Ready Project With Front

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To Whom It May Concern

This Certify that Mr.Parmar Shailesh Babubhai student of Master of

Labor Welfare has successfully completed his training project on subject

Employees Job Satisfaction level in Gujarat Mitra Pvt. Ltd. In our

organization.

During time of his training we found him very sincere and hard working.

We wish him for his bright future.

Manager

Gujarat Mitra Pvt.Ltd.


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Index

Sr.No Title PageNo.

1 Introduction 3

2 Abstract 4

3 History of News Paper In Gujarat 5-8

4 Company Profile 9-10

5 Theories Of Attitude 11-16

6 Theories Of Job Satisfaction 17-24

7 Method Of Study 18-28

8 Data Analysis & Data Presentation 29-45

9 Conclusion and Recommendations 46-47

10 Appendices 49-51


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Introduction

HRM is a term used to refer the philosophy, policies, procedures and

practices related to the management of people begin an organization. Today every

organization has to face highly competition. Therefore organizations try to do right

thing at the right time. In that situation HRM plays major roll to achieve organizational

goals. Satisfaction is the one of major concept in Human Resource Management.

Employee satisfaction is a measure of how happy workers are with their job

and working environment. Keeping morale high among workers can be of

tremendous benefit to any company, as happy workers will be more likely to produce

more, take fewer days off, and stay loyal to the company. There are many factors in

improving or maintaining high employee satisfaction, which wise employers would do

well to implement.

Job satisfaction is not the same as motivation, although it is clearly linked. Job

design aims to enhance job satisfaction and performance; methods include job

rotation, job enlargement and job enrichment. Other influences on satisfaction

include the management style and culture, employee involvement, empowerment

and autonomous work groups, pay, work responsibilities, variety of tasks,

promotional opportunities the work itself and co-workers.

Job satisfaction has been defined as a pleasurable emotional state resulting

from the appraisal of ones job; an affective reaction to ones job; and an attitude

towards ones job. It has argued that job satisfaction is an attitude but points out that

researchers should clearly distinguish the objects of cognitive evaluation which are

affect (emotion), beliefs and behaviors. This definition suggests that we form

attitudes towards our jobs by taking into account our feelings, our beliefs, and our

behaviors.


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ABSTRACT

The project work entitled A study on employees Satisfaction towards

Welfare Facilities with special reference to the GUJARAT MITRA PVT.LTD. the

various factors that are concerned towards the attitude of the employees.

The analysis has been made mainly based on the primary data that is by the

employees opinion survey method. The researcher has taken a sample size of 150

and has used the stratified random sampling method to select the samples from the

total population.

The study gives the opinion of employees about all the H.R. functions of

GUJARAT MITRA PVT.LTD., employment conditions, wages and incentives,interpersonal relationship, working conditions, management practices, etc.

The researcher has used percentage analysis and CHI-Square test, and the

study reveals that there is no relationship between JOB ENRICHMENT educational

qualifications of the respondents, and there is no relationship between length of

service of the respondents, and welfare facilities, and there is no relationship

between the salary of the respondents and welfare facilities. The study has also

revealed that most of the respondents have a positive attitude towards the welfarefacilities, management practices and employment conditions, WELFARE

FACILITIES, INTER PERSONAL RELATIONSHIP, WORKING CONDITION the

researcher has given suggestions for its improvement which includes suggestion

schemes which may be transparent and promotions which may be made both based

on seniority and performance to a certain level in the organizational hierarchy.


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History of News paper In Gujarat

A characteristic feature of early Gujarati journalism was the interest shown in

commercial news, marketing and trading. The earliest Gujarati journal was a weekly,

Mumbaina Samachar, founded by Parsi priest Furdonji Murzban in Bombay in 1822

with 150 subscribersa promising start for those days. Its main object was stated to

be to publish market rates and serve the business community. Unlike many othernewspapers of the period, it had a full-fledged printing press complete with types1.

It was converted into a daily and renamed Bombay Samachar in 1832.

In 1830, the Mumbai Vartman was launched by Naoroji Dorabji Chandaru.

After a year, it developed into a bi-weekly with the extended title of Mumbaina

Halkaru Ane Vartaman. It remained in publication for 13 years, and closed down in

1843. Jam-e-Jamshed, a weekly, was published by Pestonji Manekji in 1831. It

became a daily in 1853 and was popular among the Parsis. Other newspapers which

came out between 1832 and 1854 included Doorbin, Mombaina Kasud, Samachar

Durpan, Chitranjan Darpan and Chabuk; none could exist beyond 1856.

Interestingly, an English magistrate, Sir Alexander Kinlock Forbes, took a

leading role in the development of Gujarati journalism in Ahmedabad and Surat. He

helped the Gujarat Vernacular Society of Ahmedabad to launch the Vartaman in

1849. It was edited by an employee of the society. Another interesting aspect about

early Gujarati journalism was: it was divided in two sections, Hindu and Parsi. The

first Parsi newspaper, Bombay Samachar, started with an up-to-date printing press;

the Vartaman was lithographed. The newspapers of each community took up the

question of reform within that community. Bombay Samachar, however was an

exception, which opened its doors to everyone without distinction.

Forbes also promoted a bi-weekly Surat Samachar, in Surat in 1850 which,

however, had only a brief existence. Surat had a journal devoted to prohibition, the


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Parhejhgar. In 1854, Lallubhai Raichand started the Shamasher Bahadur in

Ahmedabad. Dadabhai Narojis started Rast Gofar (which means truth-speaker)

in1851, whose mission was to work for social reform. It continued publication till

1921.

The Hitechu was the first Gujarati daily. It was started as a bi-weekly in 1861;

it was converted into a daily in 1873. It rendered great public service during the 40

years of its life. The Gujarati press was divided into the Hindu and Parsi sections and

there was no love lost between the two. Anxious to stem the rot which had set in,

some adventurous young men started papers with high ideals and principles; one of

them was Prajabandhu, which was first published in 1895. Also belonging to this

category was Gujarati Punch. The Kheda Vartman, a weekly, started in Kaira in

1861, celebrated its contenary in 1961. The Sanj Varman of Bombay (1902) was an

influential evening paper. Sorabji Palonji Kapadia was the editor of Sanj Varman for

a long time. It stopped publication in 1950.

As Gandhis birthplace and the scene of the celebrated Salt March of 1930,

Gujarat generated a press even more influenced by nationalist causes than

elsewhere. Gandhi took over the Navjivan from Indulal Yajnik and converted it from a

monthly into a weekly from Ahmadabad in 1919 at the time he broke into Indias

national politics. Navjivan had great influence on Gujarati journalism. In 1919, its

circulation was 9000 and the following year it jumped to 20000. It was renamed

Harijan Bandhu in 1932 and Chandrasekhar Premshankar Shukla became its editor.

It stopped publication in 1940 and after revival in 1946 continued for two years. The

Gujarati press played a significant part in the freedom struggle and lent powerful

support to Gandhi in the non-cooperation and constructive programmes.Among the doyens in Gujarati journalism, mention must be made of Amritlal

Seth, who formed the Saurashtra Trust in 1931 and launched the Gujarati Daily

Janmabhoomi on 9th June 1934 in Bombay. Samaldas Gandhi, another great name,

was its editor. Samaldas Gandhi and his associates left Janmabhoomi after some

time and started Vande Mataram and a war of words developed between the two

papers. Amritlal Seth founded the Indian Languages Newspapers Association and

organised a cooperative society to help finance needy Gujarati papers.


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Janmabhoomi grew into a media group2 which by 2011 published several

publications including Pravasi Weekly, Vyapar, Phulchhab, Kutchmitra, and a literary

magazine, Kavita.

Among other distinguished journalists were Lchcharam Suryarm Desai,

Sarabji Kapadia, Natwarlal I. Desai Ravishankar Mehta, K. M. Munshi and Kapilraj

Mehta. Ahmedabad had no Gujarati daily paper till 1921. The first Gujarati daily from

Ahmedabad was Swarajya with Nandilal Bodiwala as editor but it did not live for

long. Bodiwala started an evening paper, Sandesh, with which Ahmedabad

Samachar, a rival, was merged later. It became a morning daily in 1943. By 1958,

Chimanbhai Patel was at the helm of affairs. His unique contribution to journalism

was the Sunday Sanskar Poorti in Gujarati, which included many celebrities as

columnists. He thus pioneered Sunday supplements in Gujarati journalism. Until

1984, Sandesh was a single-edition newspaper published from Ahmedabad. Then,

under an expansion programme, new editions were launched in Baroda, Surat,

Rajkot and Bhavnagar in 1985, 1989, 1990 and 1998, respectively.

Another group which published a number of Gujarati papers is Lok

Prakashan. It had several publications including the Gujarat Samachar3, a daily

initially published from Ahmedabad in late 1940s; weekly Prajabandhu and evening

daily Loknad.

Gujarat did not have an English daily for a long time after Independence until

the national dailies, Times of India and the Indian Express, brought out their editions

from Ahmedabad. Another interesting feature of Gujarati journalism was: until the

creation of a separate state of Gujarat in 1960, Mumbai was as much a centre of

Gujarati publications as Ahmedabad. Indeed, in the early 1960s, the largest Gujaratidaily newspaper Bombay Samachar continued to be published from Mumbai. After

the state of Gujarat was created, however, the focus of Gujarati life turned

increasingly towards Ahmedabad and the provincial towns of the new state.

At the end of 1984, there were 43 dailies in Gujarati out of a total of 735

publications. By 2007-08, according to the figures given by the Registrar of

Newspaper of India, the number of publications went up to 3005, of which 220 were

dailies and 1410 were weeklies. According to the Indian Readership Survey 2011


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Q2, the five most read Gujarati dailies were Gujarat Samachar (readership: 44.44

lakh)4, Divya Bhaskar5 (35.36 lakh), Gujarat Sandesh6 (33.29 lakh), Saurashtra

Samachar7 (2.3 lakh) and Gujarat Mitra8 (1.76 lakh)


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CompanyProfile

Established in 1863, the 'Gujaratmitra is one of the oldest newspapers in

the country. A bi-weekly named 'Gujaratdarpan' was amalgamated in 1894 with the

'Gujaratmitra' and therefore the paper is known as 'Gujaratmitra & Gujaratdarpan'.

Initially started as a weekly in 1936 the paper was converted into a daily. The spirit

of patriotism and missionary zeal established by its founder Shri Dinshaw Ardeshir

Talyarkhan was at its Zenith during the freedom struggle and has been maintainedeven today.

In 1998, the alliance of the Reshamwala family with the 'Gujaratmitra'

completed its 100 years as Shri Uttamram Reshamwala joined it as sub-editor in

1898. Deeply concerned about the noble and idealistic policies of the paper and its

future, in 1920, the aging and feeble Parsi owner could not find anyone more

worthy and devoted than Shri Uttamram and urged him to purchase the press and

take over the reins of the newspaper. Since then the 'Gujaratmitra' belongs to the

'Reshamwala' family. 1n 1937 Pravinkant, the younger son of Shri Uttamram

Reshamwala had to take over the reins of the newspaper at the tender age of 19

on the sudden and untimely demise of his elder brother Shri Champaklal. With his

strong determination, progressive policies and devoted love towards the

'Gujaratmitra', the late Shri Pravinkant Reshamwala nurtured the paper to a sound

footing. After his demise in 1983 the 'Gujaratmitra' is in the hands of his son Shri

Bharat Reshamwala.


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Theories of Attitude

Attitude: The importance of attitude in understanding psychological phenomenon

was given formal recognition early in the history of social psychology. From the time

of the concepts entry in to the language of psychology until now, interest in attitude

has been strong and growing. However, over the years attitudes have been studied

with differing emphasis and methods.

Concept of Attitude: It is necessary to be precise in defining attitudes, because the

variety of published definitions and descriptions is almost endless. Like any other

concept, attitude may also be defined in two ways, Conceptual and Operational.

There is quite a difference in the conceptual definition of the term attitude, and

divergent points of view regarding the concept of attitude have developed.

Major aspects: When the term first entered the field of social phenomenon, itwas

natural to conceive of attitude as a tendency, set or readiness to respond to some

social object. For the first time, ALLPORT noted the definition of attitude, which he

had observed contained the words readiness, set or disposition to act. Even

ALLPORT has used these terms in defining attitude. He defines attitude as follows:

Attitude is a mental and neural state of readiness organized through experience,

exerting a directive or dynamic influence upon the individuals response to all objects


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and situations with which it is related


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Features of Attitude:

Attitudes affect behavior of an individual by putting him ready to respond

favorably to things in his environment.

Attitudes are acquired through learning over a period of time. The process of

learning attitudes starts right from the childhood and continues throughout the life

of a person.

Attitudes are invisible as they constitute a psychologied phenomenon

which cannot be observed directly. They can be observed by observing the

behavior of an individual.

Attitudes are pervasive and every individual has some kind of attitude towards

the objects in his environment. In fact, attitudes are forced in the socialization

process and may relate to anything in the environment.

Attitude, Opinion and Belief: An opinion is generally the expression of ones

judgment of a particular set of facts, an evaluation of the circumstances presented to

him. Thurstone defines opinion as a response to a specifically limited stimulus, but

the response is certainly influenced by the predisposition with, with the individual is

operating, that is, the attitude structure. A difference can also be made between

attitude and belief. A belief is an enduring organization of perceptions and cognitions

about some aspects of individual world. Thus, belief is a hypothesis concerning thenature of objects, more particularly, concerning ones judgments of the probability

regarding the nature. In this sense, belief is the cognitive component of attitude

which reflects the manner in which an object is perceived. The difference between

attitude, opinion, and belief exists on conceptual basis. Most researchers believe

that these three terms are so closely tied that it is difficult to separate them except

on a limited conceptual basis. In the literature, often, there is a considerable amount

of overlapping in these three terms. Most psychologists, however, believe that

attitudes are more fundamental to human behavior than are the related aspects. For

this reason, more attempts have been made to analyze attitudes as compared to

others. Obviously attitudes are an important consideration because of their central

position in the process of transforming work requirements in to efforts.

Attitude alone do not influence behavior but these acts with other factors in the

individual influencing behavior, such as personality, perception, motivation, etc.

Further, attitudes are also affected by the individual dimension as well as the

objects, persons, and ideas. Attitudes have been through as serving four functions


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and there by influencing the behavior. These are instrumental, ego defensive, value

orientation and knowledge.

1. Instrumental:Attitudes serve as a means to reach a desired goal or toavoid an

undesired one. Instrumental attitude are aroused by the activation of a need or

cues that are associated with the attitude object and arouse favorable or

unfavorable feelings.

2. Ego-Defensive: The ego-defensive functions of attitude acknowledge the

importance of psychological thought. Attitude may be acquired by facing threats

in the external world or becoming aware of his own unacceptable impulses.

3. Value Orientation: The value-orientation function takes in to account attitudes

that are held because they express a persons self-image, or by cues that

engage the persons values and make them salient to him.

4. Knowledge: The knowledge function of attitude is based on a personsneed to

maintain a stable, organized and meaningful structure of the world.

5. Attitude that provides a standard against which a person evaluates the aspects

of his world and serve as the knowledge function too.

These functions of attitudes affect the individuals way of interpreting the

information coming to him. Since attitudes intervene between work requirements and

work responses, information about how people feel about their jobs can be quite useful

in the predication about work response. Thus, these types of attitudes can portray areas

of investigation for making the individual and the organization more compatible.

Factors in Attitude Formation: The attitudes are learned. Though there aredifferent

approaches as how learning works and is acquired by an individual, generally it is held

that individuals learn things from the environment in which they interact. Thus, for

attitude formation, all these factors must be taken in to account from which people learn.

Such factors may be analyzed in terms of groups starting from the family as a group, an

individual moves in a close group, then to longer groups, and finally to the society as a

whole. A part from these groups, the individuals psychology which makes up

particularly his personality, is also responsible for behavior and attitudes.


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Methods of Attitude Change: There are various methods through which a positive

change in attitudes may be brought. In the social context, Cohen has suggested four

methods for attitude change. They are

Communication of additional information.

Approval and disapproval of a particular attitude.

Group influence, and

Inducing engagement in discrepant behavior.

In some or the other, all these methods involve introducing discrepancies among the

elements making up the individuals attitudes in the hope that the elements

will be rebalanced through the effective component of the attitudes. From the

organization point of view, a Manager can take following actions in brining change in

attitudes of its organizational members.

Group action

Persuasion through leadership

Persuasion through communication and

Influence of total situation. These actions involve the analysis of different

variables affecting a particular action.

Values and Attitudes: Some researchers see values as consisting of large sets of

related attitudes. For example, Fishbein and Ajzen have included two components in

attitudes-informational, emotional. Thus, they have taken values as a part of attitudes.

However, some differences exist between values and attitudes. Attitudes are specific

and related to distinct objects; people, or ideas. Values are more general than attitudes,

values often contain statement of goodness or badness associated with the attitudes

which people hold. Values are, then, beliefs about which attitudes we should have or

how we should behave.

Values and Behaviour: Behaviour of people is influenced by the values which

they hold, particularly in terms of those stimuli which have some value orientation

in the organizational context, understanding the influence of individual value

system on the behaviour of individuals in the following manner:


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Values influence an individual perception about the problems he faces and

consequently the decision he makes to overcome those problems.

Values influences the way in which an individual looks at the other

individual and groups of individuals, that is, interpersonal relationship.

Values become the basis of such interpersonal relationship interactions.

Individuals judge organizational success as well as its achievement of the

basis of their value system. Thus, for some individuals, organizational

success may be in the form of high-

profit earning irrespective of the means adopted where as, this may be a

mean thing for other individuals.

Individuals set limit for the determination of what is ethical or unethical

behaviour for themselves as well as for the others.

Values determine the extent to which individuals accept organizational

pressures and goals. If these do not match with the value held by them,

they thwart the organizational pressures and goals, and even leave the

organization.

Employees Attitudes towards the Organization: Attitudes are not the same as

values, but the two are interrelated. You can see this by looking at the three

components of an attitude: cognition, affect and behavior. The belief that discrimination

is wrong is a value statement.

Cognitive Component of an Attitude: It sets the stage for the more criticalpart of an

attitude and is reflected in the evaluative statements concerning objects, people or

events. The behavioral component of an attitude refers to an intention to behave in a

certain way towards someone or something. In organizations, attitudes are important

because they affect job behaviour.

If workers believe, for example, that superiors, auditors, bosses, and time-and-motion

engineers are all in conspiracy to make employees work harder for the same or less

money, and then it makes sense to try to understand how these

attitudes were formed, their relationship to actual job behaviour, and how they might be

changed.

Types of Attitudes: A person can have thousands of attitudes, but Organizational

Behaviour focuses our attention on a very limited number of work-related attitudes.These work-related attitudes tap positive or negative evaluations that employees hold


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about aspects of their work environment. Most of the research in OB has been

concerned with three attitudes: job satisfaction, job involvement, and organizational

commitment.

Job Satisfaction: The term job satisfaction to an individuals general attitude towards

his or her job. A person with a high level of job satisfaction holds positive attitudes about

their job, while a person who is dissatisfied with his or her job holds negative attitudes

about the job. When people speak of employee attitudes, more often mean job

satisfaction.

Job Involvement: The term job involvement is a more recent addition to the OB

literature while there isnt complete agreement over what the tem means. A workable

definition states that job involvement measures the degree to which a person identifies

him with his or her job and considers his or her perceived performance level important

to self worth. Employees with a high level of job involvement strongly identify with and

really care about the kind of work they do.

Organizational Commitment: The third job attitude is organizational commitment,

which is defined as a state in which an employee identifies with a particular organization

and its goals, and wishes to maintain membership in the organization. So, high job

involvement means identifying with ones specific job, while high organizational

commitment means identifying with ones employing organization.


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Theories Of Job Satisfaction

At its most general level of conceptualization, job satisfaction is simply how

content an individual is with his or her job. At the more specific levels of

conceptualization used by academic researchers and human resources

professionals, job satisfaction has varying definitions. Affective job satisfaction is

usually defined as an unidimensional subjective construct representing an overall

emotional feeling individuals have about their job as a whole. Hence, affective job

satisfaction for individuals reflects the degree of pleasure or happiness their job

in general induces. Cognitive job satisfaction is usually defined as being a more

objective and logical evaluation of various facets of a job. As such, cognitive job

satisfaction can be unidimensional if it comprises evaluation of just one aspect of

a job, such as pay or maternity leave, or multidimensional if two or more facets of

a job are simultaneously evaluated. Cognitive job satisfaction does not assess

the degree of pleasure or happiness that arises from specific job facets, but

rather gauges the extent to which those job facets are judged by the job holder to

be satisfactory in comparison with objectives they themselves set or with other

jobs. While cognitive job satisfaction might help to bring about affective job

satisfaction, the two constructs are distinct, not necessarily directly related, and

have different antecedents and consequences.

Dimensions of Job Satisfaction

There are three generally accepted dimensions of job satisfaction.

Job satisfaction is an emotional response to a job situation. Job satisfaction is

often determined by how well outcomes meet or exceed expectations. For

example, if organizational participants feel that they are working much harder

than others in the same organization, but are receiving fewer rewards, they will

probably have a negative attitude towards the work.

Job satisfaction represent several attitudes, they are:


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Pay

Promotion opportunities

Working conditions

Co-worker relationship

Supervision

The work nature

Need Hierarchy Theory for Job Satisfaction

One of the most widely mentioned theories of motivation is the hierarchy of

needs theory put forth by psychologist Abraham Maslow. Maslow saw human

needs in the form of a hierarchy, ascending from the lowest to the highest, and

he concluded that when one set of needs is satisfied, this kind of need ceases to

be a motivator.

As per his theory these needs are:

Physiolog ical needs :

These are important needs for sustaining the human life. Food, water,

warmth, shelter, sleep, medicine and education are the basic physiological needs

which fall in the primary list of need satisfaction. Maslow was of an opinion that

until these needs were satisfied to a degree to maintain life, no other motivating

factors can work.

Security or Safety needs:

These are the needs to be free of physical danger and of the fear of losing

a job, property, food or shelter. It also includes protection against any emotional

harm.

Social needs :

Since people are social beings, they need to belong and be accepted by others.

People try to satisfy their need for affection, acceptance and friendship.


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Esteem needs :

According to Maslow, once people begin to satisfy their need to belong, they tend

to want to be held in esteem both by themselves and by others. This kind of need

produces such satisfaction as power, prestige status and self-confidence. It

includes both internal esteem factors like self-respect, autonomy and

achievements and external esteem factors such as states, recognition and

attention.

Need for s elf-actual ization :

Maslow regards this as the highest need in his hierarchy. It is the drive to

become what one is capable of becoming; it includes growth, achieving ones

potential and self-fulfillment. It is to maximize ones potential and to accomplish

something.

As each of these needs is substantially satisfied, the next need becomes

dominant. From the standpoint of motivation, the theory would say that although

no need is ever fully gratified, a substantially satisfied need no longer motivates.

So if someone wants to motivate other one, need to understand what level of the

hierarchy that person is on and focus on satisfying those needs or needs above

that level. Maslows need theory has received wide recognition, particularly

among practicing managers. This can be attributed to the theorys intuitive logic

and ease of understanding.


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Factors Affecting Job Satisfaction

There are 6 main factors influencing on Job Satisfaction clustered as physical,

psychological and environmental factors as below:

Psycholo gical Factors and Jo b Sat isfact ion

Health and Safety :

Managing safe and healthy work environments is one of the most

important environmental challenges facing organizations. Good health and safety

brings more benefits that are healthy workers are more productive and can

produce at a higher quality. According to Maslows Hierarchy, physiological

needs are the first stage in job satisfaction where as long are the work place is

healthy and safe, it will create a pleasant and secure impression in employees

mind towards work.

Job Nature :

The main source of satisfaction is, of course, job itself. Researches,

dedicated to job characteristics and carried out in correlation with working place

projecting, testify that the very content of work and autonomy by its

implementation represent two most important motivation factors correlated with

labor. As research indicated, other main components of job satisfaction are

interesting and difficult job without time for tedium and job giving a man one

certain status. Dealing with a workload that is far too heavy and deadlines that

are impossible to reach can cause job satisfaction to erode for even the most

dedicated employee. Falling short of deadlines results in conflict between

employees and supervisors and raises the stress level of the workplace. (Hill,

2008).


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Job Secur i ty :

Job security is the assurance that a particular employee will have their job

in long term due to the low probability of losing it potentially. Positive job security

nature also adds more value to the image and the reputation of an organization

as job offered has the guaranteed security and reliable. Also, job security has a

great influence in increasing job satisfaction of its employees where once the

employee is confident about not losing the job, it will create no mental stress

where the employee has its own freedom to fully concentrate on the work they

perform. An employee with a high level ofjob security will often performs and

concentrates better than an employee who is in constant fear of losing a job.

Although this fear can increase motivation in certain situations, a lack of job

security can be a source of distraction and result in excess stress and low morale

that hinders an employee's overall performance. (Thornton, ND).

Job promot ion :

Companies provide promotion to their employees considering experience,

service and some companies reward promotions through measuring employees

talents and capabilities. Using data from the 1989 and 1990 waves of the NLSY,

Pergamit and Veum (1989) find a positive correlation between promotions and

job satisfaction(Kosteas, ND). Companys give their priority to current

employees to apply vacancy is arises. In that situation employees can achieve

their individual goals obtaining promotion. Through such a situation, increases

employees satisfaction and they more contribute to the productivity.


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Physical Factors and Job Satisfaction

Payment :

Money rewards are multi complex and multisided job satisfaction factor.

Money not only gives people an opportunity to satisfy their primary needs, but

also fosters satisfaction of higher levels needs. Those who make more money

are little more satisfied than those who make considerably less. Moreover,

relatively well paid samples of individuals are only trivially more satisfied than

relatively poorly paid samples (Judge et. Al, 2010).Employees more often

perceive their salarys level as a reflection of that how management estimates

their contribution to the companys activity. If employees have an opportunity to

choose themselves to some extend independently indulgences from the whole

package rendered by the company then they receive greater satisfaction from

indulgences receivables and the job in the whole.

Work ing groups :

Direct affect on job satisfaction makes the very nature of work groups.

Working group serves for a single worker is a source of support, comfort, advice

and enjoyment from the very job. A good working group fosters a gaining of a

greater joy and pleasure from job. On another hand, when the opposite situation

is observed, when it is hard to get along with the people, the given factor

imposes negative impact on job satisfaction


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Welfare Services :

Welfare includes anything that is done for the comfort and improvement of

employees and is provided over and above the wages. Welfare helps in keeping

the morale and motivation of the employees high so as to retain the employees

for longer duration. Labor welfare includes various facilities, services and

amenities provided to workers for improving their health, efficiency, economic

betterment and social status.

Use of ski l ls and abil i t ies:

Everyone has skills and abilities. Some are unique aptitudes and talents,

which may include musical abilities (singing, playing an instrument, composing

music), artistic skills (drawing, painting, sculpting), athletic skills (running,

jumping, throwing), or any other ability that comes easily and naturally. Some

skills and abilities are used in daily work life. The company should identify which

skills and abilities are available in the employee and should give opportunities for

improve them.

Environmental Factors and Job Satisfaction

Work ing condi t ions :

One more factor imposing moderate impact on job satisfaction is working

conditions. If conditions are good (e.g. offices are neat and cozy, clean and

engaging), staff could easier manage their job. If bad working conditions were

available (e.g. it is hot or noisy in the office), it would be more difficult for

employees to implement their work. Otherwise, working conditions affect job

satisfaction similar to working groups influence. If all were favorably around,

there would not be problems with job satisfaction.


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Management sty le & cu l ture :

Organizational cultureis the organizations pattern of beliefs,

expectations, and values as in company and industry practices. A major

organizational factor to which new employees must be socialized is the culture of

the group they are joining.

The potential benefits of improved job design are unlikely to be realized, if

attention is focused on the content of jobs alone. Equal, if not more important, is

the process by which redesign is carried out. This has led to recognition of the

importance of management style and, increasingly, of organization culture.

Central to improving the quality of working life is a participative, open style of

management involving employees in decisions that affect them, including the

design or choice of the technology itself. Personnel policies, including those

related to pay and benefits, should attempt to develop a relationship of trust

among all members and sections of the organization, and a confident partnership

approach to trade unions.

Conceptual Framework

Independent Variables Dependent

Variable

Psychological Factors

Health and safety

Working responsibilities

Job Security

Promotion

Physical Factors

Payments

Co-workers

Welfare services

Use of skill & abilities

Environmental Factors

Good working environment

Management style & culture

Job Satisfaction /

Job Dissatisfaction


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Method of the Study

Introduction

This chapter mainly analyze the methodology of the study where it further

describe the population of the study, sample selected, sampling techniques used in

selecting the sample, data collection methods used and strategies in which the collected

data is being analyzed.

Population

All non- managerial & Managerial employees at Gujarat mitra Pvt. Ltd at the

production level has a counting of 125 heads.

Sample

In obtaining samples of people for the evaluation, total Managerial & non-

managerial employees must me classified in to strata such as Machine Operators,

Jounaralists, Computer Operators, Administration staff and Marketing Staff. For this, the

stratified sampling method was used. Once the total of 125 employees was divided in to

strata, random sampling method was used in selecting a portion of employees from

each strata for further analyzing. Following shows the randomly selected sample per

strata.

Employee Allocation to Samples

1. Editorial Dept. (10/125) x 100 = 8%

2. Advertisement Dept. (8/125) x 100 = 6%3. Marketing & Circulation Dept. (10/125) x 100 = 8%

4. Machine Dept. (6/125) x 100 = 5%

5. HR & Administration Dept. (5/125) x 100 = 4%

6. Parcel (6/125) x 100 = 5%

7. Computer Dept. (5/125) x 100 = 4%


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In evaluating, each employee will be questioned through questionnaires for

their current job satisfaction level, those factors which have influenced their job

satisfaction currently, those factors which could positively/ negatively affect the

current satisfaction level potentially and etc.

Department Total

Employees

No. of

Sample

% from the

Total

Editorial 30 10 8%

Advertisement 15 8 6%

Marketing &

Circulation

20 10 8%

Machine 15 6 5%

HR & Admin 10 5 4%

Parcel 15 6 5%

Computer 20 5 4%

Total 125 50


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Data Collection

As a measure of data collection, I have made use of a structured questionnaire

which includes closed questions in retrieving data and current status of factors

affecting job satisfaction at Gujarat Mitra Pvt.Ltd.

The questionnaire consists of two sections where section (A) consists of 6

questions which collect data upon demographics factors of employees such as age,

gender, salary distribution & etc. Under section (B), it accommodates 9 questions

which further collect data upon factors which has a direct relevance to physical,

psychological and environmental factors which affects job satisfaction of the

employees.

Questionnaires were distributed personally among 50 employees selected from

the total of 125 where they were given a duration of 1 day to fill in the

questionnaires. None from the 50 questionnaires were eliminated for disqualified

answers where all 50 questionnaires were used in the research. In collecting them

back, they were asked to hand them over to their department supervisor from where

I collected the questionnaires for analyzing.


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Data Analysis

Data are being analyzed in identifying the relationship and impact rate of

physical, psychological and environmental factors on job satisfaction of employees at

Gujarat Mitra Pvt.Ltd.. Therefore, the analysis is more Object Oriented.

Under section (A), all demographic factors are analyzed with use of percentages

in analyzing the general distribution of gender, age, civil status, education, service and

salary. Under the section (B), the data are being analyzed under three factors: physical,

psychological and environmental. Each factor analysis was made easy by further

clustering each factor in to sub factors where each sub factor was allocated with a

question.

Physical factors : Health & Safety, working responsibilities, job security,

promotions

Psychological factors : Payments, Co- workers, Welfare Services, Use of

skills & abilities

Environmental factors: Working environment, Management style & culture

Since the research is qualitative, general qualitative data analyzing techniques

are difficult to be applied in data analysis. But to serve the purpose, qualitative data

analysis has been done.


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Data Analysis & Data Presentation

Introduction:

This chapter covers the data presentation and analysis of the study. This study

covers a sample of 50 employees selected at randomly out of employees of the Gujarat

Mitra Pvt.Ltd. All employees selected randomly and all of them represented the

department of the factory which is sewing, cutting and printing. As well as all of

employees were non managerial level.

Data analysis part will be divided in to two sections. First part will deploy to

analyze and present general and demographic information. Second part will deploy to

analyze employee response with respect to each factor. It is clarifies each factors

relative importance and position among all factors.


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Presentation and Analysis of Demographic variables

Gender distribution

Gender Distribution Data Grid

Sex No of Employees %

Male 14 28%

Female 36 72%

Total 50 100%

Gender Distribution Chart

The sample consists with 50 of employees. Out of the sample 14 of them were

male, and they represented 28% of the sample. Rests of 36 employees were female and they

represented 72% of the total sample. According that, female population is the dominated fraction

of the sample.

Male

Female

15

35

Gender Distribution


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4%

76%

18%

2%

Age Distribution

16-20

21-30

31-40

Above 40

Age Distribution

Age Distribution Data Grid

Age

(Years)

No Of

Employees

%

16-20 2 4%

21-30 38 76%

31-40 9 18%

Above 40 1 2%

Total 50 100%

Age Distribution Chart

At the beginning of the study, all employees are categorized age wise.

Thereby total sample divided in to four categories. First category is 16-20 age range. 02 of

employees were belonging to that category and represent 4% of total sample. Second category is

21-30 age range. There were 38 employees in that category and they represented 76% of total

sample. Third category is 31-40 age range. 9 of employees were there and represented 18% of

total sample. Even though there is a one employee in above 40 age range and it represent 2%.

According that 21-30 range is the largest of the sample.


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40%

58%

2%Civil Status Dictribution

Married

Unmarried

Divorced

Civil status

Civil Status Data Grid

Civil Status Distribution Chart

There were 20 married employees, 29 unmarried employees and 01 divorced

employee. Married employees represent 40% of the total sample. Unmarried employees

represented 58% and divorced employee represent as 02% of total sample.

Civil Status No of Employees %

Married 20 40%

Unmarried 29 58%

Divorced 01 02%

Total 50 100%


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Education Level

Education Data Grid

Educational level No of Employees %

Up to 10 2 04%

Up to 12 8 16%

Graduate 27 54%

Post graduate 13 26%

Total 50 100%

Education Distribution Chart

Firstly, employees who are educated up to year 8 (2 employees) which represented

4% of the total sample. Secondly, employees who are educated up to year 10 (08 of employees)

represented 16% of the total sample. Thirdly, 27 of employees had passed ordinary level and

represented 57% of the total sample. Advanced level passed employees were 26% of the total

sample and 13 of employees belong to that category. Even though I inserted a category for high

education, none were included.

Up to 10th

Up to 12th

Graduate

Post graduate

Education Distridution

13

2

8

27


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16%

26%

36%

22%

Service Distribution

Below 01 year

Year 01-03

Year 04-07

Above 07 years

Service

Service Distribution Data Grid

Period of Service No of Employees %

Below 01 year 8 16%

Year 01-03 13 26%

Year 04-07 18 36%

Above 07 years 11 22%

Total 50 100%

Service Distribution Chart

This component represents the

number of years of employee

service with the company. 08 of

employees have worked less than one year and they represented 16% of the sample. The

employees, who are employing greater than one year and less than three years, were 13 of the

sample and represented 26% of the total sample. 18 of employees, who worked greater than four

years and less than seven years, were represented 36% of the sample. 11 of employees belong to

higher service category. That is the category beyond seven years. They represented 22% of the

total sample.


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20%

28%26%

26%

Salary Distribution

6500-7500

7501-8500

8501-9500

More than 9500

Salary distribution

Salary Distribution Data Grid

Salary No of Employees %

6500-7500 10 20%

7501-8500 14 28%

8501-9500 13 26%

More than 9500 13 26%

Total 50 100%

Salary Distribution Chart

According to collected data, 10 employees belong to Rs.6500-7500

range which is 20% of the sample. 14 employees earned beyond Rs.7500 - 8500 range which

represented 28% of the total sample.13 employees belong to Rs.8501-9500 range were they

represented 26% of the sample. Also 13 of employees have earned more than Rs.9500 which

represented the 26% of the total sample.


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96%

4%0%

Health & Safety

High

Moderate

Low

Psychological Factors

Employee Attitudes towards Health & Safety

Health & safety data grid

Level No of

Employees

%

High 48 96%

Moderate 2 4%

Low 0 0%

Total 50 100%

Health & safety chart

According to the collected data, 48 employees had high attitudes towards health

and safety and they represented 96% of the total sample. There are two employees who had

moderate attitudes and represented 4% of the total sample. No employees seem to have low

attitude on health & safety of the organization.


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84%

6%10%

Work Responsibility

High

Moderate

Low

Employee Attitudes towards the Working Responsibility

Working responsibility data grid

Level No of Employees %

High 42 84%

Moderate 3 6%

Low 5 10%

Total 50 100%

Work Responsibility chart

Work responsibility denotes employee attitude towards work performed.

According to summarized data, 42 employees had high level attitudes with work responsibility

and they represent 84% of the total sample. There are 3 employees were moderate level and 5

employees were low level attitudes towards the working responsibility. They were represent

6% and 10% accordingly of the total sample.


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62%14%

24%

Job Security

High

Moderate

Low

Employee Attitudes towards the Job Security

Job security data grid

Level No of

Employees

%

High 31 62%

Moderate 7 14%

Low 12 24%

Total 50 100%

Job security chart

According to collected data, 31 employees had high attitudes with the job security and

they represented 62% of the total sample. 7 employees were moderate l and it represents 14%

of the total sample. Out of the sample, 12 employees had low attitude with job security and

they represented 24% of the total sample.


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60%12%

28%

Promotion

High

Moderate

Low

Employee Attitudes toward the Promotion

Promotion data grid

Level No of

Employees

%

High 30 60%

Moderate 6 12%

Low 14 28%

Total 50 100%

Promotion chart

According to collected data, 30 employees had high attitudes towards promotions

and they represented 60% of the total sample. There are 6 moderate employee attitudes about

promotion sand where they represent 12% of the sample. 14 employees had low attitudes

about promotions and representing 28% of the total sample.


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70%

8%

22%

Payments

High

Moderate

Low

Physical Factors

Employee Attitudes towards the Payments

Payments data grid

Level No of

Employees

%

High 35 70%

Moderate 4 8%

Low 11 22%

Total 50 100%

Payments chart

This component indicates employee attitude towards the payments scheme.

According to collected data, 35 employees had high attitudes and they represent 70% of the

total sample. Out of the sample, 4 employees were moderate and representing 8% of the

sample. 11 employees had low attitudes and they represent 22% of the total sample.


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94%

2% 4%

Co- workers

High

Moderate

Low

Employee Attitudes toward the Co-workers

Co- workers data grid

Level No of

Employees

%

High 47 94%

Moderate 01 2%

Low 02 4%

Total 50 100%

Co- workers chart

According to collected data, 47 employees had high attitudes towards their

co-workers and they represented 94% of the total sample. There is one moderate employee

and who represents 2% of the total sample. In the third category, two employees had low

attitudes were they represent 4% of the total sample.


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72%

12%

16%

Welfare

High

Moderate

Low

Employee Attitudes towards the Welfare Service

Welfare Services data grid

Welfare chart

This component indicate that employee attitudes towards the welfare service provided

by the company. According to the collected data 3 employees were high attitudes and they

represent 72% of the total sample. Out of the sample 6 employees were moderate attitudes

and they represent 12% of the sample. 8 employees were low attitudes and they represent 16%

of the total sample.

Level No of

Employees

%

High 36 72%

Moderate 06 12%

Low 08 16%

Total 50 100%


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66%

12%

22%

Using Employee Skills &

Abilities

High

Moderate

Low

Employee Attitudes towards Using Employee Skills and Abilities

Using employee skills & abilities data grid

Level No of

Employees

%

High 33 66%

Moderate 06 12%

Low 11 22%

Total 50 100%

Using employee skills & abilities chart

According to collected data, 33 employees had high attitudes towards

using employee skills and abilities where they represent 66% of the total sample. 6 employees

were moderate and represent 12% of the total sample. Out of the sample, 11 employees had

low attitudes and they represent 22% of the total sample.


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84%

8%

8%

Working Environment

High

Moderate

Low

Environmental Factors

Employee Attitudes towards the good working environment

Working environment data grid

Level No of

Employees

%

High 42 84%

Moderate 4 8%

Low 4 8%

Total 50 100%

Working environment chart

This component represents those employee attitudes towards good working

environment. In that situation, 42 employees had high attitudes and represent 84% of the total

sample. Out of the sample, 4 employees were moderate and other 4 employees had low

attitudes where each represents 4% of the total sample.


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84%

4% 12%

Organization style and culture

High

Moderate

Low

Employee Attitudes towards the Organizational Style and Culture

Organization style and culture

Level No of

Employees

%

High 42 84%

Moderate 02 4%

Low 06 12%

Total 50 100%

Organization style & culture chart

According to collected data, 42 employees had high level attitudes and represent

84% of the total sample. 2 employees moderate and they represent 4%. Out of the sample, 6

employees had low attitudes about the organizational style and culture and they represent 12%

of the sample.


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Conclusion and Recommendations

Introduction

At the outset of this research study, it was taken more effort to clarify research matter.

Those were, identify what are the factors affecting to non managerial level employees of

Gujarat Mitra Pvt.Ltd in Surat. With a view to clarify those above matters, well-

structured questionnaires were distributed among operational level employees of

Gujarat Mitra Pvt.Ltd. Collected data expressed following kind findings and conclusions.

And finally present recommendations regarding this study.

Conclusion

Above is a research done based upon analyzing the impact of physical, psychological

and environmental factors on job satisfactions of employees of Gujarat Mitra Pvt.Ltd A

sample of 50 employees was randomly selected from five stratas which were selected

through stratified sampling technique. Questionnaires were distributed among these

employees in gathering data with based on physical, psychological and environmental

factors affecting their job satisfaction. Questionnaire consisted of two sections where

section A consisted of gathering data on demographic factors and section B involved

gathering data on three independent factors.

Once data was selected, pie charts and data grids were made use of in presenting the

collected data. After the data presentation, qualitative data analysis methods were used

in analyzing and drawing conclusions upon collected data even though the collected

data are of qualitative nature.

As the findings record, above analysis of physical factors correlation coefficient is

0.0192. This value is positive but it is not strong. Therefore it is a weak positive

relationship between physical factors and job satisfaction. According to that, situation

hypothesis can be accepted. In psychological factor analysis, correlation coefficient

marked a 0.015. This value is positive but it is not yet strong. Therefore it can be said

that there is a weak positive relationship between psychological factors and job

satisfaction. Finally the environmental factor analysis correlation coefficient marked

0.0172 where there is also a weak positive relationship between environmental factors


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and job satisfaction. According to that situation hypothesis can be accepted and

alternatives can be rejected.

With use of data analysis, it is understandable that employees personal matters affect

their job satisfaction and that employees are expecting the management to make

remedial actions on factors such as psychological, physical and environmental in order

to maintain those them in favorable manner.

Recommendations

The findings of this study indicate that psychological, physical, and environmental

factors are affected to the job satisfaction of employees of Gujarat Mitra Pvt.Ltd in

Surat. But those factors are not strongly affected to their job satisfaction. Because,according to the each factors value of correlation coefficient is weak. Finally Researcher

can say, sometimes those factors are affected to the job satisfaction of non managerial

level employees. But some other factors may be affected to their job satisfaction.

- Management should pay their attention on providing satisfying salary for

employee contribution.

- Also they should be concerned about providing additional benefits (especially

financial benefits) to its non managerial employees.- Management should pay attention on providing employee welfare services,

health and safety, job security, working responsibilities and good working

environment for worker level employees.

- Management should give more opportunities for promotion and develop their

skills and abilities of non managerial level employees.

- Employees are interested in having friendly environment. Therefore management

must get more acquainted with this employees and make employees see them

as a leader, not as a boss.

- Since employees are interested in having good cooperation with colleagues,

management should make sure to have a working environment where good

cooperation and mutual respect exist.

- Therefore management should maintain proper grievance handling procedure in

the company to support to solve their problems.


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Appendices

Appendix 1: Questionnaire

Questionnaire to Find Out job Satisfaction Level of Employees inGujarat Mitra Pvt.Ltd.

Dear Sir / Madam,

With reference to the requirements of the degree program of Department of human

recourse development, Master of Labour Welfare, I wish to collect data from you on the

topic of Job Satisfaction Of Gujarat Mitra Pvt. Ltd. So I would like to keep privacy of the

information and data that you provided to me. I assure this information is used only for

the academic purposes.

This questioner consists of two (2) sections. Please attend all questions included

here.

Please tick () in relevant cage in Section (A) and (B)

Division :...


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Section (A)

1. Gender:

Male

Female

2. Age:

More than 16 less than 20

Between 21-30

Between 31-40

More than 41

3. Civil Statues:

Married

Unmarried

Widow

4. Educational Qualifications

Up to 10th

Up to 12th

Graduate

Post Graduate


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5. Number of years served in the company

Bellow 1 year

Between 1-3

Between 4 -7

More than 7 years

6. Salary Scale

Rs.6500 - Rs. 7500

Rs.7501 - Rs. 8500

Rs.8501 - Rs.9500

Above Rs.9501

Section (B)

Please rate the following criteria from the range of 15 where 1 signifies the lowest

rating and 5 denotes the highest rating.

1 2 3 4 5

1) Are you satisfied over health and safety

measures of the organization?

(Quality of the equipments, awareness for preventing

accidents, level of health and sanitary facilities)

2) Are the work load and responsibilities allocated

fair and equally distributed?

(freedom given by the company to plan your job, Job

responsibilities, Salary and responsibilities)


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3) What is your attitude towards the current job

security?

(Social factors, Other jobs, Job security)

4) Are you satisfied over the existing promotion

strategies?

(Performance evaluation, Opportunities for promotions)

5) Do you think the payments made are at

satisfactory level?

(Salary, Basic needs, Knowledge, skills & abilities)

6) What is your attitude towards co- workers?

(relationships with co-workers, other department

members and supervisors)

7) What is your attitude towards using employee

skills and abilities?

(Encouragements for innovations, Opportunities for

creative ideas, Quality of training programs)

8) Are you satisfied over the workingenvironment?

( Influences for mental & physical health, Location of

work, Illumination level)

9) Do you agree to accept organization style and

culture?

(Management systems, Organizational Factors include

nature and size, formal structure)

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