CHAPTER 1 COMPANY PROFILE

CHAPTER 1 COMPANY PROFILE

1.0 INTRODUCTION ON APPASWAMY ASSOCIATES:

Since 1978, Appasamy Associates and Group of companies have been leading manufacturers and distributors of ophthalmic equipment, microscopes, lasers, IOLs, microsurgical instruments and pharmaceuticals. Our three decades of work have been widely appreciated throughout the world. Our dedication to support our products had become a bench mark among the community. We have dedicated R & D team to fulfill state of the art requirements of the ophthalmic community. More than 15% expenses are spend on development of new products. We strive hard to make each and every modern technology and equipment within the easy reach of ophthalmic surgeons and visions care professionals in India.

Our various manufacturing facilities at Chennai and Pondicherry have got quality systems certifications, audited by TUV, DNV and ITC for ISO 9000 and ISO 13485 requirements. The certifications bodies also provided CE marking for various products and CE compliance certifications for Class I products. Our Slit Lamps and Keratometer had been awarded UL mark.

We dedicate and resolve ourselves to continue our work, which will engulf the common man with easier and affordable access to the best possible vision care services.

AWARDS WON:
Best Woman Entrepreneur of the year award, instituted by Government of Tamilnadu for the year

1993. (First awardee in this category since its inception).

Engineering Export Promotion Council (EEPC) of India award for the best performancunder the

category Small Scale Industries .

1.1 .STRENGTH OF APPASWAMY

The company is committed to their customers and they draw strength from their faith on our

ability to help them better than others. We train our sales and service persons to help our customers in best possible ways and means and methods.

Regularly reinvest their profits to upgrade manufacturing facilities. They regularly upgrade our

products and the benefits are always passed to the old customers with nominal cost.

We offer products at a reasonable price, at best quality, always reliable performance and with

effective after sales service support. Our employees are given opportunity to prove themselves. Selected persons are sent abroad for sales, service and training. We trust them and rely on their abilities to serve our customers to the best possible extent.

We regularly introduce new products and always in search of people who can develop new

products. If you have a new product to offer, you are welcome to contact us.

We are proud of our products, our employees and our customer's faith on us and support given

by them.

1.2, Appaswamy's Milestone:

1978 Introduced India's first low cost cryo surgical equipment for ophthalmology. Indian

prices Rs.1800, whereas an equivalent imported unit costs Rs.20,000. Import of cryo surgical equipment in ophthalmology virtually had stopped fifteen years ago.

1979 Introduced world's first non-electric Vitrectomy unit in ophthalmology (another import

substitute).This product is one of the most reliable one and virtually trouble free unit. We know many eminent surgeons use this Rs.18,000 unit instead of their imported unit.

Priced imported units (as high as Rs.500,000). Import of Vitrectomy units has been reduced

to minimum and virtually no one imports vitrectomy units since1985. We also manufacture and sell electrical vitrectomy units with peristaltic pump for aspiration with linear suction.

1980 Started manufacturing and selling Keratometer. Our Keratometer AAK6 is an OEM

supply, Market share in India is more than 95%.

1987 Started manufacturing Surgical Operating Microscopes. Since then, AAOM 10 is the

largest selling Operating Microscope in India. We introduced our own optical head with fivestep magnification, with facility for videography and photography in 1998. We also manufacture and sell microscopes for ENT, O&G and Plastic Surgery.

1989 started manufacturing and selling Slit Lamps. Photography and Videography models

are also made available.

1989 Started manufacturing multi piece Intra Ocular Lenses. The entire plant and

machinery designed, fabricated and manufactured in India with our own knowhow technology. Started selling IOLs in 1992. and certified by TUV, Germany on 17.03.1998.

 1990 Started manufacturing and selling Indirect Ophthalmoscope.

1994 Introduced India's first Ophthalmic Nd.YAG Laser equipment. It is only one of its

kind manufactured in India till today. Also started manufacturing and selling Streak Retinoscope.

1995 Introduced India's first Phaco Emulsification Equipment for small incision sutureless

surgery.

Started manufacturing and selling single piece IOLs in 1995.

On December 31, 1997 we completed ISO 9002 audit for Intra Ocular Lenses. AI Optics

Limited, our INTRA OCULAR LENS manufacturing unit becomes an ISO9002(Quality Systems and Requirements fulfilled) facility

1.3. Standard products:-

Microsurgical instruments: Titanium instruments

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Stainless Steel instrument Testing equipment Diagnosing equipment Surgery equipment

Ophthalmic implants:

Disposable Lenses Foldable Intraocular Lenses Hydrophilic Lenses Ophthalmic lens Phaco Lenses Spectacle Lenses Sulcus Fixation

1.4. APPASAMY ASSOCIATES ORGANIZATIONAL CHART

Chairman Shri. P.S.N.Appasamy

Vice Chairman Shri. R.N.Kasthuri

Managing Director Design & Adverse Events Shri. P. Sudhaharan

6 General Manager Shri. P. Radhakrishnan

Sales & Service Manager Smt. R. V. A. Rajeshwari

Shri. R. V. Ravichandran

1.5. APPASAMY ASSOCIATES HRD CHART

Managing Director Shri. P. Radhakrishnan

General Manager Shri. R. V. Ravichandran

HR Manager 1 Shri. A. Kullan

HR Manager 2 Shri. P. Karthikeyan

HR Executive Shri. M. Kavitha

HR Executive Smt. Anbarasi

HR Dept. Recrutiment & Selection. Training & Development.

HR Dept. Pay roll Processing. Statutory Compliance

CHAPTER 2 INTRODUCTION

CHAPTER 2 INTRODUCTION 2.0 Job Satisfaction Introduction

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits."

Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job

satisfaction as the keying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

2.1 Importance to Workers satisfaction in Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity "the quantity and quality of output per hour worked "seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.
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Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"

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2.2 . Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a
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good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997). Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions.When have I come closest to expressing my full potential in a work situation?

What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?

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2.3 DETERMINANTS OF JOB SATISFACTION

According to Abraham A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are: 1. Organizational variables, and 2. Personal variables.

2.3.1 ORGANIZATIONAL VARIABLES:1. Occupational Level The higher the level of the job the greater the satisfaction of the individuals. This is because of higher levels of job carry greater prestige and self control. 2. Job Content Greater the variation in job content and the less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved. 3. Considerate Leadership People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. 4. Pay and Promotional Opportunities All other things being equal these two variables are positively related to job satisfaction. An explanation for this finding lies in both theories discussed above. 5. Interaction In The Workgroup Here the question is, when is interaction in the workgroup a source of job satisfaction and when it is not? Interaction is must satisfying, when a. It results are being accepted by others. b. It facilitates the achievement of goals.

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2.3.2 PERSONAL VARIABLES:For some people, it appears job will be dissatisfying irrespective of the organizational conditions involved, whereas or others, most jobs will be personal variables like age, educational levels, sex, etc., 1. Age Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constants, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction.

2. Educational Levels With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the educational, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.

3. Role Perception The different individuals holder different perceptions about their role i.e., the kind of activities and behaviors they should engage in to a firm makes job successful. Job satisfaction is determined by this factor also.

2.4 EFFECT OF JOB SATISFACTION

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Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

a. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favourableness or unfavourableness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spill over effect which occurs in both directions between job and life satisfaction.

b. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance.

However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance.

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1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not help to increase productivity though these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.

c. Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism. d. Employee turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism.

If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.

2.5 Workers' Roles in Job Satisfaction

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The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

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

2.6 SCOPE OBJECTIVE AND LIMITATION OF STUDY

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The scope of this study is to understand the satisfaction of the employees in the organization. The study is useful to the management to know the level of satisfaction and needs of the employees.

2.6.1 OBJECTIVES OF STUDY:The following are the objectives of the present study.To determine the level of satisfaction of the respondents regarding their job. To study and understand the job satisfaction among the employees of . To study the various factors which influencing job satisfaction. To offer suggestions to the organization to improve their employees satisfactory level.

2.6.2LIMITATIONS OF STUDY:-

The survey was done for the first time in the organization so no secondary data was available. The research was conducted within a limited duration. So a detailed and comprehensive study could not be made. The sample was confined to 50 respondents. So this study cannot be regarded as full proof one. Some respondents hesitated to give the actual situation; they feared that management would take any action against them. The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias.

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CHAPTER 3 REVIEW OF LITERATURE

20

CHAPTER 2 REVIEW OF LITERATURE 3.0 REVIEW Of LITERATURE

Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, coworkers, promotion, etc., and of the particular weighting or importance one attaches to these respective components.

The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations.

However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity. Since the Hawthorne studies there has been an enormous output of work on the nature, causes and correlates of job satisfaction. The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job.

This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide.

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Expectancy theory points to the importance of the individuals expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved. What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving from social others from individual causes.

These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction. The factors causing job satisfaction, which level factors such as their relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run.

Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5. Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative.

Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind.
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However the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker.

In other works if management could keep all the employees HAPPY, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent the path of least residence.

Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness. Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance.

Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction.

A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviors detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ from those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation.

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Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance. The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and turnover.

A study on job satisfaction among workers in chemical unit (M/S. Shri Veeco chems corporation, Cbe) Done by Mr. C.M. RAVIKUMAR (MBA project) in the year 1985. The techniques used by the Researcher for analyzing the data were personal interview. The Researcher interviewed sixty workers on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were percentage method of tabulation to find job satisfaction.

A study on job satisfaction among bank officers in State Bank of India, Jabalpur done by Mr.S. NAREND in his MBA project, in the year 1990. The techniques used by the Researcher for analyzing the data were through questionnaire method. The Researcher interviewed forty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were average scoring and two-way table method to find out job satisfaction. A study on job satisfaction of Tea Plantation Workers with special reference to Sheikalmudi Estate, Valparai Taluk, done by Mr.K.Madhu, in the year 1986 (M.Com project). The techniques used by the Researcher for analyzing the data were through questionnaire and personal interview method. The Researcher interviewed sixty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the researcher were average scoring and two-way table method. The hypothesis was tested through chi-squire test and correlation to find out job satisfaction satisfaction in various areas.

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CHAPTER 4
RESEARCH METHODOLOGY

CHAPTER 4

25

RESEARCH METHODOLOGY 4.0 RESEARCH METHODOLOGY

Research Design: A research design is the arrangement of conditions for collection and analysis data in a manner to combine relevance to the researcher purpose with economy in procedure. It constitutes the blueprint for the collection, measurement and analysis of data. As such design includes an outline of what the researcher will do form writing the hypothesis and its operational implications to the final analysis of data. As such the design includes an outline of what the researcher will do from writing the hypothesis and its operational implications to the final analysis of data. More explicit, the decisions happen to be in respect of :

What is the study about? Why is the study being made?

Where will the study be carried out?

What type of data is required?

Where can the data found?

What periods of time will the study include? What will be the sample design?

How will the data be analyzed?

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 In what style will the report be prepared?

What techniques of data collection will be used? The Research Design undertaken for the study is Descriptive one. A study, which wants to portray the characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly qualitative in nature. The main objective of Descriptive study is to acquire knowledge.

4.1 Source of Data

Data are the raw materials in which marketing research works. The task of data collection begins after research problem has been identified and research design is chalked out. Data collected are classified into primary and secondary data

4.1.1 Primary data:In this study, the primary data is collected to understand the main reasons behind the satisfaction of the employee. This is collected using a questionnaire specifically designed for the employees of all levels.

4.1.2 Secondary data:Secondary data were collected from the companys annual publications, memorandums of settlements, newspapers, journals, websites, and from library books.The methodology this study consists of both primary data. These dates collected from the respondents were through questionnaires. The primary data were collected from the respondents.

4.2. SAMPLE SIZE

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All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sample size is 50 employees from the total population in the organization. The samples are selected on the basis of convenient.

4.2.1QUESTIONNAIRE SCHEDULE:Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job satisfaction.The following scaling techniques have been used for each question in the questionnaire schedule. To study the problem clearly numbers of employees from each department were selected on the basis of the size of the department as well as nature of the work. Questionnaires were distributed to the employees individually and lot of efforts had to be taken to collect the required data from the selected sample of employees representing the population. The questions in the questionnaire are framed on the basis of the factors responsible for satisfaction

4.3.TOOLS OF ANALYSIS
4.3.1. Simple percentage analysis:28

Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents.

No of Respondent Percentage of Respondent = ------------------------------------------------ X 100 Total no. of Respondents

4.3.2. One-way analysis:In statistics, one-way analysis (abbreviated one-way ANOVA) is a technique used to compare means of two or more samples. This technique can be used only for numeric data.

4.3.3. Weighted average and ranking analysis:Here weighted average analysis is used find average mean with their factors corresponding weights and rank according to their average mean. Weighted average can be defined as an average whose component items are multiplied by certain values (weights) and the aggregate of the products are divided by the total of weights. One of the limitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution.

In certain cases relative importance of all the items in the distribution is not the same. Where the importance of the items varies.

It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of the items.

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CHAPTER 5 DATA ANALYSIS & INTERPRETATION

CHAPTER 5
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DATA ANALYSIS & INTERPRETATION 5.1. PERCENTAGE ANALYSIS

Selecting the Sampling size. ( Stratified simple random access )

FIG 1

INTERPRETATION:
Sampling Technique adopted for the study was stratified simple random access sampling. Stratification is the process of dividing members of the population into homogeneous subgroups before sampling. For the study I have divided population into subgroups such as Floor shop employees, Supervisors, Assistant Managers, Production Managers and Managers. Sample size was 50 and I have collected sampling from 25 floor shop workers, 8 supervisors, 10 office employees, 7 Assistant managers, 6 Production Managers and 4 Managers to know their job satisfaction in Appaswamy.

Table 1 : Distribution of Respondents on the basis of Age:

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Distribution of Respondents on the basis of Age 20-25 Managers ( Admin ) Production Managers Assistant Managers Supervisors Floor shop employees 1 5 1 1 2 10 25-30 30-35 1 3 3 3 5 35-40 2 1 2 2 5 above 40 1 1 1

Fig II :

INTERPRETATION:
Figure 2 describes that Distribution of employees through their Age. From the figure we can notice that 13% of the employees are at the age of 20-25 yrs, 31% of them are 25-30yrs age, 33% of the employees are 30-35 yrs age, 16% of the employees are 35-40yrs and 7% of them are above 40yrs age. Majority of the employees i.e. 33% are at the age of 30 - 35 yrs.

Table 2 : Distribution of Respondents on the basis on Experience:

Distribution of Respondents on the basis of experience 0-5 yrs 32 5-10 yrs 10-15 yrs above 15 yrs

Managers ( Admin ) Production Managers Assistant Managers Supervisors Floor shop employees

0 0 1 3 20

0 1 4 5 5

2 1 3 0 0

2 4 0 0 0

Fig III :

INTERPRETATION:
From the Figure III we can notice that majority of the managers are having above 10 years of experience. Where as supervisors and floor shop workers doesn't have more than 10 years of experience. If we look in to floor shop workers majority of the employees are having below 5 years of experience

Table 3 : Respondents Satisfaction level based on their salary offered by the company
Respondents Satisfaction level based on their salary. Excellent Managers ( Admin ) Production Managers 3 1 33 Good 1 3 Average 0 2 Poor 0 0 Very Poor 0 0

Assistant Managers Supervisors Floor shop employees

0 2 3

3 3 14

3 1 5

1 2 2

0 0 1

Fig IV:

INTERPRETATION:
From the fig 1V we can state that salary offered by the Appasamy associates satisfy most of the employees in the company ,we can observe from the chart more than 50 % i.e.74% of the samples feels that the salary offered to them is good. 14% feels the salary is average in the company. only 12% feels that the salary offered to them is not sufficient for them to face today's economic world. Table 4: company:
Respondents perception level based on the Promotional opportunities in the company Excellent Managers ( Admin ) Production Managers Assistant Managers 1 1 1 Good 3 3 2 Average 0 2 2 Poor 0 0 2 Very Poor 0 0 0

Respondents perception level based on the Promotional opportunities in the

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Supervisors Floor shop employees

2 5

2 10

1 5

1 3

2 2

FIG V

INTERPRETATION:
From fig V we can state majority of the employees i.e. 38% of the employees feels the promotional opportunity is average Appasamy associates.26% state promotional opportunity is excellent in Appasamy and 20 % feels good and most the of the employees here are from top level management.22% of employees says that promotional opportunity is not satisfying in Appasamy associates, they sates that there is very less opportunity for low level management to get their promotional opportunity when comparing to top level management. Table 5 :Respondents satisfaction level based on their benefits provided by the company:
Respondents satisfaction level based on their benefits provided by the company Excellent Managers ( Admin ) Production Managers Assistant Managers Supervisors 1 1 1 1 35 Good 1 2 3 1 Average 2 1 2 3 Poor 0 2 1 1 Very Poor 0 0 0 2

Floor shop employees

FIG V1:

INTERPRETATION:
From fig VI we can observe majority of the employees i.e.24 % feels that benefits provided to them is good in Appasamy associates and 18% sates its excellent.22% feels the benefits provided in Appaswamy is average.36 % feels the present benefits are not useful to then in any way. They are looking for some other benefits like canteen, cab facility etc.

Table 6 : Respondents satisfaction level based on their relationship with their co worker:
Respondents satisfaction level based on their relationship with their co workers Excellent Managers ( Admin ) Production Managers Assistant Managers Supervisors 1 2 3 2 36 Good 2 2 2 3 Average 1 2 1 1 Poor 0 0 1 1 Very Poor 0 0 0 1

Floor shop employees

FIG V11

INTERPRETATION:
From fig V11 we can assume that most of the employees i.e.60 % feels that relation with their co worker is good and excellent.16 % rated average for relation with their co woker.24 % of employees feels that the relationship with their coworker is not up to their satisfaction level, they state that employees don't get any time to spend with their co worker. They like to have some event to be organized by the company to spend time with their co workers.

Table 7: Respondents satisfaction level based on their relationship with their supervisor:
Respondents satisfaction level based on their relationship with their supervisors Excellent Managers ( Admin ) Production Managers 2 2 Good 2 2 1 Average Poor 0 1 Very Poor 0 0

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Assistant Managers Supervisors Floor shop employees

3 3 7

1 3 7

1 0 6

2 1 3

0 1 2

FIG V111

INTERPRETATION:
From fig V111 shows that majority of employee i.e. 34% employee says that relationship with their really excellent in their company. 30% state that relationship with their supervisors is good their company,16 % says relationship with their supervisors is average ,20 % feels the relationship with their supervisors is not up their satisfactory level, they stated the supervisors never let them any space to share their ideas with them and put those ideas in their works.

Table 8: Respondents satisfaction level based on their skill utilization:

Respondents satisfaction level based on their skill utilization Excellent Managers ( Admin ) 2 38 Good 2 Average 0 Poor 0 Very Poor 0

Production Managers Assistant Managers Supervisors Floor shop employees

2 2 2 4

2 2 2 4

2 1 1 5

0 2 2 5

0 0 1 7

FIG 1X

INTERPRETATION:
From fig 1X we can notice that 24% employee feel skill utilization really excellent in their company. 24% it is good their company,18 % says skill utilization is average is average ,some 34% feels that skill utilization in company is not up to their satisfaction, they feel they working in same work for long time in same process so that they can't apply their learnt skill into their jobs.

Table 9: Respondents Satisfaction level based on their learning new skills:

Respondents Satisfaction level based on their learning new skills. Excellent Managers ( Admin ) 3 Good 1 Average 0 Poor 0 Very Poor 0

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Production Managers Assistant Managers Supervisors Floor shop employees

1 0 2 7

3 3 3 14

2 3 1 1

0 1 2 2

0 0 0 1

FIG X

INTERPRETATION:
From fig X we can notice majority of e6mployee i,e,48% employee says that they can learn new skills in their in their company. 26% state that learning new skill in their company is really excellent,14% says learning new skills is average ,12% feels learning new skills in appasamy associates is not up to their satisfaction level, the employees like to work in several variety of job for learning new things. But they feel that they work in same process for long time which never allow them to learn new thing in company.

Table10 : Respondents Satisfaction level based on their companies environment:

Respondents Satisfaction level based on their companies environment. Excellent Managers ( Admin ) 3 Good 1 Average 0 Poor 0 Very Poor 0

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Production Managers Assistant Managers Supervisors Floor shop employees

5 3 3 10

1 4 3 10

0 0 2 5

0 0 0 0

0 0 0 0

FIG X1

INTERPRETATION:
From fig X1 we can notice that most of the employee i.e.48% employee says that environment provided in their company is really excellent . 38% state that environment provided to them is good in their company,14 % says it is average , no employee feel that environment is poor their company. Mostly all the employees were satisfied with environment provided by the company, they feel easy to move the products from manufacturing unit to warehouse, which make them to finish their work easily and in time.

Table 11 : Respondent satisfaction level on job responsibility:

Respondents Satisfaction level based on their job responsibility. Excellent Managers ( Admin ) 2 Good 1 Average 1 Poor 0 Very Poor 0

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Production Managers Assistant Managers Supervisors Floor shop employees

3 2 1 5

1 1 1 5

1 1 1 4

1 0 2 6

0 3 3 5

FIG X

INTERPRETATION:
From fig X we can notice that 26% employee feel that the job responsibility given to them is excellent . 18% state its good,16% says that responsibility given to is average,18 % says poor.40% of the employees feel that they are overloaded with lot of responsibility in their job and they also feel that their salary is less when comparing with their responsibility given to them and its is main reasons which leads to 40 % dissatisfaction among employees.

Table 12: Respondents Satisfaction level on independence in their job:

Respondents Satisfaction level on independence in their job. Excellent Managers ( Admin ) 2 Good 1 Average 1 Poor 0 Very Poor 0

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Production Managers Assistant Managers Supervisors Floor shop employees

1 1 1 5

2 1 1 4

1 1 1 6

1 1 2 4

1 3 3 6

FIG X1

INTERPRETATION:
We can notice in figure X1 that 20 % of employee feel that the job independence in the company is excellent, 18% feels the job independence in the company is good, 20% says job independence is average ,42% of employees feels that their job independence is not up to their satisfaction level, the employees feels they don't get any chance to put their knowledge independently into their the job.

Table13 : Respondents overall job satisfaction level in Appaswamy:

Respondents overall satisfaction in appaswamy. Excellent Managers ( Admin ) 1 43 Good 1 Average 2 Poor 0 Very Poor 0

Production Managers Assistant Managers Supervisors Floor shop employees

1 1 0 4

1 1 1 3

2 3 4 10

1 1 2 5

1 1 1 3

FIG X11

INTERPRETATION:
From Fig X11 we can notice the overall satisfaction in Appasamy,the majority of the employees says their overall satisfaction in Appasamy is average and 30 % state their overall satisfaction is not up to their satisfaction level, some factors directly influences on the overall satisfaction of employees in Appasamy associates.

5.2. Ranking the work life factors using weighted average method:
FACTORS Salary provided Promotional opportunities Total score 193 178 average 3.86 3.56 Rank 2 5

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Benefits provided Relationship with co worker Relationship with supervisors Skill utilization Learning new skills Environment Resources provided in time Job responsibility Job independence Overall satisfaction Appaswamy in

155 178 186 161 193 217 166 154 145 150

3.1 3.56 3.72 3.22 3.86 4.34 3.32 3.08 2.9 3

7 5 4 6 2 1 5 8 10 9

INTERPRETATION:
Here weighted average analysis is used find average mean with their factors corresponding weights and rank according to their average mean.
The above table state the environment and the salary provided by the Appasamy is good ,so

that two factors ranked in top two position.

But in case of job independence and job responsibility satisfaction of employee is not too good ,so this two factors affects the overall satisfaction of the employees in Appasamy.

5.3. Determination of employee satisfaction index:

Employee satisfaction index is used to determine the satisfaction index of the employee in the

company.

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 In Appasamy associates the employee satisfaction index value is 70%.

If the 70% of sample is satisfied ,the organization is achieved to meet their employee satisfaction level.

If it is less than 70%,the organization has failed to maintain their employee satisfaction level.

Employee satisfaction index table Total no samples 50 In percentage Above 70% 40 80% Below 70% 10 20%

INTERPRETATION:
The above table shows the satisfaction level of 50 employee's in appasamy associates. We

can assume that 80% of employees that is 40 of them are well satisfied with appasamy and 20% that is 10 employees were not that much satisfied.
But the Appasamy associates achieved ESI target .That is more than 70% of the employee

are satisfied with Appasamy associates.

5.4. ONE WAY ANALYSIS TEST:

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Comparing independent factors with Pay and promotional factors: H0-Null hypothesis- There is no difference between designation, age, experience and the pay and promotional factors. H1-Alternate hypothesis-- There is difference between designation, age, experience and pay and promotional factors.

Sum of Squares df Designation Between Groups Within Groups Total Age Between Groups Within Groups Total experience Between Groups Within Groups Total 12.232 79.048 91.280 4.844 58.536 63.380 5.982 47.298 53.280 9 40 49 9 40 49 9 40 49

Mean Square F 1.359 1.976 .538 1.463 .665 1.182 .562 .368 .688

Sig. .715

.944

.819

Independent factors like designation, age and experience are compared with pay and

promotional factors. INTERPRETATION: From the above table, we can infer that the calculated value is more than the table value (i.e. all calculated values>0.05) hence reject alternative hypothesis. Hence there is no difference between designation, age and experience factors and the pay and promotional factors.

Comparing independent factors with work relationship in Appaswamy:

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H0-Null hypothesis- There is no difference between and the designation, age, experience and work relationship factors. H1-Alternate hypothesis-- There is difference between designation, age, experience and work relationship factors.

Sum of Squares Designation Between Groups Within Groups Total Age Between Groups Within Groups Total experience Between Groups Within Groups Total 13.734 77.546 91.280 13.910 49.470 63.380 8.987 44.293 53.280

df 7 42 49 7 42 49 7 42 49

Mean Square 1.962 1.846 1.987 1.178 1.284 1.055

F 1.063

Sig. .404

1.687

.138

1.217

.315

Independent factors like designation, age and experience are compared with work relationship.

INTERPRETATION: From the above table, we can infer that the calculated value is more than the table value (i.e. all calculated independent values>0.05) hence reject alternative hypothesis. Hence there is no difference between age, designation and experience and the work relationship factors

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Comparing independent factors with use of employee's skills and ability:

H0-Null hypothesis- There is no difference between designation, age, experience and the skills and ability. H1-Alternate hypothesis-- There is difference between designation, age, experience and the skills and ability factors. Sum Squares Designation Between Groups Within Groups Total Age Between Groups Within Groups Total experience Between Groups Within Groups Total 23.045 68.235 91.280 7.199 56.181 63.380 7.724 45.556 53.280 of Df 8 41 49 8 41 49 8 41 49 .965 1.111 .869 .550 .900 1.370 .657 .726 Mean Square F 2.881 1.664 1.731 Sig. .120

Independent factors like designation, age and experience are compared with use of skills and abilities.

INTERPRETATION: From the above table, we can infer that the calculated value is more than the table value (i.e. all calculated values independent >0.05) hence reject alternative hypothesis. Hence there is no difference between designation, age and experience factors and the skills and ability

Comparing independent factors with environment and infrastructure:

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H0-Null hypothesis- There is no association between designation, age, experience and the environment and infrastructure. H1-Alternate hypothesis-- There is association between designation, age, experience and the environment and infrastructure. Sum of Squares Df Designation Between Groups Within Groups Total Age Between Groups Within Groups Total experience Between Groups Within Groups Total 17.602 73.678 91.280 11.148 52.232 63.380 7.603 45.677 53.280 6 43 49 6 43 49 6 43 49 1.267 1.062 1.193 .328 1.858 1.215 1.530 .192 Mean Square F 2.934 1.713 1.712 Sig. .141

Independent factors like designation, age and experience are compared with environmental and infrastructure.

INTERPRETATION: From the above table, we can infer that the calculated value is more than the table value (i.e. all calculated values independent >0.05) hence reject alternative hypothesis. Hence there is no difference between designation, age ,experience and environment and infrastructure.

Comparing independent factors with work activity of employee in Appaswamy:

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H0-Null hypothesis- There is no a between designation, age, experience and the employee activities. H1-Alternate hypothesis-- There is association between designation, age, experience and employee activities.

Sum of Squares Designation Between Groups Within Groups Total Age Between Groups Within Groups Total experience Between Groups Within Groups Total 9.224 10.250 19.474 12.953 33.600 46.553 4.228 9.167 13.395

df 12 25 37 12 25 37 12 25 37

Mean Square .769 .410 1.079 1.344 .352 .367

F 1.875

Sig. .090

.803

.645

.961

.508

Independent factors like designation, age and experience are day today working activities.

INTERPRETATION: From the above table, we can infer that the calculated value is more than the table value (i.e. all calculated independent values>0.05) hence reject alternative hypothesis. Hence there is no difference between designation, age, experience and the employee activities.

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CHAPTER 6 FINDINGS & SUGGESTIONS &CONCLUSION

6.0. Findings , suggestions and conclusion:

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6.1 Findings:

The employee's of Appasamy associates feels the presents benefits provided by Appaswamy associates is not satisfying in any ways.

The employees feel's that they are overloaded with lot of responsibility in their job.

Most of the employees feel's that they are always dependent on their super ordinates in their jobs. The employees feels that they don't get any space to express their ideas into their job.

Employee factors Satisfaction Index S. No. 1 2 3 Concentration Benefits provided Job responsibility Job independence ESI 3.1 3.08 2.9 MAX Index Value 5 5 5 % Level f Satisfaction 62% 61% 58% Target % 70% 70% 70%

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6 .2. Suggestions: The Appasamy associate can provide employees some fringe benefits like Canteen facilities ,Cab facilities, over time salary etc.

The company can form a peer group so that employees may feel that they are not overloaded with lot of responsibilities in their job .

The company can organize a meeting at least every month, so that all the employees so the Appasawmy can share their independent ideas and implement if its beneficial to organization. .

6.3. CONCLUSION:By knowing the key elements for job satisfaction, Appasamy can choose to take control and make the changes employee need to feel that they are really satisfied and motivated by what they do. Make some small change at work day today life that makes employee to feel good or different - build on that change and create a satisfying environment for the employee.

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CHAPTER -7 BIBLIOGRAPHY

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7.0 BIBLIOGRAPHY

BOOKS:

Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition.

Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw HillPublication Company Ltd. Page no. 81-136,171,179,267,284.

Chhabra. , T. N. Human Resource Management ,Dhanpat Rai Co(P)Ltd.India,ninth edition.

Paneerselvam.R., Research Methodology Methods and Techniques, Second Edition, Tata MC GRAW- Hill Publishing Company limited, Bombay, 2006.

WEBSITES:

www.appasamy.com/coms2/product-compint-0000950756-page.html www.HRclient.org/ www.ask.com-/meaning-satisfaction/history http://www.wikipedia.comhttp://www.appasamy.com http://www.scribd.com

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