dissatisfaction of workers. When one set of conditions (called motivators) is present in the organization, workers feel motivated but its absence does not dissatisfy them, similarly, when another set of conditions (called Dissatisfiers) is absent in the organisation, the workers feel dissatisfied but its presence does not motivate them.

b) Need-fulfillment theory and Under the need-fulfillment theory, it is believed that a person is satisfied if he gets what he wants and the more he wants something, or the more important it is to him, the more satisfied he is when he gets it and the more dissatisfied he is when he does not get it.

c) Social reference-group theory The social reference-group theory is similar to needfulfillment theory except that it takes into account not the desires, needs and interests of the individual, but rather the point of view and opinions of the group to whom the individual looks for guidance. Such groups are defined as the reference-group. It would be predicted, according to this theory, that if a job meets the interests, desires and requirements of a persons reference group, he will like it and if it does not, he will not like it.

Determinants of job satisfaction There are various factors determining the degree of job satisfaction as follows: 1. INDIVIDUAL FACTORS Individuals have certain expectations from their jobs. If these expectations are met from the jobs, they feel satisfied. a. Level of Education Level of education of an individual is a factor which determines the degree of job satisfaction; for example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction.
3

b. Age Individuals experience different degree of job

satisfaction at different stage of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage and finally dips to a low degree. c. Other Factors Besides the above two factors, there are other individuals factors such as, sex which affect job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the workplace.

2. NATURE OF JOB a. Occupation Level Higher level job provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes sources of satisfaction for the job holders.

b. Job Content Job content refers to the instruct value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. 3. SITUATIONAL VARIABLES Situational variables related to job satisfaction lie in organizational context (formal and informal). a. Working Conditions Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. b. Supervision The type of supervision affects job satisfaction as in each type of supervision the degree of importance attached to individual varies. The employee oriented supervision provides more satisfaction than job-oriented supervision. c. Equitable Rewards The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is based on the job performance, it offers higher satisfaction.
5

d. Opportunity for Promotion It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these job offer. e. Work Group Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. MEASURING OF JOB SATISFACTION Job require interaction with co-workers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal, and the like. This means that an employees is assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements.

APPROACHES The two most widely used approaches are a global rating and a summation score made up of a number of job facets. SINGLE GLOBAL RATING METHOD The single global rating method is nothing more than asking individuals to respond to one question, such as All things considered, how satisfied are you with your job? Respondents then reply by circling a number between 1 and 5 that corresponds to answers from highly satisfied. SUMMATION SCORE The other approach a summation of job facets, is more sophisticated. It identifies key elements in a job and asks for the employees feelings about each. Typical factors that would be included are the nature of the work, supervision, present pay, promotion opportunities and relation with co-workers. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.

JOB SATISFACTION SURVEY A job satisfaction survey is a procedure by which employees report their feelings towards their jobs and work environment. Individual responses are then combined and analyzed.

BENEFITS OF JOB SATISFACTION STUDIES If job satisfaction studies are properly planned and administrated, they will usually produce a number of important benefits, both general and specific. MONITORING ATTITUDES Surveys indicate the specific areas of satisfaction or

dissatisfaction (such as employee service) and the particular groups of employee (such as the marketing department or those employees who are approaching retirement). In other words, a survey tells how employees feel about their job, what parts of their feelings are focused on, which departments are particularly affected, and whose feeling are involved. The survey is a powerful diagnostic instrument for assessing board employee problems.

 ADDITIONAL BENEFITS Surveys have many other benefits as well as the flow of communication in all directions is improved. Survey can serve as a safety value, or emotional release. Training needs can be identified. Survey can also help managers plan and monitor new programs, by getting feedback on proposed changes in advance and then conducting a follow-up survey to evaluate the actual response.

JOB SATISFACTION AND TURNOVER Satisfaction is negatively related to turnover. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employees level of performance. Job satisfaction is more important in influencing poor performance to stay than superior performers. Regardless of level of satisfaction, the latter are more likely to remain with the organisation because the receipt of recognition, praise and other rewards give them more reasons for staying.

STEPS TO IMPROVE JOB SATISFACTION The following measures may be adopted to have a higher level of job satisfaction among employees. Selection of right man for the right job Payment commensurate with the employees credentials Conducive working environment Cordial superior-subordinate relationship Provision of suitable promotion opportunities Creation of facilities for training Better inter-personal relationship Provision of suitable incentives and social security benefits Job rotation where desirable Encouraging employees participation in decision making.

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SCOPE OF THE STUDY The present research study has a wide scope. It covers various useful aspects in several ways to different people. It helps to find out the views of employees in different departments. It shows the various reasons for improving the job satisfaction level. It helps to identify the important factors influencing job satisfaction. It helps to identify the level of satisfaction at each level: Age, Education, Salary, Category etc., It shows the effects of job satisfaction on functions such as productivity, turnover, absenteeism etc.,

11

NEED FOR THE STUDY MOTIVATORS According to Herzberg following factors act as motivators: Achievements Recognition Advancement Work itself Possibility of growth and Responsibility

12

DISSATISFIERS Factors which work as dissatisfiers are Company policy and administration Technical supervision Inter-personal subordinates Salary Job security Personal life Working conditions and Status The researcher wants to know how these factors affect the employees of NPKRR sugar mill for testing the drafted schedule for data collection. The collected data is tabulated, analyzed and interpreted. He has used simple percentage, chi-square to test the result. relations with supervisor, peers and

13

LIMITATION OF THE STUDY 1. The research is restricted to NPKRR Co-Operative Sugar Mills Ltd., Thalainayar only 2. The research conducted with 50 employees of NPKRR CoOperative Sugar Mills Ltd., due to time factor. 3. The data collected from the employees are qualitative in nature that is view opinion etc may change from time to time.

14

CHAPTER - II
PROFILE OF THE N.P.K.R.R CO-OPERATIVE SUGAR MILLS LTD., In Tamil Nadu, there are 18 Co-operative sugar mills, and 3 public sector sugar mills and 17 private sugar factories. Among the 18 Co-operative sugar factories, the N.P.K.R.R Cooperative sugar mill in Tamil Nadu is crushing 3500 TCD (Tones of Cane per Day). Sugar cane being the raw material, crushing operation will be going on for about 6 months every year and the remaining period will be utilized for overhauling of the machineries.

REGISTRATION OF THE MILL Nadippisai Pulavar K. R. Ramasamy Co-operative sugar mills Ltd was registered under the Co-operative society Act, 1961 on 16th August 1984 with an installed capacity of 1250 TCD (Tone Capacity per Day). The mill started its maiden crushing during 1987 and the society was called Mayiladuthurai Co-operative sugar mills Ltd. DS. NO. 6 Later on, the Mill was renamed as Nadippisai Pulavar K.R. Ramasamy Cooperative Sugar Mills Ltd. The crushing capacity has been expanded

15

from 1250 TDC to 3500 TCD and crushing with expanded machinery was started during 1995-1996. The mill is having its own registered by-laws governing the rules and regulations. The mill has to follow all other statutory provision and standing orders. The main objectives of the society is Manufacturing of white sugar from sugarcane and the sale of sugar so manufactured along with the by-products to the best advantage of members.

16

LOCATION OF THE FACTORY It is situated in Thalainayar village, Mayiladuthurai Taluk in Nagapattinam District, which is about 13kms north side from Mayiladuthurai and 6kms West from Vaitheeswarankoil and 6kms east from Manalmedu with an extent of 94.44 acres of land. AREA OF THE OPERATION The area of the society (Sugar mills) is confined to, 1. Entire Taluk of Mayiladuthurai 2. Entire Taluk of Sirkali 3. Partly Tranquebar Taluk 4. Partly Thiruvidaimaruthur Taluk. The mill has 10 Divisional offices in that operational area Mayiladuthurai Kuthalam Thiruppanandal Pandanallur Manalmedu Elanthoppu Mill site Sirkali Thiruvengadu Nidur

17

BIFURCATION OF MILLS AREA As per COS order RC.No.23364/DI/94.Dt.04.12.97, a part of Thiruvidaimaruthur Taluk was bifurcated and re-allotted to Shree Ambika Sugar Mills. But the growers in Thiruvidaimaruthur Taluk have filed a writ in High Court Chennai. As per WP No. 19322/97 order No. WA No.401 of 1998, Dt.23.3.98 the High Court has issued an interim judgment stating that the growers in Thiruvidaimaruthur Taluk are at liberty to register cane either with Co-operative sugar mills or with private mills according to their FREE WILL. According to Court order the area is common to both Mills.

SUGAR YEAR/SUGAR SEASON (1st October to 30th September 12 month) Generally sugar mills are following sugar year or sugar seasons. The sugar season or in other words sugar year begins from October to September. The production and crushing activity are followed by the sugar mills in sugar seasons only. The sugar mills prepare various technical performance reports on seasonal basis.

18

EXAMPLE Daily Manufacturing Report (DMR) R.T.7(C) monthly Report and R.T.8(C) Seasonal Report etc., Crushing operation will be going on for about 5 to 6 months every year and the remaining period will be utilized for overhauling the machinery. MEMBERSHIP AND PAIDUP SHARE CAPITAL The authorized share capital of society will be 12 Crores (or) 1200 lakhs divided into 6 lakhs share of rupees 200/- each. The member can be paid Rs.5/- as entrance fees for each share of Rs.200/-. The authorized share capital of Mill is Rs.1200 lakhs. The

subscribed and paid up Share capital 650.70 lakhs. The Government of Tamil Nadu shall be entitled to take shares up to Rs.400/- lakhs or to such limits as may be stipulated by the National Co-operative Development Corporation.

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CHAPTER - III
REVIEW OF LITERATURE

1)

Temporary

contracts

and

employee

effort

Axel

Engellandta and Regina T.Riphahn WWZ - University of Basel, Switzerland CEPR, IZA, DIW, WWZ - University of Basel, Switzerland, 26 February 2004. Temporary contracts provide employers with a tool to screen potential new employees and have been shown to provide stepping stones into permanent employment for workers. For both reasons, workers on temporary contracts have an incentive to provide more effort than permanent employees. Using indicators for unpaid overtime work and absences taken from the Swiss Labor Force Survey (SLFS), we present evidence that temporary workers indeed provide higher effort than permanent employees: Their probability of working unpaid overtime exceeds that of permanently employed workers by 60%. We show the heterogeneity of this effect across different types of temporary contracts, investigate differences between men and women, and discuss the relevance of endogenous selection into temporary employment.

20

2) In Suite101.com the article 5 Ways to Stay Positive at Work in Job Satisfaction is owned by Tim Atkinson, on Feb 21, 2009 A toxic workplace can cause excess stress and diminish performance. Here are 5 ways to make things positive. Do Tasks a Different Way, Push to Get The Job Done, Be Thoughtful, Resist the Urge to Brag, Just Say "Thank You" 3) Job satisfaction is one of the major interests to the field of organisational behaviour and the practice of HRM. It reflects employees attitudes toward their job and commitment to an organisation DR. Ratna Purohit in HR HIGHS, The Hindu. Nov 07. Three dimensions First, job satisfaction is an emotional response to a job situation. It cannot be seen, only inferred. Second, it is often determined by how well outcomes meet or exceed expectations. For example, if organisational members feel that they are working harder than others in the department but are receiving fewer rewards, they will probably have a negative attitude toward the work, the boss, and co-workers. They will be dissatisfied. On the other hand, if they feel they are being treated well and being paid well, they are likely to have a positive attitude towards the job. They will be satisfied.
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Third, job satisfaction represents several related attitudes. Scholars suggest that there are six job dimensions that represent the most important characteristics of a job about which people have effective responses. 4) Theresa satisfaction and gave intent the study to examine the job

to turnover using the of

co relational direct support

design. He takes the sample (n = 107) consist

professional who worked for nonprofit organization located in South Carolina that served People with disabilities development. Two instruments were utilized that measure the overall (Specter job satisfaction) and facet job satisfaction and intent to turnover (Michigan Organizational Assessment Questionnaire). Demographic information regarding age and tenure were examined. Data analysis includes descriptive and inferential statistics. The result from the study suggests that there is a significant and negative correlation between job satisfaction and intent to turnover. It was demonstrated that tenure is related to job satisfaction and having positive & low relation. There was little evidence that suggest that age was significantly related to either job satisfaction or intent to turnover. Theresa take sample from single organization which is a nonprofit organization. The nonprofit

22

organizations are to some extent running by the charity & donation and the remunerations for the employees in such organizations are low. 5) Bhatti & Qureshi collected the information regarding the Name of of organization, Life of organization Job in years,

Number

employee, Employee

participation,

satisfaction,

Employee commitment

& Employee Productivity from the first line

managers and their immediate bosses. The Managers were given a questionnaire and were asked to give the answer at their best knowledge with reference to working conditions in their organization.

Questionnaire was divided in to two portions. First line manager had to answer the question regarding name of organization, life of

organization, number of employees, employee participation, and job satisfaction and employee commitment, while the immediate bosses was to answer the question from the portion of employee productivity. The questionnaire concentrated on relationship among job satisfaction, employee commitment, and employee productivity.

They used Likert scale questionnaire. They took sample from communication sector, banking sector and oil & gas sector of Pakistan. 34 organizations were selected for study. They measured job satisfaction by using the variables, employee productivity, employee commitment and employee participation and their hypothetical research found strong
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and positive relationship between

the

job

satisfaction

and

mentioned variables. The finding suggests that management of organization should increase the satisfaction among employees with compensation, policies and working conditions in order to attain

high level of employee commitment and reduce turnover. The sample size was not enough to reflect image of the organizations functioning in Pakistan. Data collection

method for research is very common. Other methods could have been used for this research study like group discussion / discussion forum. 6) The late 1920s one of the first studies of job

satisfaction undertaken by Mayo & Hawthorne. This study referred to & focused on employee attitude and its impact on production levels. The study highlighted that employees & workers develop their own perceptions of the environment, which work situation and the social

affects

their attitudes towards their work. The

findings of the study provided consistent results with the observations of Taylor in 1911, that individual workers wants economic

incentives/monetary rewards and are willing to work harder for it. He used the global approach to measure job satisfaction. The study found that 88% of the surveyed were classified as being satisfied, and there was a direct linear relationship between occupational level and job satisfaction.
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CHAPTER - IV
RESEARCH METHODOLOGY Research Design A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. OBJECTIVES To study the job satisfaction level of the employees. To analyze the factors influencing the job satisfaction.. To give valid suggestions based on the finding. Research Methodology Research refers to search for knowledge. Research methodology is a way to systematically solve the research problem. This chapter deals with the research design, survey, method and data collection details and tools which are used for analysis and interpretation. In this study, to determine the level of job satisfaction and the various causes of the same, among the employee a descriptive research design was followed. A structured questionnaire was used as a basis for data collection. For analyzing the collected data an in-depth statistical

25

design was framed and various statistical tools and techniques were also used for the same. Research type Sources of Data : Descriptive Research method : Primary data Questionnaire Sampling size Sampling design Methods of Data Collection : 100 : Simple Random Sampling : Questionnaire Method

Type of Research: Descriptive Research Descriptive research design was followed in this study for the major purpose is description of the state of affairs, as it exists at presents. The main characteristic of this method is that the researcher has no control over the variables; we can only report what has happened or what is happening. The researcher seeks to measures these, which also includes attempts to discover the causes even when they cannot control the variables.

26

Sources of Data Primary Data Primary data enable the researcher to get as close as possible to what actually happened, Primary Data may be described as those data that have been observed and recorded by the researchers for the first time to their knowledge. Primary data required for this study was collected, by circulating the questionnaire among the employees. Population and Sampling Unit Population is the predefined set of potential respondents in NPKRR Co-Operative Sugar Mills Ltd., Thalainayar. These are the people who are put under constant pressure and they have a routine job. Population size is 300. Sample Size The researcher distributed the questionnaire to 100 employees.

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Sampling Design Techniques used for the collection of data required for this research study is Census Survey method. In this type, the researcher can investigate all the cases in the universe. The enumeration of population is made; with respect to well defined whole group survey. Mode of Data Collection The mode of data collection is Survey method. The survey method was more appropriate to the study and a structured questionnaire was framed to collect the data required for the study. The data was collected through Questionnaire Method Data Collection Method The Questionnaire Method was adopted for this research study as the respondents are questioned directly about his/her opinions and attitudes. The questionnaire is designed in a structured form to get unbiased information from the respondents. The questionnaire used for the survey is attached in annexure. The questionnaire consists of the following type of questions: Multiple choice questions
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Pre-testing of Questionnaire Before the original questionnaire was drafted a preliminary questionnaire was framed and a pilot survey with a sample of 10 employees at both the levels specified was conducted in order to determine the sample size and various required changes were made before drafting. Sampling media for the present research is by circulating questionnaires and giving explanations when asked for. Area of study This study was conducted among the top and middle level employees of the NPKRR Co-Operative Sugar Mills Ltd., Thalainayar. Field work The research was carried out in various departments and the questionnaire was circulated personally and through the e-mails to the top and middle level employees. The data collection approximately took 25 days. STATISTICAL TOOLS The statistical tools used here are Percentage Analysis Chi-Square Test
29

CHAPTER - V DATA ANALYSIS AND INTERPRETATION 5.1. Classification of respondents on the basis of Age.

Criteria 20-30 years 31-40 years 41-50 years Above 51years Total Inference:

No. of Respondents 00 08 54 38 100

Percentage (in %) 00 08 54 38 100

From the above table, it is inferred that 54% of the respondents are belonging to the age category of 41-50years and 8% of 31-40 years. Majority (92%) are more than 40 years.

30

Chart 5.1

Ag g e roupof respondents
5 4
60 50 40 30 20 10 0 31-40 years 41-50 years C riteria Above 51years

3 8 8

g a t n c r e P

31

5.2. Classification of respondents on the basis of Gender.

Criteria Male Female Total

No. of Respondents 92 08 100

Percentage (in %) 92 08 100

Inference: From the above table, it is clear that 92% of the respondents are male respondents and the remaining 8% are female.

32

Chart 5.2
Gender of respondents
8%

Male Female 92%

33

4.3. Classification of the respondents on the basis of Marital Status.

Criteria Married Single Total

No. of Respondents 100 00 100

Percentage (in %) 100 000 100

Inference: The above table predicted that 100% of the respondents are married employees. The entire respondents are married.

34

Chart 5.3

R s on e tsMa l s tu ep d n rita ta s
10 0
100 80 60

g a t n c r e P

40 20 0 Married C riteria S le ing

35

4.4. Classification of respondents on the basis of Education.

Criteria Primary level Secondary level Under graduate Post graduate Technical Total Inference:

No. of Respondents 00 04 52 36 08 100

Percentage (in %) 00 04 52 36 08 100

From the above table, it is inferred that 88% of the employees are graduate and 4% of the employee are secondary level education. Majority (88%) of the employees are graduates.

36

Chart 5.4

R espondentseducationlev el
8 4

3 6 5 2
Secondarylevel Under graduate Post graduate Technical

37

5.5. Classification of respondents on the basis of Monthly Income.

Criteria Below 10000 10001 15000 15001 20000 Above 20000 Total

No. of Respondents 76 12 08 04 100

Percentage (in %) 76 12 08 04 100

Inference: From the above table, it is inferred that 76% of the employees are getting monthly income Rs. 5000-10000 and 4% of the employee are getting above Rs. 20000. Majority (76%) employees are getting less than Rs.10,000 as salary.

38

Chart 5.5

R espondentsMonthlyIncom e
Above 20000 15001 20000

4 8 1 2 7 6
0 10 20 30 40 P enta e erc g 50 60 70 80

a e t i r C

10001 15000 Below 10000

39

5.6. Classification of respondents on the basis of Department.

Criteria Admin & Accounts Manufacturing Engineering Cane Total

No. of Respondents 50 28 14 08 100

Percentage (in %) 50 28 14 08 100

Inference: From the above table, it is inferred that 50% of the respondents are belongs to admin and accounts department and 8% of them were cane department and remaining 32% are from engineering and cane department.

40

Chart 5.6

R esponde de nt's partm ents

5 0
50 40 30

2 8 1 4 8

g a t n c r e P

20 10 0 Adm & in Accounts Manufacturing C riteria Eng ineering

Cane

41

4.7. Classification of respondents on the basis of Experience.

Criteria Below 10years 11-20years 21-30years Above 30years Total Inference:

No. of Respondents 08 24 64 04 100

Percentage (in %) 08 24 64 04 100

From the above table, it is inferred that 64% of the employees are having 21-30 years of experience and 4% of the employee have above 30years of experience and remaining 32% were less than 20 years of experience.

42

Chart 5.7
Experience of respondents
Above 30years 21-30years 11-20years Below 10years 0 8 10 20 30 40 50 60 70 24 4 64

Criteria

Percentage

43

5.8. Employees feeling about position in the concern.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 00 40 48 12 00 100

Percentage (in %) 00 40 48 12 00 100

Inference: From the above table, it is inferred that 48% of the employees felt moderate about position in the concern and 12% of the employee felt dissatisfied about the position in the concern. Majority (88%) of the employee felt moderate & satisfied about the position in the concern.

44

Chart 5.8

F about position in the concern eel

12 40

48

Satisfied Moderate Dissatisfied

45

5.9. Employees opinion on work load.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 00 16 76 06 02 100

Percentage (in %) 00 16 76 06 02 100

Inference: From the above table, it is inferred that 76% of the employees opined moderate work load and 8% of the employees opined dissatisfied about work load. Majority (76%) of the employees opined that moderate work load in the concern.

46

Chart 5.9

AboutW load ork

80 70 60 50 40 30 20 10 0 Satisfied Moderate C riteria Dissatisfied Highly Dissatisfied

7 6

g a t n c r e P

1 6 6 2

47

5.10. Employees opinion on task assigned in job.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 00 30 60 06 04 100

Percentage (in %) 00 30 60 06 04 100

Inference: From the above table, it is inferred that 60% of the employees opined moderate task assigned in job and 10% of the employees opined dissatisfied about task assigned in job. Majority (60%) of the employees opined that reasonable task is assigned in the job.

48

Chart 5.10

Opinionabout T Assig ask ned

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

6 0

3 0 6 4

g a t n c r e P

C riteria

49

5.11. Employees opinion ventilation and temperature in company.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total Inference:

No. of Respondents 08 28 48 16 00 100

Percentage (in %) 08 28 48 16 00 100

From the above table, it is inferred that 48% of the employees opined moderate with the ventilation and temperature in company and 16% of the employees dissatisfied with the ventilation and temperature in company. Majority (48%) of the employees are satisfied fulfilled with the ventilation and temperature in company.

50

Chart 5.11

V entilationand T emperature
Dissatisfied Moderate

16 48 28 8
0 10 20 30 40 50

a e t i r C

Satisfied Highly Satisfied

Percentag e

51

5.12. Employees opinion on lightning facility in company.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 08 38 46 08 00 100

Percentage (in %) 08 38 46 08 00 100

Inference: From the above table, it is inferred that 46% of the employees opined moderate with the lightning facility in company and 8% of the employees dissatisfied with the lightning facility in company. Majority (46%) of the employees are satisfied with the lightning facility in company.

52

Chart 5.12

L htningF ig acilities
4 6
50 40 30

2 8

g a t n c r e P

20 10 0

Highly Satisfied

Satisfied C riteria

Moderate

Dissatisfied

53

5.13. Employees opinion on condition of work place.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 52 34 02 08 100

Percentage (in %) 04 52 34 02 08 100

Inference: From the above table, it is inferred that 56% of the employees are satisfied with the condition of work place and 10% of the employees are dissatisfied with the condition of work place in company. Majority (56%) of the employees are satisfied with the condition of work place in company.

54

Chart 5.13

C ditionof w on orkp c la e
60 50 40 30 20 10 0

5 2 3 4 4 2 8

g a t n c r e P

C riteria

55

5.14. Employees opinion on relationship with supervisor.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 08 38 50 04 00 100

Percentage (in %) 08 38 50 04 00 100

Inference: From the above table, it is inferred that 50% of the employees opined moderate relationship with supervisor and 4% of the employees dissatisfied with the relationship with supervisor. Most of the employees felt moderate relationship with supervisor.

56

Chart 5.14

Relationshipwith supervisor
50
50 40 30

38

g a t n c r e P

20 10 0

Highly Satisfied

Satisfied

Moderate Criteria

Dissatisfied

57

5.15. Employees opinion on communication conveyed from supervisor.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 08 40 42 06 04 100

Percentage (in %) 08 40 42 06 04 100

Inference: From the above table, it is inferred that 48% of the employees are satisfied with communication conveyed from supervisor and 10% of the employees are dissatisfied. Most of the employees are satisfied with the communication conveyed from supervisor.

58

Chart 5.15

C m om uncationconv fromsuperv ey isor

Highly Dissatisfied Dissatisfied Moderate

4 6 4 2 4 0 8
0 10 20 30 40 50

a e t i r C

Satisfied Highly Satisfied

P enta e erc g

59

5.16. Employees opinion on supervisor helps toward career growth.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 28 56 12 00 100

Percentage (in %) 04 28 56 12 00 100

Inference: From the above table, it is inferred that 56% of the employees opined fairly and 12% of the employees dissatisfied with supervisor helps toward career growth. Most of the employees opined moderately regarding supervisor helps toward career growth.

60

Chart 5.16

H lp to C re r g th e s a e row
5 6
60 50 40 30

2 8 1 2 4

g a t n c r e P

20 10 0

Hig S hly atisfied

S atisfied

Moderate C riteria

D issatisfied

61

5.17. Employees opinion on relationship with co-workers.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 22 42 32 04 00 100

Percentage (in %) 22 42 32 04 00 100

Inference: From the above table, it is inferred that 64% of the employees are satisfied with relationship among co-workers and 4% of the employees are dissatisfied with the relationship among co-workers. Most of the employees are felt moderately satisfied with the relationship with coworkers.

62

Chart 5.17

Relationshipwith co-work ers

4 32 22

42

Highly Satisfied Satisfied Moderate Dissatisfied

63

5.18. Employees opinion on medical facilities in company.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 02 26 38 22 12 100

Percentage (in %) 02 26 38 22 12 100

Inference: From the above table, it is inferred that 38% of the employees opined moderately satisfied with the medical facilities in company and 34% of the employees are dissatisfied with the medical facilities in company. Majority (38%) of the employees felt moderately satisfied with the medical facilities in company.

64

Chart 5.18

Opinionabout Medical F acilities

Highly Dissatisfied Dissatisfied Moderate

12 22 38 26 2
0 5 10 15 20 25 30 35 40

a e t i r C

Satisfied Highly Satisfied

Percenta e g

65

4.19. Employees opinion on canteen facility in company.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 02 14 34 30 20 100

Percentage (in %) 02 14 34 30 20 100

Inference: From the above table, it is inferred that 50% of the employees are dissatisfied with the canteen facility in company and 34% of the employees are felt moderately satisfied with the canteen facility in company. Half of the employees are dissatisfied with the canteen facility in company.

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Chart 5.19

Opinionabout canteen facility

20 30 34

a e t i r C

14 2
0 10 20 Percenta e g 30 40

Highly Dissatisfied Dissatisfied Moderate Satisfied Highly Satisfied

67

5.20. Employees felt salary is sufficient to meet expenses.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 00 00 38 24 38 100

Percentage (in %) 00 00 38 24 38 100

Inference: From the above table, it is inferred that 62% of the employees felt inadequate salary to meet expenses and 38% of the employees felt moderately sufficient salary to meet expenses. Majority (62%) of the employees felt inadequate salary to meet expenses.

68

Chart 5.20

S atisfactionabout S alary

38

38

Moderate Dissatisfied Highly Dissatisfied

24

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5.21. Employees opinion on incentives.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 00 04 32 24 40 100

Percentage (in %) 00 04 32 24 40 100

Inference: From the above table, it is inferred that 64% of the employees felt dissatisfied with incentives provide by company and 32% of the employees felt moderately satisfied incentives provide by company. Majority (64%) of the employees felt dissatisfied with the incentives provide by company.

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Chart 5.21

S atisfactionabout Incentiv es
Highly Dissatisfied Dissatisfied

4 0 2 4 3 2 4
0 5 10 15 20 P enta e erc g 25 30 35 40

a e t i r C

Moderate Satisfied

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5.22. Employees opinion on incentives increases job satisfaction.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 10 44 10 32 100

Percentage (in %) 04 10 44 10 32 100

Inference: From the above table, it is inferred that 44% of the employees felt moderately incentives increase job satisfaction and 44% of the employees felt dissatisfied with incentives increase job satisfaction. Majority (44%) of the employees felt dissatisfied with incentives increase job satisfaction.

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Chart 5.22

IncentiveincreaseJS
50 40 30 20 10 0

4 4 3 2 4 1 0 10

g a t n c r e P

Highly Satisfied

Satisfied

Moderate

Dissatisfied

Highly Dissatisfied

C riteria

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5.23. Employees opinion on promotion aspects in the concern.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 04 34 22 36 100

Percentage (in %) 04 04 34 22 36 100

Inference: From the above table, it is inferred that 58% of the employees are dissatisfied about promotion aspects in the concern and 8% of the employees are satisfied with the promotion aspects in the concern. Majority (58%) of the employees felt dissatisfied with the promotion aspects in the concern.

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Chart 5.23

Promotionaspectsin the concern

Highly Dissatisfied Dissatisfied Moderate

36 22 34 4 4
0 5 10 15 20 25 30 35 40

a e t i r C

Satisfied Highly Satisfied

Perc enta e g

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5.24. Employees opinion on training opportunities to do job.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 08 44 12 32 100

Percentage (in %) 04 08 44 12 32 100

Inference: From the above table, it is inferred that 44% of the employees opined dissatisfied and moderate about training opportunities to do the job and 8% of the employees opined satisfied about training opportunities to do the job. Majority (44%) of the employees opined moderate and dissatisfied about training opportunities to do the job in the concern.

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Chart 5.24

T rainingoppurtunitiesto do job
45 40 35 30 25 20 15 10 5 0

4 4 3 2

g a t n c r e P

1 2

Highly Satisfied

Satisfied

Moderate C riteria

Dissatisfied

Highly Dissatisfied

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5.25. Employees opinion on management activities improves job satisfaction.

Criteria Highly Satisfied Satisfied Moderate Dissatisfied Highly Dissatisfied Total

No. of Respondents 04 14 52 12 18 100

Percentage (in %) 04 14 52 12 18 100

Inference: From the above table, it is inferred that 52% of the employees opined management activities moderately improves job satisfaction and 18% of the employees opined management activities are satisfactory to improve job satisfaction. Majority (52%) of the employees opined management activities moderately improves job satisfaction.

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Chart 5.25

Manag ement Activities improveJS

60 50 40 30

52

g a t n c r e P

20 10 0 Highly Satisfied

14 4
Satisfied Moderate Criteria

18 12

Dissatisfied

Highly Dissatisfied

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5.26. Table representing relationship between education status and satisfaction level
Educational status * Satisfaction level Cross tabulation Satisfaction
Feel about position

level
Relationship with Co-workers 38 25 25 30 100 218 Promotion Aspects 56 50 13 50 100 269 Total

Work load

Educational Status

Primary level Secondary level Under Graduate Post Graduate Technical

Total

56 75 44 50 100 325

31 75 25 40 200 371

181 225 107 170 500 1183

HYPOTHESIS:

H0: There is no relationship between education status and satisfaction level. H1: There is a relationship between education status and satisfaction level.

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Chi-Square Tests Value 75.594 78.631 .250 1183 df

a

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

12 12 1

Asymp. Sig. (2-sided) .000 .000 .617

Inference:

The significance value is .000 which is less than .05 hence we reject the Null Hypothesis and infer that there is a relationship between education status and satisfaction level.

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5.27. Table representing relationship betweenr Age and satisfaction level

Age of the respondent * Satisfaction level Cross tabulation

Satisfaction level Feel about position 50 39 25 41 155 Work load 25 39 50 36 150

Relationship with Co-workers

Age of the respondent

2 0-30 31-40 41-50 Above 50

100 11 10 29 150

Promotion Aspects 13 39 45 64 161

Total 188 128 130 170 616

Total

HYPOTHESIS: H0: There is no relationship between age and satisfaction level. H1: There is a relationship between age and satisfaction level.

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Chi-Square Tests Value 161.696 165.493 6.643 616 df

a

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

9 9 1

Asymp. Sig. (2-sided) .000 .000 .010

INFERENCE:

The significance value is .000 which is greater than .05 hence we reject the Null Hypothesis and infer that there is a relationship between age and satisfaction level.

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4.28. Table representing relationship between Department and Satisfaction level

Occupation * Satisfaction level Cross tabulation

Satisfaction level Feel about position Department Cane Engg Manf Adm & Act Total 25 67 41 100 233 Work load 75 67 56 50 248
Relationship with Co-workers

25 67 44 100 236

Promotion Aspects 50 67 47 100 264

Training 100 67 47 100 314 Total 275 335 235 450 1295

HYPOTHESIS:

H0: There is no relationship between Department and satisfaction level. H1: There is a relationship between Department and satisfaction level.

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Chi-Square Tests Value 85.088 89.535 5.468 1295 df

a

Asymp. Sig. (2-sided) 12 12 1 .000 .000 .019

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

INFERENCE:

The significance value is .000 which is greater than .05 hence we reject the Null Hypothesis and infer that there is a relationship between Department and satisfaction level.

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4.29. Table representing the relationship between Salary (P.M) and its Satisfaction level

Sales (P.M) * Satisfaction level Cross tabulation

Satisfaction level Total Sufficient Salary Salary (P.M) Below 10000 10000 - 15000 15000 - 20000 Above 20000 Total 121 117 136 100 474 Incentives 193 150 121 50 514 314 267 257 150 988

Assumptions:

H0: There is no relationship between average salary and its satisfaction level.

H1: There is a relationship between average salary and its satisfaction level.
Chi-Square Tests Value 36.571 36.992 34.889 988 df
a

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

3 3 1

Asymp. Sig. (2-sided) .000 .000 .000

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INFERENCE:

The significance value is .000 which is lesser than .05 hence we reject the Null Hypothesis and infer that there is a relationship between salary and satisfaction level.

87

4.30. Table representing the relationship between years of Experience and Satisfaction level with salary.

Years of experience * Satisfaction level salary Cross tabulation Satisfaction level with salary 0-10 years Years of experience Total 6-10 years 11-15 years 16-20 years Moderate 3 5 4 7 19 Dissatisfied H. Dissatisfied 4 7 4 2 2 12 5 3 4 19 Total 14 14 9 13 50

Assumptions:

H0: There is no relationship between years of experience and satisfaction level with salary.

H1: There is a relationship between years of experience and satisfaction level with salary.

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Chi-Square Tests Value 5.784 5.960 1.793 50 df

a

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

6 6 1

Asymp. Sig. (2-sided) .448 .428 .181

INFERENCE:

The significance value is .448 which is greater than .05 hence we accept the Null Hypothesis and infer that there is no relationship between years of experience and satisfaction level with salary.

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CHAPTER VI
FINDINGS, SUGGESTIONS AND CONCLUSIONS FINDINGS 54% of the respondents are belonging to the age category of 4150years 92% of the respondents are male respondents 100% of the respondents are married employees 88% of the employees are qualified at graduate level 76% of the employees are getting monthly income between Rs. 5000-10000 Majority (88%) of the employee felt moderate & satisfied about the position in the concern Majority (76%) of the employees opined that moderate work load in the concern. Majority (60%) of the employees opined that reasonable task assigned in the job Majority (48%) of the employees fulfilled with the ventilation and temperature in company. Majority (46%) of the employees satisfied with the lightning facility in company.

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 Majority (56%) of the employees satisfied with the condition of work place in company. Most of the employees felt moderate relationship with supervisor & co-workers Most of the employees satisfied with the communication conveyed from supervisor. Most of the employees opined moderately supervisor helps toward career growth. Majority (38%) of the employees felt moderate with the medical facilities in company. Most of the employees dissatisfied with the canteen facility in company. Majority (62%) of the employees felt inadequate salary to meet expenses. Majority (64%) of the employees felt dissatisfied with incentives provide by company. Majority (44%) of the employees felt dissatisfied with incentives increase job satisfaction.

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 Majority (58%) of the employees felt dissatisfied with promotion aspects in the concern. Majority (44%) of the employees opined moderate and dissatisfied about training opportunities to do job in the concern. Majority (52%) of the employees opined management activities moderately improves job satisfaction. There is a relationship between education status and satisfaction level. There is a relationship between age and satisfaction level. There is a relationship between Department and satisfaction level There is a relationship between salary and its satisfaction level. There is no relationship between years of experience and satisfaction level with salary.

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SUGGESTIONS The company can satisfy the basic needs of the employees such as good working place and improved welfare measures which help in increasing the job satisfaction. Promotional opportunities of the employees may be increased by the company because promotion is a major determinant of job satisfaction. The working condition such as lighting and ventilation facilities may be improved and the company may take the step to avoid pollution of dust in the air. Many of the employees are dissatisfied with their salary and so the company may try to increase their salary levels. Salary fixation must be according to the cost of living of the employees and the company considers the salary is one of the factors determining job satisfaction. Employees may be given proper encouragement and motivations do their work and appreciation of their work helps in increasing the level of job satisfaction. Many of the employees are not satisfied with the canteen facilities provided by the company. So the company may take steps to improve the canteen facilities.

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 An incentive is the one way to increase the job satisfaction. The company may take steps to provide adequate incentives which will motivate the employees to do their work with involvement. The company may provide quarters to the employees in the nearby area to the sugar mill. The companies take steps to improve the chances for career growth of the employees that will improve both the level on individual employees and an organisation level. The company encourages the worker participation in the management. This will motivate the employees as they are also the part of the organisation and work for the development of the organisation.

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CONCLUSION

Job satisfaction is one of the important factors which have drawn attention of management in the organisation as well as academicians. With the result of present study it was concluded that level of satisfaction among the employees is moderate only. These findings pointed out the level of job satisfaction of the employees with reference to N.P.K.R.R Co-operative Sugar Mills Ltd., Thalainayar. Hence, the management may be given opportunities to cope and use a wide variety of measures to maximize the job satisfaction and to increase the loyalty.

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BIBLIOGRAPHY 1. Fred Luthans. Organizational Behaviour New York: Irwin McGraw Hill 1998. 2. Paul Hersey, Management of organizational Behaviour. New Delhi: Prentice Hall of India 1996. 3. C.R. Kothari, Research Methodology, Second Edition, New Delhi. 4. Robins, P.S. Organizational behaviour New Delhi: Prentice Hall of India 1998. 5. Jits Chandan, Organizational behaviour Vivkas publishing house private Ltd.

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