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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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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.
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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.
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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
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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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(Sources: computed primary data)
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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(Sources: computed primary data)
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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(Sources: computed primary data)
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
RESPONDENTS PERCENTAGE TO TOTAL
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.
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TABLE NO.5.5
QUALIFICATION OF THE RESPONDENTS
S.NO QUALIFICATION
NO. OF
RESPONDENTS PERCENTAGE TO TOTAL
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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(Sources: computed primary data)
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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(Sources: computed primary data)
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
RESPONDENTS PERCENTAGE TO TOTAL
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%
(Sources: computed primary data)
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
square Frequency Sig.
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)
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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
square Frequency Sig.
Remarks
between groups 2.324 4 .581 .477 .752
Within groups 30.476 25 1.219 No
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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S. No Opinion Frequency Weight Score Mean
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
(SOURCE: Computer Primary Data)
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
S. No Opinion Frequency Weight Score Mean
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
(SOURCE: Computer Primary Data)
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
S. No Opinion Frequency Weight Score Mean
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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
(SOURCE: Computer Primary Data)
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
S. No Opinion Frequency Weight Score Mean
Weight
1 Strongly
Disagree
4 3 12
2 Disagree 3 4 12
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3 Neutral 6 2 12 2.03
4 Agree 15 1 15
5 Strongly
Agree
2 5 10
TOTAL 30 61
(SOURCE: Computer Primary Data)
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
S. No Opinion Frequency Weight Score Mean
Weight
1 Strongly
Disagree
2 4 8
2 Disagree 2 4 8
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3 Neutral 10 1 10 1.8
4 Agree 10 1 10
5 Strongly
Agree
6 3 18
TOTAL 30 54
(SOURCE: Computer Primary Data)
From the table5.18, it is interpretated that the respondents disagree about accomplishments
and good work are recognized by the organization
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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
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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)
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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
I am satisfied with the
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
My immediate superior
in human relations
1.000 .721
My immediate superior
deals with all employees
fairly
1.000 .850
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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
Our company maintains
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
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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
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Component matrixa
Component
1 2 3 4 5 6
I am proud to work for
our company
.752 -.070 -.364 -.298 .101 .228
I am satisfied with the
training provided for my
current job
.363 .646 .134 .566 .000 -.120
I am satisfied with the
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
My immediate superior
is technically competent
.337 -.646 .303 .080 -.329 .334
My immediate superior
in human relations
.657 -.273 -.042 -.303 .202 -.284
My immediate superior
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
Our company maintains
salary levels that
compare well to other
companies in this area
.611 -.199 .432 -.225 -.138 .228
Our company maintains
benefits that compares
well to their companies
in this area
.582 -.351 .023 .464 .034 -.356
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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
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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)
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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
Within groups 34.048 25 1.362 No
significa
nce
Total 35.367 29
How do you rate
your immediate
superior
Between
groups
11.697 4 2.924 1.696 .182
Within groups 43.103 25 1.724 No
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
Within groups 37.867 25 1.515 No
significa
nce
Total 41.367 29
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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
S. No Opinion Frequency Weight Score Mean
Weight
1 Strongly
Agree
5 2 10
2 Agree 21 1 21
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3 Neutral 2 3 6 1.5
4 Disagree 1 4 4
5 Strongly
Disagree
1 4 4
TOTAL 30 45
(SOURCE: Computer Primary Data)
From the table5.23, it is interpretated that the respondents strongly agree about Quantity of
Work.
TABLE NO.5.24
QUALITY OF WORK
S. No Opinion Frequency Weight Score Mean
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
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Disagree
TOTAL 30 62
(SOURCE: Computer Primary Data)
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
S. No Opinion Frequency Weight Score Mean
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
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TOTAL 30 56
(SOURCE: Computer Primary Data)
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