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    JOB SATISFACTION AMONG EMPLOYEES IN

    BRAMCO ALUMINIUM

    PROJECT REPORT

    Submitted by

    By

    SIRAJ.K

    Register No: 098001655050

    in partial fulfillment for the award of the degree

    ofMASTER OF BUSINESS ADMINISTRATION

    in

    DEPARTMENT OF MANAGEMENT STUDIES

    GNANAMANI INSTITUTE OF MANAGEMENT STUDIES

    NAMAKKAL Dist, TAMIL NADU.

    637018

    JUNE 2011

    1

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    GNANAMANI INSTITUTE OF MANAGEMENT

    STUDIES

    NAMAKKAL, TAMILNADU 637018

    DEPARTMENT OF MANAGEMENT STUDIES

    PROJECT WORK

    PHASE II

    JUNE 2011

    This is to certify that the project entitled

    JOB SATISFACTION AMONG EMPLOYEES IN BRAMCO

    ALUMINIUM

    is the bonafide record of the project work done by

    SIRAJ .K

    Register No: 098001655050

    of Master of Business Administration during the year 2010-2011

    K. RAMESH KUMAR S. SURESH KUMAR

    Project Guide Head of the Department

    Submitted for the project Viva-Voce examination held on ___________________

    .

    Internal Examiner External Examiner

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    DECLARATION

    I affirm that the project w/ork titled Job Satisfaction Among Employees in BramcoAluminium is being submitted in the partial fulfillment for the award of MASTER OF BUSINESS

    ADMINISTRATION is the original carried out by me. It has not formed the part of any other

    project work submitted for the award of any degree or diploma, either in this or any other

    University.

    Siraj .K

    Reg no: 098001655050

    I certify that the declaration made above by the candidate is true

    K. Ramesh Kumar

    Asst. Professor.

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    ACKNOWLEDGEMENT

    At the very outset I am very much grateful to the God almighty for his

    blessing showered upon me to complete my training.

    I express my gratitude to Dr. T.ARANGANNAL, Chairman, and

    Smt. P.MALALEENA Chairperson ofGNANAMANI EDUCATIONAL INSTITUTION, for

    giving me an opportunity to study MBA course during the year of 2010-2011.

    I also express my sincere gratitude to our Chief executive officer Mr.

    K. VIVEKANANDAN for his valuable support.

    I am extremely thankful to S.SURESH KUMAR, HOD of GNANAMANI

    INSTITUTE OF MANAGEMENT STUDIES for encouragement and continuous

    support throughout my study. I place my special debt of gratitude to him.

    I endow my grateful deep sense of gratitude and indebtedness to my

    project guide K. RAMESH KUMAR, GNANAMANI INSTITUTE OF

    MANAGEMENT STUDIES, who gave me valuable suggestions through the

    completion of the project.

    I express my deep sense gratitude to the Mr. ABDUL RAHMAN,

    Managing Partner of BRAMCO ALUMINIUM, Wandoor, Malappuram for the

    opportunity offered to me to undertake the study on organization structure

    and functions of various sections of the company.

    I would also like to express my gratitude for the support and encouragement received from

    the entire staff ofBRAMCO ALUMINIUM especially who has indirectly helped me to make

    this project a successful one.

    Finally I am grateful to all my family and friends whose love and blessings have been a

    source of inspiration, courage & strength to undertake studies in pursuit of knowledge and to face

    the real corporate world.

    SIRAJ.K

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    CONTENTS

    5

    CHAPTER NO. DESCRIPTION PAGE NO.

    I INTRODUCTION 1 18

    1.0 INTRODUCTION 1

    1.1 INDUSTRY PROFILE 2

    1.2 COMPANY PROFILE 6

    1.3 PRODUCT PROFILE 8

    1.4 STATEMENT OF THE PROBLEM 15

    1.5 OBJECTIVES OF THE STUDY 18

    1.6 SCOPE OF THE STUDY 18

    II REVIEW OF LITTERATURE 19 22

    2.1 JOB SATISFACTION 19

    2.2 FACTORS INFLUENCING JOB SATISFACTION 21

    III RESEARCH METHADOLOGY 23 24

    3.1 RESEARCH DESIGN 23

    3.2 SAMPLING UNIT 23

    3.3 METHODS OF DATA COLLECTION 24

    3.4 STATISTICAL TOOLS 24

    3.5 LIMITATIONS OF THE STUDY 24

    IV DATA ANALYSIS AND INTERPRETATION 25 49

    V CONCLUSION 5052

    5.1 FINDING 50

    5.2 SUGGESTION 51

    5.3 CONCLUSION 52

    VI BIBILIOGRAPHY 53

    APPENDICES 54

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    LIST OF TABLES

    LIST OF CHARTS

    6

    TABLE

    NUMBER

    TABLE NAME PAGE

    NUMBER

    1 Table showing gender of employees. 25

    2 Table showing job satisfaction of employees. 26

    3 Table showing the respondents opinion regarding facilities provided. 27

    4 Table showing respondents opinion regarding statutory welfare

    measures.

    28

    5 Table showing nature of response of factory and job. 29

    6 Table showing opinion about upward communication. 30

    7 Table showing grievance settling participation by top management. 31

    8 Table showing opinion about grievance settling. 32

    9 Table showing awareness of rules regarding discipline. 33

    10 Table showing the application of disciplinary rules. 34

    11 Table showing opinion regarding punishment for violation of rules. 3512 Table showing opportunities for upgradation of skill in training

    program.

    36

    13 Table showing opinion regarding identification of training needs. 37

    14 Table showing opinion regarding trainees communication. 38

    15 Table showing response regarding arrangement of training. 39

    16 Table showing response showing job performance through training. 40

    17 Table showing participation of employees in training program. 41

    18 Table showing changes occurred after the training program. 42

    19 Table showing the assessment of training needs. 43

    20 Table showing the relationship colleagues. 44

    21 Table showing opinion regarding appreciation from superiors. 4522 Table showing opinion regarding participation of superiors in self

    development program.46

    23 Table showing response regarding job security. 47

    24 Table showing satisfaction level regarding departmental meetings. 48

    25 Table showing opinion regarding enquiry by impartial person. 49

    CHART

    NUMBER

    CHART NAME PAGE

    NUMBER

    1 Chart showing gender of employees. 25

    2 Chart showing job satisfaction of employees. 26

    3 Chart showing the respondents opinion regarding facilities provided. 27

    4 Chart showing respondents opinion regarding statutory welfare

    measures.

    28

    5 Chart showing nature of response of factory and job. 29

    6 Chart showing opinion about upward communication. 30

    7 Chart showing grievance settling participation by top management. 31

    8 Chart showing opinion about grievance settling. 32

    9 Chart showing awareness of rules regarding discipline. 33

    10 Chart showing the application of disciplinary rules. 34

    11 Chart showing opinion regarding punishment for violation of rules. 3512 Chart showing opportunities for upgradation of skill in trainingprogram.

    36

    13 Chart showing opinion regarding identification of training needs. 37

    14 Chart showing opinion regarding trainees communication. 38

    15 Chart showing response regarding arrangement of training. 39

    16 Chart showing response showing job performance through training. 40

    17 Chart showing participation of employees in training program. 41

    18 Chart showing changes occurred after the training program. 42

    19 Chart showing the assessment of training needs. 43

    20 Chart showing the relationship colleagues. 44

    21 Chart showing opinion regarding appreciation from superiors. 4522 Chart showing opinion regarding participation of superiors in self

    development program.

    46

    23 Chart showing response regarding job security. 47

    24 Chart showing satisfaction level regarding departmental meetings. 48

    25 Chart showing opinion regarding enquiry by impartial person. 49

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    CHAPTER I

    INTRODUCTION

    INTRODUCTION

    Meaning of Job Satisfaction

    Job satisfaction has been one of the most extensively discussed and studied concepts in

    organizational and personnel management, accounting for more than 5000 published works. The

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    information generated by research into this area has practical implications for individuals and

    organizations alike, as employees strive for the best quality of life possible and managers are faced

    with the ever increasing challenge of operating efficient, effective organizations using the human

    and technological resources available to them. Understanding job satisfaction and what it means is

    not only a desirable but a critical aspect of life for both organizations and individuals.

    Job satisfaction defined as

    Job satisfaction as any combination of psychological and environmental circumstances

    that causes a person truthfully to say I am satisfied with my job. Then was came more

    sophisticated attempts with my job. Then came more sophisticated attempts to correlate certain

    characteristics such as age; education; length of employment; performance; salary abilities; marital

    status and sex with the satisfied dissatisfied dictionary.

    Job satisfaction defined as a pleasurable or positive emotional state resulting from the

    appraisal of ones job or job experience.

    Locke

    Job satisfaction is a general attitude towards ones job. The difference between the amount

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

    P. Robbins

    INDUSTRY PROFILE

    Aluminium is the most modern metal of the common metals, having first isolated in 1855 at

    Paris exposition. Its name derived from the Latin word Alumni- a naturally occurring aluminous

    sulphate, probably a cued potash alum crude salt of this sort were used as astringes and mordents at

    least a early as the 5th century B.C in the 13th century and in the 18th century men began to purring

    these crude salts into crystalline alum. The first mention of the production of alum form clay

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    occurred in the 17th century. And in the 18th century itsearly base was differentiated from show to

    exist in the clay, and given a name. It was suspected that it has a metallic base. But this was

    unproved until sir Humphrey Davy showed in the 1809 that an iron Aluminium iron alloy could be

    produced by the electrolysis of fused alumina in a hydrogen atmosphere and that on dissolving this

    alloy Aluminium oxide could be recovered from solution.

    Davy suggested the name Aluminium for this metal a name which has been retained in the

    north America but modified to aluminium, in England and in most European countries. It chemical

    symbol is A1 atomic weight 26.98 and atomic number 13.

    The aluminum industry is highly cyclical, with prices subject to worldwide supply and

    demand forces along with other influences. The global economic downturn had a historic, negative

    impact on the aluminum industry, leading to an unprecedented decline in LME-based aluminumprices, weak end markets, fall in demand, increased global inventories, and higher costs of

    borrowing and diminished credit availability. The economy has however

    recovered from the crisis of the economic downturn.

    Alcoa, the world leader in the production and management of primary aluminum expects

    demand for aluminum to grow 12% this year. China, India, Brazil and Russia are all expected to

    register double-digit increases in aluminum demand. Market conditions for aluminum products in

    all global markets are expected to improve, particularly in aerospace, automotive and industrial gas

    turbine. On the cost side, however, energy prices and currency movements are expected to keep

    posting challenges. Overall, Alcoa believes that the long-term prospects for aluminum remain

    bright and envisions that

    Global demand for aluminum will double by 2020.

    The global market for aluminum is projected to cross 51 million tons by 2012. Extensive

    applications in end-use sectors such as electric transmission, automotive, packaging, construction

    and consumer durable sectors are fuelling growth in the aluminum market.China has emerged as

    the largest producer as well as consumer of aluminum, accounting for more than a third of global

    aluminum consumption. Moreover China is also growing at the fastest rate, and as such is the main

    driver of aluminum demand. Other emerging markets such as India and Brazil are also

    experiencing significant growth in demand.

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    In the medium-to-long term, aluminum consumption will improve globally with improving

    automotive and packaging industries, one of the key consumer markets. Aluminum is widely used

    for packaging, beverage cans, food containers and foil products. The automobile market is also

    becoming increasingly aluminum intensive, benefiting from the recyclability and the light weight

    of the metal.Further, the surge in copper price this year is triggering a switch among manufacturers

    aluminum. Automobiles, air conditioners and industrial components. It is expected that aluminum

    demand to increase in the long term, outstripping supply growth with the improving end-markets.

    China and India are undergoing rapid industrialization. Both these factors are positive for

    underlying aluminum demand.

    On the other hand, aluminum demand in the US has been on the decline in the recent past,

    owing to decline in demand from end-use industries in the market. Automotive and transportationindustry, which is the largest consumer of aluminum in the region, has been on the decline in the

    recent past leading to a decline in demand for aluminum. The sub prime credit crisis is also

    negatively affecting the construction industry, the other major consumer of aluminum in the US.

    Driven by increasing consumption in non-traditional markets such as China and India, the

    global market for aluminum is projected to reach nearly 51 million tons by the year 2012,

    reflecting a compounded annual growth rate of 7.6% over the period 2008-2012. Asia-Pacific

    region, driven by ever increasing Chinese consumption is the largest market for aluminum,

    accounting for an estimated 49.5% of global market in 2008. Global demand for rolled extruded

    products is projected to reach nearly 31.8 million tons by 2012, registering a CAGR of 8.5% for

    the period 2008-2012.

    ALUMINIUM INDUSTRY IN INDIA

    Aluminums industry in India is a highly concentrated industry with the top 5 companies

    constituting the majority of the country's production. With the growing demand of aluminum in

    India, the Indian aluminum industry is also growing at an enviable pace. In fact, the production of

    aluminum in India is currently outpacing the demand.

    Though India's per capita consumption of aluminums stands too low (under 1 kg)

    comparing to the per capita consumptions of other countries like US & Europe (range from 25 to

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    30 kgs), Japan (15 kgs), Taiwan (10 kgs) and China (3 kgs), the demand is growing gradually. In

    India, the industries that require aluminium most include power (44%), consumer durables,

    transportation (10-12%), construction (17%) and packaging etc.

    PRODUCTION

    India lies at the eighth position in the list of leading primary aluminium producers in the

    world. India saw a significant growth in aluminium production in the past five years. In 2006-07,

    the production target of aluminium in India laid by the Ministry of Mines, Government of India

    was 1,153 KT, which was augmented to 1,237 KT in the next year (2007-08).

    Due to the growing demand from the construction, electrical, automobiles and packaging

    industry, the production of aluminium also hiked up. In FY 09, the total aluminium production in

    India was around 1.35 tones.

    The Major Players

    The Indian aluminum industry is dominated by four or five companies that constitute the majority

    of India's aluminum production. Following are the major players in the Indian aluminum industry:

    Hindalco

    Hindustan Zinc

    Jindal Stainless

    Kennametal India Nalco

    The Consumption

    After a stagnant consumption of primary aluminium in India from the end of 1990s to

    2002 (when the consumptions were between 500 600 KT), it started rising sharply since 2002.

    The consumption reached at 1,080 KT in 2006. The consumption of aluminium in India is

    dominated by the industries like power, infrastructure, and transportation etc.

    RAW MATERIALS

    The main raw materials of the firm are aluminium ingot and aluminium scrap. Other

    than the above raw materials the following consumable are also used for production, such as

    furnace oil, lubricating oil, firewood, castic soda, cover flux, degasser etc

    11

    http://business.mapsofindia.com/india-company/h/hindalco-industries.htmlhttp://business.mapsofindia.com/india-company/h/hindustan-zinc.htmlhttp://business.mapsofindia.com/india-company/j/jindal-stainless.htmlhttp://business.mapsofindia.com/india-company/k/kennametal-india.htmlhttp://business.mapsofindia.com/sectors/public/national-aluminum-company-limited.htmlhttp://business.mapsofindia.com/india-company/h/hindustan-zinc.htmlhttp://business.mapsofindia.com/india-company/j/jindal-stainless.htmlhttp://business.mapsofindia.com/india-company/k/kennametal-india.htmlhttp://business.mapsofindia.com/sectors/public/national-aluminum-company-limited.htmlhttp://business.mapsofindia.com/india-company/h/hindalco-industries.html
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    COMPANY PROFILE

    Bramco Aluminium manufactures of quality Aluminium products like Kitchen-wear,

    Sheets,Circles and Dishes to cater the needs and wants of rural households in the Malappuram district

    in Kerala.

    The chief raw material for the production of aluminum called Bauxite is imported by the

    company from Bihar, Goa, Tamil Nadu, Jammu & Kashmir etc. Promising reserves of material kept

    in Kerala, Andhra Pradesh and Uttar Pradesh. So the unit wont have any shortage of raw material.

    The unit is a partnership firm having four partners. The management of the firm is vested in the hands

    of partners.

    The proposed unit is registered small scale industry having a provisional registration no

    09/ER/06/04325/SSI/prov. This is named and styled as BRAMCO ALUMINIUM, an aluminium

    rolling mill for production of aluminium sheets, circles and aluminium vessels. Aluminium is a

    versatile material. It is used for the production of house hold utensils in packing and transport

    industry. The chief raw material is bauxite which is known as the wonder material .this is available

    in Bihar, Goa Gujarat, Tamilnadu, Kashmir etc...Promising reserves are having been located in

    Andhra Pradesh, Kerala and Uttra Pradesh. The reserves of all grades of bauxite have been

    estimated at 265.37crore tones. This clearly indicates that there will not be any shortage of

    aluminium which is the main raw material for the proposed unit in the near future. The use of

    aluminium for the manufacture of utensils and other components is on the increase .taking intoaccount the vast potential of the product the promoters have decided to set up a modern facility

    (factory) for its production at Wandoor which is situated in Malappuram

    Administration department

    The entire firm is controlled by this department. Managing partner is the head of this

    department. Besides him the following officers are also in his department.

    1. Accounting officer

    2. Cashier

    3. Clerk

    ORGANIZATION STRUCTURE

    12

    Chairman

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    PROCUREMENT OF RAW MATERIAL

    Aluminum Scrap

    It is available the local market. The finished goods are sold to the market through it and bring

    scrap in its return trip. Besides consumer sell their old aluminium articles directly to the firm.

    Aluminium Ingot

    It is available in old transformer that is used to setup the power. It is purchased from outside

    Kerala. It is available from Madras, Bangalore and Mumbai.

    PRODUCTION PROFILE

    13

    General Manager

    Finance managerSales and marketing

    manager

    Production manager

    Packing workers

    Store keepers

    Workers for

    transporting.

    Asst manager

    Accounts officer

    Clerk

    Supervisor

    Workers

    Spinning CleaningCasting

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    The entire firm can be divided into two sections according to production process. Casting and

    Spinning sections. In casting section raw materials are converted into Aluminium sheets and circles.

    In spinning section, a part of these circles are converted into vessels.

    The basic of business firm is to make maximum possible profit. Production is done to make

    profit. Production is the process of transforming input into output. BRAMCO is a small

    manufacturing unit for the production of aluminium sheets, aluminium circles and aluminium vessels.

    The required raw materials, machinery and equipments used in the production process are discussed

    below.

    Processing with casting section

    Aluminium scraps and injects are mixed up in certain proportion and fed in to the clean pan.

    Which is placed on a oil fired furnaces. It is heated all 72o oC after adding some chemicals. The molten

    aluminum is transferred to a tray using spoon. Then collect billet. While transfer to molding tray some

    part will be left over which is waste containing, about 27 % of aluminum that is sold outside.

    Billets are then fed to rolling machines for 6-8 times to convert into sheets. This d be rough

    and brittle. After cutting uneven edges, these sheets are transferred to annealing , furnace, where these

    sheets are annealed at a temperature of 350oC using fire wood, so that the sheets become soft and

    flexible.

    This again fed into the rolling mill at a normal temperature , then to circle cutting machine to

    draw circles of required size, then to spinning section and rest is sold to outside customers.

    Spinning section

    In this section, the circle transferred from casting section is converted into different types of

    vessels. Then these are moved to the washing section, where vessels are got cleaned and dried. Then

    these are transferred to the company store.

    MACHINES USEDThe machineries and equipments used for production process ca be of the following.

    Melting furnace to melt scrap and ingot

    CI pan

    Annealing furnace- to anneal aluminum sheet

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    Aluminum sheet rolling machine

    Circle cutting machine

    Spoons to transfer molten aluminum to molding plate

    Oil fired burner Blower

    DEPARTMENTS

    For the regular and uninterrupted business different functions are to be performed, so that

    different departments operate in Bramco. How the finance is acquired for the business firm is relevant

    as how its allocated in business, so finance department make all that study to make finance an easy

    and effective work.

    PRODUCTION DEPARTMENT

    FINANCE DEPARTMENT

    SALES AND MARKETING DEPARTMENT

    ADMINISTRATION DEPARTMENT

    FACTORY DEPARTMENT

    FACTORY DEPARTMENT

    Factory department is concerned with production. Production manager is the head of

    this department. This department has three sections viz.

    Casting Section

    Spinning Section

    Cleaning Section

    Manufacturing department

    This department is also known as factory department. Production manager is the head of this

    department. This department has three sections.

    Casting section Spinning section

    Cleaning section

    Store department

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    This department deals with purchase and issue of raw materials, storing finished goods sales

    and marketing. Sales and marketing manager is the head of this department Even though the firm is

    divided into several departments headed by separated persons.

    Human Resource Management

    Human resources of a firm determine the success or failure of the concern. In

    BRAMCO the management gives more consideration for its human resources and treats them as a

    vital factor in functioning of the firm. If any complaint received from the workers, the management

    tries to solve that within the shot span of the time investigation. BRAMCO keeps good relation

    between management and employees. So it ensures harmonious environment in the firm

    Personnel Management

    For every firm the requirement and selection and control of working is very

    essential. Workers selected should be to the position where they place. In this unit no scientific

    method is followed in selection and control. The workers are selected and placed by the managing

    partners and when necessary. The overall control of workers is vested in this hands, besides this every

    department head has control over subordinates.

    Division of Labour

    The workers are divided into several groups. those different categories are;

    Skilled labour

    Semi skilled labour

    Helper

    Female workers

    Foremen

    CHART SHOWING PRODUCTION PROCESS

    16

    Production process

    Melting furnace

    scrap+logot

    Moulding plates.

    Billet

    Waste due

    to cutting

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    Location of the firm

    The unit was started on plot of land of 20 cents in survey number 212 of Waniyambalamward no 5 Wandoor town Wandoor panchayath Nilambur Taluk ,Malappuram district in Kerala. The

    unit is located at about 1 km away from wandoor town on Wandoor Manjeri road and has a definite

    advantage in respect of required power and labour force. The water required for the firm is available

    from the well within the premises.

    Objective of the firm

    17

    Aluminum sheet rolling machine

    .Rough sheet

    Annealing furnace 350oC

    .

    smothered sheet

    Aluminum sheet rolling machine

    .

    smothered sheet

    Circle cutting machine

    .circle

    Spinning section

    Vessels

    Washing section

    .Cleaning vessels

    Waste dueto cutting

    Finished products

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    to carry on business of the production and sales

    to maximize profit and minimize cost

    to render services to the society by offering employment opportunities

    to make product, according to the interest of the customers

    to sell the product in reasonable prices

    to ensure welfare of employees by providing better working condition and other facilities

    RIGHT OF PARTNERS

    Every partner has the right to take part in the conduct of business.

    Every partner has right to access and inspect the books of the firm.

    Every partner entitled to interest 6% per annum on any money advance over and above his

    capital.

    Every partner has right to prevent and change in the nature of business, administration of a

    new partner and change in the prevention of the deed.

    Every partner is entitled to be identifies for indemnifies of losses incurred by him on behalf

    of the firm.

    Each partner has a right to express his opinion.

    Classification of the Employees

    Permanent

    Seasonal

    Probationers

    Apprentices

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    Causal

    Trainees

    Competition

    The main problem faced by the firm is competition from other units, which produces same

    products in Kerala; there are 39 such units in which two units are located in Malappuram district.

    SCOPE OF THE FIRM

    Aluminium is an important material for the production of the house hold article and othercomponents. The use of house hold articles are increasing day by day taking into account, the vast

    potential of the product , the promoters decided to setup a modern unit situated in Malappuram

    district which is an industrially backward area

    STATEMENT OF THE PROBLEM

    The nature is being different for each category of employees depending upon their needs.

    In India almost all the organization interested to provide a good satisfaction in the company since

    the study on job satisfaction is useful to improve production, organization effectiveness, morale

    and economic development , the study will go long way to improve the prosperity of the country.

    The various theories of motivation help us to identify the organisational factors which influence

    the attitude and in turn job satisfaction. They are job factors; work environment superior sub

    ordinate relationship; participative style of management; wage; recognition; morale; motivation;

    identification with company and welfare facilities.

    The gap between what the employee experience about the particular factor in this actual

    condition and what he thinks should be there to give a clear understanding of the extent and nature

    of job satisfaction of an employee.

    Job satisfaction is a result of employees perception of how well their job provides these

    things which are viewed as important. It is generally recognized in the organizational behaviour

    field that Job satisfaction is the most important and frequently studied attitude.

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    Aims of Job satisfaction studies

    The basic aims for the earlier job attitudes researches (a) economic aim (b) humanistic

    aim and (c) theoretical aim. The economic aim of job attitudes research is that, a satisfied

    employee will be more productive than a dissatisfied employee. The humanistic aim of the job

    attitude research is to make the work hours as pleasurable and as meaningful as possible. The

    theoretical aim of job attitude research is to increase our understanding of man.

    The theory of economic man postulated that the workers is essentially a rational creature;

    who uses his reason primarily to calculate exactly how much satisfaction he may obtain from the

    smallest amount of effort or when necessary how much discomfort he can avoid. Job attitudes are

    influenced by the total job environment or at least by its various aspects.

    As a behavior of an individual within the organization is a result of interaction between the

    situation and personality; the attitude of the worker is influenced by the total job environment and

    personality related factors.

    Accordingly job satisfaction would seem to be an important focus of organizations which

    wish to reduce absenteeism and turnover. The second reason for job satisfaction items from its low

    but consist association with job performance.

    On speculation as to why this relationship exists one possibility appears that satisfaction

    causes performance whereas there is no theoretical reasons to believe that satisfaction can cancel

    performance.

    20

    Skill

    Experience

    Training

    Effort

    Age

    Seniority

    Education

    Company Loyalty

    Past Performance

    Present Performance

    Perceived

    Personal job

    inputs

    Perceived inputsand outcomes of

    referent other

    Perceived

    amountthat should

    be received

    a = b satisfactiona > b Dissatisfaction

    a < b Unit, inequity

    discomfort

    Leveldifficulty

    time span

    amount of

    responsibility

    Perceived job

    characteristics

    Perceived outcomes

    of referent others

    Actual outcomes

    received

    Perceived

    amount

    Received

    Model of determinants of facts of job satisfaction

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    Motivation and Job Satisfaction

    In the literature on industrial psychology the term job satisfaction is quite frequently used

    for individual attitudes towards the specific aspects of the total work situation. The word "job" isused in a restricted sense and refers to a specific task. Whereas the term job satisfaction covers

    the satisfaction derived from being engaged in work or in any pursuit of a higher order; it is

    essentially related to human needs and their fulfillment through work job satisfaction with

    reference to the group. They differ from each other on at least two important dimensions. The first

    may be designed as the individual Vs group dimensions. The second as the contest dimension. Job

    satisfaction includes a feeling of satisfaction or dissatisfaction with the various segments of one's

    job life.

    OBJECTIVE OF THE STUDY

    1. To find the level of satisfaction of both the worker and the managerial staff towards

    performance of the job.

    2. To find out the exiting relationship between the management and the workers.

    3. To find out the relationship among the workers.

    4. To find out the promotional opportunities and their effectiveness.

    5. To find out socio-economic condition and characteristics of working class.

    SCOPE OF STUDY

    The study helps us to find out level of satisfaction of both the workers and the management

    staff towards performance of the job. This study also helps to analyse smooth relationship existing

    between the management and the workers.

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    CHAPTER II

    REVIEW OFLITTERATURE

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    REVIEW OF LITERATURE

    JOB SATISFACTION

    Work related satisfaction has in fact been shown to be related to, and to be a major

    component of, satisfaction with life, including recently by Howard and Frink (1996). Stewart and

    Barling (1996) found in studying fathers that job satisfaction, work related mood and work

    tension affect the behavior of their children (acting out, shyness, and school competence). Job/life

    satisfaction is important for organizations to address for humanitarian as well as for practical

    reasons.

    Defining and measuring job satisfaction has been a challenging process which has been

    refined through decades of research and which is still occurring. According to Cranny, Smith &

    Stone (1992), job satisfaction is generally agreed upon by researchers to be an affective reaction to

    a job that results from the employees comparison of actual outcomes with those that are desired.

    The study of job satisfaction grew out of several schools management theory dating back to

    Frederck Taylors early applications of scientific method to factory problems in the first part of

    this century. Vrooms (1964) Expectancy Theory of human motivation is a significant contributor

    to the field which goes beyond the simple behavioral concept of stimulus-response and

    reinforcement of behavioral psychology; it explains motivation as the perceived value of probably

    outcomes of actions, and the probability that actions will bring about outcomes which are highly

    desired. The theory thus takes into account the intrinsic values that affect satisfaction and work

    which research has often found to be at least equally important or more so to job satisfaction than

    arte the extrinsic values.

    Abraham Maslows (1943) theory of a Hierarchy of Needs examines human motivation in

    terms of levels of met or unmet needs. His premises include that only an unsatisfied need can

    influence behavior, that a person will minimally satisfy each level of need before feeling the need

    at the next level, and that if need-satisfaction is not maintained at any level it will become a

    priority again.

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    At the lowest level of Maslows Hierachy of Needs are physical Needs (food, clothing,

    Shelter and comfort), followed by safety needs (security for self and possessions and avoidance of

    risk, harm and pain). Social needs comprise the level, and include companionship, acceptance, love

    and affection and group membership. Higher levels include Esteem Needs (responsibility, self-

    respect, recognition and sense of accomplishment) and Self-Actualization Needs (reaching ones

    potential, independence, creativity and self-expression).

    Mounting health care costs, absenteeism, and lost productivity make health issues a pressing

    concern for managers. Research indicated that there is a relationship between stressors on the job

    and physical or emotional changed in individuals, and that psychological stressors produce

    changes in levels of various hormones, body chemicals, organic function, and anxiety (McLeen,,

    1979).

    Nerker. Mcgrath, & MacMillam (1996) found in studying innovation projects that social job

    satisfaction mediates the relationship between team deftness and performance, and that

    instrumental job satisfaction mediates the relationship between team comprehension and project

    performance.

    The fight or flight physiological arousal, developed as an evolutionarily adaptive

    response to real physical threat, leaves modern men and women who experience psychological

    stress with physical threat, leaves modern men and women who experience psychological stress

    with physiological changes such as increased levels of adremaline and cortisol which can cause

    serious health problems if not alleviated, gastrointestinal disease (such as ulcers and irritable,

    Factors influencing Job satisfaction

    There are a number of factors that influence Job satisfaction.

    1. Pay

    Wages are a significant factor in Job satisfaction. Money not only helps people attain theirbasic needs but is instrumental in providing upper level need satisfaction. Employees often see pay

    as a reflection of how management views their contribution to the organization.

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    Expectations about job

    Pay

    Work itself

    Promotion

    Supervision

    Co-workers

    Working condition

    Actual job conditions

    Pay

    Work itself

    Promotion

    Supervision

    Co-workers

    Working conditionEmployee job satisfaction

    Discrepancies

    Expectations about job

    Pay

    Work itself

    Promotion

    Supervision

    Co-workers

    Working condition

    Actual job conditions

    Pay

    Work itself

    Promotion

    Supervision

    Co-workers

    Working conditionEmployee job satisfaction

    Discrepancies

    2. Work itself

    The content of the work itself is another major source of satisfaction. Some of the most

    important ingredients of a satisfying job uncovered by surveys include interesting and challenging

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

    3. Promotions

    Promotional opportunities seem to have a varying effect on Job satisfaction. This is

    because promotions take a number of different forms and have variety of accompanying rewards.

    4. Supervision

    Supervision is another moderately important source of Job satisfaction. The other

    dimension is participation or influence as illustrated by managers who allow their people to

    participate in decisions that effect their own jobs. A participative climate created by the supervisor

    has a more substantial effect or workers satisfaction than does participation in a specific decision.

    5. Work group

    The nature of the work group will have an effect on Job satisfaction. Friendly, cooperative

    coworkers are a modest source of Job satisfaction to individual employees. The work group serves

    as a source of support, comfort, advice and assistance to the individual worker.

    6. Working condition

    Working condition are another factor that have a modest effect on Job satisfaction. If the

    working conditions are good (clean, attractive, surroundings, for instance) the personnel will find it

    is easier to carry out their jobs.

    Models of Job satisfaction

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    CHAPTER III

    RESERCH

    METHEDOLOGY

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    RESEARCH METHODOLOGY

    RESEARCH

    Research is a scientific and systematic search for pertinent information on a specific topic.

    In fact research is an art of scientific investigation.

    Research comprises defining and redefining problems, formulating hypothesis or suggested

    solutions; collecting, organizing and evaluating data; make deductions and reaching conclusions;

    and at last carefully testing the conclusions to determine whether they fit the formulating

    hypothesis.

    Research methodology is a way of systematically solve the research problem.

    RESEARCH DESIGN

    Research Design is a plan that specifies the sources and types of information

    relevant to the research problem. The Research design is the arrangement of conditions for which

    collection and analysis of data in a manner that aims to combine relevant to research purpose with

    economy in procedure.

    SAMPLING UNIT

    Sampling unit for the study constitute the non-managerial employees of Bramco Aluminium

    Industry.

    Aim of the study

    The aim of the study is to study the job satisfaction in various units in Bramco Aluminium

    Industry.

    METHODS OF DATA COLLECTION

    In this survey in order to meet the objectives of the study both primary data and secondary

    data were collected.

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    a) Primary data

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

    happen to be original in character. Primary data was collected through structured

    questionnaire. Questionnaires were distributed to employees directly. From the answered

    questionnaire the opinion of employees were ascertained.

    b) Secondary data

    The secondary data are those which have already been collected by some one else. In

    this study facts were collected from company records and project textbooks.

    STATISTICAL TOOL

    Tools using for this method is simple percentage method, chi-square test and

    weighted average analysis. Diagrams used are Pie diagram and bar diagrams.

    LIMITATION OF THE STUDY

    The major limitations of the study are the following:-

    Some of the respondents are not willing to give the correct information.

    A detailed survey of the problem would not be possible because of the time

    limitations.

    The study was conducted only for 50 workers; but there are more than 100

    workers.

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    CHAPTER IV

    DATA ANALYSISAND

    INTERPRETATION

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    DATA ANALYSIS AND INTERPRETATION

    After the data have been collected, they are tabulated properly. Data analysis has been

    carried out to know the employees attitude. Percentage analysis is used.

    Analysis of data:

    Response regarding the gender wise classification of the sample respondents

    Gender No of respondence % of the respondence

    Male 95 73

    Female 35 27

    130 100

    Interpretation:

    The above table shows that the 84% of respondence are males. So only 16 of

    despondence are females

    30

    0

    50

    100

    Males

    Females

    84

    16

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    Job Satisfaction

    Sample Size 50

    S. No Nature of responseNo. of

    Respondents%

    1 Highly satisfied Nil Nil

    2 Satisfied 35 70

    3 Normal 12 24

    4 Dissatisfied 3 6

    5 Highly dissatisfied Nil Nil

    Interpretation

    From the above table, the researcher has the following inference :

    70% of the respondents are satisfied with their job.

    24% of the respondents are normally satisfied with their job.

    6% of the respondents are dissatisfied with their job.

    JOB SATISFACTION

    31

    70%

    24%6%

    Satisfied

    Normal

    Dissatisfied

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    Opinion Regarding the Facilities Provided and Non- Statutory Welfare

    Measures

    Sample size 50

    S.Nature of response

    No. of

    Respondents%

    1 Highly satisfied Nil Nil

    2 Satisfied 43 86

    3 Normal 7 14

    4 Dissatisfied Nil Nil

    5 Highly dissatisfied Nil Nil

    Interpretation

    86% of the respondents are satisfied with the facilities provided in the company.

    14% of the respondents are normally satisfied with the facilities provided in the

    company.

    OPINION REGARDING THE FACILITIES PROVIDED AND NON-STATUTORY

    WELFARE MEASURES

    COMMUNICATION

    32

    S a ti s f i

    8 6 %

    N o r m

    1 4 %

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    Sample size 50

    S.Nature of response

    No. of

    Respondents%

    1 Well informed 30 60

    2 Sometimes informed 18 36

    3 Not informed 2 4

    Interpretation

    The researcher deciphered the following from the above table :

    60% of the respondents are well informed.

    36% of the respondents are sometimes informed.

    4% of the respondents are not informed.

    INFORMATION PERTAINING TO FACTORY AND JOB

    Upward Communication

    33

    0

    10

    20

    30

    40

    50

    60

    Nature of response

    Well informed

    Sometimes informed

    Not informed

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    Sample size 50

    S. No Nature of responseNo. of

    Respondents%

    1 Well 24 482 Only at times 26 52

    3 Not at all Nil Nil

    Interpretation

    From the above table one can infer the following :

    48% of the respondents feel that their views are well communicated upwards.

    52% of the respondents feel that their views are communicated only at times.

    UPWARD COMMUNICATION

    34

    0

    10

    20

    30

    40

    50

    60

    Well

    Only at Times

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    GRIEVANCE SETTLING

    Sample size 50

    S.Nature of response

    No. of

    Respondents%

    1 Always 48 96

    2 Sometimes 2 4

    3 Not at all Nil Nil

    Interpretation

    One can elicit the following from the table

    96% of the respondents feel that their superiors and top

    management always participate to settle grievance.

    4% of the respondents feel that their superiors and top

    management sometimes participate to settle grievance.

    PARTICIPATION OF SUPERIOR AND TOP MANAGEMENT TO SETTLE

    GRIEVANCE

    Employees Satisfaction Regarding Grievance Settlement

    35

    0102030405060708090

    100

    Nature of responseAlw ays 96

    Sometimes 4

    Not at all 0

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    Sample size 50

    S. No Nature of responseNo. of

    Respondents%

    1 Often 23 46

    2 Sometimes 17 34

    3 Rare 10 20

    4 Never Nil Nil

    Interpretation

    From above table one can infer the following :

    46% of the respondents are often satisfied with grievance settlement.

    34% of the respondents are sometimes satisfied with grievance settlement.

    20% of the respondents are rarely satisfied with grievance settlement.

    EMPLOYEES SATISFACTION REGARDING GRIEVANCE SETTLEMENT

    36

    46%

    34%

    20%

    Often

    Sometimes

    Rare

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    DISCIPLINE

    Sample size 50

    S. No Nature of responseNo. of

    Respondents%

    1 Very Well 41 82

    2 Sometimes 9 18

    3 Not at all Nil Nil

    Interpretation

    The following inferences can be made from the above table :

    82% of the respondents are well aware of the disciplinary rules.

    18% of the respondents are sometimes aware of the disciplinary rules.

    AWARENESS OF THE RULES REGARDING DISCIPLINE

    37

    82%

    18%

    Very well

    Sometimes

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    Application of the Disciplinary Rules

    Sample size 50

    S.

    Nature of response

    No. of

    Respondents %

    1 Applied on all occasions 50 100

    2 Applied at times Nil Nil

    3 Not applied at all Nil Nil

    Interpretation

    From the above table one can infer the following information

    All the respondents feel that the disciplinary rules are applied on all occasions.

    APPLICATION OF THE DISCIPLINARY RULES

    38

    0100

    Appliedonalloccasions

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    Employees Opinion Regarding the Punishment for Violation of Rules

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Suitably punished 50 100

    2 Occasionally punished Nil Nil3 Ignored Nil Nil

    Interpretation

    The following details are inferred from the above table :

    All the respondents feel that the company suitably punish those who hurt/violate rules of

    discipline.

    EMPLOYEES OPINION REGARDING THE PUNISHMENT FOR

    VIOLATION OF RULES

    39

    100

    0 20 40 60 80 100 120

    Suitably Punished

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    Employees Opinion about the Opportunities to Upgrade Skills in Training

    Programs

    Sample size 50

    S. No Nature of responseNo. of

    Respondents%

    1 Strongly agree 20 40

    2 Agree 8 16

    3 Undecided 12 24

    4 Disagree 8 16

    5 Strongly disagree 2 4

    Interpretation

    From the above table one can infer the following : 40% of the respondents strongly agree that they have got lot of opportunities to upgrade

    skills in training programs.

    16% of the respondents agree that they have got opportunities to upgrade skills in training

    programs.

    24% of the respondents have no idea.

    16% of the respondents feel the opportunities to upgrade skills in training programs.

    4% of the respondents strongly disagree the view.

    EMPLOYEES OPINION ABOUT THE OPPORTUNITIES TO

    UPGRADE SKILLS IN TRAINING PROGRAMS

    40

    0

    5

    10

    15

    20

    25

    30

    35

    40

    Strongly Agree Agree Undecided Dia-agree StronglyDisagree

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    Employees Opinion about the Identification of the Training Needs

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Strongly agree 30 602 Agree 12 24

    3 Undecided 8 16

    4 Disagree Nil Nil

    5 Strongly disagree Nil Employees Opinion about the

    Identification of the Training Needs

    Nil

    Interpretation

    From the above table one can infer the following :

    60% of the respondents strongly agree that they training needs identified by their superiors

    are proper and appropriate.

    24% of the respondents agree that they training needs identified by their superiors are

    proper and appropriate.

    16% of the respondents have no idea.

    EMPLOYEES OPINION ABOUT THE IDENTIFICATION OF THE

    TRAINING NEEDS

    41

    60%

    24%

    16%16%

    Stronglyagree

    Agree

    Undecided

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    Employees Opinion about the Trainers Communication

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Strongly agree 36 72

    2 Agree 14 283 Undecided Nil Nil

    4 Disagree Nil Nil

    5 Strongly disagree Nil Nil

    Interpretation

    From the above table one can infer the following :

    72% of the respondents strongly agree with the trainers communication.

    28% of the respondents agree with the trainers communication.

    EMPLOYEES OPINION ABOUT THE TRAINERS COMMUNICATION

    42

    Strongly agree72%

    Agree28%

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    Employees Opinion about the Arrangements Made for Training

    Sample size 50

    S. No Nature of response No. of Respondents %1 Excellent 9 18

    2 Good 41 82

    3 Undecided Nil Nil

    4 Poor Nil Nil

    5 Very poor Nil Nil

    Interpretation

    From the above table one can infer the following :

    18% of the respondents feel that the excellent arrangements are made for trainingprograms.

    82% of the respondents feel that the arrangements made for training is good.

    EMPLOYEES OPINION ABOUT THE ARRANGEMENTS MADE FOR

    TRAINING

    43

    0

    10

    20

    30

    40

    50

    60

    70

    80

    90

    Excellent Good

    18 82

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    Effectiveness of job Performance through Training Programs

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Strongly agree 5 10

    2 Agree 32 643 Undecided 13 26

    4 Disagree Nil Nil

    5 Strongly disagree Nil Nil

    Interpretation

    From the above table one can infer the following :

    10% of the respondents strongly agree that the training programs increase the effectiveness

    of job performance.

    64% of the respondents agree that the training programs increase the job performance.

    26% of the respondents have no idea.

    EFFECTIVENESS OF JOB PERFORMANCE THROUGH TRAINING PROGRAMS

    44

    010203040

    5060

    70

    Strongly

    agree

    Undecided

    60-70

    50-60

    40-50

    30-40

    20-30

    10-20

    0-10

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    Participation of the Employees in Training Programs

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Very much participate 9 18

    2 Participate 41 823 Undecided Nil Nil

    4 Not participate Nil Nil

    5 Very much ignoring Nil Nil

    Interpretation

    From the above table one can infer the following :

    18% of the respondents feel that the employees very much participate in the training

    programs. 82% of the respondents feel that the employees participate in the training programs.

    PARTICIPATION OF THE EMPLOYEES IN TRAINING PROGRAMS

    45

    14%

    86%

    Verymuchparticipate

    Participates

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    Attitude Change in Employees after Attending the Training Programs

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Strongly agree 9 18

    2 Agree 32 643 Undecided 9 18

    4 Disagree Nil Nil

    5 Strongly disagree Nil Nil

    Interpretation

    The following details are inferred from the above table :

    18% of the respondents strongly agree that they have lot of attitude change after attending

    the training programs. 64% of the respondents agree with the view.

    18% of the respondents have no idea.

    ATTITUDE CHANGE IN EMPLOYEES AFTER ATTENDING THE

    TRAINING PROGRAMS

    46

    1 8

    6 4

    1 8

    0

    1 0

    2 0

    3 0

    4 0

    5 0

    6 0

    7 0

    trongyagree

    gree

    nece

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    Assessment of Training Needs

    Sample size 50S. No Nature of response No. of Respondents %

    1 Self assessment 2 4

    2 By superior 48 96

    3 Performance appraisal Nil Nil

    4 Others specify Nil Nil

    Interpretation

    The researcher extracted the following details from the above table :

    4% of the respondents feel that the self assessment is used for the assessment of the

    training needs.

    96% of the respondents feel that their superiors identifying their training needs.

    ASSESSMENT OF TRAINING NEEDS

    47

    4

    9 6

    0

    2 0

    4 0

    6 0

    8 0

    1 0 0

    1 2 0

    0 2 4

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    Relationship with Colleagues

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Cordial 42 84

    2 Normal 8 16

    3 Strained Nil Nil

    Interpretation

    Form the above table one can infer the following :

    84% of the respondents have cordial relationship with their colleagues.

    16% of the respondents have normal relationship with their colleagues.

    RELATIONSHIP WITH COLLEAGUES

    48

    84

    16

    Cordial

    Normal

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    Appreciation from Superiors

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Adequate appreciation 18 36

    2 Less appreciation 32 643 No appreciation Nil Nil

    Interpretation

    The above table gives following information :

    36% of the respondents feel that they are receiving adequate appreciation from their

    superiors.

    64% of the respondents feel that they are receiving less appreciation from their superiors.

    APPRECIATION FROM SUPERIORS

    49

    0

    10

    20

    30

    40

    50

    60

    70

    AdequateAppreciation Less

    Appreciation

    60-70

    50-60

    40-50

    30-40

    20-30

    10-20

    0-10

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    Participation of Superiors in self Development of the Employees

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Very helpful 44 88

    2 Not helpful 6 123 Discouraging Nil Nil

    Interpretation

    Form the above table one can infer the following :

    88% of the respondents feel that their superiors are very helpful in their self development.

    12% of the respondents feel that their superiors are not helpful in their self-development.

    PARTICIPATION OF SUPERIORS IN SELF DEVELOPMENT OF THE

    EMPLOYEES

    50

    8

    1

    0

    5 0

    1 0 0V e r y

    N o t

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    Job Security

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Totally secured 4 8

    2 Partially secured 23 463 Insecure 23 46

    Interpretation

    From the above table one can infer the following :

    8% of the respondents feel that they are totally secured in their job.

    46% of the respondents feel that they are partially secured in their job.

    46% of the respondents feel that they are insecure.

    JOB SECURITY

    51

    Totallysecured Partiallysecured Insecure

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    Suggestion System and Departmental / Section Meetings in Bramco

    Sample size 50

    S. No Nature of response No. of Respondents %

    1 Yes 50 100

    2 No Nil Nil

    Interpretation

    All the respondents answered that the suggestions system and departmental / section

    meetings are present in pricol.

    Suggestion System and Departmental / Section Meetings in Pricol

    52

    0%

    10%

    20%

    30%

    40%

    50%

    60%70%

    80%

    90%

    100%

    YES

    NO

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    Enquiry by an Impartial Person

    Sample size 50

    S. No Nature of response No. of Respondents%

    1 Yes 50 100

    2 No Nil Nil

    Interpretation

    All the respondents answered that the enquiry is made by their immediate superior.

    Enquiry by an Impartial Person

    53

    YE S0 %N O0 %

    YE S , 5 0 0 0

    N O , 0 %0 %

    1 0 %

    2 0 %

    3 0 %

    4 0 %

    5 0 %

    6 0 %

    7 0 %

    8 0 %

    9 0 %

    1 0 0 %

    Y E S N O

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    CHAPTER V

    CONCLUSION

    54

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    CONCLUSION

    FINDINGS

    By analyzing the collected data the following findings are arrived.

    1. Regarding wage fixation most of the employees are not satisfied and rated poor.

    2. Residential quarter are available really half of the employee and it is noted that

    provision of quarters are only to senior employee putting 15 year of service.

    3. During emergency medical aid is provided for most of the employees.

    4. Group insurance scheme is available in the company and covered a life of all

    employees.

    5. It is very sorry to note that the company is running a canteen with poor quality and

    sometimes with poor quality and sometimes very poor quality of food stuff.

    6. It is found that allowance for children education an being provided for eligible

    employees,

    7. Promotion to higher status is considered by counting the experience is the particular

    trade and some time very rarely higher education places a part.

    8. It is found out that the co-operative store is functioning effectively and satisfying

    all the employee of the organization.

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    SUGGESTIONS

    The following suggestions offered by researcher

    1. Fourty nine percent of the respondents got the promotion opportunities. Hence the

    company have to provide the promotion opportunities to other fifty one percent of the

    respondent.

    2. Zero percent of the employees received financial rewards for their excellent

    performance. Hence it is advisable to give financial rewards to all the employee in

    order to motivate then.

    3. The employees are dissatisfied with financial rewards like bonus. So the company

    should provide bonus to ensure them.

    4. Thirty two percent of the respondents got the training programme, hence the company

    have to provide the training programme to other sixty eight percent of the respondent.

    5. Sixty percent of the respondents feel that the canteen, restroom, Lunchroom are not

    maintain in a proper way, so the company should maintain the above facilities properly.

    6. Employees feel that they did not receive the tools & equipments properly. So the

    company should provide tools & equipment properly.

    7. It is strongly recommended that the company should remodel the canteen and try to

    make available the food stuffs with good quality and reasonable price.

    8. It is suggested to relax the norms regarding loans and advance payable to employees

    during emergency.

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    CONCLUSION

    Every person can have thousands of attitudes. Every individual thinks logically to the best

    of his ability, in the service of this aims. Employee attitudes are am mental set, that affect how a

    person will view something in an organization attitudes are clearly important because they affect

    job behaviour.

    Work satisfaction of the employees along with high productivity is a hallmark of well

    managed organization. Employees increasingly expect to have concern shown for their attitudes

    and feelings.

    From the study, the researcher has come to know that most of the respondents have job

    satisfaction. The management has taken the efforts to maintain cordial relationship with the

    workers. This has resulted in increased production of business. And also increasing of profit in

    previous years.

    From the study, the investigator came to know that there is a good relationship between the

    management and the employees. The management give full freedom to their employees to express

    their views and ideas.

    Effective behavioural management that continuously fully works to build a supportive

    human climate in an organization, can help producing favourable attitudes.

    The researcher was curious to know about the JOB SATISFACTION AMONG

    EMPLOYEES implemented in the BRAMCO ALUMINIUM INDUSTRY, Wandoor, Kerala

    Hence this study.

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    BIBILIOGRAPHY

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    BIBLIOGRAPHY

    1. C.R.Kothari - Research Methodology New Delhi,

    Wishwaprakashan publishers 14th reprint 1997

    2. Dr.C.B.Gupta - Human resource Management New Delhi,

    educational publishers, 5th revised edition

    3. Fred Luthans - Organizational behaviour MC Graw-Hill

    international edition 1992

    4. Keith davis - Human behaviour at work organizational

    behaviour, Tata MC Graw-Hill company ltd.,

    6th edition

    5. P.C.Tripathi - Personnel Management & Industrial relations -

    New Delhi, Sultan Chand & sons, 11th edition, 1996

    6. Richard M.Steers - Introduction to organizational behaviour -

    New York, Harper Collins Publishers 4th edition

    7. Stephen P.Robbins Organizational behaviour New Delhi,

    prentice Hall of India, 9th edition

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    APPENDICES

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    QUESTIONNAIRE

    1. Name :

    2. Age :

    a. 21 25 b. 26 30 c. 31 35

    d. Above 35

    3. Sex

    a. Male b. Female

    4. Job Satisfaction of in the present job.

    a. Highly Satisfied b. Satisfied c. Normal

    d. Dissatisfied e. Highly Dissatisfied

    5. Opinion regarding facilities and non statutory welfare measures inside the firm.

    a. Highly Satisfied b. Satisfied c. Normal

    d. Dissatisfied e. Highly Dissatisfied

    6. How do you feel about the communication pertaining to factory environment and job?

    a. Well informed b. Sometimes informed c. Not informed.

    7. How to you feel about the upward communication inside the company?

    a. Well b. Only at times c. Not at all

    8. How do you feel about Participation of top management in grievance settling?

    a. Always b. Sometimes c. Not at all

    9. How do you feel about the grievance settlement inside the company.

    a. Often b. Sometimes c. Rare d. Never

    10. Are you aware about the rules regarding discipline set inside the company?

    a. Very well b. Sometimes c. Not at all

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    11. How the disciplinary rules are applied inside the firm.?

    a. Applied on all occasions b. Applied at times c. Not at all applied

    12. What is your opinion regarding punishment for violation of rules?

    a. Suitably punished b. Occasionally punished

    c. Ignored

    13. How you grade the opportunities to upgrade skills in training program?

    a. Strongly agree b. Agree c. Undecided d. Disagree

    e. Strongly disagree

    14. What is your opinion regarding identification of training needs ?

    a. Strongly agree b. Agree c. Undecided d. Disagree

    e. Strongly disagree

    15. What is your opinion regarding the trainees communication during the training?

    a. Strongly agree b. Agree c. Undecided d. Disagree

    e. Strongly disagree

    16. How you rate the arrangements for training?

    a. Excellent b. Good c. Undecided d. Poor e. Very poor

    17. How do you rate the effectiveness of job performance through training program?

    a. Strongly agree b. Agree c. Undecided d. Disagree

    e. Strongly disagree

    18. What is your opinion about the participation of employees in training program?

    a. Very much participate b. Participative c. Undecided d. Not Participative

    e.Very much ignoring

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    18. What change do you feel after attending the training program?

    a. Strongly agree b. Agree c. Undecided d. Disagree

    e. Strongly disagree

    19. How do you assess the training needs?

    a. Self assessment b. By superior c. Perfomance appraisal d.Others specify

    19. How is the relationship with your colleagues?

    a. Cordial b. Normal c. Strained

    20. What is the rate of appreciation you get from your superiors for any good workpreformed?

    a. Adequate appreciation b. less appreciation

    c. No appreciation

    22. How is your superiors help in your self development?

    a. Very helpful b. Not helpful c. Discouraging

    23. How do you feel your involvement in your company activities and decision making?

    a. Complete involvement b. little involvement

    c. No involvement

    24. Do you feel secure in your job?

    a. Totally secured b. Partially secured c. In secured

    25. Do you feel the departmental meetings in Bramco is up to the standard?

    a. Yes b. No

    26. Is there any enquiry from impartial person inside the company?

    a. Yes b. No

    27. Are you satisfied with the preliminary investigation and issue of charge sheet?

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    a. Yes b. No