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A Study on Employee Satisfaction CHAPTER 1 INTRODUCTION INTRODUCTION AND MEANING: Human resource management is concerned with the human being in an organization. It reflects a new outlook which views organization's manpower as its resources and assets. Human resource is the total knowledge, abilities, skills, talents and aptitudes of an organization's workforce. The values, ethics, beliefs of the individuals working in an organization also form a part of human resource. Human resource management is that process of management which develops and manages the human elements of enterprise. It is not only management of skills but also the attitude and aspirations of the people. When individuals come to work place, they come with not only technical skills, knowledge, experience etc., but also with their personal feelings, perception, desires, motives, attitude, values etc. So HRM means management of varies aspects of human resources. DEFINITION: Acharya Institute Of Graduate Studies Page 1

Employee Satisfaction at Workplace

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CHAPTER 1

INTRODUCTION

INTRODUCTION AND MEANING:

Human resource management is concerned with the human being in an

organization. It reflects a new outlook which views organization's manpower as its

resources and assets. Human resource is the total knowledge, abilities, skills, talents and

aptitudes of an organization's workforce. The values, ethics, beliefs of the individuals

working in an organization also form a part of human resource.

Human resource management is that process of management which develops

and manages the human elements of enterprise. It is not only management of skills but

also the attitude and aspirations of the people. When individuals come to work place,

they come with not only technical skills, knowledge, experience etc., but also with their

personal feelings, perception, desires, motives, attitude, values etc. So HRM means

management of varies aspects of human resources.

DEFINITION:

Human resource management may be defined as a set of policies, practices and

programs designed to maximize both personal and organizational goals. It is such a

process by which the people and organizations are bound together in such a way that

both of them are able to achieve their objects.

According to Edwin Flippo,Human resource management is the planning,

organizing, directing and controlling of the procurement, development, compensation,

integration, maintenance and reproduction of human resources to the end that

individual, organizational, individual and societal goals.

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HRP

RECRUITMENT SELECTION

T & DSOCIALIZATION

P.A PROMOTION, TRANSFERDEMOTION & SEPERATIONS

According to Leon C. Megginson the term Human Resource defined as “the

total knowledge, skills, creative abilities, talents and aptitudes of an organization

workforce, as well as the values, attitudes and beliefs of individual involved.

NATURE OF HRM:

HRM is concerned with employees both as individuals and as group in attaining

goals.

HRM is concerned with development of human resources.

HRM is continuous and never ending process.

It applies to all types of organization such as industry , trade, services, government,

social and commerce department.

HRM covers both organized and unorganized employees

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SCOPE OF HRM:

Setting general and specific management policy for organizational relationships and

establishing and maintaining a suitable organization for leaders and co-operation.

Collective bargaining, contract negotiation, contract administration and grievance

handling.

Staffing the organization, finding, getting and holding prescribed types and number

of workers.

Aiding in the self-development of employees at all levels providing opportunities

personal development and growth as well as for acquiring requisite skill and

experience.

Developing and maintaining motivation for workers by providing incentives.

Reviewing and auditing manpower management in the organization.

Industrial relations-carrying out studies designed to explain employee behavior and

thereby effecting improvement in manpower management.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

The functions of human resource management can be broadly classified into two

categories, viz.

1 Managerial Functions

2. Operative Functions

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Acharya Institute Of Graduate StudiesPage 4

Functions of HRM

Operative Functions

Managerial Functions

Planning Employment

Organizing

Direction

Controlling

Human Resource Development

Compensation

Human Relations

Industrial Relations

Recent Trends in HRM

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A. MANAGERIAL FUNCTIONS

1. Planning:

It is a pre determined course of action .Planning pertains to formulating strategy of

personnel programs and changes in advance that will contribute to the

organizational goal. In other word it involves planning of human resources,

requirement, recruitment, selection, training etc. It also involves the forecasting of

personnel needs, Changing values, attitudes, and behaviour of employees.

2. Organizing:

An organization is a mean to an end .it s essential to carry out the determined

course of action. In the words of J.C Massie an organization is a Structure and a

process by which cooperative group of human being allocated its task to its

members ,identify the relationship and integrates the activity towards a common

objectives. Complex relation exists between specialized departments and general

departments as many top managers are seeking the help of personnel managers.

Thus an organization establishes the relationship among the employees and they

can collectively contribute to the attainment of the company goals.

3. Direction:

The next logical function after completing planning and organizing is the

execution of the plan. The basic function of personnel management at any level

is motivating, commanding, leading and activating people. The willing and

effective cooperation of employees for the attainment of organizational goals is

possible through motivation and command .Co-ordination deals with the task of

blending efforts in order to ensure successful attainment of an objectives.

4. Controlling:

After planning, organizing and directing various activities of personnel

management, the performance is to be verified in order to know that the

personnel functions are performed in conformity with the plans, identification of

deviation if any and correcting the identified deviations.

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B. OPERATIVE FUNCTIONS

The operative functions of human resources management are related to specific

activities of personnel management such as follows

1. EMPLOYMENT:

It is the first operative function of human resource management. It includes

i. Job analysis:

It is the process of study and collection of information relating to the operations

and responsibilities of specific job.

ii. Human resource Planning

It is a process of determining and assuring that the organization will have an

adequate number of qualified persons, available at proper times, performing job

which will meet the needs of the organization and which provides satisfaction of

individuals

iii. Recruitment:

It is the process of searching for prospective employees and stimulates them for

applying for the job.

iv. Selection:

It is the process of ascertaining the qualification, experience, skills, knowledge

etc, of an applicant with a view to appraising his or her job

v. Placement:

It is the process of assigning the selected candidates with most suitable job in

terms of job requirement. It is matching of employee’s specification with job

requirement.

vi. Induction and Orientation:

Induction and orientation are the techniques by which a new employee is

rehabilitated in the changed surroundings and introduced to the practices,

policies, purposes and people etc.

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2. HUMAN RESOURCE DEVELOPMENT:

It is the process of improving, moulding, and changing the skills, , creative

ability, aptitude, attitude, values, commitment etc. Based on present and future

job and organizational requirement .this includes

i. Performance appraisal:

It is the systematic evaluation of individual with respect of their performance on

the job and their potential for development.

ii. Training:

It is the process of imparting to the employees technical and operating skills and

knowledge

iii. Management Development:

It is the process of designing and conducting suitable executive development

program so as to develop the managerial and human relation skill of the

employee

iv. Career Planning and Development:

It is the planning of one’s career and implication of career plan in means of

education, training, job search, and acquisition of work experience.

v. Internal Mobility:

It includes vertical and horizontal movement of an employee within the

organization.

vi. Transfer:

It is the process of placing the employee in the same level of jobs where they

can be utilized more effectively in consistence with their potentialities and need

of employee and the organization.

vii. Promotion:

It deals with upward reassignment given to an employee in the organization to

occupy higher position which commands better status and pay keeping the

human resources of the employees and job requirement

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viii. Demotion:

It deals with downward reassignment to an employee in the organization

ix. Change and Organization Development:

Change implies the creation of imbalance in the existence pattern of situations.

Organization development is a planned process designed to improve

organizational effectiveness and health through modification in individual and

group behaviour culture and system of the organization using the knowledge and

technology of applied behaviour science.

3. COMPENSATION:

It is the process of providing adequate, equitable and fair remuneration to the

employees it includes.

i. Job Evaluation:

Process of evaluating relative worth of the job

ii. Wage and salary administration:

It is the process of developing and operating suitable wage and salary program.

iii. Incentives:

It is the process of formulating, Administrating and reviewing the scheme of

financial incentives in addition to regular payment of wage and salary.

iv. Bonus:

It includes the payment of statutory bonus according to the payment of payment

act1965.

v. Fringe Benefits:

There are various benefits at the fringe of the wage. The management provides

these benefits to motivate the employees and to meet life’s contingencies.

vi. Social Security’s Measures:

Management provides social security to their employees in addition to the fringe

benefits.

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4. HUMAN RELATION :

Practices various human resources, development, and compensation interaction

among employees create a sense of relationship between the individual worker

and management, among workers and trade unions and the management.

5. INDUSTRIAL RELATION

Industrial relation refers to the study of relation among employees, employer,

government and trade unions. It includes

Indian labour market

Trade unionism

Collective bargaining

industrial conflicts

Workers participation in the management

Quality circle

6. RECENT TRENDS IN HRM

It includes

Quality of work life

Total quality in human resources

HR Accounting ,Audit and research

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

Objectives are the pre-determined goals to which individual or group activity in an

organization is directed. Objectives of human resource management are as follows:-

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To create and utilize an able and motivated workforce, to accomplish the basic

organizational goals.

To establish and maintain sound organizational structure and desirable working

relationships among all the members of the organization

To secure the integration of the individual and groups within the organization by co-

ordination of the individual and group goals with those of the organization.

To create facilities and opportunities for the individual or group development so as

to match it with the growth of the organization.

To attain an effective utilization of human resources in the achievement of

organizational goals.

To identify and satisfy individual and group needs by adequate and equitable wages,

incentives, employee benefits and social security and measures for challenging work

, prestige, recognition, security, status, etc.

NEED FOR HRM:

1. Better industrial relations.

2. Develop organizational commitment.

3. Coping with changing environment.

4. Change in political philosophy.

5. Increased pressure on employees.

LIMITATIONS

HRM approach is very useful in creating work culture in the organization but

still suffers from certain limitations.

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1. Recent origin:

HRM is of origin. So it lacks universally approved academic base. Different people try

to define the term differently. Some thinkers considered it as a new name to personal

management.

2. Lack of top management support:

HRM must have the support of top level management. The change in attitude at the top

can bring good results while implementing HRM. Because of passive attitude at the top,

this work is handled by personal management people. Unless otherwise there is change

in approach and attitude nothing spectacular is going to happen.

3. Improper Implementation:

HRM should be implemented by assessing the training and development needs of the

employees. The needs and aspirations of people should be taken into account while

framing human resources policies.

4.Inadequate development programs:

HRM requires implementation of programs such as career planning, on the job training,

development programs, counselingetc; there is a need to create an atmosphere of

learning in the organization.

5. Inadequate information:

Some organizations do not have requisite information about their employees. In the

absence of adequate information and data base this system cannot be properly

implanted. There is a need to collect, store and retrieval of information before

implementing human resource management

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INTRODUCTION TO JOB SATISFACTION

Job Satisfaction refers to a person’s feelings of satisfaction on the job, which

acts as a motivation of work. It is not self satisfaction, happiness or self contentment but

satisfaction on the job.

The term relates to the total relationship between an individual and the employer

for which he is paid. Satisfaction does mean the simple feelings state of accomplishing

the attainment of any goals.

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 the factors

include the level of pay and benefits, promotion system within the company, the quality

of the working conditions, leadership and social relationships.

The other influences on satisfaction include the management style and culture,

employee involvement, empowerment and autonomous work groups. Job satisfaction is

a very important attribute which is frequently measured by organizations.

DEFINITIONS:

According to Prof. Smith Job Satisfaction is “the feelings of a worker about his

job”.

According to Prof. Loquats and Prof. Davis Job Satisfaction is “a fulfilment of

the requirements of an individual by the work environment”.

Job satisfaction has been defined as a pleasurable emotional state resulting from

the appraisal of one’s job, an affective reaction to one’s job, and an attitude towards

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one’s job. This definition suggests that we form attitudes towards jobs by taking

account our feelings our beliefs and our behaviour.

HISTORY:

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. 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.

Scientific management (aka Taylorism) also had a significant impact on the

study of job satisfaction. Frederick Winslow Taylor’s 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 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 Taylor’s work.

Some argue that Maslow’s 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.

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Job satisfaction can also be seen within the broader context of the range of

issues which affect an individual's experience of work, or their quality of working life.

Job satisfaction can be understood in terms of its relationships with other key factors,

such as general well-being, stress at work, control at work, home-work interface, and

working conditions.

CONCEPT OF JOB SATISFACTION:

Job satisfaction is the end feeling of a person after performing tasks. To the

extent that a person‘s job fulfills his dominant needs and is consistent with his

expectation and values, the job will satisfying. The feeling would be expectation and

values the will be satisfying. The feeing would be positive or negative depending upon

whether need is satisfied or not.

Job satisfaction is different from motivation and morale.Motivation refers to the

willingness to work. Satisfaction on the other hand implies a positive emotional state.

Job satisfaction may be considered as, the dimension of the morale and morale also is

source of satisfaction. Job satisfaction is the end feeling which may influence sub-

sequent behavior. Thus, the job satisfaction is an employees’ general attitude towards

his job.

APPROACHES OF JOB SATISFACTION:

The two main approaches are:

1. Single Global Rating Approach

2. Summation Score Approach

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SINGLE GLOBAL RATING APPROACH:

This method is nothing but asking individuals to respond to one question such as

things considered how satisfied you are with your job respondents then reply by circling

a number from one to five that corresponds to answer from “highly satisfied to highly

dissatisfied”.

SUMMATION SCORE APPROACH:

Summation of job is more sophisticated, it identifies key elements in a job and

asks for employees feelings about the job. Typical factors that would be included are the

nature of work. Supervision, presentation pays promotion opportunities with co-

workers. Supervision rated on a standardized scale and up to now overall job

satisfaction score.

NEED FOR JOB SATISFACTION

Seeking information with regard to job satisfaction in an industrial set up is an

important factor because the measurement of job satisfaction is extremely important. By

knowing workers attitudes towards their job, a firm can correct certain areas and

thereby improve the level of job satisfaction of its workers. Moreover, it helps the

management in selecting the better procedures.

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NATURE OF WORK:

Most of the employees need intellectual challenges on jobs. They tend to prefer being

given opportunities to use their skills and abilities offered a variety of tasks, freedom

and feedback on how well they are doing. These characteristics make jobs mentally

challenging.

PROMOTIONS:

Promotional opportunities affect job satisfaction considerably. The desire of promotion

is generally strong among employees as it involves change in job, responsibility,

independence, status and monetary benefits.

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Job

Satisfaction

Wages

Work

Promotion

Supervision

Work Group

Security

Working Condition

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SUPERVISION:

There is a positive relationship between the quality of supervision and job satisfaction.

Supervisors establish a supportive personal relationship with subordinates and take

personal interest to improve employee’s job satisfaction.

WORK GROUP:

The work group serves as a satisfaction to individual employees. It provides group

members with opportunities for interactions with each other.

JOB SECURITY:

It is positive when the executive or employee feels that he has reasonable chance of

working under conditions of the company. Job security makes him to feel the

satisfaction over his job and it gives secured future of employees.

WAGES:

Wages plays a significant role in influencing job satisfaction. This is because of two

reasons. Firstly, money is an important instrument in fulfilling one’s need and secondly,

employees often see pay as a reflection of management’s concern towards employees.

WORKING CONDITIONS:

The condition under which a person has a marked influence on his health, efficiency,

psychology and quality of work.Environment creates an efficient man; if we improve

the working environment we can improve his level of job satisfaction. So, in any

industrial set up working condition, ventilation, illumination and safety should be good

and excellent.

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DETERMINANT OF JOB SATISFACTION:

The various factors influencing in job satisfaction may be classified into 2 categories:

Environmental factors related to work environment which are important can classified

as follows.

1. Job content: Herb erg suggested that job content in a term of achievement

Work itself tends to recognition advancement responsibility and the work itself tends to

provide satisfaction but is less reparative and there is a variation in job content job

satisfaction tends to be together

2. Occupational level:Generally the higher level of the job in organization hierarchthe

greater satisfaction of the individual this is because position are higher level are

better paid more challenging and provide greater freedom of operation such job

carry greater prestige. Self control and need satisfaction.

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JOB SATISFACTION

Personal factorsEnvironmental factors

AgeJob content

Sex

Marital statusPay and promotion

Occupational level

ExperienceWork group supervision

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3. Pay and promotion:All other things being equal higher pay and better

opportunity for promotional needs to higher job satisfaction.

4. Work groups: Man is a social animal and likes to be associated with other

interaction in the work group help to satisfy social and psychological needs therefore

isolated workers tends to be dissatisfied.

5. Supervisors: Considerate supervisors tend to improve the job satisfaction of

workers. Employees satisfaction from supervisory behavior depend upon influence

which supervisor exercise on his own power.

Personal factors:

Personal life exercise significant on job satisfaction influence on the job satisfaction.

The main elements of the personal life are given below:

1. Age: some research studies reveal a positive correlation between age job

satisfactions.

A worker in the advanced age tends to be more satisfied probably because they adjusted

with their job conditions.

2. Sex: One study reveal that women are less satisfied than men, due to fever job

opportunities for females. But female workers may be more satisfied due to their

occupational aspirations.

3. Educational qualification: generally more educated employees tend to be less

satisfied with their jobs probably due to their greater responsibilities.

4. Marital status: the general impression is that married employees and employees

having more depended tend to be more dissatisfied due to their greater responsibilities.

5. Experience: job satisfaction tends to increase with increasing years of experience but

it may decrease after 20years of experience particularly among people who have not

realized their expectation.

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THEORIES OF JOB SATISFACTION:

The main theoretical to job satisfaction are as follows:

Need fulfilment theory

Equity theory

Two factors theory

Discrepancy theory

Equity -discrepancy theory

1. Need fulfilment theory:

According to this theory a person is satisfied when he gets from his job what he wants.

The more he wants something or the more important it is him the more satisfied he is

when he received it in those needs of a individual can be satisfied. Thus job satisfaction

is positively related to the degree to which ones needs are fulfilled.

2. Equity theory:

Under this theory it is believed that a person job satisfaction depends upon his

perceived equity as determined by his input output balance of others. Every individual

compares his rewards with those of a reference group job satisfaction is thus a function

of the degree to which the job characteristics meet the desires of the reference group.

Equity Theory shows how a person views fairness in regard to social

relationships. During a social exchange, a person identifies the amount of input gained

from a relationship compared to the output, as well as how much effort another persons

puts forth. Equity Theory suggests that if an individual thinks there is an inequality

between two social groups or individuals, the person is likely to be distressed because

the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the

same benefits. If one individual gets a pay raise for doing the same or less work than the

other, then the less benefited individual will become distressed in his workplace. If, on

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the other hand, one individual gets a pay raise and new responsibilities, then the feeling

of inequality is reduced.

3. Two factor theory:

Frederick Herzberg’s 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.

An employee’s motivation to work is continually related to job satisfaction of a

subordinate. Motivation can be seen as an inner force that drives individuals to attain

personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating

factors are those aspects of the job that make people want to perform, and provide

people with satisfaction, for example achievement in work, recognition, promotion

opportunities.

These motivating factors are considered to be intrinsic to the job, or the work

carried out. Hygiene 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 criticised in that it does not

specify how motivating/hygiene factors are to be measured.

4. Discrepancy theory:

According this theory job satisfaction depends upon what a person actually

received from job and what expects to receive. When the rewards actually received are

less than the expected rewards it causes dissatisfaction.

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The concept of discrepancy theory explains the ultimate source of anxiety and

dejection. An individual, who has not fulfilled his responsibility feels the sense of

anxiety and regret for not performing well, they will also feel dejection due to not being

able to achieve their hopes and aspirations.

According to this theory, all individuals will learn what their obligations and

responsibilities for a particular function, over a time period, and if they fail to fulfill

those obligations then they are punished. Over time, these duties and obligations

consolidate to form an abstracted set of principles, designated as a self-guide. 

Agitation and anxiety are the main responses when an individual fails to achieve

the obligation or responsibility. This theory also explains that if achievement of the

obligations is obtained then the reward can be praise, approval, or love. These

achievements and aspirations also form an abstracted set of principles, referred to as the

ideal self guide. When the individual fails to obtain these rewards, they begin to have

feelings of dejection, disappointment, or even depression.

5. Equity discrepancy theory:

This is a combination of equity and discrepancy theories. Lawler has adopted

the difference approach of discrepancy theory rather than the ratio approach of equity

theory. Under this theory satisfaction is defined as the difference between the outcome

that one per receiver he actually received and outcome that one feels he should receive

in comparison with others.

WAYS OF MEASURING JOB SATISFACTION:

How job satisfaction is measured depends on whether affective or cognitive job

satisfaction is of interest. The majority of job satisfaction measures are self-reports and

based on multi-item scales. Several measures have been developed over the years,

although they vary in terms of how carefully and distinctively they are conceptualized

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with respect to affective or cognitive job satisfaction. They also vary in terms of the

extent and rigour of their psychometric validation.

The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly

affective as opposed to cognitive, measure of overall affective job satisfaction. The

BIAJS differs from other job satisfaction measures in being comprehensively validated

not just for internal consistency reliability, temporal stability, convergent and criterion-

related validities, but also for cross-population invariance by nationality, job level, and

job type. Reported internal consistency reliabilities range between .81 and .87

The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction

measure. It measures one’s satisfaction in five facets: pay, promotions and promotion

opportunities, coworkers, supervision, and the work itself. The scale is simple,

participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to

whether given statements accurately describe one’s job.

Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ

measures job satisfaction in 20 facets and has a long form with 100 questions (five

items from each facet) and a short form with 20 questions (one item from each facet).

The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally,

the Faces Scale of job satisfaction, one of the first scales used widely, measured overall

job satisfaction with just one item which participants respond to by choosing a face.

CREATING JOB SATISFACTION:

So, how is job satisfaction created? What are the elements of job satisfaction created?

Organization can help to create a job satisfaction by putting systems in place that

worker are challenge and then rewarded for being successful. Organization that as per

to creating a work environment that enhance job satisfaction need to in cooperate the

following.

Flexible work arrangements possibly including telecommunicating.

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Training and other professional growth opportunities.

Interesting work that offer variety and challenging, allow the worker of the

opportunity to put his or her signature on the finished product. Opportunities to

use one talent to be creative is probably the most important point to bear in mind

when considering job satisfaction is that there are many factors that job

satisfaction and that what makes workers happy with their jobs varies from one

worker to another worker and from day to day apart from the factors mentioned

above job satisfaction is also influenced by the employees personal

characteristics. The manager’s personal characteristics and management styles

and nature of job work itself. Manager who wants to maintain a high level of job

satisfaction in the work force must try to understand the needs of each member

of the work force.

For eg; when creating work teams managers can enhance workers satisfaction by

placing people with similar backgrounds, experience or needs in the same work

group. Also managers can enhance job satisfaction by carefully by matching

workers with the type of the work.

For eg: a person who does not a pay attention to detail would hardly make a

inspector and shy worker is unlikely to be a good sales person. As much as

possible manager should match job task to employee’s personalities. manager

who are serious about the job satisfaction workers can also take other deliberate

step to create a stimulating work environment .one such step is job enrichment,

job enrichment is a deliberate upgrading of responsibility scope and challenge

in the work itself job enrichment usually includes increase responsibility,

recognition and opportunities for growth learning and achievement .large

companies that have used job enrichment programme to increase employee

motivation and job satisfaction include AT&T,IBM and general motors .

Good management has the potential for creating high morale high productivity

and a sense of purpose and meaning for the organization and its employees

empirical findings by ting (1997)shows that job characteristics such as pay

promotional opportunity task clarity significance commitment and relationship

with supervisor and co workers have significant effects on job satisfaction .

These job characteristics can be carefully managed to enhance job satisfaction.

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INDUSTRY PROFILE

INTRODUCTION TO THE INDUSTRY

A machine tool is a machine for shaping or machining metal or other rigid

materials, usually by cutting, boring, grinding, shearing or other forms of deformation.

Machine tools employ some sort of tool that does the cutting or shaping. All machine

tools have some means of constraining the work piece and provide a guided movement

of the parts of the machine. Thus the relative movement between the work piece and

the cutting tool (which is called the tool path) is controlled or constrained by the

machine to at least some extent, rather than being entirely "offhand" or "freehand".

The precise definition of the term machine tools varies among users, as detailed

in the "Nomenclature and key concepts" section. It is safe to say that all machine tools

are "machines that help people to make things", although not all factory machines are

machine tools.

Today machine tools are typically powered other than by human muscle (e.g.,

electrically, hydraulically, or via line shaft), used to make manufactured parts

(components) in various ways that include cutting or certain other kinds of deformation.

With their inherent precision, machine tools enabled the economical production

of interchangeable parts.

HISTORY OF MACHINE TOOLS

Machine tools filled a need created by textile machinery during the industrial

revolution in England in the middle to late 1700s. Until that time machinery was made

mostly from wood, often including gearing and shafts. The increase

in mechanization required more metal parts, which were usually made of cast

iron or wrought iron. Cast iron could be cast in molds for larger parts, such as engine

cylinders and gears, but was difficult to work with a file and could not be hammered.

Red hot wrought iron could be hammered into shapes. Room temperature wrought iron

was worked with a file and chisels and could be made into gears and other complex

parts; however, hand working lacked precision and was a slow and expensive process.

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James Watt was unable to have an accurately bored cylinder for his first steam

engine, trying for several years until John Wilkinson invented a suitable boring machine

in 1774, boring Boulton& Watt's first commercial engine in 1776.

The advance in the accuracy of machine tools can be traced to Henry Maudslay

and refined by Joseph Whitworth. That Maudslay had established the manufacture and

use of master plane gages in his shop (Maudslay& Field) located on Westminster Road

south of the Thames River in London about 1809, was attested to by James Nasmyth

who was employed by Maudslay in 1829 and Nasmyth documented their use in his

autobiography.

The process by which the master plane gages were produced dates back to

antiquity but was refined to an unprecedented degree in the Maudslay shop. The process

begins with three plates each given an identification (ex., 1, 2 and 3). The first step is to

rub plates 1 and 2 together with a marking medium (called bluing today) revealing the

high spots which would be removed by hand scraping with a steel scraper, until no

irregularities were visible. This would not produce absolutely true plane surfaces but a

"ball and socket" fit, as this mechanical fit, like two perfect planes, can slide over each

other and reveal no high spots. Next, plate number 3 would be compared and scraped to

conform to plate number 1. In this manner plate’s number 2 and 3 would be identical.

Next plate’s number 2 and 3 would be checked against each other to determine what

condition existed; either both plates were "balls" or "sockets". These would then be

scraped until no high spots existed and then compared to plate number 1. After

repeating this process, comparing and scraping the three plates together, they would

automatically generate exact true plane surfaces accurate to within millionths of an inch.

The traditional method of producing the surface gages used an abrasive powder

rubbed between the plates to remove the high spots, but it was Whitworth who

contributed the refinement of replacing the grinding with hand scraping. Sometime after

1825 Whitworth went to work for Maudslay and it was there that Whitworth perfected

the hand scraping of master surface plane gages. In his paper presented to the British

Association for the Advancement of Science at Glasgow in 1840, Whitworth pointed

out the inherent inaccuracy of grinding due to no control and thus unequal distribution

of the abrasive material between the plates which would produce uneven removal of

material from the plates.

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With the creation of master plane gages of such high accuracy, all critical components

of machine tools (i.e., guiding surfaces such as machine ways) could then be compared

against them and scraped to the desired accuracy.

The first machine tools offered for sale (i.e., commercially available) were

constructed by Matthew Murray in England around 1800. Others, such as Henry

Maudslay, James Nasmyth, and Joseph Whitworth, soon followed the path of expanding

their entrepreneurship from manufactured end products and millwright work into the

realm of building machine tools for sale.

Important early machine tools included the slide rest lathe, screw-cutting

lathe, turret lathe, milling machine, pattern tracing lathe (shaper) and metal planer,

which were all in use before 1840. With these machine tools the decades old objective

of interchangeable parts was finally realized. An important early example, which is now

taken for granted was the standardization of screw fasteners such as nuts and bolts.

Before about the beginning of the 19th century, these were used in pairs, and even

screws of the same machine were generally not interchangeable. Methods were

developed to cut screw thread to a greater precision than that of the feed screw in the

lathe being used. This led to the bar length standards of the 19th and early 20th

centuries.

Forerunners of machine tools included bow drills and potter's wheels, which had

existed in ancient Egypt prior to 2500 BC, and lathes are known to have existed in

multiple regions of Europe since at least 1000 to 500 BC. But it was not until the

later Middle Ages and the Age of Enlightenment that the modern concept of a machine

tool—a class of machines used as tools in the making of metal parts, and incorporating

machine-guided tool path—began to evolve. Clock makers of the Middle Ages

and renaissance men such as Leonardo da Vinci helped expand humans' technological

milieu toward the preconditions for industrial machine tools. During the 18th and 19th

centuries, and even in many cases in the 20th, the builders of machine tools tended to be

the same people who would then use them to produce the end products (manufactured

goods). However, from these roots also evolved an industry of machine tool builders as

we define them today, meaning people who specialize in building machine tools for sale

to others.

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The demand for machine tools has been driven by various manufacturing

industries over the centuries. The human desire for firearms (from small

arms through artillery) was the earliest, and it has lasted as a top driver through the

present. Lathes and boring machines for boring cannon barrels led the way. The next

major impetus of machine tool development was the building of textile machinery

during the Industrial Revolution in England. Historians of machine tools often focus on

a handful of major industries that most spurred machine tool development. In order of

historical emergence, they have been firearms (small arms and artillery); clocks; textile

machinery; steam engines (stationary, marine, rail, and otherwise; the story of

how Watt's need for an accurate cylinder spurred Boulton's boring machine is discussed

by Roe (1916); sewing machines; bicycles; automobiles; and aircraft. Others could be

included in this list as well, but they tend to be connected with the root causes already

listed. For example, rolling-element bearings are an industry of themselves, but this

industry's main drivers of development were the vehicles already listed—trains,

bicycles, automobiles, and aircraft; and other industries, such as tractors, farm

implements, and tanks, borrowed heavily from those same parent industries.

HOW MACHINE TOOLS RUN?

Machine tools can be powered from a variety of sources. Human and animal

power was used in the past, as was water power; however, following the development

of high pressure steam engines in the mid 19th century, factories increasingly used

steam power. Factories also used hydraulic and pneumatic power. Many small

workshops continued to use water, human and animal power until electrification after

1900.

Today most machine tools are powered by electricity; however, hydraulic and

pneumatic powers are sometimes used, but this is uncommon.

AUTOMATIC CONTROL OR EVOLUTION OF THE INDUSTRY

Machine tools can be operated manually, or under automatic control. Early

machines used flywheels to stabilize their motion and had complex systems of gears and

levers to control the machine and the piece being worked on. Soon after World War II,

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the numerical control (NC) machine was developed. NC machines used a series of

numbers punched on paper tape or punched cards to control their motion. In the 1960s,

computers were added to give even more flexibility to the process. Such machines

became known as computerized numerical control (CNC) machines. NC and CNC

machines could precisely repeat sequences over and over, and could produce much

more complex pieces than even the most skilled tool operators.

Before long, the machines could automatically change the specific cutting and

shaping tools that were being used. For example, a drill machine might contain a

magazine with a variety of drill bits for producing holes of various sizes. Previously,

either machine operators would usually have to manually change the bit or move the

work piece to another station to perform these different operations. The next logical step

was to combine several different machine tools together, all under computer control.

These are known as machining centres, and have dramatically changed the way parts

are made.

From the simplest to the most complex, most machine tools are capable of at

least partial self-replication, and produce machine parts as their primary function.

Examples of machine tools are:

Broaching machine

Drill press

Gear shaper

Hobbing machine

Hone

Lathe

Screw machines

Milling machine

Shear (sheet metal)

Shaper

Saws

Planer

Stewart platform mills

Grinding machine

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CURRENT TRENDS:

Now India stands 17th in production and 12th in consumption of machine tool in the

world. The country is set to become a key player in the global machine tool industry

and is likely to see substantial high end machine tool manufacturing, even as china

keeps its lead in lower end volume.

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CHAPTER-2

RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure.

2.1 TITLE OF THE STUDY

A study on “EMPLOYEE SATISFACTION IN RELATION TO THEIR JOB” at

VJ INDUSTRIES PVT LTD

2.2 STATEMENT OF THE PROBLEM

Organizations in the modern era want employees to be with them permanently. So they

are giving them lot of facilities. But employees have lot of demands to be met. In order

to analyze their demands this study is carried out to understand the job satisfaction

levels which in turn help company in achieving profits at a faster rate.

2.3 OBJECTIVES OF THE PROBLEM:

o To study the various factors which influence job satisfaction

o To study the difference in level of satisfaction of employees

o To study the various facilities provided to employees by the organization.

o In further, to study what the employees are expecting from the company.

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2.4 SCPOE OF THE STUDY:

o The scope of the study is confined to “VJ Industries Pvt Ltd”

o The scope of the study focus on evaluation of only employee’s job satisfaction

in “VJ Industries Pvt Ltd”.

2.5 RESEARCH METHODOLOGY:

The methodology adopted for the study is empirical research. Empirical research relies

on experience or observation alone, often without due regard for system and theory. It is

a data based research, coming up with the conclusions which are capable of being

verified by observation or experiment. We can also call it experimental research.

2.6 SAMPLE DESIGN:

The study is conducted by simple-random convenient sampling technique for the

purpose of assuring the sample size.

2.7 SAMPLE SIZE:

The sample size consists of 60 respondents.

2.8 SOURCES OF DATA

PRIMARY SOURCE OF DATA:

Primary data have been collected through interviewing the employees personally by

using the method of questionnaire

1. Personal interview

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2. questionnaire

SECONDARY SOURCE OF DATA

Secondary data has been collected from different sources. They are as follows:

1. Monthly magazines issued by the company

2. Data collected through websites.

2.9 PLAN OF ANALYSIS:

The information from the questionnaire is classified and analyzed

Results are calculated in percentages

Results are analyzed

Sub-divided bar diagrams and pie-charts are used for depicting the available

information.

2.10 LIMITATION OF THE STUDY:

This study is limited to employees working in “VJ Industries Pvt Ltd”

Time is another limited factor

Lack of interest among the respondent is another limiting factor for collecting

the data.

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2.11 CHAPTER SCHEME:

Chapter 1: Introduction

This chapter gives a brief introduction about the concept ofEMPLOYEE

SATISFACTION IN RELATION TO THEIR JOB a study conducted atVJ

INDUSTRIES PVT LTDBangalore.

Chapter 2: Research Design

This chapter deals with the concepts of research design such as title of the study,

statement of the problem, objectives of the study, scope of the study, concepts,

methodology and limitations of the study.

Chapter 3: Company profile

This chapter gives a brief insight VJ INDUSTRIES PVT LTD in terms of its

founding principles, composition, business growth, performance appraisal methods,

achievements and future Prospects of the corporation.

Chapter 4: Analysis & Interpretation

This chapter includes tabulation, analysis and inference of the data collected

represented in graphical form

Chapter 5: Summary of Findings, Suggestions & Conclusions

This chapter concludes the project report. It comprises of the findings and

conclusion, justification of the objectives of the study and the various

recommendations and suggestions that can be made.

Annexure

Bibliography

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CHAPTER-3

COMPANY PROFILE

VJ INDUSTRIES

INDUSTRY OVERVIEW

The company is an ISO 9001-2008 Certified Company operating on a 22,000 sq. ft.

manufacturing facility in Peenya Industrial Area, Bangalore. Each part is sent

through various stages of documented in-process and final inspection quality control

to guarantee that every detail of your part has been checked and approved.

Their components are exported to the United States of America. They meet the

stringent quality requirements of the Automotive and Material Handling Industry

The company maintain a comprehensive, versatile, state-of-the-art production

facility capable of manufacturing the most critical and sophisticated sheet metal

components and assemblies. Their capabilities will meet the range of your

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production needs, from prototype modelling through low and mid volume

production, to high volume runs requiring manufacturing ceIls and continuous flow

production.

Product configurations from small mounting brackets to large frames, panels and

complete cabinet assemblies are readily produced. As a vendor in your supply chain

the company can produce, procure components, assemble and deliver partial or full

product builds that can be a strong competitive advantage.

Their precision sheet metal fabrication services include CNC Laser Cutting, CNC

Punching, CNC Turning, Shearing, Bending, Rolling, Welding, Surface finishing,

Painting, Powder Coating, Anodizing, Chromating etc., for all types of Metal

Fabrication.

The company employ their own engineers. They know fabrication and can help your

designers reduce cost through improved manufacturability.

The company design and build our own fixtures, which reduces your development

time and cost. 

Techniques used in fabrication:

When fabricating or shaping parts, several techniques are used to remove unwanted

metal, among these are:

Electrical discharge machining

Grinding (abrasive cutting)

Multiple edge cutting tools

Single edge cutting tools

Other techniques are used to add desired material.

Devices that fabricate components by selective addition of material are called rapid

prototyping machines.

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PRODUCTS:

Variety of products supplied by V J Industries

• AUTOMOTIVE

• ENCLOSURES & PANELS

• RACKINGS

• PRESSED COMPONENTS

• MATERIAL HANDLING ASSEMBLIES

AUTOMOTIVE:

Production of auto components demands a high degree of accuracy to achieve class-A

standard finish. The company offer a wide range of products and services specifically

designed to meet the requirements of the automotive industry. Our components are

exported to the United States of America and used by GM (General Motors) and

Freightliner.

Some of the automotive products produced by them are:

Chassis components

Chassis brackets

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Rain tray

ENCLOSURES AND PANELS

The company fabricate custom sheet metal panels for Factory Automation, Electrical

Distribution and for the Telecommunication Industry as per I P Standards. They also

design and produce intricate electrical enclosures for the electrical drives manufacturers

and power and hydraulic systems producers.

The company have the space and capacity to do large assemblies.

The company is one of the reputed organization engaged in providing superior quality

control panel for rolling mills and steel mills. These control panels are made from high

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quality of raw material which ensure durability at its user end. These products are

available in market at competitive rates

RACKINGS:

Not only can VJ industries supply competitively priced storage equipment, they can

assist you by laying it out accurately on paper first. Racking Systems can be custom

engineered to meet out specific application requirements. The company has ideas and

solutions to help your storage system to continue to contribute to the efficiency of your

company as it grows and changes.

PRESSED COMPONENTS:

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The company understand the art of pressed metal. Whether its tooling or volume

production, it have all that you will need to take great products to market. VJ industries

can provide high volume production as well as low volume pre-production and

prototype samples.

QUALITY CHECK:

At VJ Industries, they consistently upgrade equipment and skills from a quality

perspective. From planning to part packaging, the company always looks for new and

better opportunities to enhance the quality of our product. Each job is well researched

and appropriate measuring systems are put in place with consideration to form, fit and

function of the part. Verification is carried out using CMM or vision systems, surface

finish instruments and other metrology equipment. VJ industry employ traditional

quality tools with every order from contract review, process FMEA, control plans to in-

process inspections. Additionally, they regularly monitor our instrument and operator

effectiveness through MSA.

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QUALITY POLICY:

To manufacture and supply of engineering components, meeting customer’s

quality and delivery requirements by continuously improving our quality

management system with employee involvement.

To provide value added products and services, to customers by continually

upgrading technology, quality and reliability

To identify and utilise all opportunities to inculcate quality consciousness by

providing continuous learning facilities to their employee’s towards

achievement of total customer satisfaction

QUALITY OBJECTIVES:

Customer satisfaction: By identifying customer requirements and taking

appropriate actions to fulfil the customer satisfaction

Delivery adherence: By identifying the failures in fulfilling the delivery

requirements and taking appropriate actions to fulfil the delivery adherence

Increase in sales: By identification of new customers, increase in existing

product sales, introduction of new products, new territories.

Reduction in purchase: By bulk purchases and alternate sourcing.

ISO awareness: By identifying training needs and providing necessary training

and assessment of training effectiveness.

Rejection: By identification of repeated problems, analysing the same and taking

corrective and preventive actions.

Rework: By identification of repeated problems, analysing the same and taking

corrective and preventive actions.

Customer complaint: By identification of repeated problems, analysing the same

and taking corrective and preventive actions.

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VISION:

The VJ industries pvt ltd vision is:

To maintain zero ppm

To maintain zero customer complaint and produce good products

MISSION STATEMENT:

The VJ industries pvt ltd missions are:

Company recognizes the responsibilities as corporate citizens to foster progress

and to promote the general welfare of the society.

Company will exceed customer expectations through reliable products, on time

delivery, cost-effective solutions with the added assurance of prompt service.

VALUE STATEMENT:

Customer Delight

Cost –effective working

Passionately ensuring Quality

Empowering people

Business ethics and transparency.

CORPORATE STRATEGIES:

Effective utilization of Man power

Technology up gradation

Capacity building

Effective utilization of resources

Increased employee morale

Method study for reducing Lead time

Aggressive Marketing

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PLANT AND FACILITY:

The success of VJ industries pvt limited is in the manufacture of most critical

and most sophisticated sheet metal components, assemblies and machined components

has led to a sustained effort to enhance production capacity over the years. The

manufacturing facilities are located on campus at Peenya; an industrial suburb of

Bangalore.

With a built-up area of over 22,000 square meters, the plant is equipped with

state-of-the-art production, assembly, painting, metrology and testing facilities.

Advanced machines of exceptional precision standards, made by some of the most

renowned manufacturers in the world, have been installed for the production of critical

components. These include high-tech CNC machines for various operations calling for

close tolerances, and welding robots. Thereby VJ industries pvt ltd has the infrastructure

to ensure the high quality of machines bearing its name

CUSTOMERS:

VJ industries value added customers are:

NAME COUNTRY

Artek group LLC USA

RAV international inc USA

Emerson industrial automation ITALY

Electric power generation pvt ltd INDIA

SRV Telecom INDIA

BEML INDIA

KPTCL INDIA

Olaer Fawcett Christie hydraulics SWEDEN

Jacob Mueller FRANCE

TATA marcopolo motors ltd INDIA

TD power system ltd INDIA

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COMPETITORS:

• LMW – LAKSHMI MAIL LINE WORKERS

• PMT

• LOKESH

• HASS

• DGM

• JYOTHI

EXPORTS:

Sweden

France

Italy

U S A

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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

TABLE - 1

Table showing the opinion of respondents the superior’s co-operation

OPINION NO. OF

RESPONDENTS

PERCENTAGE

Fully Co-

operative

54 90

Some Extent 6 10

Not at all 0 0

TOTAL 60 100

ANALYSIS:

This table depicts that 90% of the respondents says that the superiors are

fully co-operative with their work & 10% of the respondents says to some

extent

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GRAPH - 1

Graph showing the opinion of respondents the superior’s co-operation

INTERPRETRATION

From the above analysis, it can be inferred that majority ofthe respondents

are fully satisfied regarding the superiors co-operation.

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Fully co operative Some extent Not at all0

10

20

30

40

50

60

70

80

90

10090

10

0

GRAPH 1

opinion of respondents

% o

f res

pond

ents

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TABLE - 2

Table showing the opinion of respondents regarding the heavy demand

of work by the superiors

Opinion No. of respondents Percentage

Yes 12 20

No 30 50

Sometimes 18 30

Total 60 100

ANALYSIS:

This table depicts that 20% of the respondents say yes, 50% of workers

says no and 30% of respondents says sometimes they are facing the heavy

demand of work by the superiors.

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GRAPH – 2

Graph showing the opinion of respondents regarding the heavy demand of

work by the superiors.

Yes No Sometimes0

10

20

30

40

50

60

70

80

90

100

20

50

30

GRAPH 2

opinion of respondents

% O

f Re

spon

dent

s

INTERPRETATION

By this above analysis, it can be inferred that respondents are facing heavy

demand of work by the superiors.

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TABLE – 3

Table showing the opinion of respondents regarding job security

Opinion No. of respondents Percentage

Yes 55 95

No 5 5

Total 60 100

ANALYSIS:

This table depicts that 95% of respondents says that they have a secured

job but 5 % of respondents says that they don’t have secured job.

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GRAPH – 3

Graph showing the opinion of respondents regarding job security.

Yes No0

10

20

30

40

50

60

70

80

90

100

CHART 3

opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be defined that the majority of the

respondents feel that they have secured job.

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TABLE - 4

Table showing the opinion of respondents regarding general working

conditions

Opinion No. of respondents Percentage

Strongly

satisfied

41 81

Satisfied 19 19

Dissatisfied 0 0

Total 60 100

ANALYSIS:

This table depicts that 81% of the respondents says that they are absolutely

satisfied with the general working condition and 19% of the respondents

says that they are satisfied with their general working conditions of the

company.

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GRAPH – 4

Graph showing the opinion of respondents regarding general working

conditions.

Strongly satisfied Satisfied Dissatisfied0

10

20

30

40

50

60

70

80

90

100

CHART 4

opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that majority of them are

absolutely satisfied with the general working condition of the company.

But still company should concentrate on this.

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TABLE - 5

Table showing the opinion of respondents regarding safety and

security measures

Opinion No. of respondents Percentage

Excellent 39 65

Satisfactory 6 10

Good 15 25

Need to

improve

0 0

Total 60 100

ANALYSIS:

This table depicts that 65% of the respondents says that the safety &

Security measures are excellent and 10% of the respondents says that the

safety & security measures are satisfactory and 25% of the respondents

says that safety & security measures are good.

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GRAPH - 5

Graph showing the opinion of respondents regarding safety and security

measures.

Excellent Satisfactory Good Need to improve0

10

20

30

40

50

60

70

80

90

100

65

1025 0

CHART 5

opinion of respondents

% o

f Res

pond

ents

INTERPRETATION

From the above analysis, it can be inferred that safety & security measures

given by the organization is satisfied.

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TABLE – 6

Table showing the opinion of respondents regarding the recreational

facilities

Opinion No. of respondents Percentage

Excellent 30 60

Very good 15 20

Good 15 20

Poor 0 0

Total 60 100

ANALYSIS:

This table depicts that 60% of the respondents says that recreational

facilities are excellent and 20% of the respondents says very good and 20%

of the respondents says good.

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GRAPH – 6

Graph showing the opinion of respondents regarding the recreational

facilities.

Excellent Very good Good Poor0

10

20

30

40

50

60

70

80

90

100

60

20

20

0

GRAPH 6

Opinion of respondents

% O

f Re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that recreational facilities

provided by the organization are satisfied.

Company should concentrate on this.

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TABLE – 7

Table showing the opinion of respondents regarding the pay pakage.

Opinion No. of respondents Percentage

Satisfied 48 80

Not satisfied 12 20

Total 60 100

ANALYSIS:

This table depicts that 80% of the respondents says they are satisfied with

their pay package and 20% says not satisfied

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GRAPH - 7

Graph showing the opinion of respondents regarding the pay package.

Satisfied Not satisfied0

10

20

30

40

50

60

70

80

90

100

80

20

GRAPH 7

Opinion of respondents

% O

f Res

pond

ents

INTERPRETATION

From the above analysis, it can be inferred that the pay package giving in

the organization are satisfied by the respondents.

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TABLE – 8

Table showing opinion of respondents regarding performance

appraisal system

Opinion No. of respondents Percentage

Strongly

satisfied

39 65

Satisfied 21 35

Dissatisfied 0 0

Total 60 100

ANALYSIS:

This table depicts that 65% of the respondents says that they are absolutely

satisfied with the performance appraisal system and 35% of the

respondents says that they are satisfied with their performance.

GRAPH - 8

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Graph showing the opinion of respondents regarding the performance

appraisal system.

Strongly satisfied Satisfied Dissatisfied0

10

20

30

40

50

60

70

80

90

100

65

35

0

GRAPH 8

Opinion of respondents

% O

f Res

pond

ents

INTERPRETATION

From the above analysis, it can be inferred that majority of them are

absolutely satisfied with their performance appraisal system.

TABLE – 9

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Table showing the opinion of respondents regarding medical facility

Opinion No. of respondents Percentage

Excellent 30 50

Very Good 30 50

Good 0 0

Poor 0 0

Total 60 100

ANALYSIS:

This table depicts that 50% of the respondents says that the medical facility

provided by the company is excellent and 50% says very good.

GRAPH - 9

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Page 62: Employee Satisfaction at Workplace

Graph showing the opinion of respondents regarding medical facility.

Excellent Very Good Good Poor0

10

20

30

40

50

60

70

80

90

100

GRAPH 9

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From this above analysis, it can be inferred that the medical facility

provided by the company is satisfied by the respondents

TABLE – 10

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Page 63: Employee Satisfaction at Workplace

Table showing the opinion of respondents regarding the promotion

system

Opinion No. of respondents Percentage

Strongly

satisfied

40 75

Satisfied 20 25

Dissatisfied 0 0

Total 60 100

ANALYSIS:

This table depicts that the 75% of the respondents says they are absoultely

satisfied with the promotion system of the company and 25% of the

respondents says they are just satisfied .

GRAPH - 10

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Page 64: Employee Satisfaction at Workplace

Graph showing the opinion of respondents regarding the promotion system.

Strongly satisfied Satisfied Dissatisfied0

10

20

30

40

50

60

70

80

90

100

75

25

0

GRAPH 10

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that majority of the respondents

are satisfied with the promotion system of the company

TABLE – 11

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Page 65: Employee Satisfaction at Workplace

Table showing the opinion of respondents regarding the relationship

with the superiors

Opinion No. of respondents Percentage

Excellent 33 55

Very Good 15 25

Good 12 20

Poor 0 0

Total 60 100

ANALYSIS:

This table dpicts that 55% of the respondents says that the relationship with

superiors is excellent and 25% respondents says very good and 20% of the

respondents says good.

GRAPH - 11

Graph showing the opinion of respondents regarding the relationship with

the superiors.

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Page 66: Employee Satisfaction at Workplace

Excellent Very Good Good Poor0

10

20

30

40

50

60

70

80

90

100

GRAPH 11

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that the respondent’s

relationship with superiors is satisfied. Company should concentrate on

this.

TABLE - 12

Table showing the opinion of respondents towards experience of

unreasonable stress attached to their job.

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Page 67: Employee Satisfaction at Workplace

Opinion No. of respondents Percentage

Never 30 50

Sometimes 15 25

Almost all the

times

15 25

Every time 0 0

Total 60 100

ANALYSIS:

This table depicts that the 50% of the respondents feel that they never

experience of unreasonable stress attached to their job, 25% of respondents

feel sometimes they experience of unreasonable attached to their job and

25% of respondents feel that they almost all the times experience of

unreasonable stress attached to their job.

GRAPH - 12

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Page 68: Employee Satisfaction at Workplace

Graph showing the opinion of respondents regarding the opportunity given

to utilize their skills and efficiency.

Never Sometimes Almost all the times

Every time0

10

20

30

40

50

60

70

80

90

100

50

25 25

0

GRAPH 12

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that the respondents has mixed

opinion towards unreasonable stress attached to their job.

TABLE – 13

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Table showing the opinion of respondents regarding leave package

Opinion No. of respondents Percentage

Strongly satisfied 27 45

Satisfied 33 35

Dissatisfied 0 0

Total 60 100

ANALYSIS:

This table depicts that the 45% of the respondents says they are absolutely

satisfied with the leave package and 35% says they are just satisfied.

GRAPH – 13

Graph showing the opinion of respondents regarding leave package

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Page 70: Employee Satisfaction at Workplace

Strongly satisfied Satisfied Dissatisfied0

10

20

30

40

50

60

70

80

90

100GRAPH 13

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis, it can be inferred that the leave package provided

by the company is partially satisfied.

TABLE – 14

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Page 71: Employee Satisfaction at Workplace

Opinion No. of respondents Percentage

Friendly & Co-

operative

45 75

Feeling at home 9 15

Very cold

relationship

0 0

Narrow contact 6 10

Total 60 100

Table showing the opinion of respondents regarding the relationship

with colleague

ANALYSIS:

This table depicts that the 75% of the respondents says that the relationship

with colleagues is friendly and co-operative and 15% says their relationship

with colleagues is feeling at home and 10% of the respondents says that the

relationship with colleagues is in narrow contact.

GRAPH – 14

Graph showing the opinion of respondents regarding the relationship with

colleagues.

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Page 72: Employee Satisfaction at Workplace

Friendly & Co-operative Feeling at home Very cold relationship Narrow contact0

10

20

30

40

50

60

70

80

90

100

GRAPH 14

Opinion of respondents

% o

f re

spon

dent

s

INTERPRETATION

From the above analysis it can be inferred that the colleagues are friendly

and co-operative in the organization.

TABLE - 15

Table showing the opinion of respondents regarding the job

satisfaction

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Opinion No. of respondents Percentage

Yes 60 100

No 0 0

Total 60 100

ANALYSIS:

This table depicts that 100% of the respondents are satisfied with their job.

GRAPH – 15

Graph showing the opinion of respondents regarding the job satisfaction.

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Page 74: Employee Satisfaction at Workplace

Yes Not 0

10

20

30

40

50

60

70

80

90

100

100

0

GRAPH 15

Opinion of respondents

% o

f res

pond

ents

INTERPRETATION

From the above analysis, it can be inferred that the respondents are

satisfied with their job.

CHAPTER 5

FINDINGS, SUGGESTIONS & CONCLUSIONS

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Page 75: Employee Satisfaction at Workplace

SUMMARY OF FINDINGS

Most of the employees are facing work pressure by their superiors

Most of the employees are not satisfied with the working hours

and working condition

Most of the employees are happy with job security

Performance Appraisal system is fair and transparent

Majority of the employees feels that they have an opportunity to

utilize their skill and knowledge for the growth of the organization of

the company and the individual growth

Relationship between superiors and subordinators is good

The medical facility provided by the company to the employees and

their family members is good it shows the concern of the company on

employees

Safety measures undertaken by the company is good

Most of the employees are satisfied with the leave package provided

by the company

Majority of the employees are satisfied with their job.

SUGGESTIONS

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Page 76: Employee Satisfaction at Workplace

Employees are the key asset to any organizations. Their involvement and

commitment towards the work is very important. To gain the involvement

of the employees there is a need for motivation and this motivation should

lead to job satisfaction. The suggestions given below are based on the

analysis and observation. It can be taken into consideration to improve and

enhance job satisfaction of employees in “VJ INDUSTRIES PVT LTD”.

Majority of the employees are satisfied with the pay package

provided by the management, but some of the employees were not

satisfied so the company has to increase the salary to satisfy the

employees in respect of salary.

Company should provide the facilities to the employees for higher

education and improve their qualification.

Company should include the yoga classes, gym, entertainment

programmes in the recreational facilities.

Company should set up the grievance cell to solve the employee’s

problem.

Counselling centre should be set up to solve the employee’s

problem.

CONCLUSION

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Page 77: Employee Satisfaction at Workplace

The entire project was planned with a view to study the level of

“EMPLOYEE SATISFACTION IN RELATION TO THEIR JOB” in VJ

Industries Pvt Ltd.

Employees play a crucial role in any organization as they have always

contributed their share in the form of services for the betterment of the

organization. So, it is very important and the duty of the organization to

provide welfare facilities to the employees. The research has proved that

the motivation and job satisfaction is the key component for any

organization.

By this I conclude that the employee’s job satisfaction level is very

important and generally depends on facilities provided to the employees. If

the recreational facilities and leave packages are provided to the

employees, it motivates them to work hard, resulting in better industrial

relations between the employees and the employer and increase job

satisfaction.

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