review of litreture in hotel industry

1. INTRODUCTION

1.1. INTRODUCTION

Definitions :

“Job satisfaction does not seem to reduce absence, turnover and perhaps

accident rates”.

-Robert L. Kahn

“Job satisfaction is a general attitude towards one’s job: the difference

between the amount of reward workers receive and the amount they believe they should

receive.”

-P. Robbins

Job satisfaction defines as “The amount of over all positive affect (or

feeling) that individuals have toward their jobs.”

-Hugh J. Arnold and Daniel C.

Feldman

“Job satisfaction is the amount of pleasure or contentment associated with

a job. If you like your job intensely, you will experience high job satisfaction. If you

dislike your job intensely, you will experience job dissatisfaction.”

By

Andrew J DuBrins,

The practice of supervision,

New Delhi

Human life has become very complex and completed in now-a-days. In

modern society the needs and requirements of the people are ever increasing and ever

changing. When the people are ever increasing and ever changing, when the peoples

needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to

1

contribute very little for any purpose. Job satisfaction of industrial workers us very

important for the industry to function successfully. Apart from managerial and technical

aspects, employers can be considered as backbone of any industrial development. To

utilize their contribution they should be provided with good working conditions to boost

their job satisfaction.

Any business cab achieve success and peace only when the problem of

satisfaction and dissatisfaction of workers are felt understood and solved, problem of

efficiency absenteeism labour turnover require a social skill of understanding human

problems and dealing with them scientific investigation serves the purpose to solve the

human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

PAY

Wages do play a significant role in determining of satisfaction. Pay is

instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter,

and clothing and provides the means to enjoy valued leisure interest outside of work.

More over, pay can serve as symbol of achievement and a source of recognition.

Employees often see pay as a reflection of organization. Fringe benefits have not been

found to have strong influence on job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in

determining how satisfied employees are with their jobs. By and large, workers want jobs

that are challenging; they do want to be doing mindless jobs day after day. The two most

important aspect of the work itself that influence job satisfaction are variety and control

over work methods and work place.

2

In general, job with a moderate amount of variety produce the most job

satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with

too much variety and stimulation cause workers to feel psychologically stressed and

‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A

promotion to a higher level in an organization typically involves positive changes I

supervision, job content and pay. Jobs that are at the higher level of an organization

usually provide workers with more freedom, more challenging work assignments and

high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a

supportive personal relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in

decision making, employee who participates in decision that affect their job, display a

much higher level of satisfaction with supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job

satisfaction to individual employees. The working groups also serve as a social support

system of employees. People often used their co-workers as sounding board for their

problem of as a source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater

physical comfort. The working conditions are important to employees because they can

3

influence life outside of work. If people are require to work long hours and / or overtime,

they will have very little felt for their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to

keep in mind that: all individuals do no derive the same degree of satisfaction though

they perform the same job in the same job environment and at the same time. Therefore,

it appears that besides the nature of job and job environment, there are individual

variables which affect job satisfaction. Thus, all those factors which provide a fit among

individual variables, nature of job, and situational variables determine the degree of job

satisfaction. Let us see what these factors are.

1. Individual factors :

Individuals have certain expectations from their jobs. If their expectations

are met from the jobs, they feel satisfied. These expectations are based on an individual’s

level of education, age and other factors.

Level of education : Level of education of an individual is a factor which

determines the degree of job satisfaction. For example, several studies have found

negative correlation between the level of education, particularly higher level of

education, and job satisfaction. The possible reason for this phenomenon may be that

highly educated persons have very high expectations from their jobs which remain

unsatisfied. In their case, Peter’s principle which suggests that every individual tries to

reach his level of incompetence, applies more quickly.

Age : Individuals experience different degree of job satisfaction at different

stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced,

starts rising upto certain stage, and finally dips to a low degree. The possible reasons for

this phenomenon are like this.

When individuals join an organization, they may have some unrealistic

assumptions about what they are going to drive from their work. These assumptions make

4

them more satisfied. However, when these assumptions fall short of reality, job

satisfaction goes down. It starts rising again as the people start to assess the jobs in right

perspective and correct their assumptions. At the last, particularly at the fag end of the

career, job satisfaction goes down because of fear of retirement and future outcome.

Other factors : Besides the above two factors, there are other individual

factors which affect job satisfaction. If an individual does not have favourable social and

family life, he may not feel happy at the workplace. Similarly, other personal problems

associated with him may affect his level of job satisfaction. Personal problems associated

with him may affect his level of job satisfaction.

Nature of job : Nature of job determines job satisfaction which is in the

form of occupation level and job content.

Occupation level : Higher level jobs provide more satisfaction as

compared to lower levels. This happens because high level jobs carry prestige and status

in the society which itself becomes source of satisfaction for the job holders. For

example, professionals derive more satisfaction as compared to salaried people: factory

workers are least satisfied.

Job content: Job content refers to the intrinsic value of the job which

depends on the requirement of skills for performing it, and the degree of responsibility

and growth it offers. A higher content of these factors provides higher satisfaction. For

example, a routine and repetitive lesser satisfaction; the degree of satisfaction

progressively increases in job rotation, job enlargement, and job enrichment.

2. Situational variables:

Situational variables related to job satisfaction lie in organizational context

– formal and informal. Formal organization emerges out of the interaction of individuals

5

in the organization. Some of the important factors which affect job important factors

which affect job satisfaction are given below:

1. Working conditions: Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for performing the job

determine job satisfaction. These work in two ways.

First, these provide means job performance. Second, provision of these

conditions affects the individual’s perception about the organization. If these factors are

favourable, individuals experience higher level of job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each

type of supervision; the degree of importance attached to individuals varies. In employee-

oriented supervision, there is more concern for people which is perceived favourably by

them and provides them more satisfaction. In job oriented supervision, there is more

emphasis on the performance of the job and people become secondary. This situation

decreases job satisfaction.

3. Equitable rewards: The type of linkage that is provided between job

performance and rewards determines the degree of job satisfaction. If the reward is

perceived to be based on the job performance and equitable, it offers higher satisfaction.

If the reward is perceived to be based on considerations other than the job performance, it

affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in

the context of job nature and work environment by they also attach importance to

opportunities for promotion that these job offer. If the present job offers opportunity of

promotion is lacking, it reduces satisfaction.

5. Work group: Individuals work in group either created formally of they

develop on their own to seek emotional satisfaction at the workplace. To the extent such

groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job

satisfaction is low. In a cohesive group, people derive satisfaction out of their

interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

6

Effect of Job Satisfaction:

Job satisfaction has a variety of effects. These effects may be seen in the

context of an individual’s physical and mental health, productivity, absenteeism, and

turnover.

Physical and Mental Health: The degree of job satisfaction affects an

individual’s physical and mental health. Since job satisfaction is a type of mental feeling,

its favorableness or unfavourableness affects the individual psychologically which

ultimately affects his physical health. For example, Lawler has pointed out that drug

abuse, alcoholism and mental and physical health result from psychologically harmful

jobs. Further, since a job is an important part of life, job satisfaction influences general

life satisfaction. The result is that there is spillover effect which occurs in both directions

between job and life satisfaction.

Productivity: There are two views about the relationship between job

satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job

satisfaction and productivity; when job satisfaction increases, productivity increases;

when satisfaction decreases, productivity decreases. The basic logic behind this is that a

happy worker will put more efforts for job performance. However, this may not be true in

all cases. For example, a worker having low expectations from his jobs may feel satisfied

but he may not put his efforts more vigorously because of his low expectations from the

job. Therefore, this view does not explain fully the complex relationship between job

satisfaction and productivity.

Another view : That is a satisfied worker is not necessarily a productive

worker explains the relationship between job satisfaction and productivity. Various

research studies also support this view. This relationship may be explained in terms of the

7

operation of two factors: effect of job performance on satisfaction and organizational

expectations from individuals for job performance.

1. Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards (a source of satisfaction) attached

with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic

reward stems from the job itself which may be in the form of growth potential,

challenging job, etc. The satisfaction on such a type of reward may help to increase

productivity. The extrinsic reward is subject to control by management such as salary,

bonus, etc. Any increase in these factors does not help to increase productivity though

these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity

because he has to operate under certain technological constraints and, therefore, he

cannot go beyond certain output. Further, this constraint affects the management’s

expectations from the individual in the form of lower output. Thus, the work situation is

pegged to minimally acceptable level of performance. However, it does not mean that the

job satisfaction has no impact of productivity. A satisfied worker may not necessarily

lead to increased productivity but a dissatisfied worker leads to lower productivity.

Absenteeism: Absenteeism refers to the frequency of absence of job

holder from the workplace either unexcused absence due to some avoidable reasons or

long absence due to some unavoidable reasons. It is the former type of absence which is a

matter of concern. This absence is due to lack of satisfaction from the job which produces

a ‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job

satisfaction is related to absenteeism.

Employee turnover: Turnover of employees is the rate at which

employees leave the organization within a given period of time. When an individual feels

dissatisfaction in the organization, he tries to overcome this through the various ways of

defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in

general case, employee turnover is related to job satisfaction. However, job satisfaction is

not the only cause of employee turnover, the other cause being better opportunity

elsewhere. For example, in the present context, the rate of turnover of computer software

professionals is very high in India. However, these professionals leave their organizations

8

not simply because they are not satisfied but because of the opportunities offered from

other sources particularly from foreign companies located abroad.

Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore,

manager should take concrete steps to improve the level of job satisfaction.

1. Re-designing the job.

2. Improving the quality of work life.

3. Linking rewards with performance.

4. Improving overall organizational climate.

1.2 SCHEME OF THE REPORT

This project report is presented in six chapters

The first chapter introduce the topic of the study and describes the scheme

of the report

Profile of the company, industry in which the study has been made is

briefly given in the second chapter

The third chapter give the conceptual background of the study and review

of the previous study

The methodology of the study is discussed in the fourth chapter

The fifth chapter attempt to analysis and interpret the data collected from

the survey

The sixth chapter summarizes the findings and conclude the study by

giving suitable suggestions

9

2. PROFILE

2.1 Industry profile

The Dairy Development Department was established in 1958 in

Tamilnadu. The administrative and statutory control over all the milk cooperatives in the

State was transferred to the Dairy Development Department on 1.8.1965. The

Commissioner for Milk Production and Dairy Development was made as the functional

Registrar under the Tamilnadu Cooperative Societies Act. With the adoption of 'Anand

pattern' in the State of Tamilnadu, Tamilnadu Co-operative Milk Producers' Federation

Limited was registered in the State on 1st February 1981. The commercial activities of

the Department such as Milk Procurement, Processing, Chilling, packing and sale of milk

to the consumers etc., hitherto dealt with by the Tamilnadu Dairy Development

Corporation Ltd., were transferred to the newly registered Tamilnadu Co-operative Milk

Producers' Federation Limited, popularly known as "Aavin". In the wake of liberalization

policy, private dairies have also entered into the field of dairying. As per the directions of

the Honorable Chief Minister of Tamilnadu high priority has been given for improving

the performance of milk Co-operatives by adopting a systematic approach and proper

strategy in Milk Co-operatives. Significant achievement has been made by Milk

Producers' Cooperative Societies, Unions and Federation in the State of Tamilnadu.

The cattle population in India is approximately 15% of total cattle

population in the world. India stood no. 1 position in milk production. Tamilnadu is one

of the leading states in milk production. The milk production in Tamilnadu per day is

145.88 Lakh liters.

2.1.1 OBJECTIVES OF THE DAIRY DEVELOPMENT DEPARTMENT

(1) Assure a remunerative price for the milk produced by the member of the Milk

Producers' Co-operative Societies through a stable, steady and well organized market

support.

10

(2) Distribution of quality milk and milk products to the consumers at reasonable price.

Keeping these objectives in mind, a number of activities are undertaken by

the Dairy Development Department, viz., Provision of free veterinary health cover to all

animals owned by the members of milk cooperatives, implementation of Artificial

Insemination Programme, supply of balanced cattle feed and inculcation of farmers with

the modern animal husbandry methods and practices.

All activities, which are essential for the up gradation of the milch animals

and improving their productivity in the long run, have been undertaken.

Provision of necessary infrastructure facilities for marketing milk and milk

products and supply of quality milk to the consumer has been made by way of

establishing new chilling centers, pasteurization plants and adoption of modern

processing system.

2.1.2 FUNCTIONS OF THE DAIRY DEVELOPMENT DEPARTMENT

The main functions of the Dairy Development Department include

Organization of societies, registration of societies, supervision and control of primary

milk cooperatives, District Cooperative Milk Producers Unions and Tamilnadu

Cooperative Milk Producers Federation.

The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officers,

liquidation and winding up of dormant Societies etc. The Commissioner for Milk

Production and Dairy Development, Deputy Milk Commissioner (Co-operation), and

Circle Deputy Registrars (Dairying) are vested with quasi-Judicial powers in respect of

settlement of disputes, appeal, revision and review under various provisions of

Tamilnadu Cooperative Societies Act, 1983 & the Tamilnadu Cooperative societies

Rules, 1988 made there under.

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The Commissioner for Milk Production and Dairy Development has been

designated as the State Registering Authority for the state of Tamilnadu, under the

provisions of Milk and Milk Products Order'92. All the Dairy units including private

Dairies handling more than 10,000 liters per day of milk or Milk Products containing

milk solids in excess of 500 Metric tones per annum have to obtain registration certificate

under the provision of Milk and Milk Products Order'92. The Commissioner for Milk

Production and Dairy Development / State Registering Authority has been conferred with

powers to register the dairy units having handling capacity from 10,000 lpd to 2, 00,000

liters per day. The Commissioner / State Registering Authority, Deputy Milk

Commissioner (Co-operation) / District collectors and Deputy Registrars (Dairying) have

been authorized to carry out supervision and periodic inspection of the dairies.

2.1.3 MARKETING:

The three wings are carrying out the marketing of milk and milk products

of the Federation namely:

1. Metro Liquid milk marketing.

2. Metro Milk Product marketing.

3. Up country marketing.

The product wing of the Federation located at Nandanam directly carries

of marketing of the products in Chennai Metro and suburbs. The products are stored at

the Godown at Ambattur and distributed to the outlets. The sale of milk in sachets is

being carried out through 18 zones, 292 Federation Depots, 184 Federation. Distribution

Points, 38 Whole Sale Milk Distributors, 89 Milk Retailers and 49 Milk Consumers’ Co-

operative Societies and their depots numbering 221 and 142 distribution points. The sale

of milk product is being carried out through 25 parlors, 145 Franchise Retail Outlets

(FROs), 11 Wholesale dealers, and 2824 Retailers. The Federation also caters to the

needs for functions like marriages by booking Special Orders. Standardized milk,

Buffalo milk and double toned milk are being sold through 218 Automatic Vending

12

Machines and 98 FRPs to the city consumers. Milk products are also sold in certain AVM

Units. Sachet milk sales are also carried out in AVM units.

2.1.4 MILK SELLING PRICE:

The selling price of Toned / Standardized / Full Cream milk in sachets and

in AVM units is as detailed below:

New price chart (With Effect From 01-09-2009)

AAVIN MILK: TARIFF STRUCTURE (in Rs)

Variety Fat

(%)

SNF *

(%)

Monthly Card ** Maximum Retail Price

Present rateRevised rate

Present

rate

Revised

rate

Toned milk 1 lit 3 8.5 15.75 17.75 18.00 20.50

Tone milk 500 ml 3 8.5 7.90 8.90 9.00 10.25

Standardized milk 500 ml

4.5 8.5 9.50 11.00 11.00 13.00

Standardized milk 500 ml ***

4.5 8.5 9.25 10.75 10.00 12.00

Full cream milk 500 ml

6.0 9.0 10.50 12.00 12.00 14.00

Double toned milk 500 ml

1.5 9.0 7.75 9.25 9.00 11.00

.

1.2 Company Profile

13

1.2.1 Introduction

Kanyakumari district co-operative milk producers’ union No: 2946 was

first registered as Nanjil Nadu milk supply society on 25 th January 1949 and started its

functioning from 7th February 1950. Later it was elevated as Nanjil Nadu milk supply co-

operative union by January 1951. During 1961 it was renamed as Kanyakumari district

co-operative milk supply union. Later it was converted as Kanyakumari district co-

operative milk producers’ union on 16th February 1982. This Dairy is located at nagercoil,

the Head Quarters of the district.

Dairy at a glance

1. Date of registration 25.1.1949

2. Date of functioning 7.2.1950

3. Conversion as producers union 16.2.1982

4. Area of operation Kanyakumari District

5. Total number of societies 105

6. Functioning societies 70

7. No of societies supplying milk to union 36

8. Number of milk routes 4

9. Number of societies doing Artificial Insemination 18

10. Dairy capacity 20000 liter per day

11. Milk storing capacity 38000 liter

12. Pasteurization capacity 5000 liter per day

13. Boiler 0.5 tons

14. Milk khova-producing capacity per day 40 kg

15. Milk packet machine packing capacity 5000 sachets per hour

16. Generator 73KVA

17. Milk tanker 1 number 6650 liter capacity

18. Milk purchase rate Based on quality Rs15.54

per liter (12.5% total solid

14

i.e. Fat

& SNF)

19. Milk payment For every 15 days

20 Brand name Aavin

21. Address 317A1 K.P.Road

Nagercoil.

Membership and Share

Authorized Share Capital of this union is Rs.5 Lakes in 5000 shares of

Rs.100each. The present position of share capital contains 9097 primary milk producers

Co-operative societies shares of Rs.9, 09,700/-.

Artificial Insemination

To the quality of cattle they have introduced Artificial Insemination

scheme in this union since 22.09.1988. Union provide A.I training to society employees

by sending them to various training institutes and place them in the society to do A.I

service to the cattle of the members of the societies.

Milk Procurement

Area of operation of milk procurement covers all the four taluks namely

Agasteswaram, Thovalai, Kalkulam and Vilavancode of this district. At present in this

district there are 105 societies of which 70 are functioning and remaining 35 are dormant.

But only 36 societies are supplying milk now to the union.

Milk purchased from the primary societies are being paid as per the rates

fixed by the government and also as per the direction of the central office, the Tamilnadu

co-operative milk producer’s federation, Chennai. At present it is being paid at the rate of

Rs.124.32 for 1 liter of total solids (Rs.15.54 paid per liter with 4.3% fat and 8.2% SNF).

Regarding milk value payment, they are paying the milk value due to the societies by

every 15 days.

Marketing

15

They are selling about 18000 liters of milk per day through 120 agents, 2

MPCS, 2 self help groups, 7 of their parlors. The seven milk parlors being directly run by

them are functioning in a successful manner with a wide appreciation from customers and

public. They have been selling standardized milk with 4.5% fat and 8.5% SNF as per the

requisition of the customers.

Future plans

Kanyakumari district co-operative milk producers’ union ( Aavin ) had

targeted a net profit of Rs.1 crore in the next financial year.

The Collector appreciated the role of self-help groups in creating a

significant impact in marketing of Aavin products and helping the management to the

target. The co-operative union had been selling 18000 liters of milk in the district every

day through 120 sales agents.

Aavin dairy products such as skimmed milk powder, badam powder, cake,

ghee and butter were making a good sale within the district and outside. In fact, Aavin

has been sending 20000 jars of badam mix to Chennai every month. The union had

planned to select individuals from the union and self-help groups to train them in cattle

farming and milk production with financial assistance from the state and central

governments. Aavin had also undertaken a lot of welfare measures for the employees.

Various marketing and quality improvement strategies would be adopted to maintain a

steady growth in sales and profit. The union had earned a net profit of Rs.28.91 lakhs in

the year 2008-2009. It was expected to increase in the current year. The performance of

the union in terms of profit was very satisfactory.

Among the 105 milk co-operative societies, 70 societies were functioning

well by procuring around 46000 liters of milk a day. Both the central and the state

governments had allotted Rs.2.92 crore with full grant for the modernization of the

Aavin. With this fund, new societies will be formed and various developmental activities

will be carried out.

The Asian Development Bank had sanctioned Rs.31.95 lakhs for setting

up milk parlors at Kanyakumari, Ethamozhi, Colachel, Reetapuram, Karunkal, Midalam,

16

Thoothur for the benefit of tsunami-affected people in the district. The union had handed

over the management of these milk parlors to members of various self-help groups.

Job Satisfaction

Regarding job satisfaction all the employees are satisfied with the pay

structures. Working condition and monetary and non-monetary incentives etc. but

majority of the workers is not satisfied with the promotion policies followed in this

organization. The employee and the employer relationship are good. There was no strike

or lockout for the past fifty years and above.

Trade unions

There are trade unions also functioning namely CITU, DMK and ADMK.

The employees working in this dairy becomes members of the different trade unions. The

unions pay more attention for the development and socio economic rights and civil needs

of its workers. Its main aim is not only to secure high bonus and allowance but the

development also.

Grievance handling

There is no separate grievance cell available. The General Manager alone

handle the redressal function. In some cases, the affected person will represent the

grievance matter to the trade union people and they meet the General Manager personally

present the difficulties faced by the employees. The General Manager calls the section

heads and redresses the grievance immediately if it is a simple one

17

3. CONCEPTS AND REVIEW OF LITERATURE

3.1 CONCEPTS

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

worker. In other words, if management could keep the entire worker’s happy”, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relation ship. The first proposition, which is based on traditional

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

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

satisfaction .in another proposition, both satisfaction and performance are considered to

be functions of rewards.

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

employee turn over, and consequently organization can gain from lower turn over in

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

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

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

absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

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

9. Satisfactory working conditions

18

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

bosses.

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

to morale and morale can contribute to job satisfaction.

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

Motivation is a drive to perform, where as satisfaction reflects the individual’s attitude

towards the situation. The factors that determine whether individual is adequately

satisfied with the job differs from those that determine whether he or she is motivated. the

level of job satisfaction is largely determined by the comfits offered by the environment

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

and their dependence on performance. The result of high job satisfaction is increased

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

A wide range of factors affects an individual’s level of satisfaction. While

organizational rewards can and do have an impact, job satisfaction is primarily determine

by factors that are usually not directly controlled by the organization. a high level of job

satisfaction lead to organizational commitment, while a low level, or dissatisfaction,

result in a behavior detrimental to the organization. For example, employee who like their

jobs, supervisors, and the factors related to the job will probably be loyal and devoted.

People will work harder and derive satisfaction if they are given the freedom to make

their own decisions.

3.2 LITERATURE REVIEWED

A STUDY ON MAPPING JOB SATISFACTION AND ITS EFFECT ON

COMPETENCY INCLUSIVENESS AMONG THE TEACHING FACULTIES OF SELF

FINANCING ARTS AND SCIENCE COLLEGE, TRICHY

19

By: D.Sugumar, M.Com. M.Phil., MBA., PGDPMIR., Ph.D Assistant

Professor, Vel Sri Ranga Sanku College and S.Selvarasu MA., M.Phil., MBA., Ph.D

Assistant Professor, Vel Sri Ranga Sanku College

It is known that research into job satisfaction started in the field of

industry and business administration, with a special emphasis being laid on the working

classes. Later on this research moved into the field of education, with more concentration

being placed on the teaching sector. Abdualkhalig (1982) pointed out that the majority of

job satisfaction research has been directed towards lower level employees, adding that it

is limited with regards to looking at managers, technicians and professionals.

Furthermore, Bacharch and Mitchell (1983) have expressed that within the educational

context the importance of the reality of teachers and their attitudes towards their jobs

came at the cost of studying the importance of the reality of other employees in the

educational context, such as self financing teaching faculties’ job satisfaction. “As senior

faculty members retire at the leading U.S. universities over the next decade, it is

increasingly likely that they will be replaced by younger faculty members who are

women, under-represented minorities or foreign-born scholars. This changing landscape

of faculty members at U.S. universities will require that university administrators deal

with issues related to faculty job satisfaction across a variety of personal and professional

dimensions (Okpara, Squillace, & Erondu, 2005; Tack & Patitu, 1992)” “Similarly

situation prevailing in India, here most of the self financing college teaching resources

are female and fresher too. In the dawned of this millennium, educational systems face

new challenges as they move into an era of reorganization stressing site-based

management, teacher empowerment, and the importance of the work team. (Lee, Dedrick

& Smith, 1991), Reconsideration of teachers well being in the new ear is became

obligatory. Hence in this paper we mad an attempt to revisits the job satisfaction of the

teaching faculties and its effect on competency inclusiveness amongst the teaching

resource of self financing arts and science colleges in trichy.

Predictors of Employee Satisfaction with the Performance Appraisal

Process by: Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, 1988.

The study investigated the impact of several aspects of the appraisal

process on three outcome measures: satisfaction with the appraisal process, fairness of

20

ratings and motivation to improve performance. The findings suggest the importance of

viewing the performance appraisal process from a systematic perspective, rather than as a

single event.

The objective of this research was to identify the impact of each phase of

the appraisal process on employee satisfaction with the process, perceptions of fairness of

performance ratings, and motivation to improve performance. Questionnaires were

randomly distributed to 890 professional and general staff employees of a major state

university in the Western United States.

A total of 270 employees comprised the final sample. Selected

characteristics of subordinates, superiors and the work situation were measured. The

study reveals that participation in setting standards and providing performance feedback

during the year was positively associated with the dependent variable. However, neither

performance rating nor the nature of appraisal interview was significant predictors of

motivation to improve performance.

A Qualitative Study of African-American Job Satisfaction in a

Scientific/Technical Research Environment by: Cheryl. D. Krossa, 1996.

The purpose of this study was to begin to develop an answer to the

question, "what elements are necessary, in a high-tech scientific and technical research

work environment, for African-Americans to experience job satisfaction?" Many studies

have been conducted in the area of job satisfaction. Its necessary attributes or components

have been studied, analyzed, validated, standardized, and formed on predominantly white

male populations. Few of these studies have focused on people of color, specifically

African-Americans, and fewer still on those African Americans working in a high-tech,

scientific and research environments. The researchers have defined what is necessary for

the current dominant culture's population.

The Relationship between satisfaction with On-The-Job Training and

Overall Job Satisfaction by: Steven W. Schmidt, 2004.

This study examined the relationship between satisfaction with employer-

provided workplace training and overall job satisfaction. Survey completion data were

21

obtained from 301 customers and technical service employees in nine different

organizations. Job duties for employees in these positions are employer specific.

Organizations represented included those in manufacturing, technology, service, and

government. A significant relationship was found between job training satisfaction and

overall job satisfaction. Time spent in training, training methodologies, and type of

training were determined to be significant in their relationships to job training

satisfaction. The methodology used in training made a significant difference in job

training satisfaction. Most preferred by respondents were methodologies that involved

face-to-face interaction provided by an instructor or job coach. Also found were

significant interactions between job tenure and employment type (customer service

representative or technical service representative) when examined with job training

satisfaction, a major research finding in this study was the high degree of relationship

between job training satisfaction and overall job satisfaction among employees in

customer/technical service positions.

Performance Appraisal’s Relation with Productivity and Job

Satisfaction by: Ayaz Khan, 2005.

The whole essence of the management activities of an organization

culminates in the system of performance appraisal adopted in that organization. This, in

turn, reflects the extent of the individual contributions and commitment of the employees

in different hierarchical levels toward the achievement of organizational objectives/goals.

It goes without saying that an effective performance appraisal system can lead an

organization to take strides towards success and growth by leaps and bounds. Conversely,

an ineffective performance appraisal system can seal the fate of an organization by

creating chaos and confusion from top to bottom in the administrative hierarchy. As a

consequence the chances of success and growth of that organization are doomed.

Does employee satisfaction matter? A study to determine whether low

employee morale affects customer satisfaction and profits in the business-to-

business sector by: Julie Abbott, 2005.

Is employee morale affecting customer satisfaction and therefore the

bottom line? This paper describes a piece of exploratory research carried out in the

22

business-to business (B2B) sector in the UK to determine whether employee satisfaction

does ultimately affect profits. There is a great deal of literature that supports this

argument. The results of the research, however, actually indicated an inverse relationship

in one industry in particular. The focus industries were technology, processing and

business banking. This correlates with a recent similar study in the retail industry. The

results showed that morale can be very low, yet employees work hard in order to keep

their customers loyal and to maximize company profits. This is despite fear of

redundancy, high workloads and long hours.

A case study analysis of the impact of satisfaction and organizational

citizenship on productivity by: Steven H. Appelbaum, Jacques Adam, Nadeem

Javeri, Michel Lessard, Jean-Pascal Lion, Michel Simard, Silvana Sorbo, 2005.

Despite significant investment in capital improvements and training, a rod

mill suffered from chronically low productivity. The authors conducted a survey to

measure employee satisfaction and to determine the correlation between employee

satisfaction and productivity. The study found a correlation between average job

satisfaction, low motivation and the resulting low productivity. A direct correlation was

also found between low productivity and poor communication between management,

supervisors and employees. The article offers recommendations to improve productivity

by increasing employee involvement and communication.

A study of employee satisfaction in professional couriers in

Coimbatore city by: A. Sukumar, 2007.

This study is to understand the satisfaction of the pickup and delivery

staffs in the professional courier. The study is useful to the professional courier

management to know the level of satisfaction and needs of the employees. The study

consists of both primary and secondary data. The simple percentage analysis is used for

calculating the percentage of satisfaction level in the total respondents. Chi-square test is

applied to test the goodness of fit, to verify the distribution of observed data with

assumed theoretical distribution. The study indicates that there is a significant

23

relationship between the marital status and the level of satisfaction, whereas in case of

age, gender, experience there is not significant relationship with job satisfaction.

The Impact of Reward and Recognition Programs on Employee’s

Motivation and Satisfaction a Co-relational Study by: Reena Ali and M.Shakil

Ahmed, 2008.

This study highlighted “the impact of reward and recognition programs on employee’s

motivation and satisfaction”. The study was conducted from October till December; 2008

the Sample chosen for the study is 80 employees of UNILEVER companies. The factors

affecting satisfaction were identified; payment, promotion, working condition, personal

as analysis showed immense support for positive relationship between reward and

employee satisfaction. All these results are statistically significant thus providing rigor

and generalizability in research. This exploratory study suggests for the positive

relationship between reward and satisfaction

24

4. RESEARCH METHODOLOGY

4.1. TITLE OF THE STUDY

A study on “Employee Job Satisfaction with Special Reference to Aavin, Nagercoil.

4.2. STATEMENT OF THE PROBLEM

Most of the employees are not satisfied with the promotional facilities, restrooms,

and canteen facilities

4.3. METHODOLOGY

4.3.1 Objective of the study:

1. To determine levels of satisfaction of employees on various factors

2. To analyze the company’s working environment.

3. To know the relationship between with the superiors

4. To study and understand the job satisfaction among the employees of Aavin

4.3.2 Sample Design:

Total Population : : 82

Sample Size : 50

Sampling Technique : Random Sampling

4.3.3 Research Design:

The research design used for this study is of the descriptive type.

Descriptive research studies are those studies which are concerned with describing the

characteristics of a particular individual or a group.

4.3.4 Period of study:

Period of the study is one month

25

4.3.5 Source and method of collection

The study is based on both primary and secondary data.

Primary data: The primary data are those that are collected through questionnaire and direct personal interview. The questionnaire was framed in such a manner to obtain correct information, graded suitably for the study.

Secondary data : The secondary data has been collected through oral

communication. Secondary data about the company profile and other

details were collected from the company website.

4.3.6 Statistical tool used:

Percentage analysis :It refers to a special kind of ratio; percentages are used to comparison

between two or more series of data and also to describe the relation. Since the percentage

reduced everything to a common base and there by allow meaningful comparison to be

made.

Weighted average method :

Proper weightage is to be given to various items. The Weightage to each

item being proportional to the importance of the item in the distribution. Weighted mean

gives the result to the sample mean of the weights assigned to each of the variety values

are equal.

4.3.7 Limitation of the Study

The sample was confined to 50 respondents. So this study cannot be

regarded as “Full-proof” one.

Some respondents hesitated to give the actual situation; they feared that

management would take any action against them.

There was lack of co-operation from the respondents

26

The findings and conclusions are based on knowledge and experience of

the respondents sometime may subject to bias.

5. ANALYSIS AND INTERPRETATION

5.1 OPINION OF RESPONDENTS TOWARDS GENDER

Gender of the employee

Gender Frequency Percentage

Male 45 90

Female 5 10

Total 50 100

Table No – 5.1

Chart 5.1

27

Inference:

90% of the respondents are male and only 10% of the respondents are

female

5.2 OPINION OF RESPONDENTS TOWARDS MARITAL STATUS

Marital status of the employees

Marital Status Frequency Percentage

Married 45 90

Unmarried

5 10

Total 50 100

Table No – 5.2

Chart 5.2

Inference:

28

The above table indicates that

90% respondents are married and 10% of the respondents are unmarried

5.3 OPINION OF RESPONDENTS TOWARDS AGE

Age of the employees

Age Frequency Percentage (%)

Below 25 10 20

25-35 15 30

Above 35 25 50

Total 50 100

Table No – 5.3

Chart 5.3

Inference:


20% of the respondents belongs to the age group of less than 25 years.

29

30% of the respondents belongs to the age group of 25-35 years.

18% of the respondents belongs to the age group of above 35 years.

5.4 OPINION OF RESPONDENTS TOWARDS EDUCATIONAL

QUALIFICATION

Qualification of the employees

Qualification Frequency Percentage

School Level 35 70

Diploma 7 14

Degree 8 16

Total 50 100

Table No – 5.4

Chart 5.4

Inference:


70% of the respondents are school level

30

14% of the respondents are Diploma

16% of the respondents are Degree.

5.5 OPINION OF RESPONDENTS TOWARDS EXPERIENCE

Experience of the employees

Experience Frequency Percentage

Below 10 yrs 3 6

11-15 yrs 9 18

15-20 yrs 13 26

Above 20 yrs 25 50

Total 50 100

Table No – 5.5

Chart– 5.5

Inference:


6% of the respondents belong to the group of Below 10 yrs experience.

18% of the respondents belong to the group of 11- 15 years experience.

31

26% of the respondents belong to the group of 15-20 years experience.

50% of the respondents belong to the group of above 20 years experience.

5.6 OPINION OF RESPONDENTS TOWARDS SALARY

Monthly Salary of the employees

Monthly Salary Frequency Percentage

Below 5000 6 12

5000-10000 13 26

10000-20000 31 62

Above 20000 - -

Total 50 100

Table No – 5.6

Chart – 5.6

Inference:


12% of the respondents belongs to the group of Below Rs.5000.

26% of the respondents belongs to the group of Rs.5000 to Rs.10000

62% of the respondents belongs to the group of Rs.10000 to Rs.20000.

32

0% of the respondents belongs to the age group of above Rs.20000.

5.7 OPINION OF RESPONDENTS TOWARDS SALARY

Strongly

Agree

Agree Undecided Disagree Strongly

Disagree

Total

Executive 2 1 1 1 5

Junior

Executive

3 1 1 1 6

Technician 1 1 1 3

Assistant 26 8 1 1 36

Total 32 11 4 3 - 50

Table No – 5.7

SOURCE: Primary data collected through Questionnaire

Product of respondents with weightage

= (5*32) + (4*11) + (3*4) + (2*3) + (1*0) / 50 = 4.44

=4.44>3

CHART 5.7

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied with

salary given.

33

5.8 OPINION ABOUT OF THEIR JOB

EXCELLENT GOOD FAIR POOR UNDECIDED Total

Executive 3 1 1 5

Junior

Executive

5 1 6

Technician 1 2 3


Total 24 20 4 2 50

Table No – 5.8


Product of respondents with weightage

= (5*24) + (4*20) + (3*4) + (2*0) + (1*2) / 50 = 4.28

=4.28 > 3

Chart 5.8

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied with

their job.

34

5.9 CAPACITY TO ACHIEVE THE TARGET ON TIME

Strongly

Agree


Disagree

Total

Executive 2 2 1 5

Junior

Executive

3 1 2 6

Technician 1 1 1 3

Assistant 10 10 10 6 36

Total 16 14 14 6 50

Table No – 5.9


Product of respondents with weightage= (5*16) + (4*14) + (3*14) + (2*6) + (1*0) / 50 = 3.8= 3.8 > 3

Chart 5.9

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied with the

capacity to achieve the target on time.

35

5.10 RELATIONSHIP BETWEEN THE WORKERS AND

MANAGEMENT


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 10 15 10 1 36

Total 13 18 14 4 1 50

Table No – 5.10



Chart 5.10

INFERENCE:


relationship between the workers and management.

36

5.11 OPINION ABOUT OVER BURDEN IN THEIR JOB

Strongly

Agree


Disagree

Total

Executive 1 1 2 1 5

Junior

Executive

1 2 2 1 6

Technician 2 1 3

Assistant 28 7 1 36

Total 32 11 4 3 50

Table No – 5.11



Chart 5.11

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied with the in

their job.

37

5.12 THEY HAVE ENOUGH TIME TO SPEND WITH THEIR FAMILY

Strongly

Agree


Disagree

Total

Executive 1 2 1 1 5

Junior

Executive

1 1 1 2 1 6

Technician 1 1 1 3

Assistant 12 17 1 4 2 36

Total 14 20 4 7 5 50

Table No – 5.12



Chart 5.12

INFERENCE:


time to spend with their family

38

5.13 OPINION OF THE WORKING HOURS

Strongly

Agree


Disagree

Total

Executive 1 1 1 1 1 5

Junior

Executive

1 1 3 1 6

Technician 1 1 1 3

Assistant 15 10 3 4 4 36

Total 18 13 4 8 7 50

Table No – 5.13



Chart 5.13

INFERENCE:


working hours.

39

5.14 PERSONAL PROBLEM WILL AFFECT THE JOB

Strongly

Agree


Disagree

Total

Executive 3 2 5

Junior

Executive

2 2 2 6

Technician 1 1 1 3

Assistant 12 13 3 4 4 36

Total 18 18 3 5 5 50

Table No – 5.14



Chart 5.14

INFERENCE:

From the analysis and calculation we can say that the employees are agreed that personal

problem will affect the job

40

5.15 RELATIONSHIP WITH CO-WORKERS


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 12 13 8 2 1 36

Total 15 16 12 5 2 50

Table No – 5.15



Chart 5.15

INFERENCE:


relationship with co-workers.

41

5.16 COMPLAINTS ARE SETTLED QUICKLY BY THE COMPANY

Strongly

Agree


Disagree

Total

Executive 1 3 1 5

Junior

Executive

1 2 1 1 1 6

Technician 1 1 1 3

Assistant 10 15 4 3 4 36

Total 13 21 6 4 6 50

Table No – 5.16



Chart 5.16

INFERENCE:

From the analysis and calculation we can say that the employees are agreed that complaints are settled quickly by the company

42

5.17 PROMOTIONAL BASIS ARE SATISFACTORY

Strongly

Agree


Disagree

Total

Executive 1 1 1 2 5

Junior

Executive

1 1 2 2 6

Technician 1 1 1 3

Assistant 5 5 11 10 5 36

Total 5 8 13 14 10 50

Table No – 5.17


Product of respondents with weightage= (5*5) + (4*8) + (3*13) + (2*14) + (1*10) / 50 = 2.68= 2.68 < 3

Chart 5.17

INFERENCE:

From the analysis and calculation we can say that the employees are not satisfied with the promotional activities.

43

5.18 OTHER FACILITIES IN YOUR COMPANY


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 10 11 10 4 1 36

Total 13 14 14 7 2 50

Table No – 5.18



Chart 5.18

INFERENCE:

From the analysis and calculation we can say that the employees are satisfy with the other facilities in their company.

44

5.19 OPINION OF THE EMPLOYEES TRAINING OPPUTUNITIES


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 8 8 9 10 1 36

Total 11 11 13 13 2 50

Table No – 5.19



Chart 5.19

INFERENCE:

From the analysis and calculation we can say that the employees are satisfy with training opportunity

45

5.20 OPINION OF THE EMPLOYEES REGARDING REST INTERVAL


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 3 5 8 15 5 36

Total 6 8 12 18 6 50

Table No – 5.20


Product of respondents with weightage= (5*6) + (4*8) + (3*12) + (2*18) + (1*6) / 50 = 2.8

= 2.8 < 3

Chart 5.20

INFERENCE:

From the analysis and calculation we can say that the employees are not satisfied regarding the rest interval.

46

5.21 OPINION OF THE EMPLOYEES REGARDING SAFETY

MEASURES


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 8 5 13 5 5 36

Total 11 8 17 8 6 50

Table No – 5.21


Product of respondents with weightage= (5*11) + (4*8) + (3*17) + (2*8) + (1*6) / 50 = 3.2

= 3.2 > 3

Chart 5.21

INFERENCE:

From the analysis and calculation we can say that the employees are satisfy with regarding to the welfare measures.

47

5.22 OPINION OF THE EMPLOYEES ABOUT HOW MUCH

IMPORTANCE EMPLOYEE’S IDEAS HAVE IN DECISION MAKING


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 12 13 8 2 1 36

Total 15 16 12 5 2 50

Table No – 5.22



Chart 5.22

INFERENCE:


employee’s involvement in decision making.

48

5.23 OPINION OF THE SATISFACTION TOWARDS

INFRASTRUCTURAL FACILITIES


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 10 15 10 1 36

Total 13 18 14 4 1 50

Table No – 5.23



Chart 5.23

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied with the infrastructural facilities

49

5.24 OPINION OF THE EMPLOYEES REGARDING WORK PRESSURE


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3


Total 8 13 24 4 1 50

Table No – 5.24



Chart 5.24

INFERENCE:

From the analysis and calculation we can say that the employees are satisfied regarding

work pressure on them

50

5.25 OPINION OF THE EMPLOYEES ABOUT SUPERIORS


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 10 15 10 1 36

Total 13 18 14 4 1 50

Table No – 5.25



Chart 5.25

INFERENCE:

From the analysis and calculation we can say that the employees have good opinion about superiors

51

5.26 OPINION OF THE EMPLOYEES REGARDING THEIR

RELATIONS WITH THEIR COLLEAGUES


Executive 1 1 1 2 5

Junior

Executive

1 1 2 1 1 6

Technician 1 1 1 3

Assistant 15 10 10 1 36

Total 18 13 14 4 1 50

Table No – 5.26



Chart 5.26

INFERENCE:

From the analysis and calculation we can say that the employees have the good relationship with colleagues

52

6. FINDINGS, SUGGESTINS AND CONCLUTION

6.1 Summary of findings:

1) The study reveals that majority of the respondents age is above 35.

2) The study reveals that maximum number of the respondents is male.

3) The study reveals that maximum number of the respondents is married.

4) The study reveals that majority of the respondents are with school and diploma

education.

5) The study represents that 78% of respondent have experience of above 20 yrs

6) The study represents that 62% of respondent have the income level is 5000-10000

7) The study shows that 72% of respondent are satisfy the working condition of the

organization

8) The study shows that age of the respondents and perfection

9) The study explicit that there is significant difference between experience of the

respondents

10) The study shows that medium peoples are satisfy with safety measures

11) The study shows that 80% of respondents are satisfy with the salary

6.2 Suggestions

1. The study reveals that just more than 48% of the respondents are satisfied with the

job. The remaining 12% are neither satisfies nor unsatisfied the job. So the

organization should find out the reasons for unsatisfaction of the remaining

respondent

2. The top management should give due consideration to the employees opinion and

suggestion

3. The organization through its grievance handling procedures should try to find out

the key area of unsatisfaction of employees and take equivalent measures to solve

such problems

53

4. Separate rest room are provided for ladies and gents

5. A common complaint was that is no separate room for taking a lunch so the

organization must provide separate room for male and female workers

6.3 Conclusion

The study reveals that the majority of the employees are satisfied with the

facilities and benefits given to them by the organization and hence they are satisfied with

the job

The drinking water and canteen facilities are main problem of the organization so

the company must provide the good situation to do the work. The findings make it clear

that the job satisfaction of employee will be influenced to greater extend by job factor,

job character and working condition in the organization

The few short comings mentioned by the workers if removed, all employees will

be happy and fully satisfied

54

BIBLIOGRAPHY

Aswathappa. K., Human Resource Management, Mc Graw

Hill Publishing Company ltd, New Delhi

Prasad L.M, Human Resource Management, Sultan Chand

Publishers, New Delhi, 1st edition

Different journals Published by professors

www.google.com

www.wikipedia.org

www.managementhelps.org

www.scibd

55

http://www.scibd/

http://www.managementhelps.org/

http://www.wikipedia.org/

http://www.google.com/

APPENDICES-1

QUESTIONNAIRE

1. Personal Background

1. Name of the employee :

2. Age : Below 25 25-35 Above 35

3. Gender : Male Female

4. Education Qualification : School Level Diploma Degree

5. Marital status : Married Unmarried

6. Nature of the work :

7. Monthly Salary : Below 5000 5000-10000 10000-20000

Above 20000

8. Experience : Below 10 yrs 11-15 15-20 above 20

2. Job Satisfaction Segments Kindly put tick mark in only answer from various alternatives given below

1. Your salary is satisfied

Strongly Agree Agree Undecided Disagree

Strongly Disagree

2. Opinion about your job Excellent Good Fair Poor Undecided

3. You have the capacity to achieve the target on time Strongly Agree Agree Undecided Disagree

Strongly Disagree

56

4. Opinion about the existing relationship between the workers and the

management

Excellent Good Fair Poor Undecided

5. You feel over burden in your job


Strongly Disagree

6. You have enough time to spend with the family


Strongly Disagree

7. You feel that working hours are convenient


Strongly Disagree

8. Your personal problems affect the job Strongly Agree Agree Undecided Disagree

Strongly Disagree

9. Your relationship with the co-workers


10 Your complaints are settled quickly by the company


Strongly Disagree

11 Promotional basis are satisfactory Strongly Agree Agree Undecided Disagree

Strongly Disagree

12 Opinion about other facilities in your company


13. What you feel about training opportunities?


14. Opinion of the employees regarding rest interval


57

15. Opinion of the employees regarding safety measures


16Opinion of the employees about how much importance employee’s ideas have in

decision making


17 Opinion of the satisfaction towards Infrastructural Facilities


18Opinion of the employees about superior


19 Opinion of the employees regarding their relations with their colleagues


58

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