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8/6/2019 Job Satisfication
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TABLE OF CONTENTS
CHAPTE
R NO.
TITLE PAGE NO.
1. INTRODUCTION
2. COMPANY PROFILE3. COMPANY PROCESS
4. PRODUCT PROFILE
5. CONCLUSION
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1. CHAPTER I
INTRODUCTION
1.1 PROJECT PROFILE
INTRODUCTION - JOB SATISFACTION
Job satisfaction refers to an employees general attitude towards his job. Locke
defines Job satisfaction as a Pleasurable or positive emotional state resulting from the
appraisal of ones job or job experiences.
According to P.C. Smith, Job satisfaction is the persistence of feeling towards
discriminable aspect of the job .
According to Keith Davis, Job satisfaction is the favorableness or unfavorable
ness with which employees view their work if results when there is a fit between job
characteristics and the wants of employees .
According to Vroom, Job satisfaction as the positive orientation of an individual
towards the work role which he is presently occupying.
According to Stephen P. Robbins, Job satisfaction is an individuals general
attitude towards his or her job.
MOTIVATION, ATTITUDE AND JOB SATISFACTION
Motivation means willingness to work or produce. A person may be talented and
equipped with all kinds of abilities and skills but may have no will to work. Satisfaction
on the other hand, implies the positive emotional state, which may be totally unrelated to
productivity. Similarly in the literature, the terms job attitude and Job satisfaction are
inter changeable. Attitudes and pre-dispositions that make the individual behave in a
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characteristic way across situations. They are precursors to behavior and determine its
intensity and directions. Job satisfaction on the other hand, is an end-state of feelings that
may influence subsequent behavior. In this respect job attitude and Job satisfaction would
result from motivation and their morale level.
EVALUVATING JOB SATISFACTION
Before management can develop policies and practices to increase employees
satisfaction or maintain existing levels if they are found to be acceptable, information
must be obtained from the organizations work force. Management can informally
acquire some insights into satisfaction level based on impressions obtained fromemployees. Unfortunately, sometimes information gathered in this way may be
misleading. Employees are often reluctant to tell supervisors negative things about their
jobs. Moreover, such information will almost certainly be obtained from a non-
representative sample of all employees.
An accurate assessment of employees satisfaction ordinarily requires a more
formal procedure. Satisfaction surveys are often conducted to get systematic information
from employees. Satisfaction survey can provide information regarding how employees
feel about their jobs and the organization. However surveys are not completely neutral
information-gathering devices. Employees expectation may be raised simply because
employees are asked to participate in the survey process. Failure to follow up on the
survey with appropriate managerial action may result in decreased employee satisfaction
than what existed before.
Job satisfaction survey helps to find out the level of employee satisfaction and to
take collective actions if needed to improve employee satisfaction and performance.
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RELATIVE FACTORS INVOLVED IN JOB SATISFACTION
1. Nature of work
2. Working Environment
3. Working hours
4. Job security
5. Responsibility given for the job
6. Relationship with colleagues
7. Relationship with supervisors
8. Safety measures
9. Grievance handling
10. Wage rate system
11. Incentives
12. Canteen facilities
13. Bonus schemes
14. Family welfare measures
15. Medical / First Aid facilities
16. Recognition
17. Rewards
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1.2. NEED FOR THE STUDY
The resource capable of enlargement mainly is human resource. Other resources
can be utilized or less utilized, but they can never have output greater than the sum of
outputs. Human resources available can grow and develop. Human resource can be
utilized at its maximum only when they are satisfied with their job.
When an employee joins the company, various factors in and around the company
affects the mind setting of the employee either in positive or negative way. Due to change
in mind setting the employee may either change himself/herself to be active or inactive.
It is very much essential to study the impact/contribution of various factors of job
satisfaction to the employees of the organization to retain its human resource and also to
increase their productivity.
1.3. OBJECTIVES
The objectives of the study are
1. To study the existing welfare facilities provided by POLY HOSE INDIA
PRIVATE LIMITED.
2. To analyze the employees job satisfaction level in POLY HOSE INDIA
PRIVATE LIMITED.
1.4. SCOPE OF THE STUDY
The study covers only few aspects that contribute to the employee satisfaction. It
includes, safety & health measures, employee welfare, working condition, motivation
and leave procedures
Through this research, the researcher also try to give suggestions regarding
employee satisfaction.
Increase the Job satisfaction
Reduce the employees turnover
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1.5. LIMITATIONS
1. The study is applicable to POLY HOSE INDIA PRIVATE LIMITED only.
There fore it cannot be generated for other existing industries of the owner.
2. There may be personal bias of the respondents, which may affect the result of the
study.
1.6. RESEARCH METHODOLOGY
RESEARCH DESIGN
DESCRIPTIVE RESEARCH
Descriptive research method has been followed to conduct the research study.
Descriptive study is concerned with describing the particular characteristic of individual
or a group. Our study describes the satisfactory level of employees of POLY HOSE
INDIA PRIVATE LIMITED.
SAMPLING DESIGN/TECHNIQUES
The study consisted of only 125 employees. The entire population has been
covered for the study. The sampling design we used here is census method, which means
a complete enumeration of all items in the population.Since all the workers have been
surveyed, it will help in knowing the real job satisfaction level.
DATA COLLECTION METHOD
The primary source of data was collected from the employees through survey
method, considering the size of the company and time factor. The data was collected
through interview schedule on a 5-point scale questionnaire. The secondary data was
collected referring to the personnel manual of the organization.
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CHAPTER - II
REVIEW OF LITERATURE AND COMPANY PROFILE
2.1. REVIEW OF LITERATURE
Miller & Stephen1 wrote an article as Mick Jagger of The Rolling
Stones famously (if ungrammatically) lamented that he cant get no
satisfaction. But, if employees feel the same way about their jobs, it spells
trouble. Low job satisfaction has been associated with increased levels of
turnover, absenteeism and decreased productivity. To help gauge and
improve the good vibes, the society for Human Resource Managements
(SHRM) 2007 Job Satisfaction Survey Report offers insights that can help
HR professionals better understand employee preferences when developing
programs and policies.
An article on Nations Restaurant News2, a daily newspaper says, A
recent survey by the Society of Human Resource Management found that
70 percent of employees reported compensation as the most important factor
in job satisfaction. Other factors include benefits, job security, work-life
balance and workplace safety.
Koppula & Ritu3 in their said that Measurement of employee job
satisfaction at work is a construct that has been researched extensively by
business analysts and organizational psychologists. However, new
1 Miller & Stephen, HR Magazine, HR, employees vary on job satisfaction: perceptions differ on whats
important to workers August 2007.2 Nations Restaurant News, Employees say money matters when it comes to job satisfaction July 20063 Koppula & Ritu, China Staff, Is job satisfaction the ultimate measure of employee well being? April 2006
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researched extensively by business analysts and organizational
psychologists. However, new research workplace related literature is moving
away from upholding job satisfaction as the ultimate barometer to measuring
employee well-being. Ritu Koppula attempts to go beyond the discussion of
job satisfaction, and explores other equally important considerations that
engage employees to their jobs.
Bragg & Terry4 The most important factor affecting employee
satisfaction with their job is their immediate supervisor. Thats right. The
boss is the most important factor determining whether, an employee likes his
job. Perhaps not surprising, about 65 percent of employees dislike their
bosses. Consequently, many employees dislike their jobs though they like
the work they do.
Meisinger & Susan5 It is generally believed that high levels of
employee satisfaction translate into increased employee commitment,
productivity and retention for organizations. However, if employees are
dissatisfied with their jobs, trouble lies ahead. Low job satisfaction is
associated with higher levels of absenteeism, decreased productivity and
increased turnover three conditions that organizations can ill afford in
todays highly competitive search for talent.
An Article in Economic Times (New Delhi, India)6, says that, A new
international workplace survey by Kelly Services Inc has found that India
4 Bragg &Terry, Fairfield Country Business Journal, How managers can increase employee job
satisfaction. August 20025 Meisinger & Susan, HR Magazine, Job satisfaction: a key to engagement and retention. October 20076 Economic Times ( New Delhi, India), Indians rank 7 th in employee satisfaction survey. December 2006
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has one of the highest rates of employee satisfaction in the world and that
Indian employees also believe that their bosses are doing a good job. The
Kelly Global Workforce Index, a survey that sought the views of
approximately 70,000 people in 28 countries including almost 2,000 people
in India, found that 66 percent of all Indian employees were either happy or
very happy with their current position
Margaret M. Clark7 in his article says that Employees and HR
professionals agree on a lot of whats important to employees on the job
but they differ notably on whats Very important, according to a new
survey report on job satisfaction released by the society for Human Resource
Management (SHRM). About 8 out of 10 employees surveyed reported
overall satisfaction with their jobs, roughly the same proportion that HR
professionals predicted. But HR underestimated the proportion of employees
who are very satisfied with their jobs. They predicted only 18 percent,
while 39 percent of employees said they were very satisfied.
7 Margaret M.Clark, HR Magazine, Employees, HR differ on satisfaction factors August 2005
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2.1. COMPANY PROFILE
Polyhose
India pvt.lmt.,an ISO 9001-2000 company,is a well known name inthe global arena as a world class manufacturer of Hydraulic, P.T.F.E &
Industrial hoses and Tubings.Polyhose was incorporated in 1997 with
technical know-how from U.K. It is perceived as the most modern plant of
its kind in Asia, being located in a 10 acres land with built up area of
150,000 sq. ft. at Kelambakkam near Chennai. It has a world class
manufacturing facility with computerized dimensional and quality control
systems backed up with 100% captive power generation to ensure
uninterrupted supplies to its ever demanding valued customers spread all
over the globe. Polyhose's existing thermoplastic hose capacity is in excess
of 13 million meter per annum. Cost of production is quite economic to
complete in global as well as domestic market.
Polyhose has a state-of-the-art RUBBER HYDRAULIC
&INDUSTRIAL HOSE PLANT,ISO 9001-2000 & ISO/TS 16949:2002
Certified Unit in the SIPCOT Industrial Park, near Sriperambadur,
Tamilnadu on a 12 acres land with an installed capacity of 6 millions meters
per annum. The plant is one of its kind equipped with world's most modern
and fastest braiders from Magnatech(USA) and extruders from Davis
Standard (Germany). The testing facilities include 100000 PSI Burst
pressure tester, Flex-impulse tester as well as static impulse tester in addition
to all other regular raw material and finished goods testing equipments. The
plant has commenced production since mid-september 2005 under the
supervision of a highly experienced,trained and qualified team of technical
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personnel.
Polyhose is a100% EOU and regularly exports it's products to
international customers in Europe,Asia,USA,North America,Australia. Now
in line with Govt.policy,Polyhose has started catering to the domestic market
with world class quality controlled Hydraulic,Thermoplastic, & Industrial
hoses and Tubing. Polyhose is serving domestic customers like Ashok
Leyland,TELCON, L&T Demag, Inductotherm,ESAB India-to name a few.
Polyhose,in addition to the attached products produces several
speciality products like grease hose, beverage dispensing hose, CO2
hose,etc.Please contact for specialty hoses for which fechnical details can be
provided upon request.
Polyhose,with the above mentioned infrastructure, now looks forward
to be associated with dynamic organizations who are in continuous search
for new development in the field of Industrial,Automobile,Hydraulic and
Pneumatic applications with the aim to establish cost effective and high
quality hoses for hydraulic power transmission.
In short Polyhose is committed to provide optimum quality at an
unbeatable price through its net work of dealers
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CHAPTER III
ANALYSIS AND INTERPRETATION
ANALYSIS
Analysis is the process of placing the data in the ordered form, combining them
with the existing information and extracting the meaning from them. Only analysis brings
out the information from the data.
INTERPRETATION
Interpretation is the process of relating various factors with other information. It
brings out the relation between the findings to the research objectives and hypothesis
framed for the study in the beginning.
STATISTICAL TOOLS
To analyze the data the following tools were applied:
Simple Percentage Analysis
Chi Square Test
Likerts Scale of rating
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3.1 SIMPLE PERCENTAGE ANALYSIS
DEPARTMENTWISE CLASSIFICATION OF RESPONDENTS
TABLE -3.1.1
INFERENCE:
From the table it is found that production department is the biggest (main
department) with a work force of 53.6% of workers and accounts department the second
biggest department with 22.4 % of workers.
DEPARTMENT NO:OF WORKERS PERCENTAGE
PURCHASE 9 7.2
PERSONNEL 6 4.8
ACCOUNTS 28 22.4
ENGINEERING 15 12
PRODUCTION 67 53.6
TOTAL 125 100
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DEPARTMENTWISE CLASSIFICATION OF RESPONDENTS
FIGURE - 3.1.1
7.24.8
22.4
12
53.6
0
10
20
30
40
50
60
PURCHASE PERSONNEL ACCOUNTS ENGINEERING PRODUCTION
DEPARTMENTS
PERCENTAG
PERCENTAGE
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AGEWISE CLASSIFICATION OF RESPONDENTS
TABLE 3.1.2
S.NO: AGE NO:OF WORKERS PERCENTAGE
1. 18 - 25 18 14.4
2. 26 - 33 46 36.8
3. 34 - 41 49 39.2
4. 42 - 49 7 5.6
5. 50 & OVER 5 4
TOTAL 125 100
INFERENCE:
The above table indicates that a maximum number of workers are in the age group
between 26 years and 41 years.
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AGEWISE CLASSIFICATION OF RESPONDENTS
FIGURE 3.1.2
0
5
10
15
20
25
30
35
40
45
50
WORKERS
18 - 25 26 - 33 34 - 41 42 - 49 50 & OVER
AGE
NO:OF WORKERS
NO:OF WORKERS
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GENDERWISE CLASSIFICATION OF RESPONDENTS
TABLE 3.1.3
S.NO: GENDER NO:OF WORKERS PERCENTAGE
1. FEMALE 65 52
2. MALE 60 48
TOTAL 125 100
INFERENCE:
From the above table, the total no: of Female workers are slightly higher than the
total no: of Male workers.
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GENDERWISE CLASSIFICATION OF RESPONDENTS
FIGURE 3.1.3
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EXPERIENCE OF RESPONDENTS
TABLE - 3.1.4
S.NO: EXPERIENCE NO:OF WORKERS PERCENTAGE
1 LESS THAN 4 YEARS 44 35.2
2 4 - 6 YEARS 67 53.6
3 7 - 9 YEARS 14 11.2
TOTAL 125 100
INFERENCE:
From the table it is found that 67 workers (53.6%) have experience in category 4
6 years and about 14 workers (11.2%) have experience in category 7 9 years.
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EXPERIENCE OF RESPONDENTS
FIGURE - 3.1.4
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RESPONDENTS CORDIAL RELATIONSHIP WITH SUPERIOR /
SUPERVISOR
TABLE 3.1.5
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 26 20.8
2 Agree 79 63.2
3 Neutral 15 12
4 Disagree 5 4
5 Strongly disagree 0 0
Total 125 100
INFERENCE:
From the table it is inferred that most of the worker (83.8%) have cordial
relationship with the supervisors / superiors in the organization.
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RESPONDENTS CORDIAL RELATIONSHIP WITH SUPERIOR /
SUPERVISOR
FIGURE - 3.1.5
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BENEFIT SCHEMES (BONUS) FOR RESPONDENTS
TABLE - 3.1.6
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 23 18.4
2 Agree 81 64.8
3 Neutral 6 4.8
4 Disagree 9 7.2
5 Strongly disagree 6 4.8
Total 125 100
INFERENCE:
From the table it is found that most of the workers (83.2%) have agreed that the
concern is providing high rate of bonus.
BENEFIT SCHEMES (BONUS) FOR RESPONDENTS
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FIGURE - 3.1.6
SAFETY MEASURES FOR RESPONDENTS
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TABLE - 3.1.7
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 24 19.2
2 Agree 89 71.2
3 Neutral 9 7.2
4 Disagree 3 2.4
Total 125 100
INFERENCE:
From the table it is found that most of the workers (90.4%) agreed with the safety
provisions provided by the concern while working.
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SAFETY MEASURES FOR RESPONDENTS
FIGURE - 3.1.7
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FAMILY WELFARE MEASURES TAKEN CARE
TABLE 3.1.8
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 11 8.8
2 Agree 94 75.2
3 Neutral 8 6.4
4 Disagree 7 5.6
5 Strongly disagree 5 4
Total 125 100
INFERENCE:
From the table it is found that most (84%) of the workers feels that the concern is
taking enough care on their family welfare facilities.
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FAMILY WELFARE MEASURES TAKEN CARE
FIGURE - 3.1.8
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WORKING HOURS ARE SUITABLE FIXED
TABLE - 3.1.9
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 24 19.2
2 Agree 89 71.2
3 Neutral 8 6.4
4 Disagree 4 3.2
5 Strongly disagree 0 0
Total 125 100
INFERENCE:
From the table it is inferred that the working hours are suitably fixed for most of
the workers (90.4%).
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WORKING HOURS ARE SUITABLE FIXED
FIGURE 3.1.9
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WORKING CONDITIONS ARE SATISFACTORY
TABLE 3.1.10
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 6 4.8
2 Agree 90 72
3 Neutral 6 4.8
4 Disagree 18 14.4
5 Strongly disagree 5 4
Total 125 100
INFERENCE:
From the table it is found that most of the workers (76.8%) feels that the
environment is suitably fixed for working.
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WORKING CONDITIONS ARE SATISFACTORY
FIGURE - 3.1.10
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JOB SECURITY ENSURED
TABLE - 3.1.11
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 5 4
2 Agree 100 80
3 Neutral 8 6.4
4 Disagree 6 4.8
5 Strongly disagree 6 4.8
Total 125 100
INFERENCE:
From the table it is found that as long as the workers are doing their job
effectively and efficiently they are secured with their jobs.
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JOB SECURITY ENSURED
FIGURE - 3.1.11
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LEAVE PROVISIONS ARE ADEQUATE
TABLE - 3.1.12
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 3 2.4
2 Agree 36 28.8
3 Neutral 12 9.6
4 Disagree 70 56
5 Strongly disagree 4 3.2
Total 125 100
INFERENCE:
The above table brings a common problem of most of the workers that the leaveprovided to them is not sufficient.
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LEAVE PROVISIONS ARE ADEQUATE
FIGURE - 3.1.12
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TOILET FACILITIES ARE ADEQUATE
TABLE - 3.1.13
S.NO: RELATION NO:OF WORKERS PERCENTAGE
1 Strongly agree 3 2.4
2 Agree 44 35.2
3 Neutral 28 22.4
4 Disagree 32 25.6
5 Strongly disagree 18 14.4
Total 125 100
INFERENCE:
From the table it is inferred that there is not enough lavatories provided and it is
located at a distant place for many departments.
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TOILET FACILITIES ARE ADEQUATE
FIGURE - 3.1.13
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3.2 CHI-SQUARE ANALYSIS
RELATIONSHIP BETWEEN MARITAL STATUS AND FAMILY WELFARE
MEASURES
TABLE 3.2.1
LEVEL OF SATISFACTION
Marital
status
Highly
satisfied Satisfied Dissatisfied Total
Married 6 58 5 69
Single 5 36 15 56
Total 11 94 20 125
NULL HYPOTHESIS (Ho) There is no significant relationship between marital status
and family welfare measures.
ALTERNATE HYPOTHESIS (H1) There is close relationship between marital status
and family welfare measures.
Fo Fe (Fo-Fe) (Fo-Fe)^2 (Fo-Fe)^2/Fe
6 6.072 -0.0720 0.0052 0.0009
58 51.888 6.1120 37.3565 0.7199
5 11.04 -6.0400 36.4816 3.3045
5 4.928 0.0720 0.0052 0.0011
36 42.112 -6.1120 37.3565 0.8871
15 8.96 6.0400 36.4816 4.0716
125 125 8.9850
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CHI-SQUARE RESULT:
Calculated chi-square value = 8.985
Degree of freedom = 2
Table value = 5.9915
Level of significant = Sig. At 5% level
CONCLUSION
From the above analysis we conclude that there is close relationship between
marital status and family welfare measures. The company provides educational fund to
the children of the workers. It brings a motivation attitude to a married worker towards
the job than an unmarried worker.
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RELATIONSHIP BETWEEN EXPERIENCE OF THE RESPONDENTS AND
THEIR RELATION WITH SUPERIOR /SUPERVISOR
TABLE 3.2.2
NULL HYPOTHESIS (Ho) There is no significant relationship between the
experience of the respondents and their relation with superior/supervisor.
ALTERNATE HYPOTHESIS (H1) There is close relationship between the
experience of the respondents and their relation with superior/supervisor.
Fo Fe (Fo-Fe) (Fo-Fe)^2 (Fo-Fe)^2/Fe
15 9.152 5.8480 34.1991 3.7368
23 27.808 -4.8080 23.1169 0.8313
6 7.04 -1.0400 1.0816 0.1536
11 16.848 -5.8480 34.1991 2.0299
56 51.192 4.8080 23.1169 0.4516
14 12.96 1.0400 1.0816 0.0835125 125 7.2866
LEVEL OF SATISFACTION
Experience
Highly
satisfied Satisfied Dissatisfied Total
Less than 4
years 15 23 6 44
4 years to 9
years 11 56 14 81
Total 26 79 20 125
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CHI-SQUARE RESULT:
Calculated chi-square value = 7.2866
Degree of freedom = 2
Table value = 5.9915
Level of significant = Sig. At 5% level
CONCLUSION
From the above analysis we conclude that there is close relationship between the
experience of the respondents and their relation with superior/supervisor. The experience
of the respondent brings an understanding with the superior/supervisor.
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RELATIONSHIP BETWEEN THE GENDER OF RESPONDENT AND THEIR
WORKING HOURS
TABLE 3.2.3
NULL HYPOTHESIS (Ho) There is no significant relationship between the gender of
the respondent and their working hours.
ALTERNATE HYPOTHESIS (H1) There is close relationship between the gender of
the respondent and their working hours.
Fo Fe (Fo-Fe) (Fo-Fe)^2 (Fo-Fe)^2/Fe
18 12.48 5.5200 30.4704 2.4415
42 46.28 -4.2800 18.3184 0.3958
5 6.24 -1.2400 1.5376 0.2464
6 11.52 -5.5200 30.4704 2.6450
47 42.72 4.2800 18.3184 0.4288
7 5.76 1.2400 1.5376 0.2669
125 125 6.4245
LEVEL OF SATISFACTION
GENDER
Highly
satisfied Satisfied Dissatisfied Total
Female 18 42 5 65
Male 6 47 7 60
Total 24 89 12 125
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CHI-SQUARE RESULT:
Calculated chi-square value = 6.4245
Degree of freedom = 2
Table value = 5.9915
Level of significant = Sig. At 5% level
CONCLUSION
From the above analysis we conclude that there is close relationship between the
gender of the respondent and their working hours. The female workers have only day
shift. Most male workers work in night shift. Female workers were highly satisfied with
their working hours. Male workers were not highly satisfied with working hours during
night shift.
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3.3 WEIGHTED AVERAGE METHOD
OVERALL JOB SATISFACTION LEVEL
TABLE 3.3.1
S.NO: NO:OF 5'S NO:OF 4'S NO:OF 3'S NO:OF 2'S NO:OF 1'S
TOTAL
AVERAGE
1 12 84 10 12 7 3.656
2 6 90 6 18 5 3.592
3 18 76 20 6 5 3.768
4 6 50 31 21 17 3.056
5 24 89 8 4 6 4.112
6 6 90 8 9 12 3.552
7 3 36 12 70 4 2.712
8 26 83 5 5 6 3.944
9 20 92 8 5 0 4.016
10 3 44 28 32 18 2.856
11 32 66 6 13 8 3.808
12 29 70 12 8 6 3.864
13 21 70 20 8 6 3.736
14 24 89 5 2 0 3.96
15 5 100 8 6 6 3.736
16 19 90 6 6 4 3.91217 26 83 10 6 0 4.032
18 4 48 30 36 7 3.048
19 36 66 6 10 7 3.912
20 30 71 9 11 4 3.896
21 40 68 6 5 6 4.048
22 6 39 34 28 18 2.896
23 23 81 6 9 6 3.848
24 10 20 80 10 5 3.16
25 6 99 16 3 1 3.848
TOTAL 90.968
AVERAGE 3.63872
AVERAGE JOB SATISFACTION INDEX = 90.968 / 25.
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OVERALL JOB SATISFACTION LEVEL = 3.638 (IN 5 TO 1 SCALE).
INFERENCE
The overall job satisfaction level in Likert Scale Method by WEIGHTED
AVERAGE METHOD is 3.638 (in 5 to 1 scale). When converting to percentage, it
indicates that workers were satisfied at 72.76% with their job.
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CHAPTER IV
4.1 FINDINGS
1. 72% of the respondents were satisfied and 5% of the respondents were highly
satisfied about the working conditions.
2. 71% of the respondents were satisfied and 19% of the respondents were highly
satisfied about the working hours.
3. 84% of the respondents feel that the job is secured as long as they do good work.
4. 66% of the respondents were satisfied and 21% of the respondents were highly
satisfied with the supervisor/superior cooperative.
5. With respect to bonus schemes 65% of the respondents were satisfied and 18% of
the respondents were highly satisfied.
6. 57% of the respondents were satisfied and 24% of the respondents were highly
satisfied by the grievance handling of the company.
7. With respect to family welfare measures 48% of the respondents were satisfied
and 10% of the respondents were highly satisfied.
8. Almost 64% of the respondents feel neutral about the training during their work.
9. 54% of the respondents were satisfied and 32% of the respondents were highly
satisfied with the periodical review of the workers in the company.
10. Almost 36.8% of the respondents feel negative about the savings from their
earnings.
11. With respect to opportunities to present the problems to the management 53% of
the respondents were satisfied and 29% of the respondents were highly satisfied.
12. Almost 52.8% of the respondents were negative about the rest pauses provided by
the company.
13. 72% of the respondents were satisfied and 15% of the respondents were highly
satisfied with the cooperation of coworkers in the company.
14. With respect to safety provisions 68% of the respondents were satisfied and 5% of
the respondents were highly satisfied.
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15. Nearly 56% respondents were satisfied and 23% of the respondents were highly
satisfied about drinking water facilities available in the company.
16. On first aid facilities 53% of the respondents were satisfied and 26% of the
respondents were highly satisfied.
17. 74% of the respondents were satisfied and 16% of the respondents were highly
satisfied about the washing facilities available in the company.
18. 66% of the respondents were satisfied and 21% of the respondents were highly
satisfied with the lighting and ventilation facilities in the company.
19. 56% of the respondents were not satisfied with the leave facilities provided by the
company.
20. 40% of the respondents were not satisfied with the bathroom and toilet facilities
provided by the company.
21. 72% of the respondents were satisfied and 5% of the respondents were highly
satisfied with the shift term facilities in the company.
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4.2 SUGGESTIONS
1. Due to continuous work many feel mentally tired in short time. There fore the
company may provide short breaks.
2. Organization may take efforts to provide additional medical facilities for the
workers.
3. The company has to improve latrines and urinals facility with good hygiene
condition
4. The company has to provide enough leave facilities for their employees.
4.3 CONCLUSION
This research is aimed at knowing the employee satisfaction as it is very
important . It will lead to increased productivity and reduce employee turnover.
From this research it is concluded that most of the employees of POLY HOSE
INDIA(P) LTD., CHENNAI are satisfied with their job and the welfare facilities
provided by the organization. Out of 17 welfare items provided by the company
improvements are required only in 3 items. If they can able to improve those three
aspects, then they can satisfy the employee more.
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APPENDIX
A STUDY ON JOB SATISFACTION OF WORKERS IN
POLY HOSE INDIA PRIVATE LIMITED, CHENNAI DISTRICT.
PERSONAL DATA
1. Name (optional) :
2. Department :
3. Age : (a) 18-25 (b) 26-33 (c) 34-41 (d) 42-49 (e) 50 and over
4. Sex : (a) Male (b) Female
5. Educational qualification:
6. Marital status
: (a) Single (b) Married
7. Experience : (a) < 3Yrs (b) 4 6 Yrs (c) 7 9 Yrs
PLEASE INDICATE YOUR LEVEL OF SATISFACTION FOR THE FOLLOWING ASPECTS
01. I like the nature of my work.
02. Working conditions are satisfactory here.
03. There is a high team spirit in the work group.
04. As per work requirement my pay is fair.
05. Working hours are suitably fixed.
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
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06. Shift work is properly organized & I like to work in shifts.
07. Enough leave facilities are given.
08. Lighting and Ventilation facilities are adequate.
09. Washing facilities are adequate.
10. Bath rooms, toilets are properly maintained.
11. Medical / First Aid in needy times provided.
12. Drinking water arrangement is good.
13. Canteen and its services are good.
14. Adequate safety provisions are ensured.
15. My job is reasonably secure as long as I do good work.
16. Co workers are cooperative in work.
17. My supervisors / superiors treat me well & properly.
18. Given rest pauses are sufficient.
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree
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19. I have opportunities to present my problems to themanagement.
20. Grievance handing is good.
21. Periodical review of workers in work.
22. I agree that I can make some sort of savings.
23. I am satisfied with respect to Bonus schemes.
24. I get enough training by working in this concern.
25. The concern is taking care of my family welfare measures.
Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
Strongly Agree Agree Neutral Disagree Strongly Disagree
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BIBLIOGRAPHY
1. Stephen. P. Robbins Organizational Behavior, ninth edition by prentice hall.
2. Edwin. B. Flippo Principles of Personnel Management, Mc Graw Hill
Kogusha Company Limited, Tokyo, sixth edition 1998.
3. C.R.Kothari Research Methodology Methods and Techniques, Wishwa
Prakashan, second edition 1990.
4. C. B. Mamoria Personnel Management, Himalaya Publishing House,
Bombay_4 1992.
5. Tripathi - Personnel Management and Industrial Relations, Sultan Chand and
Sons, New Delhi, Twelfth Edition 1996.