Job Satisfaction BBA
Job Satisfaction BBA
Job Satisfaction BBA
SHIVA INDUSRTRIES
SUBMITTED TO
Kurukshetra University, Kurukshetra
In the partial fulfillment of the requirement of
BACHELOR OF BUSINESS ADMINISTRATION
(SESSION : 2019-20)
I Alka Kujur, do hereby declare that the training report entitled JOB
SATISFACTION AMONG EMPLOYEES” submitted by me for the award of
Bachelor of Business Administration (BBA) from Kurukshetra University,
Kurukshetra is the original work conducted by me. The data and facts provided in the
report are authentic to the best of my knowledge.
This report is not submitted to any other Institute / University for award of degree of
BBA.
Alka Kujur
ACKNOWLEDGEMENT
Presentation inspiration and motivation have always played a key role in the success of
any venture .
I express my sincere thanks to Dr. Virender Gandhi, Principal, Guru Nanak Girls
College, Yamuna Nagar. .
Last, but not the least, my parents are also an important inspiration for me , so with due
regards , I express my gratitude to them .
Alka Kujur
PREFACE
Declaration
Acknowledgement
Preface
1 Introduction 6-20
6 Conclusion 57-60
Findings
Suggestions
6 Annexure 61-67
Bibliography
Questionnaire
INTRODUCTION
Meaning of Job Satisfaction:
The term job satisfaction is of great relevance in the field of human resource
management. According to Davis and Newstom “Jobs satisfaction is a set of
favourable or unfavourable feelings with which employees view their work.”
Job satisfaction is an individual emotional reaction to the job itself. It is a set of
attitudes about work, which are usually referred to under the several term job satisfaction is
composed of job satisfaction. Like other attitudes, job satisfaction is composed of
emotional, informational, and behavioural elements, can vary in intensity and consistency,
can be acquired from a variety of sources and can sense a number of functional for the
individual.
The term job satisfaction was brought to limitation by Hoppock. He reviewed 32
studies on Job satisfaction conducted prior to 1933. According to him, job satisfaction is
“The combination of psychosocial, psychological and environmental circumstances
that cause a person to faithfully say “ I am satisfied but does not indicate the nature
of job satisfaction.”
3 RELATIONS BETWEEN JOB SATISFACTION AND
PRODUCTIVITY
Performance
Performance Satisfaction
Satisfaction
Intrinsic
IntrinsicRewards
Rewards
The lack of correlation between job satisfaction and performance can be explained as
follows . If the job holds little potential for intrinsic rewards and if extrinsic
rewards bear a very little relationship to the performance level of the individual,
the resultant connection between satisfaction and performance tends to be weak.
In such a situation, management should be two things:
(i) Modify the job so that it becomes capable of yielding intrinsic reward for
higher performance.
(ii) Connet the reward system so, that it acts as an incentive for higher
performance i.e higher performance receives proportionally higher extrinsic
rewards.
In practice, there may not be a direct cause and effect relationship between job satisfaction
and productivity at lower levels because productivity at determined by outside
factors speed of machine, quality of material type of supervision etc. However,
the satisfaction-performance relation may be stranger for people working a s
professionals, or in supervisory and managerial position.
Historically, the concept of human relation assumed that high job satisfaction led
to high productivity but later research indicated that this was an incorrect
assumption, satisfied workers turned out to be either high producers, or low
produces or only average produces. The satisfaction-productivity relationship
appeared to be quite complex beings influenced by various intermediate foods
such as rewards that an employ receives.
The question has been often raised whether job satisfaction leads to performance
or performance leads to job satisfaction, Lower and Poter have developed a makes
that suggests that productivity leads to satisfaction as give bellow:
High
Line B
Line A
Satisfaction Line C
Productivity High
Low
Traditional
TraditionalView
View
Dissatisfaction
Dissatisfaction Satisfaction
Satisfaction
Two
Twofactor
factorTheory
Theorysatisfies
satisfies
No
NoSatisfaction
Satisfaction Satisfaction
Satisfaction
Two
Twofactor
factorTheory
Theory
Dissatisfies
Dissatisfies
Dissatisfaction No
Dissatisfaction NoSatisfaction
Satisfaction
PERSONAL FACTOR
i) Number of dependant
ii) Age
iii) Time of job
iv) Intelligence
v) Education
vi) Personality, exclusive of Intelligence
vii) Sex
FACOTRS INHERENTS IN THE JOB
i) Type of work
ii) Skill required
iii) Occupational status
iv) Geography
v) Size of plant
(4) Intelligence
Research finding reveals that the relation of intelligence to job satisfaction
is dependant upon the level and range of intelligence and the challenge of
the job.
(5) Level of education
Research studies reveal different result on the relationship of education to
job satisfaction. For example, same studies have revealed that less educated
people have more job satisfaction while the findings of some other studies
have been contrary to it.
(6) Sex
Other things remaining constant women are more satisfied with their work
than men because relatively women have limited needs and are less
ambitious.
(6) Supervision
Considerate supervision tends to improve job satisfaction of worker. A
considerate supervisor takes personal interest in his subordinates and allows
them to participate in the decision making process. However, authorities
people ma be more satisfied under the supervision if high status and
strongly directive caders.
ALIENATION OF WORKERS
Alienation refers to the development of the person from his or her work role. The
concept of alienation of work is associated originally with the views of Marx. He
saw the division of labour in pursuit of profit and exploitation by employers, as a
denial of the workers need to self-expression. Workers became esteemed from the
product of their work. Work no lower provides a satisfying experience in it self, but
represented a means to satisfies other external demands.
The concept of elimination was further extend by blamer. He described elimination
in terms of four dimensions.
(1) Powrlessness
(2) Meaninglessness
(3) Isolation
(4) Self-estrangement
(1) Powerlessness
This denstes the workers look of control over management policy,
immediate work processes, or conditions of employment.
(2) Meaninglessness
It stems from standardisation and division of labour. The denotes the
inability to see the purpose of work done, or to identify with the total production
process or finished product.
(3) Isolation
It means not belongings to an integrated work-group or to the social work
organization, and not being avoided by group norms of behaviour.
i) Avoidable causes
ii) Bad working conditions
iii) Poor dissatisfaction
iv) Law hours of work and poor remuneration
v) Lack of any incentives schemes
vi) Poor relation with supervisor and follow workers
vii) Ineffective conveyance procedure.
viii) Inadequate housing, medical and welfare facilities.
ix) Faculty selection of employees and lack of proper training programme.
x) Lack of safety mesur3es in the organization.
iii) Unavoidable Causes
Unavoidable causes are not due to the fault of management but due to other
factors which are not under the control of the management. They are
followed.
(a) Personal Betterment
(b) Illness, Accidents etc.
(c) Departure from the locality
(d) Housing or transport problem
(e) Retirement , death etc.
(f) Unsuitable for job or misconduct on his path.
(g) Domestic affairs, manage, pregnancy in case of female employees.
CONTROL THE LABOUR WELFARE
(a) Introduction of a satisfactory wage plan.
(b) Introduction of proper incentive and promotion plan.
(c) Adoption of sound personnel policy in relation to recruitment, selection,
placement, training etc.
(d) Provision of reasonable amenities and welfare measures.
(e) Provision of retirement benefits
(f) Provision of proper channels of communication.
(g) Improvement of quality of supervision.
(h) Introduction of training programme for increasing the skill.
(i)
12 INCREASING JOB SATISFACTION
In case the employer work to create job satisfaction for their employee, they should
keep the following points into consideration.
i) Attending and solving problems
ii) Satisfactory future
iii) Testing the workers ability and progress
iv) Cordial analysis or evaluation of work
v) Increase in wages
vi) Praise for good performance
vii) Promotion according to ability
viii) Proper quality of work
ix) Equal wages for equal work
x) Freedom to seek help in solving prolems
xi) Absence of unnecessary intervention and criticism.
xii) Satisfactory hours of work
xiii) Availability of leaves and rest
THEORIES OF JOB SATISFACTION
The main theoretical approaches to job satisfaction are as follows:
1. Need fulfillment theory
2. Equity theory
3. This factor theory
4. Discrepancy theory
5. Equity discrepancy theory
1. Need fulfillment theory:
According to this theory a person is satisfied when he gets from his job
what he wants. The more he wants something the more satisfied he is when he
received it. Vroom views satisfaction in terms of the positively valued outcome that
a job provides to a person. Thus job satisfaction is positively related to the degree
to which one’s needs are fulfilled. The fulfillment theory suffers a major drawback.
Satisfaction is a function of not only what a person receives both what he feels he
shelved receives
2 Equity theory:
Under this theory, it is believed that a person’s job satisfaction depends upto
his perceived equity as determined by his input –output balance in comparison with
the input-out balance of others. Every individual compared his reward with those of
a reference group. If he feels his rewards are equitable in comparison with others
doing similar work, he feels satisfied. Job satisfaction is thus a function of the
degree to which job characteristics meeth the desire of the reference group.
Equity theory takes into account not only the needs of an individual
but also the opinion of the reference group to which the individual looks for
audience.
Perceived
PerceivedPersonal Perceived
PerceivedOutcome A=B
Personal Outcome A=BSatisfaction
Satisfaction
Inputs actually
actuallyreceived A<B
Inputs received A<B
Disatisfaction
Disatisfaction
A>B
A>B
Quit discomfort
Quit discomfort
Perceived
PerceivedInputs Perceived
Inputs PerceivedOutcome
Outcome
comparision
comparisiontoto ofofcomparison
comparisontoto Perceived
PerceivedPersonal
Personal
others others Outcomes
others others Outcomesthat
that
should be received
should be received
3.This Factor Theory:
This theory was developed by Herzberg, According to this theory satisfaction and
dissatisfaction are interdependent of each other and exit on a separate confirm. One set of
factor known as hygiene factors (company policy and supervision administration, pay,
working conditions) act as dissatisfies. Their absence causes dissatifaction both their
presence does not result in positive satisfaction. The other set of factors known as satisfies
(achievement, advancement, recognition, work itself and responsibility) lead to
satisfaction.
4. Discrepancy Theory:
According to this theory job satisfaction depends upon what a person actually receives
from his job and what he expects to receive, when the rewards actually received are less
than the expected rewards, It could discrepancy
Perceived
PerceivedOutcome
Outcome A=B
actually A=B
actuallyreceived
received Satisfaction
Satisfaction
A<B
A<B
Disatisfaction
Disatisfaction
A>B
A>B
Perceived
Outcome Perceivedover
over
Outcomeoneonefeels
feels satisfaction
satisfaction
heheshould receive
should receive
5- Equity Discrepancy Theory
This is combination of equity and discrepancy theories. From equity theory the
concept of comparison has been selected to serve as an interviewing variable, under
the theory satisfaction is defined as the difference between. The outcomes that one
feels he should receive in comparison with others, when the individual feels that
what he actually received is equal to what he perceives he should receive there is
satisfaction. Thus an individuals reception of his reward is influenced by more than
job the objective amount of that factor.
Perceived
PerceivedPersonal
Personal
Inputs
Inputs
Perceived
Perceivedamount
amount
that
that shouldbebe
should
received
Perceived received
Perceivedinput A=B
input A=B
Outcome different Satisfaction
Outcome different Satisfaction
groups A<B
groups A<B
Disatisfaction
Disatisfaction
A>B
A>B
Quit discomfort
Perceived Quit discomfort
PerceivedOutcome
Outcome
ofofdifferent
differentgroups
groups
Perceived
Perceivedamount
amount
received
received
Actual
ActualOutcome
Outcome
received
received
COMPANY PROFILE
INTRODUCTION TO INDUSTRY
SHIVA INDUSTRIES
Established as a Sole Proprietorship firm in the year 2004, we “Shiva Industries” are a
leading Manufacturer and Trader of a wide range of Voltage Stabilizer, Battery
Charger, etc. Situated in Mohali (Punjab, India), we have constructed a wide and well
functional infrastructural unit that plays an important role in the growth of our company.
We offer these products at reasonable rates and deliver these within the promised time-
frame. Under the headship of “Mr. Akshay Jawla” (Marketing Manager), we have
gained a huge clientele across the nation.
Factsheet
Basic Information
Primary Competitive
Large Production Capacity
Advantage
Statutory Profile
ICICI BANK LTD
Banker
Online
Shipment Mode By Road
Our Infrastructure
To meet the diverse and ever-changing requirements of clients in the best possible manner
and within the stipulated time, our company has established a sophisticated infrastructure.
With the segregation of our infrastructure into various departments, we have efficiently
been able to execute our entire business operations.
Production unit
Quality testing unit
R & D unit
Sales and marketing unit
Warehousing and packaging unit
Quality-testing unit
Why Us ?
With our expertise and trustworthiness, we have secured a respectable position for
ourselves in this domain. Different factors for which we have attained appreciation from
clients spread all across the nation are:
Quality Assurance
Since establishment, quality has always remained our company’s hallmark and we have
maintained it in our entire business activities. To check the excellence of raw material and
finished products, we have developed a sophisticated quality testing unit at our premises.
Here, our entire product range is stringently examined on defined parameters by our
knowledgeable quality controllers.
Durability
Smooth operations
Accurate in dimensions
Performance
Efficiency
Battery back-up
Client Satisfaction
PRODUCT RANGE
“Shiva Industries” are a leading Manufacturer and Trader of a wide range of Voltage
Stabilizer, Battery Charger, etc.
Voltage Stabilizer
Offering you a complete choice of products which include AC Voltage Stabilizer, Single
Phase Electric Voltage Stabilizer, Digital Voltage Stabilizer, Refrigerator Voltage Stabilizer
and Single Phase Servo Voltage Stabilizer
AC Voltage Stabilizer
Single Phase Electric Voltage Stabilizer
Battery Charger
We are a leading Manufacturer of 12 V Battery Charger, YALE 580029671 Industrial
Battery Charger, Auto Cut Lithium-Ion Battery Charger and Automatic Battery Charger
from Mohali,
12 V Battery Charger
YALE 580029671 Industrial Battery Charger
Auto Cut Lithium-Ion Battery Charger
products include 2kVA Emerson GXT MT UPS, Digital Electric UPS, DSP Sine Wave
Home UPS, Digital Home UPS and Electric Home UPS
Rashid Saeed et al., (2014),in his study found promotion, pay, fairness and working
condition to be the key factors that contribute to employee job satisfaction. The study was
conducted on 200 telecom sector employees of Pakistan. It was concluded that money and
compensation play an important role in the job satisfaction of the telecom employees of
Pakistan.
SWOT ANALYSIS
1 STRENGTHS
• Updated technology • Location benefits • Low cost labour • SEZ- for tax benefits and
government support • Huge labour • Only exporting so that they can avoids the risks of local
market • Good Infrastructural facilities • Dedicated top level management • Conducive working
environment • Workers participation in management • Good Industrial relations
2 WEAKNESS
• less availability of skilled workers • Entry of political parties • Availability of raw materials •
Transportation • So far from harbours and Airways • Unattractive salary for unskilled employees •
Inflexible working hours
3 OPPORTUNITIES • There is a scope for expansion • Can export to many other countries •
Support from government • Can cater domestic customers • Can diversify business as the set up
cost is comparatively low at Hassan HR Institute of Higher Education , Hassan 30
RESEARCH METHODOLOGY
MEANING OF RESEARCH:
Research is a scientific and systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation. The advanced learner’s dictionary of current
English Lays down one meaning of research as a careful investigation and inquiry
specially through search for new fact.
STATEMENT OF THE PROBLEM:
Job satisfaction & is consequences is an extremely important concept for an
industrial organization. A firm can improve the job satisfaction percentage of its staff by
changing their attitude towards the job.
The spirit of unrest is all pervasive in industries whether they are public sectors or
private sectors. The employers complain that the employees are not regular, dedicated &
hardworking. They work nt for the organization but only for the salary.
On the other hand, employees too have grievances which may be either against the
company or the government. They complain that the working conditions are not proper,
wages are inadequate, they are not provided proper medical, educational, recreational,
training, leave facilities etc. All these lead to dissatisfaction, discouragement and
frustration in the employees.
In order to know the reasons for the above. I decided to do a case study & chose the
topic “JOB SATISFACTION EMPLOYEES OF SHIVA INDUSTRIES LTD. ”
RESEARCH DESIGN:
Sampling: The Shiva Industries Ltd. has been selected as per convenience.
The workers in different plants have been approached to answer the various
questions put by investigators with the help of a structured questionnaire. Only
workers were selected in this sample. The diagrams have been exhibited
wherever found necessary.
Scope : Considering the time factor and availability of financial resources, the
scope of the study is restricted to only one organization i.e R The workers
selected in this sample represent the personnel below the rank of supervisors &
foremen. They are representing various plants.
DATA USED
This is a case study limited to only one organization. The main objective of
the study is to discover the level of job satisfaction. A motivating factor by relating
various personal & organizational factors to job satisfaction.
Data has been collected mainly from primary sources i.e. with the help of
structured questionnaires & also by direct interviewing.
HYPOTHESIS
It is known fact to all that keeping a employee happy is management’s responsibility as to
get the work done perfectly. But, to feel happy is employee’s perception. So a satisfied
employees is essential element for improving efficiency and effectiveness.
o Job satisfaction is great motivator, which keeps the employees always in high morale.
o Job satisfaction among employees result in increasing the perception of the organization.
o Job satisfaction reduces the resistance among employees for the new implementations.
METHODOLOGY
In the preparation of this report, the researcher the data from different sources. The
sources of data as follows:
Primary data: This data is gathered from first hand information sources by the researcher,
this data collection from employees, managers, clerks etc., by administrating the
questionnaire having face to face interaction with employees.
Secondary data : This will give the theoretical basis required for the report presentation
which can be available from various sources such as magazines, office files, inter office
manual and web site.
Job satisfaction, which is one of the most crucial aspects of Industrial psychology,
its concept & consequences is extremely important for an industrial organization. A firm
can improve the job satisfaction percentage of its staff by changing their attitude towards
their job. Job satisfaction ultimately motivates the employees towards the achievement of
organizational goals. Such surveys & studies throw light on the value of particular
incentives & specific sources of motivation. From those study, it becomes possible to
isolate the effect of specific incentives policies & programmes. It calls for an intensive
study of the influence of wage payment, working conditions personnel policies &
practices, structural organization of the company, labour management relations etc.
It also highlights the effect of age, qualifications, martial status, socio-economic
status etc. on the worker’s attitude and performance. A comprehensive research programme
involves a detailed & direct study of the feelings, attitudes & sentiments of the individual
work. This leads to a comparison of different groups in the same plant or different plants.
This proves to be an aid in the isolation of factors which determines the morale of the
worker as a group or class in the structuring of society as a whole.
i. As the case study is done only for one unit, the conclusion & inferences drawn are also
applicable for this particular unit only.
ii. Lack of time I was able to approach only 40 respondents.
iii. Respondents were not co-operating to fill the questionnaire.
iv. Some of the respondents who would not read or write were unable to fill the
questionnaire
v. The company was big so it was impossible all the workers.
DATA ANALYSIS
&
INTERPRETATIONS
TABLE 4.1
RESPONDENTS CLASSIFICATION ACCORDING TO AGE
AGE GROP ( in years) RESPONDENTS
Number Percentage
31-35 22 55
36-40 10 25
41-45 8 20
Total 40 100
Source: Sample Survey
Table 4.1. reveals that 35 percent of the respondents are in the age group 31-40 followed
by 25 percent of the age group 36-40 and rest 20 percent are of the age group 41-45.
It can be concluded that the majority of the respondents lies between 31-35 and the
minority are in the age group between 41-45.
60 55
s 50
dent40
pon
30 25
Res 20
of 20
10
ge
enta
Perc 0
31-35 36-40 41-45
Age Group
Fig. 4.1
TABLE 4.2
RESPONDENTS CLASSIFICATION ACCORDING TO SEX
Sex RESPONDENTS
Number Percentage
Male 32 80
Female 8 20
Total 40 100
Source: Sample Survey
Table 4.2.shows that 80 percent of the respondents in the organization are make while 20
percent are female.
It can be concluded that the majority of respondents working in this organization
are male.
Fig. 4.2
TABLE 4.3
RESPONDENTS CLASSIFICATION ACCORDING TO EDUCATIONAL
QUALIFICATIONS
Educational Qualifications RESPONDENTS
Number Percentage
Below Matric 4 10
Matric 6 15
Intermediate 0 0
Graduate 22 55
Postgraduate 8 20
Any other technical 0 0
Qualification
Total 40 100
Source: Sample Survey
Table 4.3. reveals that 55 percent of the respondents are graduate, followed closely by 20
percent who are postgraduate, while 15 percent are matric and remaining 10 percent are
below matric.
It can be concluded that the majority of the respondents are graduate.
Fig. 4.3
TABLE 4.4
RESPONDENTS CLASSIFICATION ACCORDING TO MARITAL STATUS
Marital Status RESPONDENTS
Number Percentage
Married 38 95
Unmarried 2 5
Total 40 100
Source: Sample Survey
Table 4.4. reveals that 95 percent of the respondents are married and only 5 percent of the
respondents are unmarried.
It can be concluded that the majority of the respondents are married.
Fig. 4.4
TABLE 4.5
RESPONDENTS CLASSIFICATION ACCORDING TO DESIGNATIN
Designation RESPONDENTS
Number Percentage
Control Tester 20 50
Operator 20 25
Driver 2 5
Rest Assistants 4 10
Security Guard 4 10
Total 40 100
Source: Sample Survey
Table 4.5. reveals that 50 percent of the respondents work as control tester while 25
percent are operators, followed by 10 percent who are rest assistants, 10 percent are
security guard and the remaining 5 percent are drivers.
It can be concluded that the majority of the respondents work as control testers.
Fig. 4.5
TABLE 4.6
RESPONDENTS CLASSIFICATION ACCORDING TO CATEGORY
Category RESPONDENTS
Number Percentage
Skilled 28 70
Unskilled 6 15
Semi-Skilled 6 15
Total 460 100
Source: Sample Survey
Table 4.6. reveals that 70 percent of the respondents are skilled, 15 percent are unskilled
and 15 percent semiskilled.
It can be concluded that the majority of the respondents are skilled.
Fig. 4.6
TABLE 4.7
SATISFACTION WITH JOB
Are you satisfied with your RESPONDENTS
Number Percentage
Job?
Yes 24 60
No 8 20
Can’t Say 8 20
Total 40 100
Source: Sample Survey
Table 4.7. reveals that 60 percent of the respondents are satisfied with their job, followed
by 20 percent who are not satisfied with their job and the rest 20 percent can’t say.
It an be concluded that the majority of the respondents are satisfied with their job.
Fig. 4.7
TABLE 4.8
TIME SATISFACTION WITH JOB
How much time feel RESPONDENTS
Number Percentage
satisfied with your job?
Most of time 24 60
Never 8 20
Sometimes 4 10
Can’t Say 4 10
Total 40 100
Source: Sample Survey
Table 4.8. reveals that 60 percent of the respondents are satisfied with their job most of
time, 20 percent are never satisfied, 10 percent are satisfied sometimes and the rest of 10
percent can’t say.
It can be concluded that the majority of the respondents are satisfied with the job
most of time.
Fig. 4.8
TABLE 4.9
WORKING CONDITIONS OF THE ORGANIZATIONS
What do you feel about the RESPONDENTS
Number Percentage
present working conditions
of your organisaitons?
Excellent 18 48
Bad 8 20
Good 13 32
Total 40 100
Source: Sample Survey
Table 4.9 reveals that 48 percent of the respondents say that working conditions of the
organization are excellent, 20 percent say that they are bad and 32 percent say that the
conditions are good.
It can be concluded that the majority of the respondents say the working conditions
are excellent.
Fig. 4.9
TABLE 4.10
REWARD OF GOOD PERFORMANCE
RESPONDENTS
Are you awarded for your Number Percentage
good performance
Yes 32 80
No 8 20
Total 40 100
Source: Sample Survey
Table 4.10 reveals that 80 percent of the respondents say that they are given reward for
their performance while 20 percent of the respondents are not rewarded.
Fig. 4.10
TABLE 4.11
DIFFERENT FACILITIES
Are you getting these RESPONDENTS
Number Percentage
facilities?
Educational Facilities 12 30
Canteen Facilities 2 5
Housing Facilities 8 20
Rest Room Facilities 10 25
Medical Facilities 8 20
Total 40 100
Source: Sample Survey
Table 4.11 reveals that 30 percent of the respondents are provided with educational
facilities. 5 percent canteen facilities, 20 percent housing facilities, 25 percent restroom
facilities and rest of the 20 percent medical facilities.
It can be concluded that the majority of the respondents are provided with
education facilities.
Fig. 4.11
TABLE 4.12
SATISFACTION LEVEL ON FACLITIES
Are you satisfied with RESPONDENTS
Number Percentage
these?
Educational Facilities 8 20
Canteen Facilities 8 20
Housing Facilities 4 10
Rest Room Facilities 16 40
Medical Facilities 4 10
Total 40 100
Source: Sample Survey
Table 4.12 reveals that 20 percent of the respondents are satisfied with educational
facilities, 30 percent with canteen facilities, 10 percent with housing facilities, 40 percent
with restroom facilities and rest of the 10 percent of the respondents satisfied with the
medical facilities.
It can be concluded that the majority of the respondents are satisfied with restroom
facilities.
Fig. 4.12
TABLE 4.13
SATISFACTION ON THE LELVEL ON JOB SECURITY
Are you satisfied with the RESPONDENTS
Number Percentage
level of job security?
Yes 30 75
No 10 25
Total 40 100
Source: Sample Survey
Table 4.13 reveals that 75 percent of the respondents are satisfied with the level of the job
security and the rest 25 percent of the respondents are not satisfied with level of job
security.
It can be concluded that the majority of the respondents with satisfied with the level
of job security.
Fig. 4.13
TABLE 4.14
MOTIVATION AND SATISFACTION ON THE REWARD
Does this reward make you RESPONDENTS
Number Percentage
feel Motivated &
Satisfied?
Yes 28 70
No 6 15
Can’t Say 6 15
Total 40 100
Source: Sample Survey
Table 4.14 reveals that 70 percent of the respondents say the reward motivates and satisfies
them while, 15 percent of the respondents say that they are not rest of the 15 percent can’t
say.
It can be concluded that the majority of the respondents are satisfied and motivated
by the reward.
Fig. 4.14
TABLE 4.15
HOW OFTEN THEY ARE REWARDED
How often are you RESPONDENTS
Number Percentage
rewarded?
Once a month 0 0
Yearly 40 100
Half yearly 0 0
Total 40 100
Source: Sample Survey
Table 4.15 reveals that 100 percent of the respondents are rewarded yearly. It can be
concluded that the all of respondents are paid yearly.
Fig. 4.15
TABLE 4.16
POST RETIRAL BENEFITS
Are you entitled these Post RESPONDENTS
Number Percentage
Retrial Benefits
Pension 24 60
Provident Fund 8 20
Gratuity 8 20
Total 40 100
Source: Sample Survey
Table 4.16 reveals that 60 percent of the respondents are provided with pension, followed
by 20 percent provided with provident fund and the rest 20 percent with gratuity.
It can be concluded that the majority of the respondents are provided with pension
as a post retrial benefits.
Fig. 4.16
TABLE 4.17
EXTEN OF SATISFACTION OF THE BENEFITS
If yes, what extent you find RESPONDENTS
Number Percentage
these benefits satisfactory?
Very satisfactory 24 60
Unsatisfactory 8 20
Partially satisfactory 4 10
Can’t Say 4 10
Total 40 100
Source: Sample Survey
Table 4.17 reveals that 60 percent of the respondents are satisfied with their job most of
time, 20 percent are never satisfied, 10 percent are satisfied sometimes and the rest 10
percent can’t say.
It can be concluded that the majority of the respondents are satisfied with the
benefits they are offered.
Fig. 4.17
TABLE 4.18
SATISFACTION AND MOTIVATIONS
Do you think the level of RESPONDENTS
Number Percentage
Satisfaction and
Motivation are related to
each other?
Yes 28 70
No 6 15
Can’t Say 6 15
Total 40 100
Source: Sample Survey
Table 4.18 reveals that 70 percent of the respondents say that there is relation between
satisfaction & motivation. They are closely followed by 15 percent respondents say that
there is no relation and the rest 15 percent can’t say.
It can be occluded that the majority of the respondents say there is a relation
between satisfaction and motivation.
Fig. 4.18
TABLE 4.19
INTER-RELATION OF MORALE / JOB SATISFACTION
Are you morale and Job RESPONDENTS
Number Percentage
satisfaction Inter-related to
each other?
Yes 32 80
No 68 20
Total 40 100
Source: Sample Survey
Table 4.19 reveals that 80 percent of the respondents say that there is an inter-relation
between morale and job satisfaction. The rest 20 percent say there is no inter-relation
between morale and job satisfaction.
It can be concluded that the majority of the respondents proved there is an inter-
relation between moral and job satisfaction.
Fig. 4.19
TABL 4.20
TYPE OF MOTIVATION USED BY OFFICERS
If yes, what type of RESPONDENTS
Number Percentage
motivation is used by your
officer?
Positive 20 50
Negative 10 25
Both 10 25
Total 40 100
Source: Sample Survey
Table 4.20 reveals that 50 percent of the respondents are motivated by the officers. They
are followed by 25 percent who are motivated negatively. The remaining 25 percent of the
respondents are motivated both positively and negatively.
It can be concluded that the majority of the respondents are motivated positively
while 25 percent are negatively motivated and the combination of negative and positive
motivation share the same percentage.
Fig. 4.20
TABLE 4.21
INTER-RELATION OF PERFORMANCE & JOB SATISFACTION
Do you think performance RESPONDENTS
Number Percentage
and job satisfaction are
inter-relative?
Yes 32 80
No 8 20
Total 40 100
Source: Sample Survey
Table 4.21 reveals that 80 percent of the respondents proved there is an inter-relation of
performance and job satisfaction. The rest 20 percent proved there is no relation.
It can be concluded that the majority of the respondents say there is an inter-
relation of performance and job satisfaction.
Fig. 4.21
TABLE 4.22
KNOWLEDGE AND SKILL EFFECT ON JOB SATISFACTION
Do you think knowledge RESPONDENTS
Number Percentage
and skills and affect job
satisfaction?
Yes 22 55
No 18 45
Total 40 100
Source: Sample Survey
Table 4.22 reveals that 55 percent of the respondents proved that knowledge and skills
affects job satisfaction. They are followed by 45 percent of the respondents who said
knowledge and skill does not affect job satisfaction.
It can be concluded that the majority of the respondents believe knowledge and
skill affect job satisfaction.
Fig. 4.22
TABLE 4.23
PRESENCE OF A PROPER CHANEL OF RAISING COMPLAINTS AND
SUGGESTIONS
Table 4.23 reveals that 80 percent of the respondents agree there is a channel of raising
complaints and suggestions. 20 percent of the respondents said it does not exist.
It can be concluded that the majority of the respondents are provided with a channel
of raising complaints and suggestions.
Fig. 4.23
TABLE 4.24
RESPONDENTS’ CLASSIFICATION ACCORDING TO SERIOUSLY TAKEN ON
THE COMPLAINTS AND SUGGESTIONS
If yes, are you complaints RESPONDENTS
Number Percentage
and suggestions taken
seriously?
Yes 24 60
No 16 40
Total 40 100
Source: Sample Survey
Table 4.24 reveals that 60 percent of the respondents complaints and suggestion are taken
seriously while the remaining 20 percent of the respondents their complaint and suggestion
are not taken seriously.
It can be concluded that the majority of the respondents are taken seriously
concerning their complaint and suggestions.
Fig. 4.24
CONCLUSION
The study found majority of the respondents are satisfied with their job due to the
following reasons:
Provision of the post retrial benefits.
Good working Condition
Provision of facilities like canteen, education, transport and rest rooms.
Provides motivating by officer.
Provision of a channel of raising complaint and supervision.
Due to the relation of motivation and satisfaction.
Inter-relation of morale and job satisfaction.
If we look at the above response we find that most of the organization are working very
hard to ensure that they provide their employees with the above points . The World has
become mercurial in such a turbulent environment, we find a small percentage of the
organizations do not offer this benefits to the employees when the employees lack good
incentives and proper working conditions they will not be satisfied with the job and
their output will not be sufficient. As a result of job dissatisfaction, absenteeism of
employees become rampant.
An individual’s job satisfaction depends mostly on the facilities and incentives
offered by the management if the employee faces job dissatisfaction he will either seek
another job or give in sufficient output Job satisfaction creates a positive attitude and. It
will create a lot of positive energy to achieve the tasks. The commitment of the
organization and the individual are very important factors in managing job satisfaction
effectively. The cost of job satisfaction is very expensive because it affects the
individual, the organization and the society at large.
My conclusion is divided into two part Findings & Suggestions.
FINDIGNS
Part –A
Background Information
1. Name:
________________________________________________________________
2. Age:
__________________________________________________________________
3. Sex: Male Female
4 Educational Qualifications
(a) Below Matric (b) Matric
(c) Graduate (d) Postgraduate
Designation;_______________________________________________________
______
7 Category a) Skilled b) Semiskilled
c) Unskilled
Part –B
BIBLIOGRAPHY
Books:
Principles and Practices of Management
By : L.M. Prasad
Management theory & Practice
By : C.B. Gupta
Personal Management
By : C.B. Memoria
Personal Management
By : R.C. Sharma & D.C. Sharma
Industrial Psychology
By : M.B. Gopal
Websites:
www.google.com