A STUDY ON EMPLOYEES JOB SATISFACTION WITH THE

REFERENCE TO PEEYESYEM HYUNDAI MOTORS

By

R. SRI AKSHAYA

Register No. 412518631094

Of

SRI SAI RAM ENGINEERING COLLEGE

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI – 600 025

JUNE 2020
 BONAFIDE CERTIFICATE

This is to certify that this project report titled “A STUDY ON EMPLOYEES JOB

SATISFACTION WITH REFERENCE TO PEEYESYEM HYUNDAI

MOTORS.,’’ is the bonafide work of MS. SRI AKSHAYA.R(Reg. No: 412518631094) who
carried out the work under my supervision. Certified further, that to the best of my knowledge the
work reported herein does not form part of any other project report or dissertation on the basis of
which a degree or award was conferred on an earlier occasion on an this or any other candidate.
 DECLARATION

I, SRI AKSHAYA.R hereby declare that the project report, entitled “A STUDY ON

EMPLOYEES JOB SATISFACTION WITH REFERENCE TO

PEEYESYEM HYUNDAI MOTORS.,” submitted to the Anna University Chennai in
partial fulfilment of the requirement for the award of the degree of MASTER OF BUSINESS
ADMINISTRATION is record of original and independent research work done by me during
July 2020 under the supervision of Dr. V.DHAYALAN Assistant Professor, Department of
Management studies, and it has not formed the basis or other similar title to any candidate of any
university.
 ACKNOWLEDGEMENT

I am thankful to the management of Sri Sairam Institute of Management studies which has
imparted me sufficient knowledge and confidence to complete this project in the field training.

I wish to express my deep sense of gratitude and indebtedness to our Chairman

MJF. Ln. Leo Muthu and CEO - Mr. Sai Prakash Leo Muthu, Chairman Sri Sairam Groups of
Institutions, Chennai

I’m highly obliged to The Director of Sri Sairam Institute of Management Studies
Dr. K. Maran for providing me the opportunity to embark on this project report

I wish to express my sincere gratitude to my Internal Guide Dr. V. Dhayalan for his commendable
inspiring guidance, valuable advice, encouragement and motivation given to succeed.

I’m very grateful to all the faculty members of the department of management studies for their
encouragement and kind-hearted advice.

I would like to thank the employees of PeeYesYem Hyundai Motors for helping me directly in
the completion of my project.

Finally, I thank my family members and friends who helped me in all possible ways to make this
project a success.

R. SRI AKSHAYA
 ABSTRACT

Job satisfaction in regards to one's feeling or state of mind regarding the nature of their work. Job
satisfactionis one of the important factors which have drawn the attention of managers in the
organization as well as academicians. Job satisfaction is the mental feeling of favorableness which
an individual has about his job. It is often said that “ A happy employee is a productive
employee”. The research project was done at PEEYESYEM HYUNDAI and their employees
were chosen to conduct the study on effectiveness on job satisfaction. The statistical tool used in
SPSS25. This paper used both primary and secondary data collected from employees through a
random sampling method. Sample size is 150 collected through primary data using a
questionnaire. Secondary data is collected through journals and company records. The analysis
done using spss is being interpreted in the form of tables and pie charts from percentage test and
chi square test.

i
 TABLE OF CONTENTS

ABSTRACT i
TABLE OF CONTENTS ii
LIST OF TABLES iii
LIST OF FIGURES iv
CHAPTER NO TITLE PAGE NO

INTRODUCTION

1.1 Introduction of the study 1

1.2 Industry profile 3

1.3 Company profile 6

1.4 Product profile 7

I 1.5 Review of literature 8

1.6 Need for the study 14

1.7 Objective of the study 15

1.8 Scope of the study 16

1.9 Research methodology 17

1.10 Limitations of the study 20

DATA ANALYSIS AND INTERPRETATION

II 2.1 Percentage analysis 22

2.2 Statistical analysis 45

SUMMARY OF FINDINGS, SUGGESTIONS AND

CONCLUSION
III 3.1 Findings 49

3.2 Suggestions 51

3.3 Conclusion 52

BIBILIOGRAPHY 53

APPENDIX 56

ii
 LIST OF TABLES
TABLE NO TITLE PAGE NO

2.1.1 Table showing Age of the respondents 22

2.1.2 Table showing Martial status of the respondents 23

2.1.3 Table showing Gender of the respondent 24

2.1.4 Table showing Locality of the respondentrs 25

2.1.5 Table showing Job Experience of the respondent 26

2.1.6 Table showing Supportive management of respondents 27

2.1.7 Table showing feel valued and affirmed at work 28

2.1.8 Table showing good working environment for employees 29

2.1.9 Table showing respondents being paid a fair amount they do 30

2.1.10 Table showing free discussion the supervisors and employees 31

2.1.11 Table showing satisfied working hours of the respondents. 32

2.1.12 Table showing the reward for the dedication and commitment 33
towards the work.

2.1.13 Table showing the management give respect their family time 34

2.1.14 Table showing the problem-solving method of the respondents 35

2.1.15 Table showing satisfied job responsibilities of the respondents. 36

2.1.16 Table showing distribution of overloading team goals of the 37

respondents

2.1.17 Table showing adequate opportunity for promotion and carrier 38

development

2.1.18 Table showing distribution of work evenly given to all employees 39

2.1.19 Table showing how happy the respondents are at the work 40

2.1.20 Table showing job security of the respondents 41

2.1.21 Table showing chances of promotion of respondents 42

2.1.22 Table showing work stress of the respondents 43

2.1.23 Table showing overall job satisfaction of the respondents 44

2.2.1 Table showing the relationship between the level of job 45

satisfaction and age of employees

2.2.2 Table showing the relationship between job experience and the 46
level of job satisfaction of the employees

2.2.3 Table showing relationship between the gender and work 47

distribution the employee

2.2.4 Table showing relationship between marital status and the level of 48
job satisfaction

iii
 LIST OF FIGURES
FIGURE NO TITLE PAGE NO

2.1.1 Figure showing Age of the respondents 22

2.1.2 Figure showing Martial status of the respondents 23

2.1.3 Figure showing Gender of the respondent 24

2.1.4 Figure showing localityof the respondent 25

2.1.5 Figure showing job experience of the respondent 26

2.1.6 Figure showing supportive management of respondents 27

2.1.7 Figure showing respondent feel value and affirmed at work 28

2.1.8 Figure showing good working environment at work 29

2.1.9 Figure showing respondents being paid fair amount for work 30

2.1.10 Figure showing the free discussion between the supervisors and 31
employees

2.1.11 Figure showing satisfied working hours of the respondents 32

2.1.12 Figure showing the reward for the dedication and commitment 33
towards the work

2.1.13 Figure showing the management giving importance for the 34

employee family time

2.1.14 Figure showing the problem solving method of the respondents 35

2.1.15 Figure showing satisfied job responsibilities of the respondents 36

2.1.16 Figure showing overloading team goals of the respondents 37

2.1.17 Figure showing adequate opportunity for the promotion and 38

career development

2.1.18 Figure showing work evenly given to all the employees 39

2.1.19 Figure showing how happy the respondents are at the work place 40

2.1.20 Figure showing job security of the employees 41

2.1.21 Figure showing the chances of promotion of the employees 42

2.1.22 Figure showing the work stress of the respondents 43

2.1.23 Figure showing overall job satisfaction of the respondents 44

iv
 1

CHAPTER - I

1.1 INTRODUCTION

Job satisfaction is one of the important factors which have drawn attention of
managers in the organization as well as academicians. Various studies have been
conducted to find out the factors which determine job satisfaction and the way it
influences productivity in the organization. Though there is no conclusive evidence
that job satisfaction affects productivity directly since productivity depends on so
many variables, it is still a prime concern for managers. Job satisfaction is the mental
feeling of favorableness which an individual has about his job. It is often said that “ A
happy employee is a productive employee”. Job satisfaction is very important because
most of the people spend a major portion of their life at their working place.
Moreover, job satisfaction has its impact on the general life of the employees also,
because a satisfied employee is a contented and happy human being. A highly
satisfied worker has better physical and mental well-being. The study tries to evaluate
how human resource factors affect the satisfaction level of employees in PEE YES
YEM HYUNDAI. The study also attempts to analyze the opinion of employees
towards the working life in the company.

Job satisfaction in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s
relationship with their supervisor, quality of physical environment in which they
work, degree of fulfillment in their work,etc.

Positive attitude towards job are equivalent to job satisfaction where as

negative attitude towards job has been defined variously from time to time. In short ,
job satisfaction is a person’s attitude towards job. A satisfied employees tends to be
absent less often, to make positive contributions, and to stay with the organization.

The effect of job satisfaction goes beyond organizational setting. Satisfied

employees are more likely to be satisfied citizens. These people will hold a more
attitude towards life in general and make for a society of more psychologically
healthy.
 2

Job satisfaction has been considered as state o condition where people are:

1. Induced to do work efficiently and effectively

2. Convinced to remain in the enterprise
3. Prepared to act efficiently during contingences
4. Prepared to welcome the changes without resistance
5. Interested in promoting the image of the organization
6. More happy and satisfied with their job. The level of job determines
the job satisfaction.

This assessment of employees is very important to management because

they affect organizational behavior. Specific employee attitudes relating to job
satisfaction and also towards organizational commitment are of major interest to the
field of organizational behavior. Therefore, in simple words job satisfaction is how
people feel about their job and different aspects of their jobs. It is the extent to which
people like(satisfaction) or dislike(dissatisfaction) their job.

A major part of man’s life is spent in work, which is a social reality and
social expectation. Even then, only economic motive has never satisfied man. It is
always of greater interest to know why man works and at which level and how he or
she dissatisfied with job.
 3

1.2 INDUSTRY PROFILE

Company Perspectives:

Hyundai Corp. is preparing to leap over the world's top-ranking companies through
the utilization of business network experience and know-how to create a new business
model for the 21st digital era.

Hyundai in the Early 1990s:

The group became intent on reducing its dependence on the U.S. markets. By 1990,
the domestic market was proving increasingly important to the essentially export-
oriented group. Both the car and construction markets were enjoying strong demand
at the end of the decade. This situation helped Hyundai Engineering & Construction,
like the vehicle operations, to

even more severe government pressures after Chung formed his party. Regulators
charged take up the slack created by declining markets abroad, particularly in the
Middle East. The group had accumulated experience in a broad range of plant
construction, including Korea's first nuclear power plant. Meanwhile exports in the
shipbuilding sector were showing a marked improvement.

Following the creation in 1983 of Hyundai Electronics, Hyundai stepped up its

presence in the electronics field and produced semiconductors, telecommunication
equipment, and industrial electronic systems. The company, which focused on
industrial markets, sought to increase its presence in consumer electronics, despite
formidable competition from domestic companies such as Samsung and Goldstar. The
group as a whole had proved itself capable of taking diverse markets by storm and
was determined to maintain and expand its markets by stepping up research-and-
development spending. However, the country's drive towards democracy brought new
uncertainties. In the changing economic and political environment, the group faced a
labor force seeking higher wages, a less competitive currency, and increasing
competition in the all-important overseas markets.Faced with this changing political
scene and a less favorable international rate of exchange, Hyundai shifted gears in the
early 1990s. In automaking, its largest enterprise, it worked to regain lost ground in
the United States, where demand for its low-priced Excel and somewhat higher-priced
 4

Sonata models slumped in the wake of widespread consumer complaints and a

depressed entry-level market. Hyundai's new Elantra sedan, selling for $9,000, was to
be its lead item in the U.S. market. The group's chairman at that time, Chung Ju
Yung's younger brother, Chung Se-yung, was expecting a new day for the group, as
Korea itself matured with new labor and political freedoms.As Korea's second-largest
conglomerate, with 1990 revenues estimated at $35 billion, Hyundai Group was
clearly to play an important role in the new Korea. Indeed, the Hyundai founder and
chairman, Chung Ju Yung, chose personally to play a new, political role in that
development, founding a new political party early in 1992 with a view to promoting
open-market policies. Chung's Unification National Party (UNP) promptly won 10
percent of National Assembly seats; Chung himself then retired from his Hyundai
chairmanship to set his sights on the Korean presidency. The Hyundai conglomerate,
already forced by the government to pay billions in back taxes, came under illegal
political contributions by one Hyundai company and accused others of tax evasion. In
addition, Hyundai's ability to finance its operations was threatened by other
government actions. In return, Hyundai, at this time headed by Chung Se Yung,
threatened to withhold huge investments planned for the coming year. In 1993, having
finished third in South Korea's presidential election, Chung Ju Yung reportedly said
that he would resume chairmanship of the Hyundai Group and would reorganize the
corporation into many specialized, independently run companies. In 1995, his second-
eldest son, Chung Mong Koo, was named chairman of the group while Chung
remained honorary chairman.In auto and personal-computer sales, Hyundai
companies moved aggressively. In mid-1992, Hyundai's new Motor America
president, Dal Ok Chung, took over in the Fountain Valley, California, headquarters.
Among other marketing devices, Hyundai offered generous rebates and free two-year
service warranties that covered even windshield wiper blades. By early 1993,
Hyundai was offering the first auto engine it had designed and made itself, as opposed
to the Japanese-made Mitsubishi engines that were used in its earlier models. More
than ever committed to the smaller vehicle, Hyundai was selling autos in more than
100 countries.In personal computers, Hyundai in mid-1992 took a drastic step when it
moved its entire electronics operation to the United States, the world's largest
computer market. Hyundai Information Systems had already entered the direct
personal-computer market, cutting prices and offering toll-free telephone support and
sales. The new operation, based in San Jose, California, had entirely American
 5

leadership, headed by IBM veteran and former CompuAdd president Edward Thomas.
The California advantage was mainly proximity to the market, which meant lessened
inventory requirements. These developments showed the Hyundai Group to have the
same innovative and energetic approach that had characterized its earlier ventures.
 6

1.3 COMPANY PROFILE

PEEYESYEM HK MOTORS LLP COMPANY, is an entity incorporated on 26 April

2016 under Ministry of Corporate Affairs (MCA). PEEYESYEM HK MOTORS
LLP COMPANY is also an entity listed under Class as a 2 organization having
Registration Number for the Company or Limited Liability Partnership as Sale,
Maintenance &Repair of motor vehicles and motor cycles ; retail sale of automotive
fuel.

PEEYESYEM HK MOTORS LLP COMPANY is a 0 and further PEEYESYEM HK

MOTORS LLP COMPANY is Classified as a Sale, Maintenance & Repair of motor
vehicles and motor cycles; retail sale of automotive fuel. The concerned entity is
incorporated and registered under its relevant statute by the Registrar of Companies
(i.e. R.O.C), RoC-Chennai. The official address for the Registered office of the
organization in question i.e. PEEYESYEM HK MOTORS LLP COMPANY is
NO.14B, JAGANNATHAN STREET, NUNGAMBAKKAM, CHENNAI Chennai
TN 600034 IN.As per the information with Registrar of Companies, ROC-Chennai
under Ministry of Corporate Affairs(MCA), PEEYESYEM HK MOTORS
LLP COMPANY has a corporate Identification Number i.e. CIN as AAG-2326 and is
a 2 Entity i.e. Sale, Maintenance &Repair of motor vehicles and motor cycles; retail
sale of automotive fuel having an Authorised Share Capital of Rs. 50,000,000 and
Paid up Share Capital of Rs. having 0 Members and is currently N/A organization.

PEEYESYEM HK MOTORS LLP COMPANY's main objective is and work to be

done under the same is . The latest Annual General Meeting of PEEYESYEM HK
MOTORS LLP COMPANY was last held on N/A and the Balance sheet was last
updated on .

Directors are basically the people or the force running the Entity i.e. the Decision
makers of the concerned organization and the Directors of PEEYESYEM HK
MOTORS LLP COMPANY are Palavoodu Sultan Mahmood Husain & Pattathu
Sultan Mohamed Habibulla Khan. As per the Contact information with the MCA, the
email address in the Registrar of Companies (R.O.C) records for the above entity is
[email protected].

The Current Status of the PEEYESYEM HK MOTORS LLP COMPANY as per

MCA Records is - Active.
 7

1.4 PRODUCT PROFILE:

ABOUT HYUNDAI:
Hyundai Motor India Limited manufactures Hyundai cars in India. It is a fully-owned
subsidiary of the South Korean automobile manufacturing giant, Hyundai Motor
Company. Hyundai Motors entered India for the first time in 1996 with the launching
of its plant at Irungattukottai in Tamil Nadu on 06 May 1996. At that time, the
Hyundai was an unknown entity in India. Maruti, Hindustan, Premier, Tata and
Mahindra were the only Indian automobile manufacturers at that time. Some of the
international players in the market were Daewoo, Ford, Opel and Honda. All these
multinational companies were recent entrants in the Indian market. As Tata and
Mahindra concentrated on commercial utility vehicles, Maruti Suzuki had an absolute
monopoly over the small passenger car market. Hyundai released their first model, the
Hyundai Santro on 23 September, 1998. This model was a runaway success. Within a
couple of years, Hyundai Motor India Limited became the second largest
manufacturer of automobiles in India, a position they hold even in 2018.

The Santro Xing is the most famous model that ruled the Indian roads for a long time.
Hyundai discontinued the production of the Santro Xing in 2014. However, the
company has come up with a revised version of the Santro in 2018. Today, there are
13 models of Hyundai new cars on the roads in India. Through this journey, Hyundai
introduced various vehicles and some of them are still functioning on road with
repeated iteration in them with time. One of the oldest model is Hyundai Accent,
which is in its latest avatar with the name Hyundai Verna. Though, the Accent name
is now given to a new sedan car based on Hyundai Grand i10, but it is spelled as
Hyundai Xcent. Currently Verna is among the best selling C segment sedans, while
Hyundai Creta is doing great in compact SUV segment.
 8

1.5 REVIEW OF LITERATURE

Harber, D., Marriott, F. and Idrus, N. (1991) states that The outcome of the
implementation of a Total Quality Control (TQC) programme in a large
manufacturing enterprise in Australia is described. Emphasis is given to the effects of
TQC on employees′ perceived participation in the programme and concomitant
employees′ job satisfaction. An extensive discussion of the relationships between
these variables and TQC is contained in the preceding article. The results obtained
from this study show that job satisfaction is related to employee participation, but to
varying degrees at different job levels. Surprisingly, it was also found that there was a
low increase in perceived employee participation following the implementation of
TQC. The need for further research in the area is clearly shown. Future research
should be based on more comprehensive research designs that incorporate
longitudinal studies and investigate the differential effects of TQC at various job
levels within an organisation. This approach will facilitate a better understanding of
the complex dynamics within organisations when such programmes are implemented.

Titus Oshagbemi (1997) states that Investigates the effects of rank on the job
satisfaction of UK academics. A questionnaire was designed including several
demographic questions such as rank, gender and age. This was administered to 1,102
university teachers. A total of 554 responses were received, giving a response rate of
50.3 per cent. The results indicate that rank has a direct, positive and significant effect
on the job satisfaction of university teachers, but not age or gender. Lecturers are least
satisfied with their jobs followed by senior lecturers, readers and professors in that
order. In addition, the interaction effect between rank and gender on job satisfaction is
statistically significant. This means that although gender by itself is not significantly
related to job satisfaction, it is significant when compared together with the rank of
university teachers. Female academics at higher ranks, namely, senior lecturers,
readers and professors, are more satisfied with their jobs than male academics of
comparable ranks. Further analyses show that rank by itself and the interaction effect
between rank and gender are significantly related to satisfaction with pay, promotions
and the physical conditions/working facilities which pertain to UK universities.

Yousef, D.A. (1998) states that The study explores the role of satisfaction with job
security in predicting organizational commitment and job performance in a
 9

multicultural non‐Western environment. It also examines factors contributing to the

variations in satisfaction with job security among employees. Results indicate that
satisfaction with job security is positively correlated with both organizational
commitment and job performance. Furthermore, employees’ age, educational level,
job level, monthly income, marital status, tenure in present job, tenure in present
organization and an organization’s activity contribute significantly to the variations in
satisfaction with job security among employees. Finally, the relationship between
satisfaction with job security, and both organizational commitment and job
performance vary across national cultures.

Stephane Renaud (2002) states that This paper examines differences in the level of
job satisfaction reported by union workers and non‐union employees. There is a
strong belief in the literature that union status reduces job satisfaction. Based on
different national probability samples, previous studies have generally failed to
adequately control for differences in working conditions between the two sectors
while studying the impacts of unions on job satisfaction. Union workers generally
have a poorer working environment. The negative relationship reported between
union status and job satisfaction might only reflect this differential if differences in
working conditions are not taken into account. Using a large representative sample of
3,352 workers from the Canadian General Social Survey of 1989, this study replicates
previous econometric specifications. The results of ordered‐probit regression show a
negative relationship between union status and job satisfaction, but as expected, this
relationship disappears when an adequate control for differences in working
conditions is applied. It is concluded that union status is not negatively associated
with job satisfaction in Canada.

Ing-San Hwang (2005) states that The concept of internal marketing employed in the
service sector is crucial to excellent service provision and successful external
marketing which calls for an exploration in details.Taking this concept into account
this paper presents an empirical study on the correlations among the internal
marketing employee job satisfaction and performance with respect to international
hotels .Findings shows significant correlations among the internal marketing
employee job satisfaction and performance.
 10

José Varela González, Teresa García Garazo (2006) states that The paper provides
empirical evidence about the positive effect of the OSO on employee job satisfaction
and citizenship behavior in the hospitality industry. The purpose of this paper is to
contribute to the knowledge of how organization service orientation (OSO) influences
job satisfaction and organizational citizenship behavior (OCB) of customer‐contact
employees. The empirical results enable one to identify the dimensions of OSO on
which the managers of hotel firms should place greater emphasis in order to stimulate
employee job satisfaction and OCB.

Paula Silva (2006) states that The paper is original in the sense that prior work has
mainly focused on the employee job attitude in relation to how the employee
perceives the workplace. There have been limited investigations into the relationship
between personality and job attitudes. This paper suggests that dispositions may play
a role in the attitude of the employee. The number of hotel employees studied is 159.
A larger sample size could increase the validity of the findings.

Mosammod Mahamuda Parvin (2011) states that The Pharmaceutical sector plays a
vital role in underpinning the economic development of a country. This study
attempts to evaluate job satisfaction of employees in different pharmaceutical
companies. It focuses on the relative importance of job satisfaction factors and their
impacts on the overall job satisfaction of employees. It also investigates the impacts
of pharmaceutical type, work experience, age, and sex differences on the attitudes
toward job Satisfaction. The result shows that salary, efficiencyin work, fringe
supervision, and co-worker relation are the most important factors contributing
to job satisfaction. The overall job satisfaction of the employees in
pharmaceutical sector is at the positive level.The nature of business operation, the
work culture and the level of job satisfaction have undergone sea change for the
pharmaceutical companies. As a business proposition initiated huge investment
whereas majority of their stocks is going down bringing a high level of
apprehension related to job security among its employees. This research paper
highlights some of these problems and presents a picture of level of job satisfaction
among employees of pharmaceutical companies. It also identifies unique issues of
job satisfaction in the companies. Pharmaceuticals Companies are selected for the
 11

research because they are currently undergoing continued expansion. In order to

gain competitive advantage and adapt to the dramatic changing environment, it
is important for them to achieve management efficiency by increasing employee
satisfaction in the organization. Hence this research was mainly undertaken to
investigate on the significance of factors such as working conditions, pay and
promotion, job security, fairness, relationship with co-workers and supervisors in
affecting the job satisfaction. This paper presents a comprehensive diagnosis of
job satisfaction indices of pharmaceutical business, the factors causing the
dissatisfaction & suggestions to improve them.

Elbeyi Pelit (2011) states that Studies into the relation between employee
empowerment and job satisfaction on the whole focus on only one aspect of
empowerment, i.e. either behavioral empowerment or psychological empowerment.
This study incorporates behavioral and psychological empowerment together as the
components of empowerment, unlike previous studies in the literature, in determining
their effect on job satisfaction. The findings suggest that the most positive aspects
related to job satisfaction are relations with the colleagues and physical conditions,
while the most negative aspect is the wage issue, i.e. unfair payment. Furthermore,
correlation and regression analyses indicate that psychological and behavioral
empowerment has a significant effect on job satisfaction, and the effect is much
greater when psychological and behavioral empowerment are taken as a whole.

Adeniji, A. A. (2011) states that The study aim to explore organizational climate as a
predictor of employee job satisfaction of academic staff from a private Nigerian
University. The study of the antecedents of job satisfaction is important because of the
role it plays in job satisfaction of employees which in turn affects organizational
productivity. Data were collected from three hundred and eighty-four academic staff
of the university with the aid of questionnaire out of which a total of two hundred and
ninety-three questionnaires were returned fully and appropriately filled. Three
hypotheses were tested and the results of the finding showed a significant positive
relationship between these two variables. Thus, the study then paves way into other
research opportunities in the field to stretch the depth of knowledge into public
universities- i.e. the federal and state universities. It also serves as eye opener to
conduct the research into other zones in Nigeria to see whether their organizational
climate in relation to job satisfaction of the academics in those places will differ from
 12

what we have in the south-west Nigeria. Therefore, apart from confirming a

theoretical proposition, the findings of this study are likely to have significant
practical value.

Lang Cheng, J. (2012) states that Every organization has their special characteristics
in relation to the Six Sigma system, job satisfaction and employee morale. The
organization should aim to better understand the relationship and content of job
satisfaction and employee morale with regard to successful Six Sigma
implementation. he paper finds that the method of Six Sigma implementation in
Taiwanese company was by a top‐down approach, where is the managers received the
training and then were expected to pass on the relevant knowledge to their
subordinates. It also reveals that one key issue in Six Sigma implementation is which
organizational departments should first receive the Six Sigma training. the field study
found that the first departments related to logistics management, and then onto
production line departments. Implementing Six Sigma training has impact on
organizational job satisfaction and employee morale. The performance of Six Sigma
training was able to achieve job satisfaction and employee morale, but the employees
who participated in Six Sigma training were more positive with regard to job
satisfaction and employee morale.

Tanwar, K. and Prasad, A. (2016) states that his study avers that EB can prove to be
an important antecedent of job satisfaction. The construct EB in this study reflects an
understanding of EB from a newer lens from the perspective of existing employees of
a developing country and also demonstrates the moderating role of gender. The results
demonstrate that EB acts as a critical predictor of job satisfaction. All the six
dimensions of EB (training and development, reputation, organization culture and
ethics and corporate social responsibility, work-life balance and diversity) were found
to be critical predictors of job satisfaction. Also, gender is found to have moderating
effect on the relationship between EB dimensions and job satisfaction.

Ren, S. and Chadee, D. (2017) states that The explicit consideration of guanxi as an
influencing factor of the effects of ethical leadership on job satisfaction in the context
of the workplace in China and the testing of this relationship via a moderated-
mediation approach is novel. The main question which this research uncovers is
whether the Western-based conceptualization of ethical leadership is applicable in
 13

different cultural contexts. The authors’ research shows clearly that in the case of
China, guanxi plays a substituting role and reduces the effects of ethical leadership on
job satisfaction. Future research could investigate the effects of ethical leadership in
different cultural contexts.

Gary Davies (2018) states that The purpose of this paper is to test whether employee
characteristics (age, gender, role and experience) influence the effects of employer
brand image, for warmth and competence, on employee satisfaction and engagement.
The base model proved valid; satisfaction partially mediates the influence of
employer brand image on engagement. Age, experience gender, and whether the role
involved customer contact moderate both the influence of the employer brand image
and of satisfaction on engagement.

XiaoweiWen (2019) states that Food safety incidents continue to be reported

frequently in China. Chinese food safety regulators are challenged with extensive
regulatory tasks and increasing pressure from all parties. These regulators need to be
recognized as the key factor affecting the regulation of food safety by the Chinese
administration. Therefore, this research explores the internal mechanisms of food
safety regulator job satisfaction and job engagement, applying a structural equation
model. Survey data were collected from 1022 food safety regulators of Guangdong,
China for analysis. The results indicate that the degree of job satisfaction and job
engagement of food safety regulators in Guangdong was at an intermediate level.
Compared with their satisfaction with organizational environment and organizational
management, their satisfaction with their work characteristics is the important factor
influencing job engagement. To strengthen food safety human resource management,
a promotion mechanism and salary system for regulators should be improved in the
future. In addition, regulatory enforcement conditions and environments should be
optimized in order to enhance regulators' job satisfaction and engagement, thereby,
ultimately improving the supervisory level of Chinese food safety control.
 14

1.6 NEED OF THE STUDY

The study is carried out to get an overview about the safety culture that is
being followed in the workstation and to implement new safety standards in the event
of failure of existing contingency plan. To find out about their feedback relating to the
employers and to find out the expectations of the workers towards owners to make a
better working environment. To understand the communication barriers as there are
people with different culture are working side to side. To obtain the positive attitudes
of the employers in the organization. To find out the relationship between the co-
workers and the employees.
 15

1.7 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

 To identify the level of work satisfaction of employees

SECONDARY OBJECTIVE

 To study carefully on the level of compliance of labour convention and

work satisfaction of the employees by the employers.
 To find out the measures the organization takes to satisfy their
employees.
 To analyse the mindset of the employees about their job.
 To examine the team co-ordination between the employees.
 16

1.8 SCOPE OF THE STUDY

Job satisfaction is an important output that employees works in the

organization.

 Reveal the factor of feelings of the employees

 This study is useful to the organization to know the satisfaction.
 It comprises of extrinsic and intrinsic factors and it helps to maintain an able
and willing working forces
 17

1.9 RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research problem.

This chapter discusses the various methodologies for the research and the reasons
behind choosing that methodology. Besides discussing the methodology data
collection and analysis techniques are also discussed.

RESEARCH DESIGN

A research design is considered as the framework or plan for a study that

guides as well as helps the data collection and analysis of data. It is the logical and
systematic planning and directing of a piece of research. The present study involves
the collection of data from employees. The research design of this study is a
descriptive research. It describes data and characteristics about the population or
phenomenon being studied.

FIELD OF STUDY: The research project was done at PEEYESYEM HYUNDAI.

The organization was chosen to conduct a study on the effectiveness of job
satisfaction process.

SAMPLING METHOD

Sampling is a process used in statistical analysis in which predetermined

number of observations is taken from a larger population. The sample should be
representation of the entire population. To get a representative sample, the sample
must be drawn randomly and encompass the whole population. The sampling method
chosen here is Simple random sampling method. In statistics, a simple random sample
is a subset of individuals(a sample) chosen from a large set ( a population). Each
individual is chosen randomly and entirely by chance, such that each individual has
the same probability of being chosen at any stage during the sampling process.
 18

SAMPLING UNIT

Sampling unit refers to the process of defining the target population that will be
sample.

SAMPLE SIZE

Sample size plays a critical role, because the conclusion depends on the sample
size. The sample size for the study is 150.

METHODS OF DATA COLLECTION

PRIMARY DATA

Primary data is the raw information before the processing is done. Primary data
are those collected for the first time and thus they are original in nature. This is done
through interaction with the employees at various levels of the company. For that a
questionnaire was prepared which consists of twenty three questions. All questions
are closed ended questions

SECONDARY DATA

Sources in the organization, organization literature, books and journals served

as the secondary data for the study. In this research, the secondary data is collected
through company records, organizational charts and company website.

STATISTICAL TOOLS FOR DATA COLLECTION

The data collected are analyzed using SPSS25. They are tabulated, interpreted
and results are presented in the form of bar graphs and pie charts.

PERCENTAGE ANALYSIS

One of the simplest methods of analysis of the data is the percentage method.
Through the use of percentage, the data are reduced in the standard form with the base
equal to 100 which facilitates relative comparison. In this study, the percentage
analysis is been used for interpretation.
 19

CHI SQUARE TEST

It is statistical test commonly used to compare observed data with data we would
expect to obtain according to a specific hypothesis. It is done to know if there is any
relationship between two nominal variables or whether they are independent of each
other. The null hypothesis would be set to state that there is no significant relationship
between two variables and the alternate hypothesis would be that there would be a
significant relationship.
 20

1.10 LIMITATIONS OF THE STUDY

 The study was conducted only among the limited workers. Therefore, the
findings don’t represent the entire workforce of the organization.
 The result of the study is applicable only to PEEYESYEM HYUNDAI.
 As a primary tool of data collection, only questionnaire was used.
 The analysis was confounded to a limited area as the researcher faced lack of
time.
 21

CHAPTER-II

DATA ANALYSIS AND INTERPRETATION

ANALYTICAL FRAMEWORK

The respondents were categorized using various demographic profile variables such
as age, gender, marital status and experience. Here, to identify the relationship
between level of job satisfaction and age then job experience with level of job
satisfaction, then gender and work distribution among the employees, the final one is
marital status and level of job satisfaction by using CHI-SQUARE. This test is used
for goodness of fit of an observed distribution to a theoretical one, the independence
of two criteria of classification of qualitative data, and in confidence interval
estimation for a population standard deviation of a normal distribution from a sample
standard deviation.
 22

2.1 PERCENTAGE ANALYSIS

TABLE 2.1.1 DISTRIBUTION OF AGE OF RESPONDENTS

AGE FREQUENCY PERCENTAGE

18-30 YEARS 95 64
31-50 YEARS 20 13
ABOVE 50 YEARS 35 23
TOTAL 150 100

CHART 2.1.1: DISTRIBUTION OF AGE OF RESPONDENTS

18- 30 YEARS 31-50 YEARS ABOVE 50 YEARS

23%

13%
64%

INFERENCE

The above table indicates that 64% of respondents belong to age group 18-30 years,
13% of the respondents belongs between 31-50 years, 23% of the respondents
between above 50 years.
 23

TABLE 2.1.2 DISTRIBUTION OF MARITAL STATUS OF RESPONDENTS

MARITAL STATUS FREQUENCY PERCENTAGE

MARRIED 85 57
UNMARRIED 65 43
TOTAL 150 100

CHART 2.1.2 DISTRIBUTION OF MARITAL STATUS OF

RESPONDENTS

MARRIED UNMARRIED

43%

57%

INTERPRETATIONS

The above table indicates that 57% of the respondents belong to the group of married
and 43% of the respondents belongs to the group of unmarried.
 24

TABLE 2.1.3 DISTRIBUTION OF GENDER OF RESPONDENTS

GENDER FREQUENCY PERCENTAGE

MALE 90 60.0
FEMALE 60 40.0
TOTAL 150 100.0

CHART 4.1.3 DISTRIBUTION OF GENDER OF RESPONDENTS

GENDER
MALE FEMALE

40%

60%

INTERPRETATIONS

Out of 150 respondents, 60% of respondents belong to the group of male and 40% of
the respondents belongs to the group of female.
 25

TABLE 2.1.4 DISTRIBUTION OF LOCALITY OF RESPONDENTS

LOCALITY FREQUENCY PERCENTAGE

NORTH INDIAN 15 10.0
SOUTH INDIAN 135 90.0
TOTAL 150 100.0

CHART 4.1.4 DISTRIBUTION OF LOCALITY OF RESPONDENTS

LOCALITY
NORTH INDIAN SOUTH INDIAN

10%

90%

INTERPRETATION

Out of 150 respondents, 90% of the respondents belongs to the group of south Indians
and 10% of the respondents belong to the group of north Indians.
 26

TABLE 2.1.5 DISTRIBUTION OF JOB EXPERIENCE OF RESPONDENTS

JOB EXPERIENCE FREQUENCY PERCENTAGE

BELOW 5 YEARS 95 63.0
BELOW 10 YEARS 10 7.0
BELOW 25 YEARS 20 13.0
ABOVE 25 YEARS 25 17.0
TOTAL 150 100.0

CHART 2.1.5 DISTRIBUTION OF JOB EXPERIENCE OF RESPONDENTS

JOB EXPERIENCE
BELOW 5 YEARS BELOW 10 YEARS BELOW 25 YEARS ABOVE 25 YEARS

17%

13%

63%
7%

INTERPRETATION

Out of 150 respondents, 63% of the respondents belongs to below 5 years

experience,17% of respondents belongs to above 25 years experience, 13% of
respondents belongs to below 25 years experience, 7% of the respondents belongs to
below 10 years experience.
 27

TABLE 2.1.6 DISTRIBUTION OF SUPPORTIVE MANAGEMENT OF THE

RESPONDENTS

SUPPORTIVE FREQUENCY PERCENTAGE

MANAGEMENT
YES 32 88.0
NO 18 12.0
TOTAL 150 100.0

CHART 2.1.6 DISTRIBUTION OF SUPPORTIVE MANAGEMENT OF THE

RESPONDENTS

SUPPORTIVE MANAGEMENT FOR THE EMPLOYEES

yes no

12%

88%

INTERPRETATION

Out of 150 respondents, 88% of the respondents belong to the group of supportive
management and 12% of the respondents belong to the group of non supportive
management.
 28

TABLE 2.1.7 DISTRIBUTION OF RESPONDENTS FEEL VALUED AND

AFFIRMED AT WORK

RESPONDENTS FEEL FREQUENCY PERCENTAGE

VALUED AND
AFFIRMED AT
WORK
YES 128 85.0
NO 22 15.0
TOTAL 150 100.0

CHART 4.1.7 DISTRIBUTION OF RESPONDENTS FEEL VALUED AND

AFFIRMED AT WORK

EMPLOYEES FEEL VALUED AND AFFIRMED AT

WORK

YES NO

15%

85%

INTERPRETATION

Out of 150 respondents, 85% of the respondents belong to the group of employees
feel valued and affirmed at work and 15% of the respondents belong to the group of
employees feel not valued and affirmed at work.
 29

TABLE 2.1.8 DISTRIBUTION OF GOOD WORKING

ENVIRONMENT FOR EMPLOYEES

GOOD WORKING FREQUENCY PERCENTAGE

ENVIRONMENT
YES 98 65.0
NO 52 35.0
TOTAL 150 100.0

CHART 2.1.8 DISTRIBUTION OF GOOD WORKING

ENVIRONMENT FOR EMPLOYEES

COMFORTABLE WORKING ENVIRONMENT

YES NO

35%

65%

INTERPRETATION

Out of 150 respondents, 65% of the respondents belong to the group of good working
environment and 35% of the respondents belongs to the group of no good working
environment.
 30

TABLE 2.1.9 DISTRIBUTION OF RESPONDENTS BEING PAID A FAIR

AMOUNT FOR THE WORK THEY DO

FAIR AMOUNT OF FREQUENCY PERCENTAGE

PAY
YES 127 85.0
NO 23 15.0
TOTAL 150 100.0

CHART 2.1.9 DISTRIBUTION OF RESPONDENTS BEING PAID A FAIR

AMOUNT FOR THE WORK THEY DO

FAIR AMOUNT PAID TO THE EMPLOYEES

YES NO

15%

85%

INTERPRETATION

Out of 150 respondents, 85% of the respondents belong to the group of fair amount
paid to the employees for the work they do, 15% of the respondents belong to the
group of non paying fair amount to the employees for the work they do.
 31

TABLE 2.1.10 DISTRIBUTION OF FREE DISCUSSION BETWEEN THE

SUPERVISORS AND EMPLOYEES

FREE DISCUSSION FREQUENCY PERCENTAGE

BETWEEN
EMPLOYEES AND
SUPERVISORS
YES 98 65.0
NO 52 35.0
TOTAL 150 100.0

CHART 2.1.10 DISTRIBUTION OF FREE DISCUSSION BETWEEN THE

SUPERVISORS AND EMPLOYEES

FREE DISCUSSION BETWEEN EMPLOEES AND

EMPLOYERS
YES NO

35%

65%

INTERPRETATION

Out of 150 respondents, 65% of the employees belongs to the group of free discussion
between the supervisors and employees and 35% of the respondents belongs to the
group of no free discussion between the supervisors and employees.
 32

TABLE 2.1.11 DISTRIBUTION OF SATISFIED WORKING HOURS OF THE

RESPONDENTS

SATISFIED WORKING FREQUENCY PERCENTAGE

HOURS
YES 114 77.0
NO 35 23.0
TOTAL 150 100.0

CHART 2.1.11 DISTRIBUTION OF SATISFIED WORKING HOURS OF THE

RESPONDENTS

WORKING HOURS SATISFACTION

YES NO

23%

77%

INTERPRETATION

Out of 150 respondents, 77% of the respondents belongs to the group of satisfied
working hours and 23% of the respondents belongs to the group of unsatisfied
working hours.
 33

TABLE 2.1.12 DISTRIBUTION OF RESPONDENTS FOR THE REWARD

FOR THE DEDICATION AND COMMITMENT TOWARDS THE WORK

REWARD FOR FREQUENCY PERCENTAGE

DEDICATION AND
COMMITMENTS
SOMETIMES 96 64.0
EVERYTIME 8 5.0
VERY RARELY 46 31.0
TOTAL 150 100.0

CHART 2.1.12 DISTRIBUTION OF RESPONDENTS FOR THE REWARD

FOR THE DEDICATION AND COMMITMENT TOWARDS THE WORK

APPRECIATION FOR WORK DEDICATION AND

COMMITMENTS
SOMETIMES EVERYTIMES VERY RARELY

31%

5% 64%

INTERPRETATION

Out of 150 respondents, 64% of the employees feel they are getting appreciate and
rewards for the work they do, 5% of the respondents feel there is no rewards for the
work dedication and commitments towards the work, 31% of the respondents feel
they are getting very rarely rewards for their commitments towards the job.
 34

TABLE 2.1.13 DISTRIBUTION OF RESPONDENTS TO KNOW THE

MANAGEMENT GIVES RESPECT FOR THEIR FAMILY TIME

MANAGEMENT FREQUENCY PERCENTAGE

VALUES THEIR
PERSONAL TIME
YES 121 81
NO 29 19
TOTAL 150 100.0

CHART 2.1.13 DISTRIBUTION OF MANAGEMENT GIVING

IMPORTANCE FOR EMPLOYEE’S FAMILY TIME

MANAGEMENT GIVING IMPORTANCE FOR

EMPLOYEES'S FAMILY TIME
YES NO

19%

81%

INTERPRETATION

Out of 150 respondents, 81% of the respondents feel the management giving
importance for employees’s family time, 19% of the respondents feel the management
does not giving importance for the employees’s family time.
 35

TABLE 2.1.14 DISTRIBUTION OF PROBLEM SOLVING OF THE

RESPONDENTS

PROBLEM SOLVING FREQUENCY PERCENTAGE

YES 145 97.0
NO 5 3.0
TOTAL 150 100.0

CHART 2.1.14 DISTRIBUTION OF PROBLEM SOLVING OF THE

RESPONDENTS

EMPLOYEES KNOW HOW TO SOLVE A PROBLEM

YES NO

3%

97%

INTERPRETATION

Out of 150 respondents, 97% of the respondents know to whom they can meet to
solve a problem, 3% of the respondents don’t know to whom they can meet to solve a
problem.
 36

TABLE 4.1.15 DISTRIBUTION OF SATISFIED JOB

RESPONSIBILITIES OF THE RESPONDENTS

SATISFIED JOB FREQUENCY PERCENTAGE

RESPONSIBILITIES
YES 103 69.0
NO 47 31.0
TOTAL 150 100.0

CHART 4.1.15 DISTRIBUTION OF SATISFIED JOB

RESPONSIBILITIES OF THE RESPONDENTS

EMPLOYEES SATISFIED WITH ROLE

RESPONSIBILITIES
YES NO

31%

69%

INTERPRETATION

Out of 150 respondents, 69% of the respondents belong to the group of satisfied role
responsibilities ,31% of the respondents belong to the group of unsatisfied role
responsibilities.
 37

TABLE 2.1.16 DISTRIBUTION OF OVERLOADING TEAM GOALS OF THE

RESPONDENTS

OVERLOADING TEAM FREQUENCY PERCENTAGE

GOALS
OCCATIONALLY 109 73.0
FREQUENTLY 41 27.0
TOTAL 150 100.0

CHART 2.1.16 16 DISTRIBUTION OF OVERLOADING TEAM GOALS OF

THE RESPONDENTS

OVERLOADED WITH
TEAM GOALS
OCCATIONALLY FREQUENTLY

27%

73%

INTERPRETATION

Out of 150 respondents, 73% of the respondents feel they are occationally overloaded
with their team goals and 27% of the respondents feel they are frequently overloaded
with their team goals.
 38

TABLE 2.1.17 DISTRIBUTION OF ADEQUATE OPPORTUNITY FOR

PROMOTION AND CAREER DEVELOPMENT

ADEQUATE FREQUENCY PERCENTAGE

OPPORTUNITY FOR
PROMOTION AND
CAREER
DEVELOPMENT
YES 105 70
NO 45 30
TOTAL 150 100.0

CHART 2.1.17 DISTRIBUTION OF ADEQUATE OPPORTUNITY FOR

PROMOTION AND CAREER DEVELOPMENT

PROMOTION AND CAREER DEVELOPMENT

yes no

40%

60%

INTERPRETATION

Out of 150 respondents, 60% of the employees feel the management gives adequate
opportunity for career development and promotion, 40% of the respondents feel the
management does not gives adequate opportunity for career development and
promotion.
 39

TABLE 2.1.18 DISTRIBUTION OF WORK EVENLY GIVEN TO ALL

EMPLOYEES

WORK EVENLY FREQUENCY PERCENTAGE

DISTRIBUTED TO
EVERYONE IN THE
TEAM
YES 134 89.0
NO 16 11.0
TOTAL 150 100.0

CHART 2.1.18 DISTRIBUTION OF WORK EVENLY GIVEN TO ALL

EMPLOYEES

WORK DISTRIBUTED EQUALLY TO THE TEAM MEMBERS

YES NO

11%

89%

INTERPRETATION

Out of 150 respondents, 89% of respondents feel the work is distributed to everyone
in the team, 11% of respondents feel the work is not distributed to everyone in the
team.
 40

TABLE 2.1.19 DISTRIBUTED HOW HAPPY THE RESPONDENTS ARE AT

WORK

WORKING HAPPILY FREQUENCY PERCENTAGE

0-20% 0 0
20-40% 0 0
40-60% 20 13
60-80% 85 57
80-100% 45 30
TOTAL 150 100

CHART 2.1.19 DISTRIBUTED HOW HAPPY THE RESPONDENTS ARE AT

WORK

EMPLOYEES HAPPINESS AT WORK

0-20% 20-40% 40-60% 60-80% 80-100%

0%

13%

30%

57%

INTERPRETATION

Out of 150 respondents, 13% of employees feel 40-60% of happiness level in their
working place, 57% of employees feel 60-80% of happiness level in their working
place, 30% of employees feel 80-100% of happiness level in their working place.
 41

TABLE 2.1.20 DISTRIBUTION OF JOB SECRUITY OF THE

RESPONDENTS

JOB SECRUITY FREQUENCY PERCENTAGE

YES 131 87.0
NO 19 13.0
TOTAL 150 100.0

CHART 2.1.20 DISTRIBUTION OF JOB SECRUITY OF THE

RESPONDENTS

JOB SECRUITY
YES NO

13%

87%

INTERPRETATION

Out of 150 respondents, 87% of respondents feel they provide secured job, 13% of
respondents feel the organization does not provide a secured job.
 42

TABLE 2.1.21 DISTRIBUTION OF CHANCES OF PROMOTION OF

RESPONDENTS

CHANCES OF FREQUENCY PERCENTAGE

PROMOTION
DISAGREE 28 19
SLIGHTLY DISAGREE 32 21
SLIGHTLY AGREE 34 23
AGREE 56 37
TOTAL 150 100

CHART 2.1.21 DISTRIBUTION OF CHANCES OF PROMOTION OF

RESPONDENTS

disagree slightly disagree slightly agree agree

19%
37%

21%

23%

INTERPRETATION

Out of 150 respondents, 37%of employees agree with the company chance of
promotion, 19% of respondents disagree with the organization chance of promotion,
23% of respondents slightly agree with the chance of promotion, 21% of respondents
slightly disagree with the chance of promotion.
 43

TABLE 2.1.22 DISTRIBUTION OF WORK STRESS OF

RESPONDENTS

WORK STRESS FREQUENCY PERCENTAGE

SOMETIMES 125 83
EVERYTIME 15 7
NOT AT ALL 10 10
TOTAL 150 100

CHART 2.1.22 DISTRIBUTION OF WORK STRESS OF

RESPONDENTS

STRSS LEVEL
SOMETIMES NOT AT ALL EVERYTIME

7%
10%

83%

INTERPERTATION

Out of 150 respondents, 83% of respondents having stress at sometimes, 10% of

respondents having stress at not at all, 7 % of respondents having stress at every time
in work.
 44

TABLE 2.1.23 DISTRIBUTION OF OVERALL JOB SATISFACTION OF

RESPONDENTS

OVERALL FREQUENCY PERCENTAGE

SATISFACTION
YES 38 76.0
NO 12 24.0
TOTAL 150 100.0

CHART 2.1.23 DISTRIBUTION OF OVERALL JOB SATISFACTION OF

RESPONDENTS

OVERALL SATISFACTION
SATISFIED UNSATISFIED

24%

76%

INTERPRETATION

Out of 150 employees, 76% of respondents satisfied with their job, 24% of
respondents unsatisfied with their job.
 45

2.2 STATISTICAL ANALYSIS

1) To determine the relationship between the level of job satisfaction and the age
of the employees.

Ho- there is no significant relationship between the level of job satisfaction and the
age of the employees.

H1-there is significant relationship between the level of job satisfaction and the age of
the employees.

TABLE 2.2.1

Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
Pearson Chi-Square 14.907a 6 .021
Likelihood Ratio 21.814 6 .001
Linear-by-Linear 10.904 1 .001
Association
N of Valid Cases 150

INFERENCE

From the above table we see that the Chi-square value is 14.907aand p value is 0.21
which is less than significance level is 0.05. Therefore, there is significant relationship
between the job satisfaction and the age of the employees. Hence, null hypothesis is
rejected and alternate hypothesis is accepted.
 46

2) To determine the relationship between the job experience and the

level of job satisfaction of the employees

H0- There is no relationship between the job experience and the level of job
satisfaction.

H1- There is relationship between the job experience and the level of job satisfaction.

TABLE 2.2.2

Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
Pearson Chi-Square 14.711a 9 .099
Likelihood Ratio 21.603 9 .010
Linear-by-Linear 9.458 1 .002
Association
N of Valid Cases 150

INFERENCE

From the above table , we see that the chi-square value is 14.711aand p value is 0.99
which is not lesser than the significance level 0.05. Therefore, there is no significant
relationship between the job experience and the level of job satisfaction. Hence, the
null hypothesis is accepted and the alternate hypothesis is rejected.
 47

3) To determine the relationship between the gender and the work

distribution among the employees.

H0- There is no significant relationship between the gender and the work distribution
among the employees.

H1- There is some significant relationship between the gender and the work
distribution among the employees.

TABLE 2.1.3

Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
Pearson Chi-Square .426a 2 .808
Likelihood Ratio .705 2 .703
Linear-by-Linear .067 1 .796
Association
N of Valid Cases 150

INFERENCE

From the above table, we see that the chi-square value is .426aand p value is 0.808
which is not lesser than the significant value 0.05. Therefore, there is no significant
relationship between the gender and the work distribution among the employees.
Hence, the null hypothesis is accepted and the alternate hypothesis is rejected.
 48

4) To determine the relationship between the marital status and the

level of job satisfaction.

.Ho – There is no significant relationship between marital status and job satisfaction.

H1 – there is significant relationship between marital status and job satisfaction..

TABLE 2.1.4

Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
Pearson Chi-Square 16.550a 3 .001
Likelihood Ratio 20.596 3 .000
Linear-by-Linear 6.873 1 .009
Association
N of Valid Cases 150

INTERFERENCE

From the above table, we see that the chi-square value is16.550a and p value is .001
which is lesser than the significant value 0.05. Therefore, there is significant
relationship between the marital status and the level of job satisfaction of the
employees. Hence, the null hypothesis is rejected and the alternate hypothesis is
accepted.
 49

CHAPTER III

SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

3.1 FINDINGS

 Majority of the respondents (64%) are between the age category is 18- 30
years.
 Majority of the respondents (57%) are Married.
 Majority of the respondents (60%) are Male.
 Majority of the respondents (90%) are South Indians.
 Majority of the respondents (63%) are having the work experience below five
years.
 Majority of the respondents (88%) are saying the management is supportive
for the employees.
 Majority of the respondents (85%) saying that they are feeling valued and
affirmed at their work.
 Majority of the respondents (65%) saying that they are having good working
environment.
 Majority of the respondents (85%) say, they are getting fair amount for their
work.
 Majority of the respondents (65%) feel that there is free discussion between
the employees and the supervisor.
 Majority of the respondents (77%) feel they are satisfied with their working
hours.
 Majority of the respondents (64%) say, they are getting rewards for their
commitment and dedications towards their work.
 Majority of the respondents (81%) feel the organization give value for their
family time.
 Majority of the respondents (97%) agree that they know to whom they can
approach to solve a problem in the organization.
 Majority of the respondents (69%) feel they are satisfied with their job
responsibilities.
 50

 Majority of the respondent(73%) say, they are occasionally overloaded with

their team goals.
 Majority of the respondents(70%) are satisfied with the adequate opportunities
and promotions in the organization.
 Majority of the employees (89%) feel the organization distributes equal
amount of work to everyone in the team.
 Majority of the employees(57%) say they are happily working in the
organization.
 Majority of the respondents(87%) feel they are highly secured with their jobs.
 (37%) of the employees saying that there are having chances of promotion in
the organization.
 Majority of the respondents(83%) feel they are having stress sometimes.
 Majority of the respondent (76%) are satisfied about their job as a whole.
 51

3.1SUGGESTIONS

 The best performance should be awarded each month. This will increase the
motivation of the employee and his colleagues to work more effectively. The
award need not necessarily be monetary but can also be like monthly best
performer certificate. This gradually increases the motivation which has an
impact on the overall productivity of the employees.
 Green ISO audit can be conducted. This helps to improve the cleanliness of
campus. By cleanliness, it also helps to elevate the health and safety of the
employee. By taking care of the health of the employees, their belongingness
towards the organization increases.
 Rest room cleanliness standard should be improved. It was observed that the
number of toilets and restrooms to the number of employee’s ratio is not
proper. Increase in the cleanliness and the overall toilet facility can increase
the satisfaction level of the employees.
 Promotions can be given more frequently.
 The company does not focus on work-life balance rather it focuses mainly on
achieving the work-related target.
 Conduct stress relief programs more often, as there is no recreational facility
in the organization.
 Employees can be given counselling when they are emotionally drained out.
 Team meetings are conducted once in two months. This frequency can be
increased to once in one month. This might increase the team coordination and
also in implementing the company’s shared vision.
 52

3.3 CONCLUSION

The job satisfaction measures aim to satisfy the human psychological needs of
employees, the organization provides comfortabl e environment to the employees at
the work place. As job satisfaction measures are provided, the employees feel that the
management is interested in taking care of the employees that increases in the
sincerity, commitment towards the organization. The satisfied employees contribute
more resulting a profit for the business. There is good communication between
management and employees and hence there is good working relations. From the
survey it clearly shows that there is high level of job satisfaction of employees at
PEEYESYEM HYUNDAI.
 53

BIBLOGRAPHY
BOOKS REFERENCE:

 Ahwathappa (2008), Human Resource Management, McGraw Hill

Professional Publisher.
 Glissmeyer, M., Bishop, J.W., &Fass, R.D.(2007). Role conflict, role
ambiguity, and intention to quit the organization: The case of law enforcement
officers. In 38thsowthwest decision sciences institute annual conference (pp.
458-469).
 Hochschild, A. R.(1979). Emotional work, feeling rules, and social structures,
American journal of Sociology. Doi:10.1086/227049.
 Igbaria,M., & Siegel, S.R.(1992). The reasons for turnover of information
systems personnel. Information and management. doi : 10.1016/0378-
7206(92) 90014-7
 Joseph, D .,Ng, K-Y., Koh, C., &Ang,S.(2007). Turnover of information
technology professionals: a narrative review, meta -analytic structural
equation modelling, and model development. MIS Quarterly, 31, 547-577.
Doi:10.1073/pnas.142165999
 Judeh , M.( 2011). An examination of the effect of employee involvement on
teamwork effectiveness: An empirical study. International journal of business
and management, 6, 2011, doi:10.5539/ijbm.v6n9p202
 Kim, S., & Wright, B. (2007). IT employee work exhaustion. Review of
public personnel administration, 27, 147-170.
 Kothari C.R. (2006), Research methodology, methods and techniques, New
Age International Publishers.
 Ravilochanan P. Research methodology
 54

JOURNAL REFERENCE:

1. Adeniji, A. A. (2011) Organizational Climate as a Predictor of Employee Job

Satisfaction:Evidence from Covenant University. Business Intelligence
Journal, 4 (1). pp. 151-166.
2. Elbeyi Pelit (2011) The effects of employee empowerment on employee job
satisfaction: A study on hotels in Turkey International Journal of
Contemporary Hospitality Management, Vol. 23 No. 6, pp. 784-802.
3. Gary Davies, Melisa Mete (2018) When employer brand image aids employee
satisfaction and engagement Journal of Organizational Effectiveness: People
and Performance, Vol. 5 No. 1, pp. 64-80.
4. Harber, D., Marriott, F. and Idrus, N. (1991), "Employee Participation in
TQC: The Effect of Job Levels on Participation and Job Satisfaction",
International Journal of Quality & Reliability Management, Vol. 8 No. 5.
5. Ing-San Hwang (2005) Relationship among Employee job satisfaction and
perfoemance International journal of management Vol.22 No.2.
6. José Varela González, Teresa García Garazo (2006) Structural relationships
between organizational service orientation, contact employee job satisfaction
and citizenship behavior International Journal of Service Industry
Management, Vol. 17 No. 1, pp. 23-50.
7. Lang Cheng, J. (2012), "Examining the implementation of Six Sigma training
and its relationships with job satisfaction and employee morale", Asian
Journal on Quality, Vol. 13 No. 1, pp. 100-110.
8. Mosammod Mahamuda Parvin (2011) Factors affecting employee job
satisfaction of pharmaceutical sector Australian Journal of Business and
Management Research Vol.1 No.9 [113-123].
9. Paula Silva (2006) Effects of disposition on hospitality employee job
satisfaction and commitment International Journal of Contemporary
Hospitality Management, Vol. 18 No. 4, pp. 317-328.
10. Ren, S. and Chadee, D. (2017), "Ethical leadership, self-efficacy and job
satisfaction in China: the moderating role of guanxi", Personnel Review, Vol.
46 No. 2, pp. 371-388.
11. Stephane Renaud (2002) Rethinking the union membership/job satisfaction
relationship International Journal of Manpower, Vol. 23 No. 2, pp. 137-150.
 55

12. Titus Oshagbemi (1997) The influence of rank on the job satisfaction of
organizational members Journal of Managerial Psychology, Vol. 12 No. 8, pp.
511-519.
13. Tanwar, K. and Prasad, A. (2016), "The effect of employer brand dimensions
on job satisfaction: gender as a moderator", Management Decision, Vol. 54
No. 4, pp. 854-886.
14. XiaoweiWenLitingGu (2019) Job satisfaction and job engagement: Empirical
evidence from food safety regulators Journal of cleaner production , Volume
208, pp. 999-1008.
15. Yousef, D.A. (1998), "Satisfaction with job security as a predictor of
organizational commitment and job performance in a multicultural
environment", International Journal of Manpower, Vol. 19 No. 3, pp. 184-194.

WEBSITE REFERENCE:

 https://slideshare.net/
 https://scribd.com/
 https://hyundai.com/in/
 https://wikipedia.org/
 56

APPENDIX

A STUDY ON THE LEVEL OF JOB SATISFACTION OF EMPLOYEES AT

PEEYESYEM HYUNDAI

1.Age

a) Below 30 years
b) Below 50 years
c) Above 50 years

2. Marital status

a) Married
b) Unmarried

3.Sex

a) Male
b) Female

4. Locality

a) North Indian
b) South Indian

5. Job experience

a) Below 5 years
b) Below 10 years
c) Below 25 years
d) Above 25 years

6.The management of this organization is supportive for me……..

a) Yes
b) No

7. I feel valued and affirmed at work…….

a) Yes
b) No

8. I have good working environment------

a) Yes
b) No
 57

9. I feel I am being paid a fair amount for the work I do------

a) Yes
b) No

10. Free discussion between the supervisors and employees-----

a) Yes
b) No

11. Are you satisfied with your working hours?

a) Yes
b) No

12. Do you feel you are rewarded for your dedication and commitment towards the
work?

a) Sometimes
b) Every time
c) Very rarely

13. Do you think the management respects your personal family time?

a) Yes
b) No

14. If something unusual comes up, do you know who to go for a solution?

a) Yes
b) No

15. Are you satisfied with your job responsibilities?

a) Yes
b) No

16. Are you overloaded with your team goals?

a) Occasionally
b) Frequently

17. does your company offer adequate opportunities for promotions and career
development?

a) Yes
b) No
 58

18. Do you think that work is distributed evenly across your team?

a) Yes
b) No

19. how happy are you at work?

a) 0-20%
b) 20-40%
c) 40-60%
d) 60-80%
e) 80-100%

20. Do you have job security?

a) Yes
b) No

21. I am satisfied with my chances for promotion

a) Disagree
b) Slightly Disagree
c) Slightly agree
d) Agree

22. Do you have work stress here?

a) Sometimes
b) Not at all
c) Every time

23. Overall satisfaction with job

a) Satisfied
b) Unsatisfied