CHAPTER-I INTRODUCTION OF RESEARCH DESIGN

1.1 INTRODUCTION Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones 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. persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality. In short job satisfaction is a

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind. 1.2 STATEMENT OF THE PROBLEM In JPR Company, past six months productivity is decreased due to various reasons .For the following reasons we choosed the study on job satisfaction. Communications in the management process. Do people really like their jobs? Definitely, everyone knows from the news about dissatisfied workers going on strike or even acting violently toward their supervisors, directors, but overall people are quite satisfied with their jobs. But in JPR , people generally aren't satisfied with their job. The reason lays in lack of job choices and payment. People do their job without any satisfaction because they have to earn some money to survive. I think that the main reasons why the people in Uzbekistan are not satisfied with the work they do are the absence of good knowledge of management in the organizations and corruption. As we got knowledge from the "Organizational behavior" course, we know that job satisfaction influences on employee performance within the organization and organization's

1.3 REASON FOR CHOOSING THE STUDY. Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

1.4 RESEARCH OBJECTIVES The research has been undertaken with following objectives. 1. To study the level of job satisfaction among the employees of in JPR furnace and steels pvt Ltd.

2. To study the methods of measuring job satisfaction of in JPR furnace and steels pvt Ltd. 3. To identify communication between employees and management

1.5 HYPHOTHESIS To satisfy the objectives framed for the study the following hypothesis are framed and tested. To satisfy the first objective the following hypotheses were framed and tested. There is no significant difference exist between respondent opinion about the important level of organization to employee To satisfy the second objective the following hypotheses were framed and tested. i) There is a significant difference exist between respondent opinion about hours worked each week under general working conditions. ii) Regarding the flexibility in scheduling there is no significant difference of employees under general working condition. To satisfy the third objective the following hypotheses were framed and tested. There is no significant difference exist between respondent opinion about the coordination among the employee

1.6 RESEARCH METHODOLOGY 4

1.6.1 INTRODUCTION Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. 1.6.2 DRAFTING QUESTIONNAIRE The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All questions are closed ended. 1.6.3 SAMPLING 5

Sample Population There are totally 350 employees are working in that organization Sample size Out of total strength the total samples taken amongst workers i.e. 30 respondents Sampling area The research was conducted at JPR furnace and steels pvt Ltd. Sampling method The research was made by the survey in accordance to the convience of the employees. So the sample type is convenient sampling 1.6.4Tools used for Analysis: Contact instrument A structured closed ended questionnaire is used and the type of questions are dichotomous and likert scale

Contact Method

The research was conducted by contact instruments like questionnaire, interview and observation. The information was collected from both plant workers as well as from management staffs 1.6.5 Data Analysis Techniques: The data is analyzed through simple analysis technique. The data tool is percentage method Percentage method is used in making comparison between two or sense of data. This method is used to describe relationship Percentage of respondents = no of respondents/ total no respondents*100 It was divided into following parts: Sampling universe All the employees are the sampling universe for the research. Sampling technique Judgmental sampling Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size taken was 30 employees. 1.6.6 DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data. Primary Data: -

The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc. 1.7 SCOPE OF THE STUDY 1. Job satisfaction is an important output that employees work for organization 2. It comprises of extrinsic and intrinsic factors and helps maintain an able and willing work forces 3. It is an interesting and significant area for conducting research 4. the study made on the topic of job satisfaction will reveal the factor of feelings of employees 5. This report is useful to the management of the company to know the satisfaction level of employees and they can take measures to increase productivity 6. This report may be useful to management students for reading, and may be useful in preparing their report on job satisfaction.

1.8. LIMITATIONS OF STUDY 8

1.

The study was restricted to JPR furnace AND steels pvt Ltd only and other being the time as constraint

2. Due to the time limitation research could not be made more detailed 3. Due to confidentiality of some information accurate response was not revealed by some of the respondents 4. Some of the respondents reply may be biased 5. Respondents had marked the answers in questionnaire which may be socially incorrect irrespective of their actual feelings.

CHAPTER-2 REVIEW OF LITERATURE

2.1 INTRODUCTION The study encompasses various components and dimension and human resources management and human resource behavior creating employee job satisfaction. This study combines the theoretical aspects with the practical knowledge gained through primary data. The term employee satisfaction figures prominently in any discussion on management of human resource. Dr.K.Ashwathappa quotes some important definition on employee job satisfaction in his book organizational behavior.

 Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. Job satisfaction as a set of favorable or unfavorable feeling with employee views their work. Job satisfaction is defined as the overall positive affect or feeling that individuals have towards their job. Job satisfaction is dynamic; it can decline even more quickly than that it developed. Managers therefore, cannot establish the condition leading to high satisfaction now and then neglect it, for employees needs may change suddenly. 2.2 SIGNIFICANCE OF EMPLOYEE JOB SATISFACTION Employee Satisfaction Theorys the core Self-Evaluations theory A.Judge in 1998. Judge argued that are four core Self-Evaluations that determine ones disposition towards employee satisfaction: Self-esteem, general Self-efficacy, locus of control, and Neuroticism. This model states that higher levels of self-esteem (the value one places on his/he self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction.

Frederick Herzbergs two factor theory (also known as Motivation Hygiene Theory) attempts to explain satisfaction and motivation in the workplace this theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to employee satisfaction of a subordinate. Motivation can be seen as an inner force that drivers individuals to attain personal and organizational goals (Hokinson, Porter, & Wrench, p.133) motivating factors are those aspects of the job that make people wanted to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors 10

considered to be intrinsic to the job, of the work carried out. Hygine factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. Hackman & Oldham proposed the job characteristics model, which is widely used as a framework to study how particular job characteristics impact on job 0utcomes, including employee satisfaction. The model states that there are five core job characteristics (skill variety, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (employee satisfaction, absenteeism, work motivation, etc). Communication overload and communication under load (farca, monge, & russel, 1977). Individuals in an organization can experience communication over-load and communication under load which can affect their level of employee satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information of when an individual faces more complex messages that are more difficult to process. (Farace, Monge, &Russel, 1997), due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than put, the individual perceives a condition of overload (krayer, k. J., & westbrook, l., p. 86) which can be positively or negatively related to employee satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them. Superior-subordinate communication ( burgoon, buller, & woodall, 1996). Superiorsubordinate communication is an important influence on employee satisfaction in the workplace. The way in which subordinates perceive a supervisors behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, 11

eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression employee satisfaction from their subordinates in the workplace. Mood and emotions form the affective element of employee satisfaction. (welss and cropanzano, 1996). Moods tent to be longer lasting but often weaker states of uncertain origin, while emotions are often weaker states of uncertain prigin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall employee satisfaction. Positive and negative emotions were also found to be significantly related to overall employee satisfaction frequency of experiencing net positive emotion will be a better predictor of overall employee satisfaction than will intensity of positive emotion when is experienced. The understanding of how emotion regulation relates to employee satisfaction concerns two models. The employee descriptive index (jdi), created by smith, Kendall, &hulin (1969), is a specific questionnaire of employee satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, cowards, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?)N in response to whether given statements accurately describe ones job.

CHAPTER-III ORGNIZATION PROFILE

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3.1 COMPANY PROFILE JPR Steels and furnace pvt ltd was established in 2005 by JET ASSOCIATES with Constant effort & dedication it has grown into one of the finest & most reliable company. With testing lab built in house, has facilitated in constant checking of material at every stage, ensuring the quality. JPR.Steels and furnace pvt ltd also has social responsibilities which are aimed in welfare of the workers and other people engaged with the company & it believes in constant growth along with the company. Always emphasizing on improvement of quality & always improving the planning method in all areas to deliver the product with in the shortage possible period of time with the finest quality. 3.1.1 Mission Statement JPR steels aims to render the best services at normal cost to its members to increase production and produce good quality steel by paying remunerative price throughout the year, thereby improving their economic and social condition while ensuring high quality steels to the delighted level of the consumers at competitive price 3.1.2 Vision Statement The union thrives hard to adopt the modern and eco friendy technologies to produce steels and steel related products of international standards to make our presence prominent in the global market 3.1.3 Quality Policy JPR steels is the committed to the upliftment of its producers surplus member by supporting them to produce surplus steels of good quality and continually satisfy customer expectations and timely delivery of good quality steels meeting to legal standards by developing an healthy relationships with the suppliers and motivating the work force to adhere to good manufacturing practices 3.1.4 Aims And Objectives 13

JPR steels is completely an autonomous body consisting of representatives from steel manufacturers as policy makers 1. To provide continuous and remunerative market for the surplus steels in the market 2. To supply quality steels to customers in the market at a competitive price 3. To provide the technical inputs necessary to produce good quality steels and to facilitate increase in steel yield 4. To prevent the middle men in the steel business and to increase their returns 3.1.5 Departments Mill Stores Maintenance Electrical Admin Chemical Lab Transport : production manager, foremen, floor incharge and workers : store keeper and stores incharge : crane operators and house keeping : foremen and electricians : accounts and record keeping : quality assurance and quality checker : incharge drivers and maintenance

3.2 PRODUCT PROFILE 3.2.1. Blue Tempered & Polished SAE/AISI 1095 Spring Steel Hardened, tempered, & polished steel designed to meet the most exacting requirements. Top Quality can be counted on coil after coil. Recommended for various types coiled and flat mechanical springs. TYPICAL ANALYSIS: C .90/1.04 Mn .30/.50 P .025 max. S .050 max Si.15/.30 TYPICAL HARDNESS: Rockwell C 48-51 TYPICAL APPLICATIONS: Ignition vibrator springs, springs for timing devices, springs for electrical & electronics applications, tapes, & rules 14

FINISH: Deep blue, polished AVAILABLE FORMS: Stock size sheets and coils. Material may also be Slit, Sheared, Laser Cut, Leveled, Blanked, Edged, De burred, and/or Re flattened to your specifications. 3.2.2. Cold Rolled Spheroidized Annealed SAE/AISI 1095 Spring Steel This material has the highest elastic limit and fatigue values of the commonly used spring steels. It is particularly suitable for high quality intricate shapes that cannot be formed from pretempered Steel. This is a top quality material that is rolled to the closest possible gauge tolerances. Generally used where SAE hardening and tempering after forming is desired, but fatigue Values and Elastic limits are not critical. Good grain structure makes this type of annealed spring Steel adaptable for forming with or against the grain with good hardening qualities. Standard Specifications: ASTM A682 & A684, AMS 5121, . Typical Analysis: C .90/1.04 Mn .30/.50 P .020 max. S .025 max Si.15/.30 Typical Hardness: Rockwell B 88 max. Typical Applications: Flat & coil springs, hand tools, rule dies, cutting blades, Knives, scrapers, & trowels Available Forms: Stock size sheets and coils. Material may also be slit, Sheared, Laser Cut, Leveled, Blanked, Edged, Deburred, And/or Reflattened to your specifications.

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CHAPTER-IV JOB SATISFACTION

4.1 DEFINITIONS OF JOB SATISFACTION Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors, Individual characteristics, Group relationship outside the job Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer Job satisfaction is defined as any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job. Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs Smith Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. Locke Mr.

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4.2 HISTORY OF JOB SATISFACTION The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. I m satisfied with my job. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

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Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. 4.3 IMPORTANCE OF JOB SATISFACTION Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior.

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 Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker. It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization. 4.4 IMPORTANCE TO WORKER AND ORGANIZATION Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization.

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Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line. 4.5 WORKERS ROLE IN JOB SATISFACTION If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.

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Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques. 4.6 FACTORS OF JOB SATISFACTION Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 21

3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of workers immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. 8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employees status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor. 10. Benefits

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It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor. 4.7 REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs: 1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of losing their job.

4.8 EFFECTS OF LOW JOB SATISFACTION 1. High Absenteeism Absenteeism means it is a habitual pattern of absence from duty or obligation. 23

If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization. J o b s a t i s f a c t i o n

High

Lo w low Rate of turnover and absences High

Fig. No. 1 Curve showing relationship between job satisfaction and rate of turnover and absenteeism. In the above diagram line AB shows inverse relationship between job satisfaction and rate of turnover and rate of absenteeism. As the job satisfaction is high the rate of both turns over and absenteeism is low and vises a versa.

2. High Turnover

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In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3. Training Cost Increases As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases.

4.9 INFLUENCES ON JOB SATISFACTION There is no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coincided with their job, this relationship will predict subsequent job satisfaction. However, the main influences can be summarized along with the dimensions identified above. The work itself The concept of work itself is a major source of satisfaction. For example, research related to the job characteristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingredients of a satisfying job uncovered by survey include interesting and challenging work, work that is not boring, and the job that provides status. Pay Wages and salaries are recognized to be a significant, but complex, multidimensional factor in job satisfaction. Money not only helps people attain their basic needs bedevil need satisfaction. Employees often see pay as a reflection of how management views their contribution to the organization. Fringe benefits are also important.

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If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. Promotions Promotional opportunities are seem to be having a varying effect on job satisfaction. This is because of promotion take number of different forms. WHAT IS THE IMPACT OF JOB SATISFACTION? Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire workers happy, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relationship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turnover, and consequently organization can gain from lower turnover in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism. What job satisfaction people need? Each employee wants: 1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 26

4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. The level of job satisfaction is largely determined by the comfits offered by the environment and the situation. Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individuals level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.

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4.10 MODELS OF JOB SATISFACTION There are various methods and theories of measuring job satisfaction level of employees in the organization given by different authors. List of all the theories and methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A. Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periods

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4.10.1 MODEL OF FACET OF JOB SATISFACTION Skill Experience Training Efforts Age Seniority Education Co loyalty Past performance Level Difficulty Time span Amount of responsibility Perceived outcome of referent others Actual outcome received

Perceived personal job inputs Perceived inputs & outcomes of referent others Perceived amount that should be received (a)

Perceived job characteristics

Perceived amount received (b)

a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort

Fig.no.2 Model of determinant of facet of job satisfaction Edward E.lawler in 1973 proposed a model of facet satisfaction. This model is applicable to understand what determines a persons satisfaction with any facet of job. According to this model actual outcome level plays a key role in a persons perception of what rewards he receives. His perception influenced by his perception of what his referent others receive. The higher outcome level of his referent other the lower his outcome level will appear. This model also focuses on his perception on reward level.

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4.10.2 AFFECT THEORY Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. 4.10.3 DISPOSITIONAL THEORY Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control 30

(believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction 4.10.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured] 4.10.5 JOB CHARACTERISTICS MODEL Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of

31

the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JC 4.10.6 MODERN METHOD OF MEASURING JOB SATISFACTION In this method of measuring job satisfaction the comparison between various organizational terms and conditions at managerial level and also the organization at a large. Satisfaction With Human Resources Management Policies Of The Organization: 1. Management has a clear path for employees advancement 2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. I innovativeness is encouraged to meet business problems. Satisfaction With Supervision 1. I feel I can trust what my supervisor tells me 2. My supervisor treats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisors 5. I get enough support from the supervisor 6. Individual initiative is encouraged Satisfaction With Compensation Levels 1. Overall I am satisfied with the companys compensation package 32

2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities Satisfaction With Task Clarity 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear Satisfaction With Career Development 1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees. 4.10.7 RATING SCALE It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hulling. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers. 4.10.8 CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were 33

particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes. 4.10.9 PERSONAL INTERVIEWS This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly.

4.10.10 ACTION TENDENCIES By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relatives status in the social & economic group with which he identifies himself. 4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty. Because human resource manager often serve as intermediaries between employees & management in conflict.They are concern with Job satisfaction or general job attitudes with the employees. Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 34

2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision Other components that should be added to this five are individuals state of mind about the work itself and about the life in general .the individuals health, age, level of aspiration. Social status and political & social activities can all contribute to the Job satisfaction. A persons attitude toward his or her job may be positive or negative. 4.10.11 JOB ENLARGEMENT The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement. Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do that is, add variety. When additional simple task are added to a job, the process is called horizontal job enlargement. This also presumably adds interest to the work and reduces monotony and boredom. To check harmful effects of specialization, the engineering factors involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be more lines and fewer workers on each line. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to organize the work. Such changes permit more social contacts and greater control over the work process. 4.10.12 JOB ROTATION 35

Job rotation involves periodic assignments of an employee to completely different sets of job activities. One way to tackle work routine is to use the job rotation. When an activity is no longer challenging, the employee is rotated to another job, at the same level that has similar skill requirements. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency. 4.10.13 CHANGE OF PACE Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment. 4.10.14 SCHEDULED REST PERIODS Extensive research on the impact of rest periods indicates that they may increase both morale and productivity. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to- getting a break gives a sense of achievement. They provide opportunities for social contacts

CHAPTER-V DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statically inferences. Tabulation is the part of technical procedure where in the classified data are put in the form of tables after analyzing the data; the researcher should have to explain the findings on the basis of some theory. It is known as interpretation. 36

The data has been collected from 30 employees of JPR furnace and steel pvt ltd through questionnaire the data thus collected was in the form of master table. That made possible counting of classified data easy. From the master table various summery tables were prepared. They have been presented along with their interpretation in this manner.

37

TABLE NO. 5.1 AGE OF THE RESPONDENTS S. NO AGE 1 Less than 25 25-35 2 35-45 3 45-55 4 Total NO.OF RESPONDENT 1 17 11 1 30 PERCENTAGE TO TOTAL 3.3 56.7 36.7 3.3 100.0

(Sources: computed primary data) Interpretation: Table 5.1 shows age of the respondents at JPR furnace and steels pvt Ltd, kunnavakkam. 56.7 percentages of the respondent are in the age group of 25-35, 36.7 percentage of the respondent are in the age group of 35-45, 3.3 percentages of the respondents are in the age group of less than 25.

38

TABLE NO.5.2 GENDER OF THE RESPONDENTS S.NO Gender 1 Male 2 Female Total NO. OF RESPONDENT 28 2 30 PERCENTAGE TO TOTAL 93.3 6.7 100.0

(Sources: computed primary data) Interpretation: Table 5.2 shows gender of category respondents at JPR furnace and steels pvt Ltd, kunnavakkam 93.3percentage of the respondents are male, 6.7 percentages of the respondents are female. .

39

40

TABLE NO.5.3 INCOME OF THE RESPONDENTS NO. OF S.NO INCOME 1 Less than 5000 2 5000-10000 3 10000-15000 15000-20000 4 Total RESPONDENTS 2 10 11 7 30 PERCENTAGE TO TOTAL 6.7 33.3 36.7 23.3 100.0

(Sources: computed primary data) Interpretation: Table 5.3 shows income of the respondents at JPR furnace and steels pvt ltd, kunnavakkam. 36.7 percentages of the respondents are getting salary within RS. 10000-15000, 33.3 percentages of the respondents are getting salary within RS. 5000-10000, 6.7 percentage respondents are getting salary less than 5000.

41

TABLE NO.5.4 EXPERIENCE OF THE RESPONDENTS NO. OF S.NO EXPERIENCE 1 Less than 1 year 1-3 year 2 3-6 year 3 6-9 year 4 Above 9 year 5 Total RESPONDENTS 3 10 11 5 1 30 PERCENTAGE TO TOTAL 10.0 33.3 36.7 16.7 3.3 100.0

(Sources: computed primary data) Interpretation: Table 5.4 shows experience of the respondents at JPR furnace and steels pvt Ltd, kunnavakkam 36.7 percentage of the respondents are experienced within 3-6 years, 33.3 42

TABLE NO.5.5 QUALIFICATION OF THE RESPONDENTS NO. OF S.NO QUALIFICATION 1 Sslc Hslc 2 Graduate 3 Post graduate 4 Others 5 Total RESPONDENTS 2 9 10 4 5 30 PERCENTAGE TO TOTAL 6.7 30.0 33.3 13.3 16.7 100.0

percentage of the respondents are experienced within 1-3 years, 16.7 percentage of the respondents are experienced within 6-9 years, 10 percentage of the respondents are less than 1 year, 3.3 percentage of the respondents are above 9 years.

43

(Sources: computed primary data) Interpretation: Table 5.5 shows qualification of the respondents at jpr furnace and steels pvt Ltd, kunnavakkam. 33.3 percentage respondents are graduate employee, 30 percentage respondents are HSLC, 16.7 percentage respondents are others, 13.3 percentage respondents are post graduate, and 6.7percentage respondents are SSLC.

44

TABLE NO.5.6 JOB POSITION OF THE RESPONDENTS NO.OF S.NO 1 2 3 JOB POSITION Supervisor Worker Manager Total RESPONDENTS 4 24 2 30 PERCENTAGE TO TOTAL 13.3 80.0 6.7 100.0

(Sources: computed primary data) Table 5.6 shows job position of the respondents at JPR furnace and steels pvt Ltd,kunnavakkam. 80 percentages of the respondents are worker, 13.3 percentages of the respondents are supervisor, and 6.7percentage of the respondents are manager.

45

TABLE NO.5.7 CROSS TABLE SOURCE EXPERIENCE AND INCOME OF THE RESPONDENTS Income of the respondents Less than 500010000- 150005000 Experience Of The Less than 1 Respondents No. Of Respondents Percentage Of Total Total Above 9 year year 1-3 year 3-6 year 6-9 year 1 3.3% 0 .0% 1 3.3% 0 .0% 0 .0% 2 6.7% 10000 1 3.3% 7 23.3% 2 6.7% 0 .0% 0 .0% 10 33.3% 15000 1 3.3% 3 10.0% 7 23.3% 0 .0% 0 .0% 11 36.7% 20000 0 .0% 0 .0% 1 3.3% 5 16.7% 1 3.3% 7 23.3% Total 3 10.0% 10 33.3% 11 36.7% 5 16.7% 1 3.3% 30 100.0%

(Sources: computed primary data) The table 5.7shows the cross tabulation between the experience of the respondents and income of the respondents. Here, 36.7 percentages of people told that income is based upon experience.

46

TABLE NO.5.8 ANOVA table shows respondent opinion about the general working conditions based upon experience H0: There is no significant difference exist between respondent opinion about the general working conditions based upon experience H1: There is significant difference exist between respondent opinion about the general working conditions based upon experience

Working condition Hours worked

Sum of Degree Of Mean squares Freedom square Frequency Sig. Between 16.024 4 4.006 3.433 .023 29.176 25 29 4 25 29 1.167

Remarks

each week by the groups Within respondents

Significance

Flexibility in scheduling

groups Total 45.200 Between 4.021 groups Within groups Total 15.845 19.867

1.005 .634

1.586

.209 No significance

47

i)There is a significant difference exist between respondent opinion about hours worked each week under general working conditions based upon their experience.(since the significant value is less than 0.05) ii) Regarding the flexibility in scheduling there is no significant difference of employees opinion based on their experience (since significant value is more than 0.05)

48

TABLE NO.5.9 ANOVA tables shows respondent opinion about the pay and promotion potential based upon experience H0:There is no significant difference exist between respondent opinion about the pay and promotion potential based upon experience H1: There is significant difference exist between respondent opinion about the pay and promotion potential based upon experience

Pay And Promotional Aspects Salary Between groups Within groups Total Between groups Within groups Total Sum of

Degree of Mean Remarks squares freedom square Frequency Sig. 10.497 4 2.624 2.224 .095 29.503 40.000 11.006 35.794 46.800 25 29 4 25 29 1.180 No significance 2.752 1.432 1.922 .138 No significance

Recognition for work accomplished

49

i) There is no significant difference exist between respondent opinion about salary under pay and promotion potential based upon their experience (since the significant value is more than 0.05) ii) Regarding the recognition for work accomplished there is no significant difference of employees opinion based on their experience (since significant value is more than 0.05)

50

TABLE NO.5.10 ANOVA tables shows respondent opinion about the work relationship based upon experience H0: There is no significant difference exist between respondent opinion about the work relationships based upon experience H1: There is significant difference exist between respondent opinion about the work relationships based upon experience

Degree Sum Of Between groups Within groups Total Squares 2.491 45.676 48.167 Of Freedom 4 25 29 Mean Square .623 1.827 Frequency .341 Sig. .848

Remarks

No significance

There is no significant difference exist between respondent opinion about relationships with your co-workers under work relationships based upon their experience (since the significant value is more than 0.05)

51

TABLE NO.5.11 ANOVA tables shows respondent opinion about the use of skills and abilities based upon experience H0: There is no significant difference exist between respondent opinion about the use of skills and abilities based upon experience H1:There is significant difference exist between respondent opinion about the Use of skills and abilities based upon experience

Degree Sum of between groups Within groups total squares 2.324 30.476 32.800 of freedom 4 25 29 Mean square .581 1.219 Frequency Sig. .477 .752

Remarks

No significance

There is no significant difference exist between respondent opinion about opportunity to utilize your skills and talents under the use of skills and abilities based upon their experience (since the significant value is more than 0.05)

TABLE NO.5.12 52

ANOVA table shows respondent opinion about the work activities based upon experience. H0: There is no significant difference exist between respondent opinion about the work activities based upon experience H1: There is significant difference exist between respondent opinion about the Work activities based upon experience.

Sum Of Between groups Squares 6.352

Degree Of Freedom 4

Mean Square 1.588 Frequency 1.598 Sig. .206

Remarks No significance

Within groups Total

24.848 31.200

25 29

.994

There is no significant difference exist between respondent opinion about variety of job responsibilities under work activities based upon their experience (since the significant value is more than 0.05) .

TABLE NO.5.13 OPINION AND SUGGESTIONS 53

S. No 1 2 3 4 5

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree TOTAL

Frequency 6 10 9 4 1 30

Weight 3 1 2 4 5

Score 18 10 18 16 5 67

Mean Weight

2.23

(SOURCE: Computer Primary Data) As per the respondent level of agreement about considering the opinion and suggestion of employees by management disagreed by respondent. Since the calculated value 2.23=2 Heighted Weight 2= Disagree.

TABLE NO.5.14 SUPERVISORS HAS STRONG HUMAN RELATIONS

54

S. No 1 2 3 4 5

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree TOTAL

Frequency 2 4 6 15 3 30

Weight 5 3 2 1 4

Score 10 12 12 15 12 61

Mean Weight

2.033

(SOURCE: Computer Primary Data) From the table5.14, it is interpretated that the respondents disagree about the human relation skill of supervisors.

TABLE NO.5.15 WORK I DO S. No Opinion Frequency Weight Score Mean Weight 55

1 2 3 4 5

Strongly Disagree Disagree Neutral Agree Strongly Agree TOTAL

5 6 10 7 2 30

4 3 1 2 5

20 18 10 14 10 72

2.4

(SOURCE: Computer Primary Data) From the table5.15, it is interpretated that the respondents disagree about the work in organization.

TABLE NO.5.16 COMMUNICATION CHANNELS IN ORGANIZATION IS EFFECTIVE AND ACCURATE S. No Opinion Frequency Weight 56 Score Mean

Weight 1 2 3 4 5 Strongly Disagree Disagree Neutral Agree Strongly Agree TOTAL 0 7 14 8 1 30 5 3 1 2 4 0 21 14 16 4 55

1.833

(SOURCE: Computer Primary Data) From the table5.16, it is interpretated that the respondents disagree about the Communication Channels in Organization

TABLE.NO.5.17 DEPARTMENTS IN THIS ORGANIZATION CO-OPERATE S. No 1 2 Opinion Strongly Disagree Disagree Frequency 4 3 57 Weight 3 4 Score 12 12 Mean Weight

3 4 5

Neutral Agree Strongly Agree TOTAL

6 15 2 30

2 1 5

12 15 10 61

2.03

(SOURCE: Computer Primary Data) From the table5.17, it is interpretated that the respondents disagree about the departments in this organization co-operate

TABLE NO.5.18 ACCOMPLISHMENTS AND GOOD WORK ARE RECOGNIZED BY THE ORGANIZATION S. No 1 2 Opinion Strongly Disagree Disagree Frequency 2 2 58 Weight 4 4 Score 8 8 Mean Weight

3 4 5

Neutral Agree Strongly Agree TOTAL

10 10 6 30

1 1 3

10 10 18 54

1.8

(SOURCE: Computer Primary Data) From the table5.18, it is interpretated that the respondents disagree about accomplishments and good work are recognized by the organization

59

TABLE NO.5.19 ANOVA table shows respondent opinion about the coordination among the employee based upon experience. H0: there is no significant difference exist between respondent opinion about the coordination among the employee based upon experience H1: there is significant difference exist between respondent opinions about the coordination among the employee based upon experience. Sum of I can share my opinions and Between squares 6.264 24.936 31.200 6.555 26.812 33.367 3.952 34.848 38.800 Df 4 25 29 4 25 29 4 25 29 Mean square 1.566 .997 F Sig. 1.570 .213 No significance 1.639 1.072 1.528 .225 No significance .988 1.394 No significance .709 .594 Remarks

groups suggestions in this Within groups organization Total My supervisor has Between strong human relations groups Within

groups Total I like the work do Between groups Within groups Total

60

i) There is no significant difference exist between respondent opinion of i can share my opinions and suggestions in this organization about coordination among employee based upon experience (since the significant value is more than 0.05) ii) There is no significant difference exist between respondent opinion of my supervisor has strong human relations about coordination among employee based upon experience (since the significant value is more than 0.05) iii) There is no significant difference exist between respondent opinion of I like the work do about coordination among employee based upon experience (since the significant value is more than 0.05)

61

Factor analysis TABLE NO.5.20 Kmo And Bartlett's Test Kaiser-meyer-olkin measure of sampling adequacy. Bartlett's test of sphericity Approx. Chi-square Df Sig. .511 209.787 105 .000

Communalities Initial Extraction I am proud to work for 1.000 .854 our company I am satisfied with the training provided for my current job I am satisfied with the amount of training offered for advancement Our company is concerned with the long term welfare of the employees My immediate superior is technically competent My immediate superior in human relations My immediate superior deals with all employees fairly 1.000 1.000 1.000 .849 .721 .850 1.000 .849 1.000 .800 1.000 .902

62

Communalities The communication I 1.000 received from company is timely Our company maintains salary levels that compare well to other companies in this area Our company maintains benefits that compares well to their companies in this area I feel there is adequate opportunity for me to move to a better job within the company The company recognizes the accomplishment of employees I receive regular job performance feed back The company has adequate safety and health standard My superior recognizes my performance 1.000 1.000 1.000 1.000 1.000 1.000 1.000

.872

.722

.806

.865

.831

.800 .762

.792

63

Total variance explained Comp Initial eigenvalues onent 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total % of variance Cumulative % 3.689 24.596 24.596 2.862 19.083 43.679 1.793 11.957 55.635 1.455 9.703 65.338 1.408 9.388 74.726 1.066 7.108 81.834 .670 4.468 86.302 .491 3.276 89.578 .368 2.456 92.034 .318 2.123 94.157 .299 1.997 96.154 .236 1.574 97.727 .164 1.096 98.823 .127 .847 99.670 .049 .330 100.000

Extraction sums of squared loadings Total % of variance Cumulative % 3.689 24.596 24.596 2.862 19.083 43.679 1.793 11.957 55.635 1.455 9.703 65.338 1.408 9.388 74.726 1.066 7.108 81.834

64

Component matrixa 1 I am proud to work for our company I am satisfied with the training provided for my current job I am satisfied with the amount of training offered for advancement Our company is concerned with the long term welfare of the employees My immediate superior is technically competent My immediate superior in human relations My immediate superior deals with all employees fairly The communication I received from company is timely Our company maintains salary levels that compare well to other companies in this area Our company maintains benefits that compares well to their companies in this area 65 .582 -.351 .023 .464 .034 -.356 .611 -.199 .432 -.225 -.138 .228 .676 -.232 -.332 .317 -.119 .370 .337 .657 .285 -.646 -.273 -.600 .303 -.042 .300 .080 -.303 .437 -.329 .202 .342 .334 -.284 -.106 .273 .681 -.292 .027 -.474 .016 .332 .496 .640 -.062 -.016 -.175 .752 .363 2 -.070 .646 Component 3 4 -.364 -.298 .134 .566 5 .101 .000 6 .228 -.120

66

TABLE NO.5.21 ANOVA table shows respondent opinion about the important level of organization to employee based upon income H0: there is no significant difference exist between respondent opinion about the important level of organization to employee based upon income H1: there is significant difference exist between respondent opinion about the important level of organization to employee based upon income Sum of How important to Between you is the type of groups supervision you Within groups Total How important to Between receive you is the performance groups Within squares .904 18.296 19.200 5.618 44.682 50.300 .843 23.023 23.867 1.471 45.496 46.967 67 Df Mean square 3 .301 .704 F Sig. .428 .735 No significance Remarks

26 29 3 26 29 3 26 29 3 26 29

1.873 1.090 1.719

.371 No significance

appraisal system groups of the company Total How important to Between you is the training groups and development Within provided by the company How important to Between you is the overall groups communication Within of the company groups Total groups Total

.281 .886

.317

.813 No significance

.490 1.750

.280

.839 No significance

i) There is no significant difference exist between respondent opinion of how important to you is the type of supervision you receive about the important level of organization to employee based upon income (since the significant value is more than 0.05) ii) There is no significant difference exist between respondent opinion of how important to you is the performance appraisal system of the company about the important level of organization to employee based upon income (since the significant value is more than 0.05) iii) There is no significant difference exist between respondent opinion of how important to you is the training and development provided by the company about the important level of organization to employee based upon income (since the significant value is more than 0.05) iv) There is no significant difference exist between respondent opinion of how important to you is the overall communication of the company about the important level of organization to employee based upon income (since the significant value is more than 0.05)

68

TABLE NO.5.22 ANOVA tables shows respondent opinion about the appraisal of employee based upon experience H0: there is no significant difference exist between respondent opinion about the appraisal of employee based upon experience h1: there is significant difference exist between respondent opinion about the appraisal of employee based upon experience

Sum of All things consider job Within groups Total Between 19.782 21.467 1.318 34.048 25 29 4 25 Between squares 1.685 Df 4

Mean square .421 F .532 Sig. .713

Remarks No significa nce

job do you like your groups .791 .330 1.362 .242 .912

All things

considered, how do groups you rate your long Within groups term career potential with company? How do you rate your immediate superior Total Between groups Within groups

No significa nce

35.367 11.697 43.103

29 4 25

2.924 1.724

1.696

.182 No significa nce

Total How do you rate the Between relationship between groups Within groups the amount of compensation you receive and your performance Total

54.800 3.500 37.867

29 4 25

.875 1.515

.578

.681 No significa nce

69 41.367 29

i) There is no significant difference exist between respondent opinion of all things considered, how do you like your job about the appraisal of employee based upon experience (since the significant value is more than 0.05) ii)there is no significant difference exist between respondent opinion of all things considered, how do you rate your long term career potential with company about the appraisal of employee based upon experience (since the significant value is more than 0.05) iii) There is no significant difference exist between respondent opinion of how do rate your immediate superior about the appraisal of employee based upon experience (since the significant value is more than 0.05) iv) There is no significant difference exist between respondent opinion of how do you rate the relationship between the amount of compensation you receive and your performance about the appraisal of employee based upon experience (since the significant value is more than 0.05)

TABLE NO.5.23 QUANTITY OF WORK S. No 1 2 Opinion Strongly Agree Agree Frequency 5 21 70 Weight 2 1 Score 10 21 Mean Weight

3 4 5

Neutral Disagree Strongly Disagree TOTAL

2 1 1 30

3 4 4

6 4 4 45

1.5

(SOURCE: Computer Primary Data) From the table5.23, it is interpretated that the respondents strongly agree about Quantity of Work.

TABLE NO.5.24 QUALITY OF WORK S. No 1 2 3 4 5 Opinion Strongly Agree Agree Neutral Disagree Strongly Frequency 6 12 8 2 2 71 Weight 3 1 2 4 4 Score 18 12 16 8 8 Mean Weight

2.067

Disagree TOTAL

30

62

(SOURCE: Computer Primary Data) From the table5.24, it is interpretated that the respondents agree about quality of work .

TABLE NO.5.25 AMOUNT OF TIME SPENT BY IMMEDIATE SUPERIOR S. No 1 2 3 4 5 Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree 72 Frequency 4 16 6 2 2 Weight 3 1 2 4 4 Score 12 16 12 8 8 Mean Weight

1.867

TOTAL

30

56

(SOURCE: Computer Primary Data) From the table5.24, it is interpretated that the respondents strongly agree about amount of time spent by immediate superior

TABLE NO.5.26 NUMBER OF APPROVALS REQUIRED GETTING A DECISION MADE S. No 1 2 3 4 5 Opinion Strongly a Agree Agree Neutral Disagree Strongly Disagree 73 Frequency 4 12 9 3 2 Weight 3 1 2 4 5 Score 12 12 18 12 10 Mean Weight

2.133

TOTAL

30

64

(SOURCE: Computer Primary Data) From the table5.26, it is interpretated that the respondents agree about number of approvals required to get a decision made.

TABLE NO.5.27 LEVEL OF UNDERSTANDING OF THE COMPANYS QUALITY MANAGEMENT SYSTEM S. No 1 2 3 4 5 Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree 74 Frequency 7 12 5 5 1 Weight 2 1 3 3 4 Score 14 12 15 15 4 Mean Weight

TOTAL

30

60

(SOURCE: Computer Primary Data) From the table5.26, it is interpretated that the respondents agree level of understanding of the companys quality management system.

75

TABLE NO.5.28 ANOVA tables shows respondent opinion about the appraising quality and quantity of work based upon experience H0: There is no significant difference exist between respondent opinion about the appraising quality and quantity of work based upon experience H1: There is significant difference exist between respondent opinion about the appraising quality and quantity of work based upon experience

Sum of

Degree of

Mean F Sig. .299 .876

Remarks

squares freedom square How do you feel Between 1.158 4 .289 about the quality groups of work you are Within asked to perform groups Total How do you feel Between about the number groups Within of approvals required to get a groups Total decision made What is your level of Between groups understanding of Within groups the company's Total quality management system 24.209 25.367 1.039 28.327 29.367 7.164 23.503 30.667 25 29 4 25 29 4 25 29 .968

No significance

.260 1.133

.229

.919 No significance

1.791 1.905 .940

.141 No significance

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i)There is no significant difference exist between respondent opinion of how do you feel about the quality of work you are asked to perform about appraising quality and quantity of work based upon experience (since the significant value is more than 0.05) ii)There is no significant difference exist between respondent opinion of how do you feel about the number of approvals required to get a decision made about appraising quality and quantity of work based upon experience (since the significant value is more than 0.05) iii)There is no significant difference exist between respondent opinion of what is your level of understanding of the company's quality management system about appraising quality and quantity of work based upon experience (since the significant value is more than 0.05)

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CHAPTER-VI SUMMARY OF FINDING

7.1 FINDINGS Based upon the age category 25-35 in between age employees are majority. In gender wise male are the majority in this organization while comparing female. Majority of employees are getting income in between 10000 to 15000. Majority of the employees are 3 to 6 years of experience. Graduates category employees are high while compare other qualifications in this company. Majority of employees are comes under workers category in job position. Majority of employee whose experience is around 3 to 6 years their income level is high. There is a difference exist between opinion of respondents about hours worked each week under general working conditions based upon their experience. The flexibility in scheduling has no significant difference on opinion of employees. There is no significant difference exist between opinion of respondents about salary under pay and promotion potential. There is no difference of opinion among the employees regarding the recognition for work.

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There is no significant difference exist between respondent opinionsaboutrelationships with co-workers under work relationships.

There is no difference between opinion of respondentsabout opportunity to utilize skills and talents under the use of skills in work.

Based on the experience of respondents there is no significant difference exist between respondent opinion aboutvariety of job responsibilities under work activities.

As per the respondent, level of agreement about considering the opinion and suggestion of employees by management disagreed by respondent.

The respondents disagree about the human relation skill of supervisors with low level workers.

The respondents disagree about the use of proper Communication Channels inside the Organization

The respondents disagree about the departments in the organization co-operate each other in work.

The respondents disagree about accomplishments and good works are recognized by the organization.

There is no difference between respondent opinion about sharingopinions and suggestions in the organization about coordination among employee in the organization.

There is no difference exist between opinion of respondents that my supervisor has strong human relations about coordination among employee.

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There is no difference exist between opinion of respondents that like the work done with coordination among employee. There is no difference between opinion of respondents that how important the type of supervision they receive about the important level of organization.

There is no difference between opinions of respondents about the importance of performance appraisal system of the company about the important level of organization.

There is no difference between opinion of respondents about the importance to training and development provided by the company about the important level of organization to the employees.

There is no difference among the opinion of respondents about the importance of overall communication of the company with the important levels of the organization.

There is no difference between the opinion of respondents about the things considered and they like about job about the appraisal of employees.

There is no difference among the opinion of respondents of all things considered and how they rate their long term career potential with companyabout the appraisal of employees.

There is no difference between respondents opinion of how they rate their immediate superior about the appraisal of employee based upon experience.

There is no difference among opinion of respondents about how they rate the relationship between the amount of compensation they receive and their performance about the appraisal of employees. 80

The respondents strongly agree about amount of time spent by immediate superior in the work.

The respondents agree about number of approvals required to get a decision made. The respondents agree level of understanding of the companys quality management system.

There is no difference among respondent opinion about how they feel about the quality of work are asked to perform about appraising quality and quantity of work.

There is no difference between respondents opinion about how they feel about the number of approvals required to get a decision made about appraising quality and quantity of work.

There is no difference in respondents opinion about their level of understanding of the company's quality management system about appraising quality and quantity of work.

7.2 SUGGESTIONS
The organization has to increase the communication level inside the organization. There is a need of proper communication channel in the organization. There is a need to have proper action to increase the coordination among the departments in the organization. The organization should adopt a proper performance appraisal methodology

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There should have a counseling of employees to increase the sharing among the employees.

The organization must adopt a proper grievance solving technique.

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CHAPTER-VII CONCLUSION
According to the analysis there is a difference exist between opinion of respondents about hours worked each week under general working conditions based upon their experience. There is no significant difference exist between respondent opinions about relationships with co-workers under work relationships. Based on the experience of respondents there is no significant difference exist between respondent opinion about variety of job responsibilities under work activities. As per the respondent, level of agreement about considering the opinion and suggestion of employees by management disagreed by respondent. There is no difference between opinion of respondents about the importance to training and development provided by the company about the important level of organization to the employees.

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