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CHAPTER-I

INTRODUCTION OF RESEARCH DESIGN

1.1 INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.

Job can be influenced by variety of factors like quality of ones relationship with their

supervisor, quality of physical environment in which they work, degree of fulfillment in

their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific

likes and dislikes experienced in connection with the job- their evaluation may rest largely

upon ones success or failure in the achievement of personal objective and upon perceived

combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employees

feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

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Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Job satisfaction is also linked with a healthier work force and has been found to be a good

indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have 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 by-product of the group, while job satisfaction is more an individual state of

mind.

1.2 STATEMENT OF THE PROBLEM

In JPR Company, past six months productivity is decreased due to various reasons .For the

following reasons we choosed the study on job satisfaction.

Communications in the management process.

Do people really like their jobs? Definitely, everyone knows from the news about

dissatisfied workers going on strike or even acting violently toward their supervisors,

directors, but overall people are quite satisfied with their jobs. But in JPR , people generally

aren't satisfied with their job. The reason lays in lack of job choices and payment. People do

their job without any satisfaction because they have to earn some money to survive.

I think that the main reasons why the people in Uzbekistan are not satisfied with the work

they do are the absence of good knowledge of management in the organizations and

corruption. As we got knowledge from the "Organizational behavior" course, we know that

job satisfaction influences on employee performance within the organization and

organization's

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1.3 REASON FOR CHOOSING THE STUDY.

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 andoccupational success are major factors in personal satisfaction, self-respect, self-esteem, and

self-development. To the worker, job satisfaction brings a pleasurable emotional state that

often leads to a positive work attitude. A satisfied workeris 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 ofworking 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. 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.

1.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

1. To study the level of job satisfaction among the employees of in JPR furnace and

steels pvt Ltd.

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2. To study the methods of measuring job satisfaction of in JPR furnace and steels pvt

Ltd.

3. To identify communication between employees and management

1.5 HYPHOTHESIS

To satisfy the objectives framed for the study the following hypothesis are framed and

tested.

To satisfy the first objective the following hypotheses were framed and tested.

There is no significant difference exist between respondent opinion about the important

level of organization to employee

To satisfy the second objective the following hypotheses were framed and tested.

i) There is a significant difference exist between respondent opinion about hours worked

each week under general working conditions.

ii) Regarding the flexibility in scheduling there is no significant difference of employees

under general working condition.

To satisfy the third objective the following hypotheses were framed and tested.

There is no significant difference exist between respondent opinion about the coordination

among the employee

1.6 RESEARCH METHODOLOGY

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1.6.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process

followed by the collection, recording, tabulation and analysis and drawing the conclusions.

The problem formulation starts with defining the problem or number of problems in the

functional area. To detect the functional area and locate the exact problem is most important

part of any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions to

determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for the

purpose of generalizing to extend, correct or verify knowledge, whether that knowledge

aids in construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of

finding solution to a problem is research.

1.6.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence it

should be carefully constructed. Structured questionnaire consist of only fixed alternative

questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All

questions are closed ended.

1.6.3 SAMPLING

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Sample Population

There are totally 350 employees are working in that organization

Sample size

Out of total strength the total samples taken amongst workers i.e. 30 respondents

Sampling area

The research was conducted at JPR furnace and steels pvt Ltd.

Sampling method

The research was made by the survey in accordance to the convience of the employees. So

the sample type is convenient sampling

1.6.4Tools used for Analysis:

Contact instrument

A structured closed ended questionnaire is used and the type of questions are dichotomous

and likert scale

Contact Method

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The research was conducted by contact instruments like questionnaire, interview and

observation. The information was collected from both plant workers as well as from

management staffs

1.6.5 Data Analysis Techniques:

The data is analyzed through simple analysis technique. The data tool is percentage method

Percentage method is used in making comparison between two or sense of data. This

method is used to describe relationship

Percentage of respondents = no of respondents/ total no respondents*100

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 30 employees.

1.6.6 DATA COLLECTION

The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for the

study, the researcher should keep in mind two types of data viz. Primary and secondary

data.

Primary Data: -

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The primary data are those, which are collected afresh and for the first time and thus

happen to be original in character. The primary data were collected through well-designed

and structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else

and passed through statistical process. The secondary data required of the research was

collected through various newspapers, and Internet etc.

1.7 SCOPE OF THE STUDY

1. Job satisfaction is an important output that employees work for organization

2. It comprises of extrinsic and intrinsic factors and helps maintain an able and willing

work forces

3. It is an interesting and significant area for conducting research

4. the study made on the topic of job satisfaction will reveal the factor of feelings of

employees

5. This report is useful to the management of the company to know the satisfaction

level of employees and they can take measures to increase productivity

6. This report may be useful to management students for reading, and may be useful in

preparing their report on job satisfaction.

1.8. LIMITATIONS OF STUDY

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1. The study was restricted to JPR furnace AND steels pvt Ltd only and other being

the time as constraint

2. Due to the time limitation research could not be made more detailed

3. Due to confidentiality of some information accurate response was not revealed by

some of the respondents

4. Some of the respondents reply may be biased

5. Respondents had marked the answers in questionnaire which may be socially

incorrect irrespective of their actual feelings.

CHAPTER-2

REVIEW OF LITERATURE

2.1 INTRODUCTION

The study encompasses various components and dimension and human resources

management and human resource behavior creating employee job satisfaction. This study

combines the theoretical aspects with the practical knowledge gained through primary data.

The term employee satisfaction figures prominently in any discussion on management of

human resource. Dr.K.Ashwathappa quotes some important definition on employee job

satisfaction in his book organizational behavior.

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Job satisfaction is a pleasurable or positive emotional state resulting from the

appraisal of ones job or job experience.

Job satisfaction as a set of favorable or unfavorable feeling with employee views

their work.

Job satisfaction is defined as the overall positive affect or feeling that individuals

have towards their job.

Job satisfaction is dynamic; it can decline even more quickly than that it developed.

Managers therefore, cannot establish the condition leading to high satisfaction now

and then neglect it, for employees needs may change suddenly.

2.2 SIGNIFICANCE OF EMPLOYEE JOB SATISFACTION

Employee Satisfaction Theorys the core Self-Evaluations theory A.Judge in 1998.

Judge argued that are four core Self-Evaluations that determine ones disposition towards

employee satisfaction: Self-esteem, general Self-efficacy, locus of control, and Neuroticism.

This model states that higher levels of self-esteem (the value one places on his/he self) and

general self-efficacy (the belief in ones own competence) lead to higher work satisfaction.

Frederick Herzbergs two factor theory (also known as Motivation Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace this theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. An employees motivation to work is continually related to employee

satisfaction of a subordinate. Motivation can be seen as an inner force that drivers

individuals to attain personal and organizational goals

(Hokinson, Porter, & Wrench, p.133) motivating factors are those aspects of the job that

make people wanted to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities. These motivating factors

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considered to be intrinsic to the job, of the work carried out. Hygine factors include aspects

of the working environment such as pay, company policies, supervisory practices, and other

working conditions.

Hackman & Oldham proposed the job characteristics model, which is widely used as a

framework to study how particular job characteristics impact on job 0utcomes, including

employee satisfaction. The model states that there are five core job characteristics (skill

variety, task significance, autonomy, and feedback) which impact three critical

psychological states (experienced meaningfulness, experienced responsibility for outcomes,

and knowledge of the actual results), in turn influencing work outcomes (employee

satisfaction, absenteeism, work motivation, etc).

Communication overload and communication under load (farca, monge, & russel,

1977). Individuals in an organization can experience communication over-load and

communication under load which can affect their level of employee satisfaction.

Communication overload can occur when an individual receives too many messages in a

short period of time which can result in unprocessed information of when an individual

faces more complex messages that are more difficult to process.

(Farace, Monge, &Russel, 1997), due to this process, given an individuals style of

work and motivation to complete a task, when more inputs exist than put, the individual

perceives a condition of overload (krayer, k. J., & westbrook, l., p. 86) which can be

positively or negatively related to employee satisfaction. In comparison, communication

under load can occur when messages or inputs are sent below the individuals ability to

process them.

Superior-subordinate communication ( burgoon, buller, & woodall, 1996). Superior-

subordinate communication is an important influence on employee satisfaction in the

workplace. The way in which subordinates perceive a supervisors behavior can positively

or negatively influence job satisfaction. Communication behavior such as facial expression,

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eye contact, vocal expression, and body movement is crucial to the superior-subordinate

relationship (teven, p. 156). Nonverbal messages play a central role in interpersonal

interactions with respect to impression formation, deception, attraction, social influence,

and emotional expression employee satisfaction from their subordinates in the workplace.

Mood and emotions form the affective element of employee satisfaction. (welss and

cropanzano, 1996). Moods tent to be longer lasting but often weaker states of uncertain

origin, while emotions are often weaker states of uncertain prigin, while emotions are often

more intense, short-lived and have a clear object or cause. There is some evidence in the

literature that moods are related to overall employee satisfaction. Positive and negative

emotions were also found to be significantly related to overall employee satisfaction

frequency of experiencing net positive emotion will be a better predictor of overall

employee satisfaction than will intensity of positive emotion when is experienced. The

understanding of how emotion regulation relates to employee satisfaction concerns two

models.

The employee descriptive index (jdi), created by smith, Kendall, &hulin (1969), is a

specific questionnaire of employee satisfaction that has been widely used. It measures ones

satisfaction in five facets: pay, promotions and promotion opportunities, cowards,

supervision, and the work itself. The scale is simple, participants answer either yes, no, or

cant decide (indicated by ?)N in response to whether given statements accurately describe

ones job.

CHAPTER-III

ORGNIZATION PROFILE

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3.1 COMPANY PROFILE

JPR Steels and furnace pvt ltd was established in 2005 by JET ASSOCIATES with

Constant effort & dedication it has grown into one of the finest & most reliable company.

With testing lab built in house, has facilitated in constant checking of material at every

stage, ensuring the quality.

JPR.Steels and furnace pvt ltd also has social responsibilities which are aimed in welfare of

the workers and other people engaged with the company & it believes in constant growth

along with the company.

Always emphasizing on improvement of quality & always improving the planning method

in all areas to deliver the product with in the shortage possible period of time with the finest

quality.

3.1.1 Mission Statement

JPR steels aims to render the best services at normal cost to its members to increase

production and produce good quality steel by paying remunerative price throughout the

year, thereby improving their economic and social condition while ensuring high quality

steels to the delighted level of the consumers at competitive price

3.1.2 Vision Statement

The union thrives hard to adopt the modern and eco friendy technologies to produce steels

and steel related products of international standards to make our presence prominent in the

global market

3.1.3 Quality Policy

JPR steels is the committed to the upliftment of its producers surplus member by

supporting them to produce surplus steels of good quality and continually satisfy customer

expectations and timely delivery of good quality steels meeting to legal standards by

developing an healthy relationships with the suppliers and motivating the work force to

adhere to good manufacturing practices

3.1.4 Aims And Objectives

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JPR steels is completely an autonomous body consisting of representatives from steel

manufacturers as policy makers

1. To provide continuous and remunerative market for the surplus steels in the market

2. To supply quality steels to customers in the market at a competitive price

3. To provide the technical inputs necessary to produce good quality steels and to facilitate

increase in steel yield

4. To prevent the middle men in the steel business and to increase their returns

3.1.5 Departments

Mill : production manager, foremen, floor incharge and workers

Stores : store keeper and stores incharge

Maintenance : crane operators and house keeping

Electrical : foremen and electricians

Admin : accounts and record keeping

Chemical Lab : quality assurance and quality checker

Transport : incharge drivers and maintenance

3.2 PRODUCT PROFILE

3.2.1. Blue Tempered & Polished

SAE/AISI 1095 Spring Steel

Hardened, tempered, & polished steel designed to meet the most exacting requirements.

Top

Quality can be counted on coil after coil. Recommended for various types coiled and flat

mechanical springs.

TYPICAL ANALYSIS: C .90/1.04 Mn .30/.50 P .025 max. S .050 max Si.15/.30

TYPICAL HARDNESS: Rockwell C 48-51

TYPICAL APPLICATIONS: Ignition vibrator springs, springs for timing devices, springs

for electrical & electronics applications, tapes, & rules

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FINISH: Deep blue, polished

AVAILABLE FORMS: Stock size sheets and coils. Material may also be Slit, Sheared,

Laser Cut, Leveled, Blanked, Edged, De burred, and/or Re flattened to your specifications.

3.2.2. Cold Rolled Spheroidized Annealed

SAE/AISI 1095 Spring Steel

This material has the highest elastic limit and fatigue values of the commonly used spring

steels.

It is particularly suitable for high quality intricate shapes that cannot be formed from

pretempered

Steel. This is a top quality material that is rolled to the closest possible gauge tolerances.

Generally used where SAE hardening and tempering after forming is desired, but fatigue

Values and

Elastic limits are not critical. Good grain structure makes this type of annealed spring

Steel adaptable for forming with or against the grain with good hardening qualities.

Standard Specifications: ASTM A682 & A684, AMS 5121,

.

Typical Analysis: C .90/1.04 Mn .30/.50 P .020 max. S .025 max Si.15/.30

Typical Hardness: Rockwell B 88 max.

Typical Applications: Flat & coil springs, hand tools, rule dies, cutting blades,

Knives, scrapers, & trowels

Available Forms: Stock size sheets and coils. Material may also be slit,

Sheared, Laser Cut, Leveled, Blanked, Edged, Deburred,

And/or Reflattened to your specifications.

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CHAPTER-IV

JOB SATISFACTION

4.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from

the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of

ones job. An effective reaction to ones job.

Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in three

areas namely: Specific job factors, Individual characteristics, Group relationship outside the

job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,

towards the related factors and towards the life in general.

Glimmer

Job satisfaction is defined as any contribution, psychological, physical, and environmental

circumstances that cause a person truthfully say, I am satisfied with my job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is

satisfying his various needs Mr.

Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal

of ones job or job experiences.

Locke

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4.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35

studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is

combination of psychological, physiological and environmental circumstances. That causes

a person to say. I m satisfied with my job. Such a description indicate the variety of

variables that influence the satisfaction of the individual but tell us nothing about the nature

of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,

personal adjustment & social requirement. Morse (1953) considers Job satisfaction as

dependent upon job content, identification with the co., financial & job status & priding

group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These

studies (1924-1933), primarily credited to Elton Mayo of theHarvard Business School,

sought to find the effects of various conditions (most notably illumination) on workers

productivity.

These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay, which

paved the way for researchers to investigate other factors in job satisfaction.

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Scientific management(aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book

contributed to a change in industrial production philosophies, causing a shift

from skilled labor andpieceworktowards the more modern approach ofassembly lines and

hourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became exhausted

and dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo

Munsterbergset the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from which early researchers

could develop job satisfaction theories.

4.3 IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and

a predictor of work behavior such as organizational, citizenship, Absenteeism,

Turnover.

Job satisfaction can partially mediate the relationship of personality variables and

deviant work behavior.

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http://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with the life

tends to be satisfied with their jobs and the people who are satisfied their jobs tends

to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is

directly related to one another. Thus it can be said that, A happy worker is a

productive worker.

It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the organization.

4.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that can 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 Herzbergs (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.

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Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of

their effort for very long. Though fear is a powerful motivator, it is also a temporary one,

and also as soon as the threat is lifted performance will decline.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Job satisfaction is also linked with a healthier work force and has been found to be a good

indicator of longevity.

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.

4.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or

her own satisfaction and well being on the job. The following suggestions can help a worker

find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This

often leads to more challenging work and greater responsibilities, with attendant increases

in pay and other recognition.

Develop excellent communication skills. Employers value and rewards 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 relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations

and often results 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.

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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 help to give meaning to ones existence, thus playing

a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management

techniques.

4.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies

himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed

various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the

work regardless of where the work was performed.2. Supervision

This aspect of job satisfaction pertains to relationship of worker with his immediate

superiors. Supervision, as a factor, generally influences job satisfaction.

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3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same way

as other physical working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for work

done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of

economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for

continued employment, either within the same company or within same type of work

profession.

7. Company & management

It includes the aspect of workers immediate situation, which is a function of

organizational administration and policy. It also involves the relationship of employee

with all company superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same

or nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in any direction

within the organization. Terms such as information of employees status, information on

new developments, information on company line of authority, suggestion system, etc,

are used in literature to represent this factor.

10. Benefits

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It includes those special phases of company policy, which attempts to prepare the

worker for emergencies, illness, old age, also. Company allowances for holidays, leaves

and vacations are included within this factor.

4.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of losing their job.

4.8 EFFECTS OF LOW JOB SATISFACTION

1. High Absenteeism

Absenteeism means it is a habitual pattern of absence from duty or obligation.

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If there will be low job satisfaction among the employees the rate of absenteeism

will definitely increase and it also affects on productivity of organization.

In the above diagram line AB shows inverse relationship between job satisfaction and rate

of turnover and rate of absenteeism.

As the job satisfaction is high the rate of both turns over and absenteeism is low and vises a

versa.

2. High Turnover

24

High

Lo

w

low High

J

o

b

s

a

ti

s

fa

c

ti

o

n

Rate of turnover and absences

A

B

Fig. No. 1 Curve showing relationship between job satisfaction and rate of turnover

and absenteeism.


25/89

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3. Training Cost Increases

As employees leaves organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training expenditure will increases.

4.9 INFLUENCES ON JOB SATISFACTION

There is no. of factors that influence job satisfaction. For example, one recent study even

found that if college students majors coincided with their job, this relationship will predict

subsequent job satisfaction. However, the main influences can be summarized along with

the dimensions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related to

the job characteristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most important

ingredients of a satisfying job uncovered by survey include interesting and challenging

work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognized to be a significant, but complex, multidimensional factor

in job satisfaction. Money not only helps people attain their basic needs bedevil need

satisfaction. Employees often see pay as a reflection of how management views their

contribution to the organization. Fringe benefits are also important.

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If the employees are allowed some flexibility in choosing the type of benefits they prefer

within a total package, called a flexible benefit plan, there is a significant increase in both

benefit satisfaction and overall job satisfaction.

Promotions

Promotional opportunities are seem to be having a varying effect on job satisfaction. This is

because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good

worker. In other words, if management could keep the entire workers happy, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relationship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the cause of performance.

This proposition says that efforts in a job leads to rewards, which results in a certain

level of satisfaction .in another proposition, both satisfaction and performance are

considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction affects

employee turnover, and consequently organization can gain from lower turnover in

terms of lower hiring and training costs. Also research has shown an inverse relation

between job satisfaction and absenteeism. When job satisfaction is high there would be

low absenteeism, but when job satisfaction is low, it is more likely to lead a high

absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

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4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as persons and

as bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to morale

and morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a

drive to perform, where as satisfaction reflects the individuals attitude towards the

situation. The factors that determine whether individual is adequately satisfied with the job

differs from those that determine whether he or she is motivated. The level of job

satisfaction is largely determined by the comfits offered by the environment and the

situation. Motivation, on the other hand is largely determine by value of reward and their

dependence on performance. The result of high job satisfaction is increased commitment to

the organization, which may or may not result in better performance.

A wide range of factors affects an individuals level of satisfaction. While organizational

rewards can and do have an impact, job satisfaction is primarily determine by factors that

are usually not directly controlled by the organization. a high level of job satisfaction lead

to organizational commitment, while a low level, or dissatisfaction, result in a behavior

detrimental to the organization. For example, employee who like their jobs, supervisors, and

the factors related to the job will probably be loyal and devoted. People will work harder

and derive satisfaction if they are given the freedom to make their own decisions.

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4.10 MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in

the organization given by different authors.

List of all the theories and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)

Dispositional Theory( Timothy A. Judge 1988)

Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

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4.10.1 MODEL OF FACET OF JOB SATISFACTION

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 proposed a model of facet satisfaction. This model is applicable to

understand what determines a persons satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a persons perception of

what rewards he receives. His perception influenced by his perception of what his referent

others receive. The higher outcome level of his referent other the lower his outcome level

will appear. This model also focuses on his perception on reward level.

29

Skill

ExperienceTraining

Efforts

AgeSeniority

Education

Co loyaltyPast

performanceLevel

DifficultyTime span

Amount of

responsibility

Perceived

outcome of

referent others

Actualoutcome

received

Perceived personaljob inputs

Perceived inputs

& outcomes ofreferent others

Perceived job

characteristics

Perceived

amount that

should bereceived (a)

Perceivedamount

received

(b)

a=bsatisfaction

a>b

dissatisfactiona


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4.10.2 AFFECT THEORY

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/arent

met. When a person values a particular facet of a job, his satisfaction is more greatly

impacted both positively (when expectations are met) and negatively (when expectations

are not met), compared to one who doesnt value that facet. To illustrate, if Employee A

values autonomy in the workplace and Employee B is indifferent about autonomy, then

Employee A would be more satisfied in a position that offers a high degree of autonomy

and less satisfied in a position with little or no autonomy compared to Employee B. This

theory also states that too much of a particular facet will produce stronger feelings of

dissatisfaction the more a worker values that facet.

4.10.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

toward a certain level of satisfaction, regardless of ones job. This approach became a

notable explanation of job satisfaction in light of evidence that job satisfaction tends to be

stable over time and across careers and jobs. Research also indicates that identical twins

have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four

Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem,

general self-efficacy,locus of control, and neuroticism. This model states that higher levels

of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones

own competence) lead to higher work satisfaction. Having an internal locus of control

30
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(believing one has control over her\his own life, as opposed to outside forces having

control) leads to higher job satisfaction. Finally, lower levels ofneuroticism lead to higher

job satisfaction

4.10.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick HertzbergsTwo-factor theory(also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. Motivating factors are those aspects of the job that make people want

to perform, and provide people with satisfaction. These motivating factors are considered to

be intrinsic to the job, or the work carried out. Motivating factors include aspects of the

working environment such as pay, company policies, supervisory practices, and other

working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact Furthermore, the

theory does not consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors.. Finally, the model

has been criticized in that it does not specify how motivating/hygiene factors are to be

measured]

4.10.5 JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed theJob Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity, task

significance, autonomy, and feedback) which impact three critical psychological states

(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of

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the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work

motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score

(MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support

for the validity of the JC

4.10.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparison between various organizational

terms and conditions at managerial level and also the organization at a large.

Satisfaction With Human Resources Management Policies Of The Organization:

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I innovativeness is encouraged to meet business problems.

Satisfaction With Supervision

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6. Individual initiative is encouraged

Satisfaction With Compensation Levels

1. Overall I am satisfied with the companys compensation package

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2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

Satisfaction With Task Clarity

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

Satisfaction With Career Development

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

4.10.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular rating

scale used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension identified by

Smith, Kendall, Hulling.

Porter Need Identification Questionnaires: It is used only for management personnel

and revolves around the problems and challenges faced by managers.

4.10.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job

satisfaction. It involves asking employees to described incidents on job when they were

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particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their

contents and identifying those related aspects responsible for the positive and negative

attitudes.

4.10.9 PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job attitudes.

The main advantage in this method is that additional information or clarifications can be

obtained promptly.

4.10.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering

information on how they feel like behaving with respect to certain aspects of their jobs.

This method provides employees more opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that contributed to

job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

3. His relatives status in the social & economic group with which he identifies

himself.

4. The nature of work in relation to the abilities, interest & preparation of the

workers.

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflict.They are concern with Job satisfaction or general job attitudes with

the employees.

Philip apple white has listed the five major components of Job satisfaction .as

1. Attitude towards work group.

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2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individuals state of mind about the

work itself and about the life in general .the individuals health, age, level of aspiration.

Social status and political & social activities can all contribute to the Job satisfaction. A

persons attitude toward his or her job may be positive or negative.

4.10.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing of

the work so as to relate the contents of the job to the capacity, actual and potential, of

workers. Job enlargement is oblivious forerunner of the concept and philosophy of job

design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and different tasks to a

specialized job. It may widen the number of task the employee must do that is, add variety.

When additional simple task are added to a job, the process is called horizontal job

enlargement. This also presumably adds interest to the work and reduces monotony and

boredom.

To check harmful effects of specialization, the engineering factors involved in each

individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so

that there will be more lines and fewer workers on each line. Moreover, instead of assigning

one man to each job and then allowed to decide for himself how to organize the work. Such

changes permit more social contacts and greater control over the work process.

4.10.12 JOB ROTATION

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Job rotation involves periodic assignments of an employee to completely different sets of

job activities. One way to tackle work routine is to use the job rotation. When an activity is

no longer challenging, the employee is rotated to another job, at the same level that has

similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through systematically

moving workers from one job to another. This practice provides more varieties and gives

employees a chance to learn additional skills. The company also benefits since the workers

are qualified to perform a number of different jobs in the event of an emergency.

4.10.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he wishes will lend

variety to his work. Further if workers are permitted to change their pace that would give

them a sense of accomplishment.

4.10.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both

morale and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts

CHAPTER-V

DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through tabulation and drawing

statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the form

of tables after analyzing the data; the researcher should have to explain the findings on the

basis of some theory. It is known as interpretation.

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The data has been collected from 30 employees of JPR furnace and steel pvt ltd through

questionnaire the data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various

summery tables were prepared. They have been presented along with their interpretation in

this manner.

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(Sources: computed primary data)

Interpretation:

Table 5.1 shows age of the respondents at JPR furnace and steels pvt Ltd, kunnavakkam.

56.7 percentages of the respondent are in the age group of 25-35, 36.7 percentage of the

respondent are in the age group of 35-45, 3.3 percentages of the respondents are in the age

group of less than 25.

38

TABLE NO. 5.1

AGE OF THE RESPONDENTS

S. NO AGE NO.OF RESPONDENT PERCENTAGE TO TOTAL

12

3

4

Less than 25 1 3.325-35 17 56.7

35-45 11 36.7

45-55 1 3.3

Total 30 100.0


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Interpretation:

Table 5.2 shows gender of category respondents at JPR furnace and steels pvt Ltd,

kunnavakkam 93.3percentage of the respondents are male, 6.7 percentages of the

respondents are female.

.

39

TABLE NO.5.2

GENDER OF THE RESPONDENTS

S.NO Gender NO. OF RESPONDENT PERCENTAGE TO TOTAL

1

2

Male 28 93.3

Female 2 6.7

Total 30 100.0


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Interpretation:

Table 5.3 shows income of the respondents at JPR furnace and steels pvt ltd, kunnavakkam.

36.7 percentages of the respondents are getting salary within RS. 10000-15000, 33.3

percentages of the respondents are getting salary within RS. 5000-10000, 6.7 percentage

respondents are getting salary less than 5000.

41

TABLE NO.5.3

INCOME OF THE RESPONDENTS

S.NO INCOME

NO. OF

RESPONDENTS PERCENTAGE TO TOTAL

1

2

3

4

Less than 5000 2 6.7

5000-10000 10 33.3

10000-15000 11 36.7

15000-20000 7 23.3

Total 30 100.0


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Interpretation:

Table 5.4 shows experience of the respondents at JPR furnace and steels pvt Ltd,

kunnavakkam 36.7 percentage of the respondents are experienced within 3-6 years, 33.3

42

TABLE NO.5.4

EXPERIENCE OF THE RESPONDENTS

S.NO EXPERIENCE

NO. OF


1

2

3

4

5

Less than 1 year 3 10.0

1-3 year 10 33.3

3-6 year 11 36.7

6-9 year 5 16.7

Above 9 year 1 3.3

Total 30 100.0


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percentage of the respondents are experienced within 1-3 years, 16.7 percentage of the

respondents are experienced within 6-9 years, 10 percentage of the respondents are less than

1 year, 3.3 percentage of the respondents are above 9 years.

43

TABLE NO.5.5

QUALIFICATION OF THE RESPONDENTS

S.NO QUALIFICATION

NO. OF


1

2

3

4

5

Sslc 2 6.7

Hslc 9 30.0

Graduate 10 33.3

Post graduate 4 13.3

Others 5 16.7

Total 30 100.0


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Interpretation:

Table 5.5 shows qualification of the respondents at jpr furnace and steels pvt Ltd,

kunnavakkam. 33.3 percentage respondents are graduate employee, 30 percentage

respondents are HSLC, 16.7 percentage respondents are others, 13.3 percentage respondents

are post graduate, and 6.7percentage respondents are SSLC.

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Table 5.6 shows job position of the respondents at JPR furnace and steels pvt

Ltd,kunnavakkam. 80 percentages of the respondents are worker, 13.3 percentages of the

respondents are supervisor, and 6.7percentage of the respondents are manager.

45

TABLE NO.5.6

JOB POSITION OF THE RESPONDENTS

S.NO JOB POSITION

NO.OF


1

2

3

Supervisor 4 13.3

Worker 24 80.0

Manager 2 6.7

Total 30 100.0


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TABLE NO.5.7

CROSS TABLE SOURCE EXPERIENCE AND INCOME OF THE RESPONDENTS

Income of the respondents

TotalLess than

50005000-10000

10000-15000

15000-20000

Experience Of The

Respondents

No. Of

Respondents

Percentage Of

Total

Less than 1

year

1 1 1 0 3

3.3% 3.3% 3.3% .0% 10.0%

1-3 year 0 7 3 0 10

.0% 23.3% 10.0% .0% 33.3%

3-6 year 1 2 7 1 11

3.3% 6.7% 23.3% 3.3% 36.7%

6-9 year 0 0 0 5 5

.0% .0% .0% 16.7% 16.7%

Above 9

year

0 0 0 1 1

.0% .0% .0% 3.3% 3.3%

Total 2 10 11 7 30

6.7% 33.3% 36.7% 23.3% 100.0%


The table 5.7shows the cross tabulation between the experience of the respondents and

income of the respondents. Here, 36.7 percentages of people told that income is based upon

experience.

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TABLE NO.5.8

ANOVA table shows respondent opinion about the general working conditions based

upon experience

H0: There is no significant difference exist between respondent opinion about the general

working conditions based upon experience

H1: There is significant difference exist between respondent opinion about the general

working conditions based upon experience

47

Working

condition

Sum of

squares

Degree Of

Freedom

Mean

square Frequency Sig.

Remarks

Hours worked

each week by the

respondents

Between

groups

16.024 4 4.006 3.433 .023

Within

groups

29.176 25 1.167 Significance

Total 45.200 29

Flexibility in

scheduling

Between

groups

4.021 4 1.005 1.586 .209

Within

groups

15.845 25 .634 No

significance

Total 19.867 29


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i)There is a significant difference exist between respondent opinion about hours worked

each week under general working conditions based upon their experience.(since the

significant value is less than 0.05)

ii) Regarding the flexibility in scheduling there is no significant difference of employees

opinion based on their experience (since significant value is more than 0.05)

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49

TABLE NO.5.9

ANOVA tables shows respondent opinion about the pay and promotion

potential based upon experience

H0:There is no significant difference exist between respondent opinion about

the pay and promotion potential based upon experience

H1: There is significant difference exist between respondent opinion about

the pay and promotion potential based upon experience

Pay And

Promotional

Aspects

Sum of

squares

Degree

of

freedom

Mean


Remarks

Salary Between

groups

10.497 4 2.624 2.224 .095

Within

groups

29.503 25 1.180 No

significance

Total 40.000 29

Recognition for

work

accomplished

Between

groups

11.006 4 2.752 1.922 .138

Within

groups

35.794 25 1.432 No

significance

Total 46.800 29


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i) There is no significant difference exist between respondent opinion about salary under

pay and promotion potential based upon their experience (since the significant value is

more than 0.05)

ii) Regarding the recognition for work accomplished there is no significant difference of

employees opinion based on their experience (since significant value is more than 0.05)

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There is no significant difference exist between respondent opinion about relationships with

your co-workers under work relationships based upon their experience (since the significant

value is more than 0.05)

51

TABLE NO.5.10

ANOVA tables shows respondent opinion about the work relationship

based upon experience

H0: There is no significant difference exist between respondent opinion

about the work relationships based upon experience

H1: There is significant difference exist between respondent opinion about

the work relationships based upon experience

Sum Of

Squares

Degree

Of

Freedom

Mean

Square Frequency Sig.

Remarks

Between groups 2.491 4 .623 .341 .848

Within groups 45.676 25 1.827 No

significance

Total 48.167 29


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TABLE NO.5.11

ANOVA tables shows respondent opinion about the use of skills and

abilities based upon experience

H0: There is no significant difference exist between respondent opinion

about the use of skills and abilities based upon experience

H1:There is significant difference exist between respondent opinion about

the

Use of skills and abilities based upon experience

Sum of

squares

Degreeof

freedom

Mean


Remarks

between groups 2.324 4 .581 .477 .752


significance

total 32.800 29

There is no significant difference exist between respondent opinion about opportunity toutilize your skills and talents under the use of skills and abilities based upon their

experience (since the significant value is more than 0.05)

TABLE NO.5.12

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ANOVA table shows respondent opinion about the work activities based

upon experience.

H0: There is no significant difference exist between respondent opinion about the

work activities based upon experience

H1: There is significant difference exist between respondent opinion about the

Work activities based upon experience.

Sum Of

Squares

Degree Of

Freedom

Mean

Square Frequency Sig.

Remarks

Between groups 6.352 4 1.588 1.598 .206 No

significance

Within groups 24.848 25 .994

Total 31.200 29

There is no significant difference exist between respondent opinion about variety of job

responsibilities under work activities based upon their experience (since the significant

value is more than 0.05)

.

TABLE NO.5.13

OPINION AND SUGGESTIONS

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S. No Opinion Frequency Weight Score Mean

Weight

1 Strongly

Disagree

6 3 18

2 Disagree 10 1 103 Neutral 9 2 18 2.23

4 Agree 4 4 16

5 Strongly

Agree

1 5 5

TOTAL 30 67

(SOURCE: Computer Primary Data)

As per the respondent level of agreement about considering the opinion and suggestion of

employees by management disagreed by respondent. Since the calculated value 2.23=2

Heighted Weight 2= Disagree.

TABLE NO.5.14

SUPERVISORS HAS STRONG HUMAN RELATIONS

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Weight

1 Strongly

Disagree

2 5 10

2 Disagree 4 3 123 Neutral 6 2 12 2.033

4 Agree 15 1 15

5 Strongly

Agree

3 4 12

TOTAL 30 61


From the table5.14, it is interpretated that the respondents disagree about the human relation

skill of supervisors.

TABLE NO.5.15

WORK I DO


Weight

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1 Strongly

Disagree

5 4 20

2 Disagree 6 3 18

3 Neutral 10 1 10 2.4

4 Agree 7 2 14

5 Strongly

Agree

2 5 10

TOTAL 30 72


From the table5.15, it is interpretated that the respondents disagree about the work in

organization.

TABLE NO.5.16

COMMUNICATION CHANNELS IN ORGANIZATION IS EFFECTIVE AND

ACCURATE


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Weight

1 Strongly

Disagree

0 5 0

2 Disagree 7 3 21

3 Neutral 14 1 14 1.833

4 Agree 8 2 16

5 Strongly

Agree

1 4 4

TOTAL 30 55


From the table5.16, it is interpretated that the respondents disagree about the

Communication Channels in Organization

TABLE.NO.5.17

DEPARTMENTS IN THIS ORGANIZATION CO-OPERATE


Weight

1 Strongly

Disagree

4 3 12

2 Disagree 3 4 12

57


58/89

3 Neutral 6 2 12 2.03

4 Agree 15 1 15

5 Strongly

Agree

2 5 10

TOTAL 30 61


From the table5.17, it is interpretated that the respondents disagree about the departments in

this organization co-operate

TABLE NO.5.18

ACCOMPLISHMENTS AND GOOD WORK ARE RECOGNIZED BY THE

ORGANIZATION


Weight

1 Strongly

Disagree

2 4 8

2 Disagree 2 4 8

58


59/89

3 Neutral 10 1 10 1.8

4 Agree 10 1 10

5 Strongly

Agree

6 3 18

TOTAL 30 54


From the table5.18, it is interpretated that the respondents disagree about accomplishments

and good work are recognized by the organization

59


60/89

TABLE NO.5.19

ANOVA table shows respondent opinion about the coordination among the

employee based upon experience.

H0: there is no significant difference exist between respondent opinion about

the coordination among the employee based upon experience

H1: there is significant difference exist between respondent opinions about the

coordination among the employee based upon experience.

Sum of

squares Df

Mean

square F Sig.

Remarks

I can share my

opinions and

suggestions in this

organization

Between

groups

6.264 4 1.566 1.570 .213

Within

groups

24.936 25 .997 No

significance

Total 31.200 29

My supervisor has

strong human

relations

Between

groups

6.555 4 1.639 1.528 .225

Within

groups

26.812 25 1.072 No

significance

Total 33.367 29

I like the work do Between

groups

3.952 4 .988 .709 .594

Within

groups

34.848 25 1.394

Total 38.800 29 No

significance

60


61/89

i) There is no significant difference exist between respondent opinion of i can share my

opinions and suggestions in this organization about coordination among employee based

upon experience (since the significant value is more than 0.05)

ii) There is no significant difference exist between respondent opinion of my supervisor has

strong human relations about coordination among employee based upon experience (since

the significant value is more than 0.05)

iii) There is no significant difference exist between respondent opinion of I like the work do

about coordination among employee based upon experience (since the significant value is

more than 0.05)

61


62/89

Factor analysis

TABLE NO.5.20

Kmo And Bartlett's Test

Kaiser-meyer-olkin measure of sampling

adequacy.

.511

Bartlett's test of

sphericity

Approx. Chi-square 209.787

Df 105

Sig. .000

Communalities

Initial Extraction

I am proud to work for

our company

1.000 .854

I am satisfied with the

training provided for my

current job

1.000 .902


amount of training

offered for advancement

1.000 .800

Our company is

concerned with the long

term welfare of the

employees

1.000 .849

My immediate superior

is technically competent

1.000 .849


in human relations

1.000 .721


deals with all employees

fairly

1.000 .850

62


63/89

Communalities

The communication I

received from company

is timely

1.000 .872

Our company maintains

salary levels that

compare well to other

companies in this area

1.000 .722


benefits that compares

well to their companies

in this area

1.000 .806

I feel there is adequate

opportunity for me to

move to a better job

within the company

1.000 .865

The company

recognizes the

accomplishment of

employees

1.000 .831

I receive regular job

performance feed back

1.000 .800

The company has

adequate safety and

health standard

1.000 .762

My superior recognizes

my performance

1.000 .792

63


64/89

Total variance explained

Comp

onent

Initial eigenvalues Extraction sums of squared loadings

Total % of variance Cumulative % Total % of variance Cumulative %

1 3.689 24.596 24.596 3.689 24.596 24.596

2 2.862 19.083 43.679 2.862 19.083 43.6793 1.793 11.957 55.635 1.793 11.957 55.635

4 1.455 9.703 65.338 1.455 9.703 65.338

5 1.408 9.388 74.726 1.408 9.388 74.726

6 1.066 7.108 81.834 1.066 7.108 81.834

7 .670 4.468 86.302

8 .491 3.276 89.578

9 .368 2.456 92.034

10 .318 2.123 94.157

11 .299 1.997 96.15412 .236 1.574 97.727

13 .164 1.096 98.823

14 .127 .847 99.670

15 .049 .330 100.000

64


65/89

Component matrixa

Component

1 2 3 4 5 6

I am proud to work for

our company

.752 -.070 -.364 -.298 .101 .228


training provided for my

current job

.363 .646 .134 .566 .000 -.120


amount of training

offered for advancement

.332 .496 .640 -.062 -.016 -.175

Our company is

concerned with the long

term welfare of the

employees

.273 .681 -.292 .027 -.474 .016


is technically competent

.337 -.646 .303 .080 -.329 .334


in human relations

.657 -.273 -.042 -.303 .202 -.284


deals with all employees

fairly

.285 -.600 .300 .437 .342 -.106

The communication I

received from company

is timely

.676 -.232 -.332 .317 -.119 .370


salary levels that

compare well to other

companies in this area

.611 -.199 .432 -.225 -.138 .228


benefits that compares

well to their companies

in this area

.582 -.351 .023 .464 .034 -.356

65


66/89

66


67/89

TABLE NO.5.21

ANOVA table shows respondent opinion about the important level of

organization to employee based upon income

H0: there is no significant difference exist between respondent opinion

about the important level of organization to employee based upon income

H1: there is significant difference exist between respondent opinion about

the important level of organization to employee based upon income

Sum of

squares Df

Mean

square F Sig.

Remarks

How important toyou is the type of

supervision you

receive

Betweengroups

.904 3 .301 .428 .735

Within

groups

18.296 26 .704 No significance

Total 19.200 29

How important to

you is the

performance

appraisal system

of the company

Between

groups

5.618 3 1.873 1.090 .371

Within

groups

44.682 26 1.719 No significance

Total 50.300 29

How important to

you is the training

and development

provided by the

company

Between

groups

.843 3 .281 .317 .813

Within

groups

23.023 26 .886 No significance

Total 23.867 29

How important to

you is the overall

communication

of the company

Between

groups

1.471 3 .490 .280 .839

Within

groups

45.496 26 1.750 No significance

Total 46.967 29

67


68/89

i) There is no significant difference exist between respondent opinion of how important to

you is the type of supervision you receive about the important level of organization to

employee based upon income (since the significant value is more than 0.05)

ii) There is no significant difference exist between respondent opinion of how important to

you is the performance appraisal system of the company about the important level of

organization to employee based upon income (since the significant value is more than 0.05)

iii) There is no significant difference exist between respondent opinion of how important to

you is the training and development provided by the company about the important level of

organization to employee based upon income (since the significant value is more than 0.05)

iv) There is no significant difference exist between respondent opinion of how important to

you is the overall communication of the company about the important level of organization

to employee based upon income (since the significant value is more than 0.05)

68


69/89

69

TABLE NO.5.22

ANOVA tables shows respondent opinion about the appraisal of employee based

upon experience

H0: there is no significant difference exist between respondent opinion about the

appraisal of employee based upon experience

h1: there is significant difference exist between respondent opinion about the appraisal

of employee based upon experience

Sum of

squares Df

Mean

square F Sig.

Remarks

All things consider

job do you like your

job

Between

groups

1.685 4 .421 .532 .713 No

significa

nce

Within groups 19.782 25 .791

Total 21.467 29

All things

considered, how do

you rate your long

term career potential

with company?

Between

groups

1.318 4 .330 .242 .912


significa

nce

Total 35.367 29

How do you rate

your immediate

superior

Between

groups

11.697 4 2.924 1.696 .182


significa

nce

Total 54.800 29

How do you rate the

relationship between

the amount of

compensation you

receive and your

performance

Between

groups

3.500 4 .875 .578 .681


significa

nce

Total 41.367 29


70/89

i) There is no significant difference exist between respondent opinion of all things

considered, how do you like your job about the appraisal of employee based upon

experience (since the significant value is more than 0.05)

ii)there is no significant difference exist between respondent opinion of all things

considered, how do you rate your long term career potential with company about the

appraisal of employee based upon experience (since the significant value is more than 0.05)

iii) There is no significant difference exist between respondent opinion of how do rate your

immediate superior about the appraisal of employee based upon experience (since the

significant value is more than 0.05)

iv) There is no significant difference exist between respondent opinion of how do you rate

the relationship between the amount of compensation you receive and your performance

about the appraisal of employee based upon experience (since the significant value is more

than 0.05)

TABLE NO.5.23

QUANTITY OF WORK


Weight

1 Strongly

Agree

5 2 10

2 Agree 21 1 21

70


71/89

3 Neutral 2 3 6 1.5

4 Disagree 1 4 4

5 Strongly

Disagree

1 4 4

TOTAL 30 45


From the table5.23, it is interpretated that the respondents strongly agree about Quantity of

Work.

TABLE NO.5.24

QUALITY OF WORK


Weight

1 StronglyAgree

6 3 18

2 Agree 12 1 12

3 Neutral 8 2 16 2.067

4 Disagree 2 4 8

5 Strongly 2 4 8

71


72/89

Disagree

TOTAL 30 62


From the table5.24, it is interpretated that the respondents agree about quality of work

.

TABLE NO.5.25

AMOUNT OF TIME SPENT BY IMMEDIATE SUPERIOR


Weight

1 Strongly

Agree

4 3 12

2 Agree 16 1 163 Neutral 6 2 12 1.867

4 Disagree 2 4 8

5 Strongly

Disagree

2 4 8

72


73/89

TOTAL 30 56


From the table5.24, it is interpretated that the respondents strongly agree about amount oftime spent by immediate superior

TABLE NO.5.26

NUMBER OF APPROVALS REQUIRED GETTING A DECISI

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