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International Research Journal of Business and Management – IRJBM ISSN 2322-083X IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 32 © Global Wisdom Research Publications – All Rights Reserved. A Study on Employee Job Satisfaction in Jeyamalli Industries Pvt. Ltd, Sipcot, Ranipet V. Archana MBA Student,VIT Business School VIT University, Vellore - 632 014,Tamil Nadu, India A. Seema Asst. Professor,VIT Business School VIT University, Vellore - 632 014,Tamil Nadu, India Dr. S. Sujatha Associate Professor,VIT Business School VIT University, Vellore - 632 014,Tamil Nadu, India ABSTRACT Many organizations today are placing greater emphasis on talent retention to sustain their competitive advantage and keeping their employees highly satisfied and motivated. The purpose of this observational and interview based study is to understand the level of job satisfaction the employees working in Jeyamalli Industries, SIPCOT, Ranipet had and the parameters that influenced it. Long-term career progression, engagement activities, welfare activities and motivation has had a positive influence on the employees. However there is room for much improvement on areas such as technical and management related training, employee skill development, work safety measures and work environment. KEYWORDS: Competitive Advantage, Career Progression, Employee skill development, Talent Retention, Job Satisfaction, Positive Influence INTRODUCTION Employee is a back bone of every organization, without employee no work can be done. Employed individuals spend a majority of their adult life making a living for themselves and their families. Considering on average people spend most of their working lives in a working environment, it then stands to reason that people should endeavour to be satisfied at work if humans are always in pursuit of happiness. So employee’s satisfaction is very important. Employees will be more satisfied if they get what they expected, job satisfaction relates to inner feelings of workers. Job satisfaction refers to an individual's general feelings or preference of individual or ones attitudes towards his/her job and extent to which one is content with it. This feeling is based on an individual's perception of satisfaction and influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. A person with a high level of job satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his or her job holds negative attitudes about the job. They are in a positive mood and often able to improve in areas of brainstorming, decision making, and problem solving. To be more precise academic researchers and human resource professionals have defined varying categories of satisfaction.

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International Research Journal of Business and Management – IRJBM ISSN 2322-083X

IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 32 © Global Wisdom Research Publications – All Rights Reserved.

A Study on Employee Job Satisfaction in Jeyamalli Industries Pvt. Ltd, Sipcot, Ranipet

V. Archana MBA Student,VIT Business School

VIT University, Vellore - 632 014,Tamil Nadu, India

A. Seema Asst. Professor,VIT Business School

VIT University, Vellore - 632 014,Tamil Nadu, India

Dr. S. Sujatha Associate Professor,VIT Business School

VIT University, Vellore - 632 014,Tamil Nadu, India ABSTRACT

Many organizations today are placing greater emphasis on talent retention to sustain their competitive advantage and keeping their employees highly satisfied and motivated. The purpose of this observational and interview based study is to understand the level of job satisfaction the employees working in Jeyamalli Industries, SIPCOT, Ranipet had and the parameters that influenced it. Long-term career progression, engagement activities, welfare activities and motivation has had a positive influence on the employees. However there is room for much improvement on areas such as technical and management related training, employee skill development, work safety measures and work environment.

KEYWORDS: Competitive Advantage, Career Progression, Employee skill development, Talent Retention, Job Satisfaction, Positive Influence

INTRODUCTION

Employee is a back bone of every organization, without employee no work can be done. Employed individuals spend a majority of their adult life making a living for themselves and their families. Considering on average people spend most of their working lives in a working environment, it then stands to reason that people should endeavour to be satisfied at work if humans are always in pursuit of happiness. So employee’s satisfaction is very important. Employees will be more satisfied if they get what they expected, job satisfaction relates to inner feelings of workers.

Job satisfaction refers to an individual's general feelings or preference of individual or ones attitudes towards his/her job and extent to which one is content with it. This feeling is based on an individual's perception of satisfaction and influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. A person with a high level of job satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his or her job holds negative attitudes about the job. They are in a positive mood and often able to improve in areas of brainstorming, decision making, and problem solving. To be more precise academic researchers and human resource professionals have defined varying categories of satisfaction.

International Research Journal of Business and Management – IRJBM ISSN 2322-083X

IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 33 © Global Wisdom Research Publications – All Rights Reserved.

REVIEW OF LITERATURE “Shanmukha Rao Padala (2010)”, in his research on study of employee job satisfaction on Nagarjuna fertilizers and chemicals Limited (Kakinada), has stated that work environment influence worker's expectation which result in Job satisfaction In turn organizational commitment can help workforce innovate, be proactive in work place and act upon with high morale. The study revealed that age, education, nature of job, length of service and income has negative relation with job satisfaction. Employees having active participation with trade union were found to have more job satisfaction and organizational commitment. “Daljeet Singh Wadhwa, et al., (2011)”, in their research have conducted a study on Cement factory of Chhattisgarh to know more about how job satisfaction is related to behavioural, organizational and environmental factors and observed it to be positively related. Equal and fair treatment of employees and proper supervision can enhance their level of satisfaction towards their job. Research by “Nasrin Arshadi,(2010)”, based on self-determination theory investigated relations among autonomy, support, need satisfaction, work motivation and job performance. The study was based on an industrial unit in Iran. Autonomy reflects the need to actively determine own behaviour and experience mastery at work based on self-determined behaviour without the influence of others. Autonomy could be of supportive in nature or controlling. Supportive autonomy promotes self-motivation, need satisfaction and relate positively to work motivation and job performance. This study helped to test the SDT model.

Figure 2.1 Proposed Need satisfaction Model

Source: Nasrin Arshadi,(2010),”Basic Need Satisfaction, work motivation and job performance in an industrial company” “Gu Wenjing., (2011)”, research on energy industry in Guangzhou province of China revealed the shortage and loss of technical expertise and need for attracting and stabilizing the technical staff in energy sector. The article evaluates job satisfaction with aspects of work, work rewards, human relations and business development vision by conducting survey and though found to be at a medium level, the overall job satisfaction of technical staff in various types of energy enterprise were worrisome. The interpretation of survey results suggest that company needed to focus on improving work rewards of technical staff in energy sector to increase their job satisfaction and stabilize work force in order to keep attrition at the minimum level possible. “Jane Ferguson, et al., (2011)”, conducted research on job satisfaction of pharmacist by conducting interview and transcribed verbatim into Nvivo8.The sample covers geographic area of England with background study of USA as the foundation. The conclusion being job dissatisfaction was mainly due to dissatisfaction with management and lack of recognition, employee appreciation and poor management by line managers.

International Research Journal of Business and Management – IRJBM ISSN 2322-083X

IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 34 © Global Wisdom Research Publications – All Rights Reserved.

“Cicely S. Liu,et al.,(2011)”, conducted original research in Australian hospital to understand the level of job satisfaction of pharmacist and pharmacy support personnel. It was found that stress at work being the prime driver compared to monetary benefits for them to look for brighter opportunities. The most enjoyable aspect of work being, contribution to patients' health care, clinical involvement and learning opportunities. The least enjoyable aspect at work being long-term staff shortages, poor salary, lack of recognition, low chance of promotion and poor management. “Panagiotis Trivellas,et al.,(2013)”,in their research paper investigate the impact of job related stress such as conflict,workload,interpersonal relationships,career development ,information access and feedback on Job satisfaction aspects such as career opportunities , physical environment ,management style, job enrichment ,reward and job security of nursing staff working in hospital.Occupational stress stemming from career development and autonomy exerts a negative impact on nurses' satisfaction related to job enrichment,management style and career opportunities. “Tugba Dundar, et al, (2012)”, in their research tried to understand the teacher’s organizational justice perceptions and job satisfaction levels at primary school in Fatih province of Istanbul. Organizational justice includes rules, process, awards and punishment. Job related dimensions used for the study were job specification and job, wage, development potentialities, working conditions, interpersonal relations, organizational environment and job satisfaction. Study results proved to have positive significant correlation between primary teachers' organizational justice perception and job satisfaction levels. The longer the years of service of the teacher in the school and the more their experience level, the better is their trust, respect and view over school management. “A.Kumaravadivel and U.Natarajan,(2011)”, in a case study employed DMAIC based six sigma approach to reduce incidents of defect in sand casting process and study the employee job satisfaction in Indian foundry.

Figure 2.2 Tentative Model of Human Relation and Scientific Management

Source: Kumaravadivel and Natarajan / International Journal of Engineering, Science and Technology,Vol. 3, No. 4, 2011, pp. 164-184 “M.Gokhan Bitmis and Azize Ergeneli (2011)”, study examined mediating impact of leader-member-exchange (LMX) on relationship between dimensions of psychological empowerment and job satisfaction. Research results revealed that organizational costs related to employee’s attitude may severely reduce the organizational competitiveness in 21st century workplace.LMX theory is based on different types of relationships that are developed

International Research Journal of Business and Management – IRJBM ISSN 2322-083X

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between leaders and their subordinates. Therefore, it is a relationship-based approach to leadership and emphasizes dyadic relationship between a leader and member. “Shahnaz Tabatabaei,et al.,(2011)”,semi-experimental research examined the general health, stress associated with work and the job satisfaction of Hormozgan cement factory employees in Iran using psychological trainings and motivational models.Through survey employee's general health mean was observed to be higher but the stress was below average which indicated low level of motivation towards work. Opportunity for growth is also treated as a positive motivator along with social and life skills, control of anger, increasing self-confidence and stress management. This helped improve job related stress in employees.

“Rituparna Basak and Anjali Ghosh, (2011)”, conducted survey of school teachers from Kolkatta using teacher satisfaction questionnaire (TSJQ) for measuring job satisfaction and revised school level environment questionnaire (SLEQ) to measure environmental structure using rotter locus of control scale with forced choice self-report statements where a high score indicates external locus of control and a low score indicate internal locus of control. Since previous research provided very little information on school environment and its relationship with job satisfaction in teaching population in Indian Context. Job satisfaction measured pay, supervision, colleagues, working conditions, responsibility, work, advancement, security and recognition besides considering biographic details like age, genders, training, experience level, income etc. “Meliha Tuzgol Dost,(2012)”,in this research projected that level of job satisfaction differs significantly based on type of university, perceived academic competence , family life and personal hobbies by researching 73 different universities in Turkey. Results suggest that job satisfaction of academics do not differ significantly based on the variables of weekly course load, place of graduate schooling, level of proficiency in English. Previous studies demonstrated that work load is associated with occupational stress of academic and administrative staff (Gillespie et al., 2001) and course load is associated with emotional exhaustion. “Nurhazirah Hashim, et al., (2012)”, conducted a study to investigate the influence of personality trait on the relationship between work-family conflict (WFC) and job satisfaction among married female teachers at selected schools in Malaysia using Rasch measurement model.WFC is negatively related to married women's job satisfaction. Personality was approached according to the framework of the Big Five which consist of conscientiousness, extraversion, agreeableness, emotional stability and openness to experience (Goldberg, 1992). These personality traits are expected to play some important roles in influencing the relationship between WFC and job satisfaction. This paper indeed facilitates additional knowledge to existing literature related to WFC and job satisfaction.

The review of literature on the job satisfaction shows that different researchers examined the concept on different dimensions like: autonomy, responsibility, variety, nature of job, communication network, democratic functioning, public and private sector, relation with controlling officers and colleagues, attitudes and morale, salary and allowances, promotion prospects, work place conditions, recognition, intrinsic and extrinsic rewards, job security, absenteeism, turnover, tardiness, job dissatisfaction, sabotage and low levels of performance in the job, child care center, interesting and challenging work, feeling of achievement etc. The earlier research shows that the factors like increased productivity, survival and effectiveness of organization, organizational success, keep the interest of the organization, absenteeism, personnel turnover, tenure.

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OBJECTIVES OF THE STUDY • To discover the intrinsic and extrinsic determinants of job satisfaction in Jeyamalli

Industries Unit I • To determine how the above determinants create a varying degree of employee job

satisfaction in Jeyamalli Industries Unit I • To identify reasons for the measured level of satisfaction. • To measure the level of overall job satisfaction of employees working in this unit. • To recommend suitable suggestions for improving the job satisfaction and

organizational commitment in the unit. • To give go ahead for the company to work out enhancement plans utilizing the current

workforce. RESEARCH DESIGN

The method of research adopted in this study is descriptive research which describes attitudes, perceptions, characteristics, activities and situations. The study was designed to determine job satisfaction level in Unit I of Jeyamalli Industries. Sampling Methods

This study is based on convenience sampling method. Sample selection and size should be representable of the target population. The company has a total of 200 employees in unit I. Of these 20 was the size of the sample selected. 10% of the total population were chosen as respondents and interviewed in Unit-I of Jeyamalli Group. Data Collection

The study is based on both primary and secondary data. The study includes sizeable primary data which was collected by way of canvassing a questionnaire amongst those available employees, manager and work supervisor of Unit -I with the help of personal interviews during lunch hours, tea-breaks and observation of workers during their work hours. The secondary data was collected from organization records, management reports, various books, journals and internet to understand the present state of job satisfaction in terms of selected job satisfaction factors.

Each of the questions had a 5-point Likert scale wherein the respondent could indicate their choice by marking with an X on one of the following options:

• Very satisfied : 5 • satisfied: 4 • Neutral :3 • dissatisfied : 2 • Very dissatisfied:1

Statistical Tools Apart from percentage analysis the following manual calculations were also done for the collected data. 1. Chi square 2. Karl Pearson's coefficient of correlation and Spearman’s Rank correlation 3. Test of significance for Difference of Means

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DATA ANALYSIS & INTERPRETATION YEARS OF SERVICE IN JEYAMALLI INDUSTRY

Table 1 Service Level of Employees

Interpretation: The above table indicates that around 25% of the work force has been associated with Jeyamalli Industries for the past 2 years. Another 25% workforce has been working with them for more than 6 months to 1 year.20% of workforce have less than 6 months of service and another 20% have more than a year and less than one and half years of service.

WORK BURDEN OF EMPLOYEES Table 2 Employee work burden

Interpretation: The above table indicates that around 45% of the work force is satisfied with the workload and around 30% are not so satisfied. However 25% think neutral in this regard.

Attribute Employee's service in present industry

Count Percentage 0 - 6 months 4 20%

7 - 12 months 5 25% 13 - 18 months 4 20% 19 - 24 months 2 10% Above 24 months 5 25%

Attribute

Do you feel overburdened with work

Count Percentage Very satisfied 4 20% Satisfied 5 25% Neutral 5 25% Dissatisfied 4 20% Very dissatisfied 2 10%

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QUITTING INTENTION Table 3 Employee's intention to quit job

Interpretation: The above table indicates that around 30% of the work force does not intend to quit working in this industry. However another 20% wish to quit .Nearly about 50% employee strength are unsure about quitting this job.

WORK MOTIVATION

Table 4.1.15. Employee work motivation level

Interpretation: The above table indicates that around 60% of the work force are satisfied with the initiatives taken by Jeyamalli group to keep employees motivated at work and around 20% have expressed dissatisfaction.However 20% have neutral opinion in this front.

Attribute Employee's intention to quit current job Count PercentageYes

4 20%

No 6 30%

Can't Say 4 20%

Don't know 4 20%

May Be 2 10%

Attribute To what extend has company taken initiative to keep employees motivated

Count Percentage Very satisfied 4 20% Satisfied 8 40% Neutral 4 20% Dissatisfied 3 15% Very dissatisfied 1 5%

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ENFORCEMENT OF COMPANY POLICY, ETHICS AND CODE OF CONDUCT Table 4.1.17. Employee’s viewpoint of ethics, policy and code of conduct

Interpretation: The above table indicates that around 50% of the work force is satisfied with the ethics, policy; code of conduct and practices and around 5% expressed dissatisfaction. However 45% think neutral in this regard.

EMPLOYEES SALARY SATISFACTION STATISTICS Table 4.1.18. Employees Salary satisfaction statistics

Interpretation: The above table indicates that around 55% of the work force is satisfied with the salary and around 15% are not so satisfied. However 30% think neutral in this regard.

BENEFIT STRUCTURE APART FROM SALARY Table 4.1.19. Benefits given to employee apart from salary

Interpretation: The above table indicates that around 25% of the work force is satisfied with the benefit structure which includes insurance, leave, incentives and bonus and around 30% are not so satisfied. However 45% think neutral in this regard.

Attribute Enforcement of ethical policy, code of conduct and behavior

Count Percentage Very satisfied 2 10% Satisfied 8 40% Neutral 9 45% Dissatisfied 1 5% Very Dissatisfied 0 0%

Attribute Is the salary given to employees at par with industry standards

Count Percentage Very satisfied 3 15% Satisfied 8 40% Neutral 6 30% Dissatisfied 3 15% Very Dissatisfied 0 0%

Attribute Does company provide health insurance, leave, bonus, incentive and other benefits

Count Percentage Very satisfied 0 0% Satisfied 5 25% Neutral 9 45% Dissatisfied 6 30% Very dissatisfied 0 0%

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EMPLOYEE CAREER DEVELOPMENT PATH Table 4.1.20. Avenue for growth in this company

Interpretation: The above table indicates that around 50% of the work force is satisfied with the career growth in Unit-I of Jeyamalli Industries. Nearly the other half of the workforce is neutral towards career growth in this industry.

PERFORMANCE FEEDBACK Table 4.1.21. Employee’s performance feedback given by supervisor

Interpretation: The above table indicates that around 15% of the work force is satisfied with the timely and continuous feedback given by the supervisor and management and around 15% are not so satisfied. However 70% think neutral towards existing feedback mechanism.

OVERALL JOB SATISFACTION Table 4.1.27.Employees overall job satisfaction

Interpretation: The above table indicates that around 55% of the work force feels overall satisfied working in Jeyamalli Industries but 10% think otherwise. However 35% think neutral in this front.

Attribute Is there avenue for career growth in this company

Count PercentageVery satisfied 1 5%Satisfied 9 45% Neutral 10 50% Dissatisfied 0 0% Very dissatisfied 0 0%

Attribute Does company give continuous and timely feedback

Count Percentage Very Satisfied 0 0% Satisfied 3 15% Neutral 14 70% Dissatisfied 3 15% Very Dissatisfied 0 0%

Attribute Overall job satisfaction experienced working for this company

Count PercentageVery satisfied 2 10% Satisfied 9 45% Neutral 7 35% Dissatisfied 2 10% Very dissatisfied 0 0%

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CHI SQUARE TEST Table 4.2.1. Work Recommendation

Table 4.2.2 Chi Square Calculation to friends & Relaxation at work Note: O: Observed Value; E: Expected Value Null Hypothesis (Ho) - There is no significant difference between relaxation statistics of employees and work recommendation by employees to their friends. Inference:

Since the Calculated value of chi-square is lesser than Table value of Chi – Square, we accept the null hypothesis (Ho). Therefore, there is no significant difference between employee relaxation statistics and job referral to friends by employees.

Karl Pearson’s coefficient of correlation Table 4.3.1.1. Measure correlation between work burden and company Initiative to

keep employees motivated

Work Burden (X)

Company initiative to motivate (Y)

X² Y² XY

4 4 16 16 16 5 8 25 64 40 5 4 25 16 20 4 3 16 9 12 2 1 4 1 2 ΣX = 20 ΣY = 20 ΣX² = 86 ΣY² = 106 ΣXY =90 Inference: Since r = +0.801 there is a high positive correlation between work burden to employees and Jeyamalli Industries motivation initiatives.

Test of significance for difference of means Table 4.4.1 Gender and overall job satisfaction in Jeyamalli Industries Unit-I

GENDER Overall Job Satisfaction

Male (X1) (X1) ² Female

(X2) (X2) ²

Very Satisfied 0 0 2 4 Satisfied 7 49 2 4 Neutral 7 49 0 0 Dissatisfied 2 4 0 0 Very dissatisfied 0 0 0 0 Total Σ X1 = 16 Σ (X1) ² =

102 Σ X2 = 4 Σ (X2) ² = 8

O E O – E ( O – E ) 2 ( O-E) 2/E

10 9.6 0.4 0.16 0.017

2 2.4 -0.4 0.16 0.067

6 6.4 0.4 0.16 0.025

2 1.6 0.4 0.16 0.1

Total 0.209

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Null Hypothesis (Ho) - There is no significant difference between gender and overall satisfaction level to work in unit-I of Jeyamalli groups. Inference: Since the Calculated value of Z test is lesser than Table value, we accept null hypothesis (Ho). Therefore, null hypothesis (H0) is being accepted that there is no significant difference between gender and overall job satisfaction.

Findings:

• While studying the job satisfaction, the absenteeism rate was also observed. Employees take a minimum of one leave per month and have personal commitment prior to considering work commitments while deciding on leave. Approximately 25% of the work force focuses on efficient and defect free delivery while around 75% still needs to be trained on Quality to minimize defects. Work burden is being felt by 30% of the workforce.45% do not fell the burden of work and 25% are neutral. As per management work load increases when there is any sudden contract to be delivered in short notice and unplanned leaves are taken by workers.

• Motivation efforts taken by management are noteworthy as 80% employees derive satisfaction from such efforts. Every month, on the last Friday, around noon after tea break, employees are advised on health front by specialist from medical field. Employees are counselled on healthy food habits, diet, exercise and routine to stay fit and energized to undertake such laborious tasks. Employees can have a one on one session with duty supervisor on work related issues.

• Safety related measures are being instructed by duty supervisor. Other than this inspection heads do instruct the workers on how to be safe while working in heavy fabrication work. Apart from this no other precaution has been taken by Jeyamalli groups and for this reason only 10% are satisfied with safety practices in the unit. Except for permanent employees the rest of the category of workers do not receive much of benefits such as incentives, bonus or insurance. So only 25% of the employees are satisfied.

• Half the sample workforce believes that there are career opportunity, growth and development for them in unit-I of Jeyamalli Industries. True to their belief company is envisioning enhancement and development plan for company's future growth on financial lines and others. Unit-I focused more on work related training. To offer such trainings to employees supervisors get trained through many seminars and by attending many national level conference and workshops.

Suggestions: The company needs to focus on work environment by providing better rooms where

in employees could rest for a while during recess. As the company is planning to take development initiatives and undertake major projects with influential and prestigious clients it would be advisable to have more qualified workforce than rely only on diploma and ITI holders. Also the percentage of permanent employees employed by them was to be increased. Employees do have quitting intention and company needs to take measures to have them retained. One such drastic step would be to increase their salary for which company needs to make more profit and work more efficiently and plan for defect free deliveries. The company has to improve Quality focus and concentrate on minimizing work defects and try to make work force more efficient. Work place safety measures are not very satisfactory and needs focus by the higher management. Company needs to focus on employee insurance coverage as work place safety is not appreciable.

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Conclusion

The future of Jeyamalli Groups largely depends on its productivity and productivity depends on the employees who work for it. If the employees are very productive in nature, no one can beat this Industry. To make the employees more productive, the industry should try to satisfy the employees to the maximum extent. These surveys help to reflect like mirror the management's mind to the employee as well as indicate to the management about employees feelings, opinions and attitude. Observations and interviews helped in understanding the perception of job satisfaction trend at present in one of the unit of this company. Employees are proud to be associated and feel extremely good to work here.However the work environment needs further improvement so that employees can get more overall satisfaction. As the company is planning for long term development and growth strategies it’s better to employ permanent and well qualified staff with a slightly higher compensation. Supervisors need better people, quality and work management training.

References

1. A.Kumaravadivel and U.Natarajan,(2011),"Empirical study on employee job satisfaction upon implementing six sigma DMAIC methodology in Indian foundry – A case study",published by Multicraft,International Journal of Engineering,Science and technology Vol 3,No.4,pp 164-184.Retrieved from www.ijest-ng.com.

2. Cicely S. Liu,et al.,(2011),"Key determinants of hospital pharmacy staff’s job satisfaction",published by Elsevier,research in social & administrative pharmacy, doi:10.1016/j.sapharm.2010.02.003.Retrieved from www.sciencedirect.com.

3. Daljeet Singh Wadhwa,et al.,(2011),"A Study on Factors Influencing Employee Job Satisfaction -A Study in Cement Industry of Chhattisgarh",International Journal of Management & Business Studies,ISSN : 2330-9519 (Online) | ISSN : 2231-2463 (Print).Retrieved from www. ijmbs.com.

4. Gu Wenjing.,(2011),"Evaluation and Analysis of Job Satisfaction of Technical Staff in Energy Enterprise-Based On a Sample Survey in Guangdong",published by Elsevier,energy procedia,doi:10.1016/j.egypro.2011.03.308.Retrieved from www.sciencedirect.com

5. Jane Ferguson,et al.,(2011),"Qualitative insights into job satisfaction and dissatisfaction with management among community and hospital pharmacists",published by Elsevier,research in social & administrative pharmacy,doi:10.1016/j.sapharm. Retrieved from www.sciencedirect.com.

6. M.Gokhan Bitmis and Azize Ergeneli(2011),"Contingency approach to strategic management: a test of the mediating effect of leader member exchange on the relationship between psychological empowerment and job satisfaction in 21st century workplace",published by Elsevier Procedia Social and Behavioral Sciences, doi:10.1016//j.sbspro.2011.09.081. Retrieved from www.sciencedirect.com.

7. Meliha Tuzgol Dost,(2012),"Job satisfaction of Turkish academics according to a set of occupational and personal variables",published by Elsevier Procedia Social and behavioral sciences 46 ( 2012 ) 4918 – 4922, doi: 10.1016/ j.sbspro.2012.06.359.Retrieved from www.sciencedirect.com.

8. Nasrin Arshadi,(2010),"Basic need satisfaction, work motivation, and job performance in an industrial company in Iran", Published by Elsevier,Procedia Social and Behavioral Sciences 5 (2010) 1267–1272, doi:10.1016/j.sbspro.2010.07.273. Retrieved from www.sciencedirect.com

9. Nurhazirah Hashim,et al.,(2012),"Personality Traits, Work-Family Conflict and

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IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 44 © Global Wisdom Research Publications – All Rights Reserved.

Job Satisfaction: Items Validity using Rasch Measurement Approach",published by Elsevier Procedia Social and behavioral sciences 65(2012) 1013–1019,doi: 10.1016/ j.sbspro. 2012.11.235. Retrieved from www.sciencedirect.com.

10. Panagiotis Trivellas,et al.,(2013),"The effect of job related stress on employees' satisfaction: A survey in Health Care”, published by Elsevier,Procedia Social and behavioural sciences, 73 ( 2013)718–726. Retrieved from www.sciencedirect. com.

11. Rituparna Basak and Anjali Ghosh, (2011),"School Environment and Locus of Control in Relation to Job Satisfaction among School Teachers – A Study from Indian Perspective", published by Elsevier Procedia Social and Behavioral Sciences, doi:10.1016/j.sbspro.2011.11.354.

12. Shahnaz Tabatabaei,et al.,(2011),"General health, stress associated to the work and job satisfaction of Hormozgan Cement Factory employees in Iran",published by Elsevier Procedia Social and Behavioral Sciences.Retrieved from www.sciencedirect.com

13. Shanmukha Rao Padala,(2010), "Employees’ Job Satisfactions and Organisational Commitment in Nagarjuna Fertilizers and Chemicals Limited, India",Journal of Research in International Business and Management Vol. 1(1) pp. 017-027.Retrieved from http://www.interesjournals.org/JRIBM

14. Tugba Dundar,et al.,(2012),"The relationship between organizational justice perceptions and job satisfaction levels",published by Elsevier Procedia Social and Behavioral Sciences,doi:10.1016/j.sbspro.2012.06.513.Retrieved from www.sciencedirect.com.