Job Satisfaction in Travancore

CHAPTER 1

INTRODUCTION

1

INTRODUCTION

Job satisfaction describes how content an individual is with his or her

job. It is a relatively recent term since in previous centuries the jobs available

to a particular person were often predetermined by the occupation of that

person’s parent. There are a variety of factors that can influence a person’s

level of job satisfaction. Some of these factors include the level of pay and

benefits, the perceived fairness of the promotion system within a company,

the quality of the working conditions, leadership and social relationships, the

job itself (the variety of tasks involved, the interest and challenge the job

generates, and the clarity of the job description/requirements).

The happier people are within their job, the more satisfied they are said

to be. Job satisfaction is not the same as motivation, although it is clearly

linked. Job design aims to enhance job satisfaction and performance methods

include job rotation, job enlargement and job enrichment. Other influences on

satisfaction include the management style and culture, employee involvement,

empowerment and autonomous workgroups. Job satisfaction is a very

important attribute which is frequently measured by organizations. The most

common way of measurement is the use of rating scales where employees

report their reactions to their jobs. Questions relate to relate of pay, work

responsibilities, variety of tasks, promotional opportunities the work itself and

co-workers. Some questioners ask yes or no questions while others ask to rate

satisfaction on 1 – 5 scale where 1 represents “not all satisfied” and 5

represents “extremely satisfied”).

2

SCOPE OF THE STUDY

This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further

research.

It is helpful to identify the employees level of satisfaction towards

welfare measure.

This study helps to make a managerial decision to the organization.

3

OBJECTIVE OF THE STUDY

The objective of the study is as follows

To assess the satisfaction level of employees in Travancore Sugars and

Chemicals Ltd..

To identify the factors which influence the job satisfaction of

employees in TRAVANCORE SUGARS AND CHEMICALS LTD..

To identify the factor this improves the satisfaction level of employees

in TRAVANCORE SUGARS AND CHEMICALS LTD...

To know the satisfaction towards the facilities.

4

RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research

problem. It gives an idea about various steps adopted by the researcher in a

systematic manner with an objective to determine various manners.

Research Design

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

that guides as well as helps the data collection and analysis of data. The

research design may be exploratory, descriptive and experimental for the

present study. The descriptive research design is adopted for this project.

Research Approach

The research worker contacted the respondents personally with well-

prepared sequentially arranged questions. The questionnaire is prepared on

the basis of objectives of the study. Direct contract is used for survey, i.e.,

contacting employees directly in order to collect data.

Sample size

The study sample constitutes 100 respondents constituting in the

research area.

Sampling Area

The study is conducted about employees in Travancore Sugars and

Chemicals Ltd..

5

Sampling Design

The researcher has used probability sampling in which simple random

sampling is used.

Collection of Data

Most of the data collected by the researcher is primary data through

personal interview, where the researcher and the respondent operate face – to

– face.

Research Instrument

The researcher has used a structured questionnaire as a research

instrument tool which consists of open ended questions, multiple choice

and dichotomous questions in order to get data. Thus, Questionnaire is the

data collection instrument used in the study. All the questions in the

questionnaire are organized in such a way that elicit all the relevant

information that is needed for the study

Statistical Tools

The statistical tools used for analyzing the data collected are

percentage method, bar diagrams and pie diagrams.

Research period

The research period of the study has for two month

6

LIMITATIONS OF THE STUDY

The survey is subjected to the bias and prejudices of the respondents.

Hence 100% accuracy can’t be assured.

The researcher was carried out in a short span of time, where in the

researcher could not widen the study.

The study could not be generalized due to the fact that researcher

adapted personal interview methods Consists of findings of the study.

7

CHAPTER 2

REVIEW OF LITERATURE

8

REVIEW OF LITERATURE

Definitions:

"Job satisfaction does not seem to reduce absence, turnover and perhaps

accident rates".

-Robert L. Kahn T

"Job satisfaction is a general attitude towards one's job: the difference

between the amount of reward workers receive and the amount they believe

they should receive."

-P. Robbins

Job satisfaction defines as "The amount of overall positive affect (or feeling)

that individuals have toward their jobs."

Andrew J DuBrins, The practice of supervision, New Delhi

Human life has become very complex and completed in now-a-days. In

modern society the needs and requirements of the people are ever increasing

and ever changing. When the people are ever increasing and ever changing,

when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied

people are likely to contribute very little for any purpose. Job satisfaction of

industrial workers us very important for the industry to function successfully.

Apart from managerial and technical aspects, employers can be considered as

backbone of any industrial development. To utilize their contribution they

should be provided with good working conditions to boost their job

satisfaction.

Any business cab achieve success and peace only when the problem of

satisfaction and dissatisfaction of workers are felt understood and solved,

9

problem of efficiency absenteeism labour turnover require a social skill of

understanding human problems and dealing with them scientific investigation

serves the purpose to solve the human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision. PAY

Wages do play a significant role in determining of satisfaction. Pay is

instrumental in fulfilling so many needs. Money facilities the obtaining of

food, shelter, and clothing and provides the means to enjoy valued leisure

interest outside of work. Moreover, pay can serve as symbol of achievement

and asource of recognition. Employees often see pay as a reflection of

organization. Fringe benefits have not been found to have strong influence on

job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in

determining how satisfied employees are with their jobs. By and large,

workers want jobs that are challenging; they do want to be doing mindless

jobs day after day. The two most important aspect of the work itself that

influence job satisfaction are variety and control over work methods and work

place.

10

In general, job with a moderate amount of variety produce the most job

satisfaction. Jobs with too little variety cause workers to feel bored and

fatigue. Jobs with too much variety and stimulation cause workers to feel

psychologically stressed and 'burnout'.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A

promotion to a higher level in an organization typically involves positive

changes I supervision, job content and pay. Jobs that are at the higher level of

an organization usually provide workers with more freedom, more

challenging work assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a

supportive personal relationship with subordinates and take a personal interest

in them.

2. The other dimension of supervisory style influence participation in

decision making, employee who participates in decision that affect their job,

display a much higher level of satisfaction with supervisor an the overall work

situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job

satisfaction to individual employees. The working groups also serve as a

social support system of employees. People often used their co-workers as

sounding board for their problem of as a source of comfort.

11

WORK CONDITION

The employees desire good working condition because they lead to greater

physical comfort. The working conditions are important to employees because

they can influence life outside of work. If people are require to work long

hours and / or overtime, they will have very little felt for their families,

friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep

in mind that: all individuals do no derive the same degree of satisfaction

though they perform the same job in the same job environment and at the

same time. Therefore, it appears that besides the nature of job and job

environment, there are individual variables which affect job satisfaction.

Thus, all those factors which provide a fit among individual variables, nature

of job, and situational variables determine the degree of job satisfaction. Let

us see what these factors are.

Individual factors:

Individuals have certain expectations from their jobs. If their expectations are

met from the jobs, they feel satisfied. These expectations are based on an

individual's level of education, age and other factors.

Level of education: Level of education of an individual is a factor which

determines the degree of job satisfaction. For example, several studies have

found negative correlation between the level of education, particularly higher

level of education, and job satisfaction. The possible reason for this

phenomenon may be that highly educated persons have very high

12

expectations from their jobs which remain unsatisfied. In their case, Peter's

principle which V suggests that every individual tries to reach his level of

incompetence, applies more quickly.

Age: Individuals experience different degree of job satisfaction at different

stages of their life. Job satisfaction is high at the initial stage, gets gradually

reduced, starts rising upto certain stage, and finally dips to a low degree. The

possible reasons for this phenomenon are like this.

When individuals join an organization, they may have some unrealistic

assumptions about what they are going to drive from their work. These

assumptions make them more satisfied. However, when these assumptions

fall short of reality, job satisfaction goes down. It starts rising again as the

people start to assess the jobs in right perspective and correct their

assumptions. At the last, particularly at the far end of the career, job

satisfaction goes down because of fear of retirement and future outcome.

Other factors: Besides the above two factors, there are other individual factors

which affect job satisfaction. If an individual does not have favorable social

and family life, he may not feel happy at the workplace. Similarly, other

personal problems associated with him may affect his level of job satisfaction.

Personal problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation

level and job content.

Occupation level: Higher level jobs provide more satisfaction as compared to

lower levels. This happens because high level jobs carry prestige and status in

the society which itself becomes source of satisfaction for the job holders. For

13

example, professionals derive more satisfaction as compared to salaried

people: factory workers are least satisfied.

Job content: Job content refers to the intrinsic value of the job which depends

on the requirement of skills for performing it, and the degree of responsibility

and growth it offers. A higher content of these factors provides higher

satisfaction. For example, a routine and repetitive lesser satisfaction; the

degree of satisfaction progressively increases in job rotation, job enlargement,

and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context -

formal and informal. Formal organization emerges out of the interaction of

individuals in the organization. Some of the important factors which affect job

important factors which affect job satisfaction are given below:

1. Working conditions: Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for

performing the job determine job satisfaction. These work in two ways. First,

these provide means job performance. Second, provision of these conditions

affects the individual's perception about the organization. If these factors are

favourable, individuals experience higher level of job satisfaction. ^^V*"^

2. Supervision: The type of supervision affects job satisfaction as in each

type of supervision; the degree of importance attached to individuals varies.

In employee-oriented supervision, there is more concern for people which is

perceived favorably by them and provides them more satisfaction. In job

oriented supervision, there is more emphasis on the performance of the job

and people become secondary. This situation decreases job satisfaction.

14

3. Equitable rewards: The type of linkage that is provided between job

performance and rewards determines the degree of job satisfaction. If the

reward is perceived to be based on the job performance and equitable, it offers

higher satisfaction. If the reward is perceived to be based on considerations

other than the job performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in

the context of job nature and work environment by they also attach

importance to opportunities for promotion that these job offer. If the present

job offers opportunity of promotion is lacking, it reduces satisfaction.

5. Work group: Individuals work in group either created formally of they

develop on their own to seek emotional satisfaction at the workplace. To the

extent such groups are cohesive; the degree of satisfaction is high. If the

group is not cohesive, job satisfaction is low. In a cohesive group, people

derive satisfaction out of their interpersonal interaction and workplace

becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the

context of an individual's physical and mental health, productivity,

absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individual's physical and mental

health. Since job satisfaction is a type of mental feeling, its favorableness or

un favorableness affects the individual psychologically which ultimately

affects his physical health. For example, Lawler has pointed out that drug

abuse, alcoholism and mental and physical health result from psychologically

15

harmful jobs. Further, since a job is an important part of life, job satisfaction

influences general life satisfaction. The result is that there is spillover effect

which occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and

productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job

satisfaction and productivity; when job satisfaction increases, productivity

increases; when satisfaction decreases, productivity decreases. The basic logic

behind this is that a happy worker will put more efforts for job performance.

However, this may not be true in all cases. For example, a worker having low

expectations from his jobs may feel satisfied but he may not put his efforts

more vigorously because of his low expectations from the job. Therefore, this

view does not explain fully the complex relationship between job satisfaction

and productivity.

The view: That is a satisfied worker is not necessarily a productive worker

explains the relationship between job satisfaction and productivity. Various

research studies also support this view. This relationship may be explained in

terms of the operation of two factors: effect of job performance on satisfaction

and organizational expectations from individuals for job performance.

1. Job performance leads to job satisfaction and not the other way round. The

basic factor for this phenomenon is the rewards (a source of satisfaction)

attached with performance. There are two types of rewards- intrinsic and

16

extrinsic. The intrinsic reward stems from the job itself which may be in the

form of growth potential, challenging job, etc. The satisfaction on such a type

of reward may help to increase productivity. The extrinsic reward is subject to

control by management such as salary, bonus, etc. Any increase in these

factors does not help to increase productivity though these factors increase job

satisfaction.

2. A happy worker does not necessarily contribute to higher productivity

because he has to operate under certain technological constraints and,

therefore, he cannot go beyond certain output. Further, this constraint affects

the management's expectations from the individual in the form of lower

output. Thus, the work situation is pegged to minimally acceptable level of

performance.

However, it does not mean that the job satisfaction has no impact o

productivity. A satisfied worker may not necessarily lead to increased

productivity but a dissatisfied worker leads to lower productivity.

Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the

workplace either unexcused absence due to some avoidable reasons or long

absence due to some unavoidable reasons. It is the former type of absence

which is a matter of concern. This absence is due to lack of satisfaction from

the job which produces a 'lack of will to work' and alienate a worker form

work as for as possible. Thus, job satisfaction is related to absenteeism.

Employee turnover:

Turnover of employees is the rate at which employees leave the organization

within a given period of time. When an individual feels dissatisfaction in the

17

organization, he tries to overcome this through the various ways of defense

mechanism. If he is not able to do so, he opts to leave the organization. Thus,

in general case, employee turnover is related to job

satisfaction. However, job satisfaction is not the only cause of employee

turnover, the other cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software

professionals is very high in India. However, these professionals leave their

organizations not simply because they are not satisfied but because of the

opportunities offered from other sources particularly from foreign companies

located abroad.

Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore, manager

should take concrete steps to improve the level of job satisfaction.

1. Re-designing the job.

2. Improving the quality of work life.

3. Linking rewards with performance.

4. Improving overall organizational climate.

18

CHAPTER 3

INDUSTRY PROFILE

19

INDUSTRY PROFILE

Liquor production is one of the profitable businesses in today’s

world. In India, several private, public and government companies are

producing liquor and making huge profits. But this liquor consumption is

injurious to human body. It will spoil the life of the young generations of

the country. The government cannot stop the production and distribution

of liquor because it accelerates the revenue in the form of tax. The

turnover tax of liquor (IMFL) sales is 96%.

KSBC (Kerala State Beverages Corporation) has the monopoly

right to distribute liquor throughout the state by KSBC and any other

selling activities within the state are illegal and are subject to severe

punishment including imprisonment.

The Kerala State Beverages (M&M) Corporation handles

potable liquor made out of Extra Neutral Alcohol. Potable liquor is a

consumable item containing potable Alcohol and other chemicals.

The role of KSBC is channelizing all kinds of liquor/beer/wine from

manufactures throughout the country for the consumers in Kerala.

Any non-availability of any item is the decision of the

respective manufacturer not to sell the item in Kerala. As such KSBC is

not restricting purchase of liquor from any manufacturer who is prepared

to enter into a valid contract. KSBC performs the role of procuring liquor

and take adequate steps to ensure the quality standards of liquor and place

them to the consumer through the various channels of distribution enabling

the consumer to take his preference. The liquor bought through KSBC

contains the holographic stickers pasted on the bottle caps.

20

The activity of KSBC confines to contracts for

procurement and distribution. Consumer has to know his health condition

while deciding to drink. Alcohol is not a freely marketable item like any

other consumable but can be sold only through license. In this point of

view there is a message that consumer has to check his health while

consuming liquor.

The judicial commissions of inquiry appointed by the

Government streamline the liquor trade in the state recommended:

1. To provide genuine liquor at reasonable price, through

Government agencies.

2. Exploitation through increased tax and exploitation by middlemen

should be stopped and consumer protection must be guiding

policy.

For achieving the above, nationalization of entire liquor trade was

suggested. In line with the suggestion, the Government decided to set up a

public sector corporation to procure spirit and arrange blending, bottling,

sealing, and distribution of arrack and also for dealing with the sale of

IMFL. An amendment was made in the Abkari Act 1984 to give effect to

the same.

KSBC was formed on 23-02-1984 to take over the wholesale distribution

of liquor in a phased manner and to eventually set up distilleries and

blending units to produce spirit, arrack and IMFL. Since then the

distribution of liquor has been bought under the control of Corporation

except for loose vending of liquor by Bars/clubs and a small portion of the

retails by Consumer Federation.

21

Objectives:

1. To provide genuine quality liquor consumers at reasonable prices.

2. To make available supplies of liquor commensurate to demand.

3. To evolve proper system to prevent misuse, distribution of

spurious liquor through unauthorized sources and evasion of duties

and taxes by middlemen.

4. Consumer protection and satisfaction.

22

CHAPTER 4

COMPANY PROFILE

23

COMPANY PROFILE

The Travancore Sugars and Chemicals Ltd (T.S. & C. Ltd.)

was incorporated in June 1937 with an authorized share capital of Rs.

60,00,000 with an objective to acquire carry on and transact the trades

and business of planters, general merchants and importers, manufactures

of dealers in sugar, wine and spirits. Now the company is concentrating

on Indian Made Fine Liquor (IMFL) production. There is no marketing

department in this company because the sales of IMFL products are only

done through the Kerala State Beverages Corporation (KSBC) Ltd. This

government company registered under joint stock Companies Act 1956

and its share capital, as at 2012 is Rs13,15,68,909.Manpower of the

company is 218 employees at present and turnover approximately for the

year ended 2013-2014 is 111cores. The operations of the company are

highly sophisticated over the years and the company has developed very

high reputation for the quality of its products. The products are resilient,

inexpensive and hygienic/ the company’s products are successfully

accepted in all over Kerala because the company follows strict quality

control measures.

Selection of proper location for a new plant is essential for the

smooth functioning of the company. Travancore Sugars and Chemicals

Ltd situated at the place called Valanjavattom near Thiruvalla. Major

reason for the selection of this location is availability of transportation

facilities, banking facilities and well skilled labour forces etc

24

BOARD OF DIRECTORS

CHAIRMAN : Mr. C. K. Viswanathan,

DIRECTOR : Mr. P. Marapandyan,

: Mr. Ishita Roy, IAS

MANAGING DIRECTOR : Mr. N. Shanker Reddy,

SENIOR MANAGER (FINANCE)

&SECRETARY IN CHARGE : Mr. Alex P. Abraham, FCA

AUDITOR : M/s Vishnu Rajendran & Co.

Chartered Accountants, Kottayam

BANKERS : State Bank of India, Thiruvalla.

State Bank of Travancore,

Thiruvalla.

Indian Overseas Bank,

Valanjavattom.

Government Treasury, Thiruvalla.

Pathanamthitta District

Co-operative

Bank Ltd, Niranam.

HDFC Bank, Thiruvalla.

LEGAL ADVISOR :M/s Menon & Pai, Ernakulam.

25

LOGISTICS

Internal Movement

Trolley and vehicles are used to move semi-finished goods from one

process station to another process station.

External Movement

In case of road transport, TSC has made contract with various transport

companies like K.R.W. (Kerala Road Ways Ltd.) and A.C cargo

management. Other mode of transportation is rail.

PRODUCT PROFILE

Travancore Sugars and Chemicals Ltd. produce variety of products,

which are given below:

1. INDIAN MADE FOREIGN LIQUOR:

During the financial year 2013-2014 the company sold 28275637 bulk

litres of IMFL valued Rs. 84136231. Now the company produces so

many brands of liquor, which are given below.

a) Major Premium Brandy:

This brand is specially produced for high-class segment. Normally this

brand is costlier than other products. It is one of the brands, which have a

great move in the market. This product is an advancement of its earliest

product named Commander VSOP Brandy.

b) Festival xxx Rum:

Festival xxx Rum is a leading in middle class segment. During the year

2013-2014 as per sales report, this brand makes good sales.

26

c) Jawan xxx Rum:

During the year 2011-2012 as per the sales report, this is the mist profit-

making brand of the company. The brand targets mainly on middle class

segment. Price of the product around Rs. 180 for 750 ml bottle. The main

ingredients are caromic colour, essence, extra 96% neutral alcohol + food

flavour.

d) Cheers xxx rum:

This is a special brand for low class segment. These brands also keep

good sales report, but low compared to others.

2. DENATURED AND METYLATED SPIRIT:

During the year 2011-2012 the company sold 17944 litres of metylated

spirit valued Rs. 792775 and 3259 litres of Denaturated spirit costing Rs.

143746, the earning from these were much high compared to its earnings

in previous year. In the previous year 2011-2012 total earnings from both

was around 6.5 lakhs only.

3. RECTIFIED SPIRIT:

During the year 2013-2014, the company sold 8062051liters of rectified

spirit valued 89 lakhs. It contains 94% alcohol.

27

CHAPTER 5

DATA ANALYSIS AND

INTERPRETATION

28

DATA ANALYSIS AND INTERPRETATION

The data after collection is to be processed and analyzed in accordance

with the outline and down for the purpose at the time of developing research

plan.

Technically speaking, processing implies editing, coding, classification

and tabulation of collected data so that they are amenable to analysis. The

term analysis refers to the computation of certain measures along with

searching for pattern groups. Thus in the process of analysis, relationship or

difference should be subjected to statistical tests of significance to determine

with what validity data can be said to indicate any conclusions.

The analysis of data in a general way involves a number of closely

related operations, which are performed with the purpose of summarizing the

collected data and organizing them in such a manner that they answer the

research questions. In this study the researcher followed above process

carefully and it is presented in this chapter

29

Table .1 – To know the department in which employees belongs to

Inference:

From the above table it shows that 35% of employees are

belongs to Mechanical stream. Also there is 30% of respondents

belongs to the Electrical stream also in majority.

SI. No. Department No. of Respondents Percentage

1. Electrical 30 30

2. Civil 25 25

3. Mechanical 35 35

4. Others 10 10

Total 100 100

30

FIGURE .1

REPRESENTS THE DEPARTMENT

30

25

35

10

31

Table .2 – To know the experience of employees

Source: survey data

Inference:

From the above table it shows that 34% of the employees have 4 – 6 years

experience.

SI. No. Work Experience No. of Respondents Percentage

1. Below 2 years 13 13

2. 2 – 4 years 30 30

3. 4 – 6 years 34 34

4. Above 6 years 23 23

Total 100 100

32

FIGURE .2

REPRESENTS THE EXPERIENCE OF THE EMPLOYEES

13

30

34

23

13

30

34

23

0

5

10

15

20

25

30

35

40

Below 2 years 2 – 4 years 4 – 6 years Above 6 years

33

Table .3 – To know the physical working environment

Source: survey data

Inference:

From the above table it shows that 57% of the employees were

feeling good about the working environment

SI.

No.

Working

Environment

No. of

Respondents Percentage

1. Excellent 12 12

2. Good 57 57

3. Fair 28 28

4. Poor 3 3

5. Very Poor 0 0

Total 100 100

34

FIGURE .3

REPRESENTS THE PHYSICAL WOKING ENVIRONMENT

12%

57%

28%

3% 0%

Excellent

Good

Fair

Poor

Very Poor

35

Table 4 – To know the satisfaction level of employees towards the non-

monitory benefits

Source: survey data

Inference:

From the above table it shows that 54% of the employees were satisfied towards the non-monitory benefits

SI.

No.

Non-Monitory Benefits offered to

Employees

No. of


1. Highly satisfied 14 14

2. Satisfied 54 54

3. Neither Satisfied nor Dissatisfied 25 25

4. Dissatisfied 5 5

5. Highly Dissatisfied 2 2

Total 100 100

36

FIGURE 4 REPRESENTS THE SATISFACTION LEVEL OF EMPLOYEES

TOWARDS THE NON-MONITORY BENEFITS

14

54

25

52

14

54

25

520

10

20

30

40

50

60

Highly satisfied Satisfied Neither Satisfied nor

Dissatisatisfied

Dissatisfied Highly Dissatisfied

37

Table .5 – To know the satisfaction level of respondents towards the work

assigned

Source: survey data

Inference:

From the above table it shows that 45% of the respondents were satisfied towards the work assigned.

SI.

No. Amount of Work

No. of

Respondents

Percentag

e


2. Satisfied 45 45

3. Neither Satisfied nor

Dissatisfied

12 12

4. Dissatisfied 18 18


Total 100 100

38

FIGURE .5

REPRESENTS THE SATISFACTION LEVEL OF RESPONDENTS TOWARDS THE WORK ASSIGNED

20

45

12

18

6

20

45

12

18

6

0

5

10

15

20

25

30

35

40

45

50

Highly satisfied Satisfied Neither Satisfied nor Dissatisfied


39

Table 6 – Opinion about the career development program in their

organisation

Source: survey data

Inference:

From the above table it shows that 56% of the employees were satisfied with the opinion about the carrier development programme in their organisation.

SI.

No. Career Development

No. of



2. Satisfied 56 56


Dissatisfied

22 22



Total 100 100

40

FIGURE 6

REPRESENTS OPINION ABOUT THE CAREER DEVELOPMENT PROGRAMME IN THEIR ORGANISATION

12

56

22

10

0

12

56

22

10

00

10

20

30

40

50

60



41

Table 7 – To know the cooperation of co-workers

Source: survey data

Inference:


satisfied with the cooperation of co-workers.

SI.

No. Co-operation of Workers

No. of



2. Satisfied 66 66


Dissatisfied

11 11

4. Dissatisfied 3 3


Total 100 100

42

FIGURE 7

REPRESENTS THE COOPERATION OF CO-WORKERS

20%

66%

11%3%

0%

Highly satisfied

Satisfied

Neither Satisfied nor Dissatisfeid

Dissatisfied

Highly Dissatisfied

43

Table 8 – To know the satisfaction of Respondents with top management

Source: survey data

Inference:

From the above table it shows that 51% of the employees were satisfied with

the top management.

SI.

No.

Satisfaction with Top

Management No. of Respondents Percentage


2. Satisfied 51 51

3. Neither Satisfied nor Dissatisfied 17 17

3. Dissatisfied 6 6


Total 100 100

44

FIGURE 8

REPRESENTS THE SATISFACTION OF RESPONDENTS WITH TOP MANAGEMENT

26%

51%17%

6%

0%

6%

Highly satisfied

Satisfied

Neither Satisfied nor Dissatisfied

Dissatisfied

Highly Dissatisfied

45

Table 9 – To know the satisfaction of Respondents with their

subordinates

Source: survey data

Inference:

From the above table it shows that 67% of the employees were satisfied with their subordinates.

SI.

No.

Satisfaction with

Subordinates

No. of



2. Satisfied 67 67


Dissatisfied

14 14

4. Dissatisfied 7 7


Total 100 100

46

FIGURE 9 REPRESENTS THE SATISFACTION OF RESPONDENTS WITH

THEIR SUBORDINATES

12%

67%

14%

7%

0%

Highly satisfied

Satisfied


Dissatisfied

Highly Dissatisfied

47

Table 4.10 – To know the level of satisfaction regarding nature of job

Source: survey data

Inference:


satisfied with their job.

SI.

No.

Job Satisfaction No. of Respondents Percentage


2. Satisfied 55 55


Dissatisfied

16 16

4. Dissatisfied 7 7


Total 100 100

48

FIGURE 10 REPRESENTS THE LEVEL OF SATISFACTION REGARDING

THE NATURE OF JOB

22%

55%

16%

7%

0%

Highly satisfied

Satisfied


Dissatisfied

Highly Dissatisfied

49

Table 11 – To know whether there is any job pressure in their work

Source: survey data Inference:

From the above table it shows that 72% of employees said there is job pressure in their work.

SI.

No.

Job Pressure No. of Respondents Percentage

1. Yes 72 72

2. No 28 28

Total 100 100

50

FIGURE 11

REPRESENTS WHETHER THERE IS ANY JOB PRESSURE IN

THEIR WORK

72%

28%

Yes

No

51

Table 12 – To know the opinion regarding opportunity provided by the

organisation in developing skills & talents

Source: survey data

Inference:

From the above table it shows that 52% of employees agreed regarding opportunity provided by the organisation in developing skills & talents.

SI.

No.

Development of Skills and

Talents No. of Respondents Percentage

1. Highly Agree 12 12

2. Agree 52 52

3. Neither Agree nor Disagree 28 28

4. Disagree 6 6

5. Highly Disagree 2 2

Total 100 100

52

FIRGURE 12 REPRESENTS THE OPPORTUNITY PROVIDED BY THE ORGANISATION IN DEVELOPING SKILLS & TALENTS

12%

52%

28%

6%

2%

Highly Agree

Agree

Neither Agree nor Disagree

Disagree

Highly Disagree

53

Table 13 – To know the satisfaction level of welfare facilities provided by

the management

Source: survey data Inference:

From the above table it shows that 57% of the employees were satisfied with the welfare facilities provided by the management.

SI.

No.

Welfare Facilities No. of Respondents Percentage


2. Satisfied 57 57


Dissatisfied

29 29

4. Dissatisfied 5 5

5 Highly Dissatisfied 0 0

Total 100 100

54

FIGURE 13 REPRESENTS THE SATISFACTION LEVEL OF WELFARE FACILITIES PROVIDED BY THE MANGEMENT

9%

57%

29%

5%

0% Highly satisfied

Satisfied


Dissatisfied

Highly Dissatisfied

55

Table 14 – To know the employee satisfaction towards the salary

Source: survey data

Inference:


satisfied with their salary.

SI.

No.

Payment Satisfaction No. of Respondents Percentage

1. Yes 67 67

2. No 33 33

Total 100 100

56

FIGURE 14

REPRESENTS THE SATISFACTION TOWARDS THE SALARY

010203040506070

Yes

No

67

33

57

Table 15 – To know the employees willingness to continue

Source: survey data

Inference:


willing to continue in this organisation.

SI.

No.

Willingness to Work No. of Respondents Percentage

1. Yes 59 59

2. No 41 41

Total 100 100

58

FIGURE 15

REPRESENTS THE EMPLOYEES WILLINGNESS TO CONTINUE

0

20

40

60

Yes

No

59

41

59

Table 16 – To know the opinion about policy and practices

Source: survey data

Inference:


feels good about the policy and practices.

SI.

No.

Company’s Policy and

Practices

No. of Respondents Percentage

1. Excellent 13 13

2. Very Good 23 23

3. Good 47 47

4. Bad 12 12

5. Very Bad 5 5

Total 100 100

60

FIGURE 16 REPRESENTS THE OPINION ABOUT POLICY AND PRACTICES

13%

23%

47%

12%

5%

Excellent

Very Good

Good

Bad

Very Bad

61

Table 17 – To know the promotion policy

Source: survey data

Inference:


satisfied about the company’s promotion policy.

SI.

No.

Company’s Promotion

Policy No. of Respondents Percentage

1. Highly Satisfied 14 14

2. Satisfied 57 57


Dissatisfied

20 20

3. Dissatisfied 7 7


Total 100 100

62

FIGURE 17

REPRESENTS THE COMPANY’S POLICY

14%

57%

20%

7%

2%Highly Satisfied

Satisfied


Dissatisfied

Highly Dissatisfied

63

Table 18– To know the overall job satisfaction

Source: survey data

Inference:


satisfied in their over all job satisfaction.

SI.

No. Overall Job Satisfaction No. of Respondents Percentage

1. Highly Satisfied 22 22

2. Satisfied 30 30


Dissatisfied

29 29



Total 100 100

64

FIGURE 18

REPRESENTS THE OVERALL JOB SATISFACTION

22

30 29

12

7

22

30 29

12

7

0

5

10

15

20

25

30

35

No. of Respondents

Percentage

65

TABLE 19

TABLE SHOWING RATING OF WELFARE MEASURES ADOPTED

BY THE COMPANY

SL NO Respondents

opinion

No. of


1 Excellent 60 60

2 Good 30 30

3 Satisfactory 10 10

Total 100

Interpretation

60% of the respondents says that welfare measures are excellent and 30%

says it is good and 10% are satisfied with it.

66

FIGURE 19

RATING OF WELFARE MEASURES ADOPTED BY THE COMPANY

0

10

20

30

40

50

60

Excellent Good Satisfactory

60

30

10

67

CHAPTER 6

FINDINGS SUGGESTIONS AND

CONCLUSION

68

FINDINGS

About 35% of the employees belong to Mechanical field. .

It is found that majority i.e.34% of the employees are having 4to 6

years experience.

Majority of the employees feel that their working environment is good.

Majority of the respondents were satisfied towards the non monitory

benefits provided by the company.

the respondents were satisfied towards the work assigned to them.

It is found from the study majority of the employees were satisfied with

the opinion about the carrier development program in their

organisation.

About 66% of the employees were satisfied with the cooperation of the

co-workers

Most of the employees are satisfied with the top management.

55% of the respondents responded that they are satisfied with their job.

About 72%of the respondent’s replied that there is job pressure in their

work.

60% of the respondents says that welfare measures are excellent and

30% says it is good and 10% are satisfied with it.

69

SUGGESTIONS

After the study it is found that majority of the employees working in

the organisation are well experienced. They are assets of the

organisation because they are helpful to the organisation to overcome

various problems. Try to retain the existing employees.

Employees are interested to work in a good and pleasant environment.

This will increase their production capacity. After this study it is found

that this organisation is providing good working conditions to the

employees, try to maintain the same.

Carrier development programs are a good tool to achieving the carrier

aspirations of the employees. Try to provide the same.

Adequate care should be taken for satisfying payment of wages Act,

Factory Act 1948, maternity benefit Act, 1961.

Most of the workers are casual workers, So job security is not in

mentioned. So adequate steps should be taken for securing job for the

workers.

70

CONCLUSION

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

have job satisfaction; the management has taken the best efforts to maintain

cordial relationship with the employees. Most of the motivates the employees

by giving fair wages and maintaining them with hygienic atmosphere, safety

and welfare facilities. From this study we can conclude that good job

satisfaction will increase the productivity and morale of employees.

71

BIBLIOGRAPHY

V.S.P.Rao, Human Resource Management.

Shashi.K. Gupta, Organisation Structure and Dynamics.

www.google.com

www.wikkipedia.com

72

http://www.google.com/

http://www.wikkipedia.com/

QUESTIONNAIRE

1. Which department you belong to?

Mechanical Electrical Civil Others

2. What is your working experience

Below 2 years 2 – 4 years 4 – 6 years Above 6 years

3. What is your opinion about physical working environment

Excellent Good Fair Poor Very Poor

4. Do you satisfied with the non-monitory benefits



5. Do you satisfied with your work assigned?



6. Do you satisfy the career development program in their organisation?



7. Do you satisfied with the cooperation of co-workers



8. Do you satisfied with the top management



73

9. Do you satisfied with the subordinates



10. Do you satisfied with the nature of job



11. Is there is any job pressure in their work

Yes No

12. What is your opinion regarding opportunity provided by the organisation

in developing skills & talents



13. Do you satisfied with the welfare facilities provided by the management



14. Do you satisfied with the salary

Yes No

15. Are you willing to continue?

Yes No

16. What is your opinion about policy and practices

Excellent Good Fair Poor Very Poor

17. Do you satisfied with the promotion policy

Highly satisfied Satisfied Neither Satisfied nor satisfied


74

18. How will you rate the overall employee satisfaction



19. How do you rate the welfare measures adopted by the company

Excellent Good Satisfactory

20. Do you feel job satisfaction associate with your productivity

Agree Disagree

21. Give suggestions and commands

75

Documents

Job Satisfaction in Travancore