TABLE OF CONTENTS

Page. No

TITLES

CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT

CONTENTS

LIST OF TABLES & DIAGRAMS

CHAPTER I

INTRODUCTION 1-20

1.1 DEFINITION

1.2 IMPROVING JOB SATISFACTION

1.3 CREATING JOB SATISFACTION

1.4 WORKERS ROLE IN JOB SATISFACTTION

1.5 FACTORS THAT AFFECT JOB SATISFACTION

1.6 FACTORS IN EMPLOYEE SATISFACTION

& DIS SATISFACTION

1.7 EMPLOYEE SECURITY

1.8 EMPLOYEE WELFARE FACILITIES

1.9 TRAINING

CHAPTER II 21-30

REVIEW OF LITERATURE

CHAPTER III 31-34

RESEARCH METHODOLOGY

3.1 AIM OF STUDY

3.2 OBJECTIVES

3.3 RESEARCH DESIGN

3.4 UNIVERSE OF THE STUSDY

3.5 SCOPE OF THE STUDY

3.6 SAMPLE SIZE

3.7 SAMPLING PROCESS

3.8 DATA COLLECTION

3.9 LIMITATIONS

3.10 CHAPTERISATION
CHAPTER IV 35-69

ANALYSIS AND INTERPRETATION OF DATA

CHAPTER V 70-72

FINDINGS, SUGGESTIONS AND CONCLUSION

ANNEXURES

a) BIBILOGRAPHY

b) INTERVIEW SCHEDULE
 LIST OF TABLES

TABLE TITLE PAGE

NO NO
1 Age of the respondents. 35

2 Qualifications of the respondents. 36

3 Distribution according to the sex. 38

4 Satisfaction on salary. 39

5 Satisfaction on bonus. 40
6 Satisfaction on incentive. 41
7 The training and Induction 42
programmes
Given by the company are useful.
8 Employee feels about the training. 43
9 Interaction and relationship with 44
managers and supervisors.

10 Satisfaction of benefits given by the 45

organization.

11 Employee satisfied with fringe benefits 46

given by the company.
12 Opinion of enjoying their work. 47
13 Organization supports in continuity of 48
educational and personal Growth.
14 Opportunities for employees career 49
growth in the organization.
15 Employee fined the responsibility of 50
 their job.
16 Employee’s opinion is taken 51
in to consideration while interknitting
Any programme.
17 Scope for learning in company. 52

18 Senior officers guide in employee 53

performance.
19 Management supports the employees. 54
20 What notes to stay in their company. 55
21 Satisfaction of performance appraisal. 56
22 Satisfaction with the changes at 57
increasing income in the organization.
23 Support from supervisor. 58

24 Employees are getting enough support 59

from management.
25 Family care. 60
26 The company should have 61
entertainment facilities for the
employed.
27 Employee recommendation. 62
28 Work surroundings in organization. 63
29 Employee safety. 64
30 Opinion about work place. 65
31 Company insures to employee. 66
32 Employee satisfaction on medical care. 67
33 Employee’s satisfaction on their 68
canteen facilities.
34 Satisfaction on working environment. 69
 LIST OF DIAGRAMES

TABLE TITLE PAGE

NO NO
1 Age of the respondents. 36

2 Qualifications of the respondents. 37

3 Distribution according to the sex. 38

4 Satisfaction on salary. 39

5 Satisfaction on bonus. 40
6 Satisfaction on incentive. 41
7 The training and Induction 42
programmes
given by the company are useful.
8 Employee feel about the training. 43
9 Interaction and relationship with 44
managers and supervisors.

10 Satisfaction of benefits given by the 45

organization.

11 Employee satisfied with fringe benefits 46

given by the company.
12 Opinion of enjoying their work. 47
13 Organization supports in continuity of 48
educational and personal Growth.
14 Opportunities for employees career 49
growth in the organization.
15 Employees find the responsibility of 50
 their job.
16 Employee’s opinion is taken 51
in two consideration while interknitting
Any programmed.
17 Scope for learning in company. 52

18 Senior officers guide in employee 53

performance.
19 Management supports the employees. 54
20 What notes to stay in their company. 55
21 Satisfaction of performance appraisal. 56
22 Satisfaction with the changes at 57
increasing income in the organization.
23 Support from supervisor. 58

24 Employees are getting enough support 59

from management.
25 Family care. 60
26 The company should have 61
entertainment facilities for the
employed.
27 Employee recommendation. 62
28 Work surroundings in organization. 63
29 Employee safety. 64
30 Opinion about work place. 65
31 Company insures to employee. 66
32 Employee satisfaction on medical care. 67
33 Employee’s satisfaction on their 68
canteen facilities.
34 Satisfaction on working environment. 69
INTRODUCTION

Job satisfaction is the end feeling of a person after

performing a task to the extent that a person’s job fulfills his
dominant needs and in consistent with his expectations and values,
the job will be satisfying, the feeling would be positive or negative
depending upon whether need is satisfied or not.

Job satisfaction is an individuals general attitude towards his

or her job, job satisfaction is a pleasurable or positive emotional
state resulting from the appraisal of ones job experience it tells that
job satisfaction is consequence of employee’s perception of how
well his job provides him those things which are considered to be
important.

Job satisfaction is different from motivation and morale,

motivation refers to the willingness to work satisfaction. on the
other hand implies a general attitude towards work and work
environment it is a group phenomenon where as job
satisfaction is an individual feeling, job satisfaction may be
considered a dimension of morale and morale could also be a
source of satisfaction. attitudes are predis-positions that make the
individual behave in a particular way, job satisfaction on the
contrary is the end feeling which may influence subsequent
behavior thus job satisfaction is an employees general attitudes
towards his job.

Job satisfaction is an attitude of employees, which results

from balancing and summating of many specific likes and dislikes
experienced in connection with the job the term job satisfaction
can be further expressed as a state of simultaneous and
dynamic interaction between two sets of variable namely man and
job.

The greatest resource of an organization is people of

course buildings, funds physical comforts play an important role
but still they are secondary, so it is one of the important
responsibilities of every organization to keep its employees
satisfied in reality lack of job satisfaction will lead to various
industrial problems the human resource is considered to be
most valuable assets in any organization. the human resource
should utilized to the maximum possible extent in order to
achieve individual and organizational goals. Thus employee
performance is to a great extent influenced by motivation and job
satisfaction.
 Employee satisfaction and retention have always been
important issues for physicians. After all, high levels of
absenteeism and staff turnover can affect your bottom line, as
temps, recruitment and retraining take their toll. But few practices
(in fact, few organizations) have made job satisfaction a top
priority, perhaps because they have failed to understand the
significant opportunity that lies in front of them. Satisfied
employees tend to be more productive, creative and committed to
their employers, and recent studies have shown a direct correlation
between staff satisfaction and patient satisfaction.1 Family
physicians who can create work environments that attract, motivate
and retain hard-working individuals will be better positioned to
succeed in a competitive health care environment that demands
quality and cost-efficiency. What's more, physicians may even
discover that by creating a positive workplace for their employees,
they've increased their own job satisfaction

Job satisfaction describes how content an individual is with

his or her job. 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 work groups. 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 rate 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 at all satisfied" and 5 represents "extremely
satisfied").

Job satisfaction is one of the important factors which have

down attending of managers in the organization. As well as
academicians. Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences
productivity in the organization. Though there is no
conclusive Evidence that job
Satisfaction affects productivity directly because productivity
depends on so many variables it is still a prime concern for
managers. Job satisfaction is the mental feeling of favorableness
which an individual has about his job. Durbin’s has defined job
satisfaction in terms of pleasure and Contentment when he says
that,
 “Job satisfaction is the amount of pleasure or contentment
associated with job. If you like your job intensely, you will
experience high job satisfaction. If you dislike your job intensely,
you will experience job satisfaction”.

Definition

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 one’s job. Weiss (2002) has
argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive
evaluation which are affect (emotion), beliefs and behaviors. This
definition suggests that we form attitudes towards our jobs by
taking into account our feelings, our beliefs, and our behaviors.

Improving job satisfaction

Job satisfaction plays significant role in the organization.

Therefore managers should take concrete steps to improve the
level of job satisfaction. These steps may be in the form of job
redesigning to make the more interesting and challenging.
Improving quality of work life, Linking rewards with performance,
and improving overall organizational climate.
Importance of job satisfaction

• Reduces absenteeism and turnover.

• Spreads goodwill about the organization.
• Individual can live with the organization.
• Job satisfaction has some relation with the mental of the
people
• Job satisfaction has degree of positive co-relation with
physical health of individual.

Creating Job Satisfaction

Organizations can help to create job satisfaction by putting so,

how is job satisfaction created What are the elements of a job that
create systems in place that will ensure that workers are challenged
and then rewarded for being successful Organizations that aspire to
creating a work environment that enhances job satisfaction need to
incorporate the following:

• Flexible work arrangements, possibly including

telecommuting

• Training and other professional growth opportunities

• Interesting work that offers variety and challenge and allows

the worker opportunities to "put his or her signature" on the

finished product

• Opportunities to use one's talents and to be creative

• Opportunities to take responsibility and direct one's own

work

• A stable, secure work environment that includes job

security/continuity

• An environment in which workers are supported by an

accessible supervisor who provides timely feedback as well

as congeners team members

• Flexible benefits, such as child-care and exercise facilities

• Up-to-date technology

• Competitive salary and opportunities for promotion

Workers' role in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must

be able to contribute to his or her own satisfaction and well-being
on the job. The following suggestions can help a worker find
personal job satisfaction:

• Seek opportunities to demonstrate skills and talents. This

often leads to more challenging work and greater
responsibilities, with attendant increases in pay and other
recognition.

• Develop excellent communication skills. Employer’s value

and reward excellent reading, listening, writing, and speaking
skills.

• Know more. Acquire new job-related knowledge that helps

you to perform tasks more efficiently and effectively. This
will relieve boredom and often gets one noticed.

• Demonstrate creativity and initiative. Qualities like these are

valued by most organizations and often result in recognition
as well as in increased responsibilities and rewards.
 • Develop teamwork and people skills. A large part of job
success is the ability to work well with others to get the job
done.

• Accept the diversity in people. Accept people with their

differences and their imperfections and learn how to give and
receive criticism constructively.

• See the value in your work. Appreciating the significance of

what one does can lead to satisfaction with the work itself.
This helps to give meaning to one's existence, thus playing a
vital role in job satisfaction.

• Learn to de-stress. Plan to avoid burnout by developing

healthy stress-management techniques.

What are the statistically significant factors that affect

Job satisfaction?
Opportunity:-
Employees are more satisfied when they have
challenging opportunities at work. This includes chances to
participate in interesting projects, jobs with a satisfying
degree of challenge and opportunities for increased
responsibility. Important: this is not simply "promotional
 opportunity." As organizations have become flatter,
promotions can be rare. People have found challenge through
projects, team leadership, special assignments-as well as
promotions.

Actions:

• Promote from within when possible.

• Reward promising employees with roles on

interesting projects.

• Divide jobs into levels of increasing leadership

and responsibility.

It may be possible to create job titles that demonstrate

increasing levels of expertise which are not limited by
availability of positions. They simply demonstrate
achievement.

Stress:-

When negative stress is continuously high, job

satisfaction is low. Jobs are more stressful if they interfere
with employees' personal lives or are a continuing source of
worry or concern.
 Actions:

• Promote a balance of work and personal lives.

Make sure that senior managers model this behavior.

• Distribute work evenly (fairly) within work teams.

• Review work procedures to remove unnecessary

"red tape" or bureaucracy.

• Manage the number of interruptions employees

have to endure while trying to do their jobs.

• Some organizations utilize exercise or "fun"

breaks at work

Leadership:-

Employees are more satisfied when their managers are

good leaders. This includes motivating employees to do a
good job, striving for excellence or just taking action.

Actions:

• Make sure your managers are well trained.

Leadership combines attitudes and behavior. It can be
learned.
 • People respond to managers that they can trust
and who inspire them to achieve meaningful goals.

Work Standards:-

Employees are more satisfied when their entire

workgroup takes pride in the quality of its work.

Actions:

• Encourage communication between employees

and customers. Quality gains importance when
employees see its impact on customers.

• Develop meaningful measures of quality.

Celebrate achievements in quality.

Trap:-

Be cautious of slick, "packaged" campaigns that are

perceived as superficial and patronizing.

Fair Rewards:-
 Employees are more satisfied when they feel they are
rewarded fairly for the work they do. Consider employee
responsibilities, the effort they have put forth, the work they
have done well and the demands of their jobs.

Actions:
• Make sure rewards are for genuine contributions
to the organization.
• Be consistent in your reward policies.
• If your wages are competitive, make sure
employees know this.
• Rewards can include a variety of benefits and
perks other than money.

As an added benefit, employees who are rewarded fairly,

experience less stress.

Adequate Authority:-

Employees are more satisfied when they have adequate

freedom and authority to do their jobs.

Actions:
When reasonable:

• Let employees make decisions.

 • Allow employees to have input on decisions that
will affect them.

• Establish work goals but let employees determine

how they will achieve those goals. Later reviews may
identify innovative "best practices."

• Ask, "If there were just one or two decisions that

you could make, which ones would make the biggest
difference in your job?"

Secret:-

One thing that makes humans unique is our ability to focus

energy. Whether to heat a home or to cut steel with a laser,
focusing energy where it's needed produces significant results. As
a manager, you need to know what is important and where it is a
problem. Focusing time and resources on a specific problem is
more likely to produce measurable benefits to the organization.

Factors in employee satisfaction and dissatisfaction

Job satisfaction is related to the attitude of employee, if the

employees given a work for which he has no attitude, the job will
provide no attraction to him. Hence the question of contribution ,
creativity or motivation does not arise, it is for the
management to design jobs in such a manner that each worker get
the job of his choice the content of the work itself is major source
of satisfaction.

1. Personal Factors

2. Job Related Factors

3. Management Related Factors

1. Personal Factors

• Sex
There is as yet no evidence as to whether women are
move satisfied with their jobs than men, holding such factor as job
and occupant level content. One Might predict. This to be case
consisting generally lower occupational aspiration of Women, how
ever times have changed that women too aspire for good pay, job
security and opportunity for advancement.

• Age

Individual experiences different degree of job satisfaction

at different stages of their life, job satisfaction is high at the initial
stages rising up to certain stages and finally dips to a low degree.
The possible reason for this phenomenon is like this, when a
individual joins our origination he may some unrealistic
assumption about what they are going to derive from their work.
This assumption fall short of reality, Job satisfaction goes down. It
starts rising as the people start to asses the job in right perspective
and correct there assumption. At the last particularly at the fag end
of the career.

• Time of job

It is generally agreed that job satisfaction is high, when you

are fresh in your job and decrease during the ninth year of service
and rise again with more time of the job

• Education

Studies have shown that they there is a tendency for more

educated workers to be less satisfied on the other hand less
education worker to be more satisfied, The reason may be that the
highly educated worker may get disgusted because of the higher
level of respiration and he thinks that is suitable for higher job.
• Intelligence

Intelligence has tremendous contribution towards securing

job satisfaction with greater degree of excellence in the
performance. But it may also be seen that a highly intelligent
person gets fed up with job sooner and applies himself towards
developing some other for another type of job.

• Personality

Once personality traits have their inequitable impact on his

mode of functioning in several of life, a person with personality
often finds faults with his work environment and ultimately even
with him, this is likely to build dissatisfaction with his job. On the
other hand a person with balanced. Personality will adjust in the
job finds his own ways for doing his job well. He develops his own
style of work that possibly appears to be unique and pleasing to
others.

• Family respondents

A worker with family responsibility is generally very much

disturbed as he finds difficulties solving his numerous family
difficulties and commitments more the number of dependences one
has. Less satisfaction he has with is job.

• Number of dependents

The number of dependants also influences the level of the job

satisfaction. If one has large family it is hard to manage with little
earnings this may lead to less satisfaction.
• Other factors

Beside the above two factors which effects job satisfaction.

If an individual does not have favorable social and family life he
may not fell comfortable at the work place. Other personal
problem, Associated with him may affect his level of job
satisfaction.

2. Job related factors

• Occupational level

Higher levels of jobs provide more pleasure compared to

lower levels. This because higher position carry prestige and status
in society which it self becomes the source at satisfaction for job
holders.

• Job content

Job content refers to the intensive value at the job which

depends on the requirement of skills for performing it and the
degree of responsibility and growth it offense

• Working condition

Working condition particularly physical work environment, like

work place and associated facilities for performing the job
determines the job satisfaction. This work in two ways, first these
provide means for job performances, Second provisions of this
conditions effect the individual perception about the organization.
If these factor are favorable then individual experience higher level
of job satisfaction.

• Supervision

The type of supervision effect job satisfaction as in each type

of supervision the degree of importance attached to individual
various. In employee oriented supervision. There is more concern
for people which is perceive favorably by them and provides them
more satisfaction. In the job oriented supervision. There is more
emphasis
On the performance of the job and people become secondary, this
situation decreases job satisfaction.

• Considerable leadership
People like to be treated with consideration. Hence
considerable leadership results in higher job satisfaction

• Prestige associated with the job

When the job that carries prestige or social recognition the

worker fells greater pleasure.

• Opportunities for promotion

It is true that individuals seek satisfaction in their jobs in the

context of the job nature and work environment but they also
attach impotence to the opportunities for promotion that these jobs
offer. if the present job offers opportunity of promotion in future,
Provides more satisfaction, if opportunities for such promotion is
lacking, it reduce satisfaction.

• Work group

Individuals work in group either created formally or they

develop on their own to seek emotional satisfaction at the work
place 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 device satisfaction out of their interpersonal
interaction and work place becomes satisfying leaving to job
satisfaction.

4. Management factors

• Salary.

The salary is related to the job satisfaction. a

employee if he has getting good salary he will satisfy of his work.

• Working condition.
 Working conditions, particularly physical work
environment, like conditions of work place and associated facilities
for performing the job determine job satisfaction. These work in
two ways. First, these provide means for job performance. Second
provision of these conditions affects the individual’s perception
about the organization. If these factors are favorable, individuals
experience higher level of job satisfaction.

• Co- worker

The type of co-worker with whom one has to work is

very important in job satisfaction. If co-workers have bad
character, he can’t feel contended. And will try to quit the job.

• Employee moral

High level morale and employee satisfaction reduce

employee grievances, further, satisfied employees follow the
company rules and regulation.

• Physical and mental health.

 Though performance and job satisfaction are influenced
by different set of factors, these two can be related if management
links rewards to performance.
Satisfaction strongly influences the productive efficiency
of an organization whereas absenteeism, employee turnover,
alcoholism, irresponsibility are result of job satisfaction, however,
job satisfaction or dissatisfaction forms opinion about the job.

EMPLOYEE SECURITY.

Security is the protection give by society to its members

against contingencies of modern life such as sickness,
unemployment, old age, Invalidity industrial accidents, etc the
basic purpose of social security is to Protest people of small
measure from risks which impair a person’s ability To support
himself and his family. Security is “an attack on five giants that
affect workers- wants disease, ignorance, squalor and idleness.

1 Social insurance
In this scheme a common fund is established with periodical
contributes From workers out of which all benefits in each or kind
are paid the contribution of the workers is nominal which
generally does not exceed their paying capacity. The employees
and the state provide the major portion of the finances.

2 Social assistance
In this case, benefits are offered to persons of small means
by the government out of its general revenues. It is the state
which takes the load In offering certain benefits to common
people. Workers and employees do not contribute to such
benefits in any manner.
BENEFITS OF SECURITY

1 Medical Care

2 Sickness benefit in Cash

3 Retirement benefits

4 Invalidity person

5 Maternity benefits

6 Accident benefits

7 Survivors benefits

EMPLOYEE WELFARE FACILITIES

INTERNEL
 • Drinking water

• Toilets

• Washing facilities

• Rest shelters

• Uniform & protective clothing

• Recreation facilities

• Canteens & Medical aid

EXTERNAL

• Housing

• Education facilities

• Transportation

• Sports

• Co-operative stores

• Social insurance

TRAINING.

IMPORTANCE OF TRAINING
1 Higher productivity

2 less learning period

3 Better quality of work

4 Cost reductions

5 Reduced Supervision

6 low accident Rate

7 personal growth
Chapter- 2
 REVIEW OF LITERATURE

Review of literature has been an integrate part of research

work because it provides ideas, theories on meaning, explanation,
evaluation in suggestions related to the study.

The review of literature helps the researcher to get an

adequate familiarity with the existing literature related to the study.
It very important and useful aspect of research programme. The
researcher has to acquire up to date information about the particular
subject of his research study.

Edwin A. Locke’s Range of Affect Theory (1976) is

arguably the most famous job satisfaction model. The main
premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a
job. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations
are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not
met), compared to one who doesn’t value that facet. To illustrate, if
Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more
satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a
worker values that facet.

A significant model that narrowed the scope of the

Dispositional Theory was the Core Self-evaluations Model,
proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one’s disposition
towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels
of self-esteem (the value one places on his/her self) and general
self-efficacy (the belief in one’s own competence) lead to higher
work satisfaction. Having an internal locus of control (believing
one has control over her\his own life, as opposed to outside forces
having control) leads to higher job satisfaction. Finally, lower
levels of neuroticism lead to higher job satisfaction.

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. 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.

Hackman & Oldham proposed the Job Characteristics

Model, which is widely used as a framework to study how
particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for
outcomes, and knowledge of the actual results), in turn influencing
work outcomes (job satisfaction, absenteeism, work motivation,
etc.). The five core job characteristics can be combined to form a
motivating potential score (MPS) for a job, which can be used as
an index of how likely a job is to affect an employee's attitudes and
behaviors----. A meta-analysis of studies that assess the
framework of the model provides some support for the validity of
the JCM.
 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 one’s
job. Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and
behaviors. This definition suggests that we form attitudes towards
our jobs by taking into account our feelings, our beliefs, and our
behaviors.

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 approach of
assembly lines and hourly wages. The initial use of scientific
management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers
became exhausted and dissatisfied, thus leaving researchers with
new questions to answer regarding job satisfaction. It should also
be noted that the work of W.L. Bryan, Walter Dill Scott, and
Hugo Munsterberg set the tone for 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.
Measuring job satisfaction

There are many methods for measuring job satisfaction. By

far, the most common method for collecting data regarding job
satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include:
Yes/No questions, True/False questions, point systems, checklists,
and forced choice answers. This data is typically collected using an
Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith,

Kendall, & Hulin (1969), is a specific questionnaire of job
satisfaction that has been widely used. 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.

The Job in General Index is an overall measurement of job

satisfaction. It is an improvement to the Job Descriptive Index
because the JDI focuses too much on individual facets and not
enough on work satisfaction in general.

. Job satisfaction is defined as "an individual's reaction to

the job experience" (Berry, 1997). There are various components
that are considered to be vital to job satisfaction. These variables
are important because they all influence the way a person feels
about their job. These components include the following: pay,
promotion, benefits, supervisor, co-workers, work conditions,
communication, safety, productivity, and the work itself. Each of
these factors figures into an individual’s job satisfaction
differently. One might think that pay is considered to be the most
important component in job satisfaction, although this has not been
found to be true. Employees are more concerned with working in
an environment they enjoy.

Landy in His theory is known as the opponent process

theory. He suggested that the primary reaction (the immediate
emotional response) combined with the secondary reaction (the
later emotional response) creates a stabilized equilibrium which
results in job satisfaction.
 Lawler. ‘‘Lawler believed that job satisfaction was driven
by a motivational framework. This idea deals with how a person
measures job satisfaction based on what they got verses what they
feel they deserved. Satisfaction is determined by the difference
between the exact amount a person received and what they
expected. Therefore, dissatisfaction occurs when a person receives
less or more than what was expected’’.

Job Satisfaction Survey

February 29 2008 - A survey by The Segal Company, a New

York-based compensation, benefits and HR consultancy found that
state and local public sector workers under age 40 focused more on
career (job security, opportunities, and training) than their older
colleagues and were also more likely to actively look for work
elsewhere.
Elliot Susseles, senior vice president of the Segal
Company, said:

"The study found that the biggest driver of turnover for

employees under 40 is dissatisfaction with career opportunities and
job content. This suggests the importance of establishing and
communicating career path opportunities, work development and
interesting work assignments to successfully recruit and retain
younger employees."
Both age groups had similar concerns about pay and benefits
but, as has been traditional for government employees, pay
remains less important than benefits for all workers, regardless of
age. Nevertheless, satisfaction levels for pay and career were low
for both age groups. Segal consider that these findings reflect the
challenge of attracting and keeping new talent in state and local
public service.

Showing up for the Paycheck

A report by The Conference Board in 2005 showed a decline

in job satisfaction among workers of all ages and across all income
brackets in the US workforce.
Half of all Americans surveyed at the time said they were
satisfied with their jobs, but this was down from nearly 60% ten
years before. Moreover, among the 50% who said they were
content, a mere 14% said they are "very satisfied."
The representative sample of 5,000 U.S. households, conducted for
The Conference Board by TNS, a leading market information
company, also included information collected independently by
TNS. This information showed that approximately one-quarter of
the American workforce was simply "showing up to collect a
paycheck."

"Rapid technological changes, rising productivity demands

and changing employee expectations have all contributed to the
decline in job satisfaction," says Lynn Franco, Director of The
Conference Board's Consumer Research Center. "As large
numbers of baby boomers prepare to leave the workforce, they will
be increasingly replaced by younger workers, who tend to be as
dissatisfied with their jobs, but have different attitudes and
expectations about the role of work in their lives. This transition
will present a new challenge for employers."
The survey found a decline in job satisfaction across all income
brackets in the previous nine years. 55% of workers earning more
than $50,000 were satisfied with their jobs, but only 14% claimed
they were very satisfied. At the other end of the pay scale
(employees earning less than $15,000), about 45% of workers were
satisfied with only 17% expressing a strong level of satisfaction.
The survey also found that employees were least satisfied
with their companies' bonus plans, promotion policies, health plans
and pensions. The majority were most satisfied with their
commutes to work and their relationships with colleagues.
 "Less than one-third of all supervisors and managers are
perceived to be strong leaders," says Shubhra Ramchandani, North
American Stakeholder Management Practice Leader at TNS. "The
Enron/WorldCom era of corporate scandals and the outsourcing of
jobs have increased the level of employee discontent. Shrugging
off employee disengagement would be a disastrous, short- sighted
view creating lasting global repercussions for American business."
Job Satisfaction - by Age, Income and Region
* The largest decline in overall job satisfaction, from 60.9%
to 49.2%, occurred among workers 35-44.
* The second largest decline took place among workers aged
45-54, with the satisfaction level dropping from 57.3% to 47.7%.
* The smallest decline occurred among workers 65 and over.
Overall job satisfaction declined from 60.8% to 58.0%, making
this group the most satisfied with their jobs.
* The largest decline in job satisfaction took place among
householders earning $25,000 to $35,000, with satisfaction falling
from 55.7% to 41.4%. This income group expressed the second
lowest level of overall satisfaction.
* The second largest decline was posted by householders
earning $35,000- $50,000. This group experienced a decline from
59.7% to 46.7%.
 * With less than 47% of householders claiming to be satisfied
with their current job, workers in the Middle Atlantic and
Mountain states are the least satisfied workers in the U.S.
* The East South Central region has the most content
workers. Close to 59% of residents in these states claim they are
satisfied with their jobs.
* Company promotion policies and bonus plans tended to be
the lowest on the satisfaction scale.
* Educational and job training programs did not fare well
either. Only 30% of workers claimed to be satisfied with these
types of company programs.
* Workers also rated their wages poorly, with only 33.5% of
householders expressing satisfaction with their pay.
Additional results from the supplemental survey conducted by
TNS in August 2004 include:
* 40% of workers feel disconnected from their employers.
* Two out of every three workers do not identify with or feel
motivated to drive their employer's business goals and objectives.
* 25% of employees are just "showing up to collect a
paycheck."
CHAPTER- 3
 2. COMPANY PROFILE

INTRODUCTION:-

The Mysore Paper Mills Limited, (MPM) founded by

Sri.Krishnaraja Wodeyar Bahadur in 1937 the Maharaja of
erstwhile Mysore State was incorporated on 20th May 1936 under
the Mysore Companies Regulation, VIII of 1917

 LOCATION:

The Mysore Paper Mills Limited is the premier paper

producer in India. It is located at Bhadravathi in Shimoga district
of Karnataka state. Bhadravathi is a developing city towards
260Kms northwest of Bangalore city. The plant is situated on the
banks of river Bhadra covering an area of about 3.8Square Km’s.
Bhadravtahi is developed with the beautiful laid out township and
nicely built quarters and there is a municipal corporation also. And
also it has better roads through which the goods can be easily
transferred from one place to another. Totally we can easily
conclude about the location in points as:
1. Easy transport
 2. Water availability
3. Availability of hard working employees

The company was incorporated with an initial share capital of

Rs.25 lakhs and with a licensed capacity to produce 4000MT per
annum of writing and printing paper. Immediately after
independence, MPM went in for an expansion of 8000 MT per
annum during the year 1952 with the addition of one more
machine.

Further expansion and optimization was carried out during

1964 with the installation of another machine to augment the total
production capacity to 18,000 MT per annum. During 1972,
modernization and balancing of the process equipment were
completed in order to provide an enhanced manufacturing capacity
of 25,000 MT per annum. Later it became a Government Company
in 1977 under Section 617 of the Companies Act, 1956. The
Company has its Registered Office at Bangalore and its plant
located at Bhadravathi, Shimoga District, Karnataka State.

During the year 1977 the Government of India issued

Industrial License for production of Newsprint of 75,000 MT per
annum. Simultaneously, the company geared up to manufacture
30,000 MT per annum of cultural varieties of paper by improving
its pulping and paper machine capacity with a superior chemical
recovery system. The pulping capacity was enhanced by
installation of chemical pulp mill and a high yielding cold soda
refiner pulp mill with state of the art technology. The company
was the first to produce standard Newsprint in India after
commissioning of the Newsprint machine in July 1981.

With forethought MPM had plans to go in for a forestation

project and approach the Government for allotment of land for its
programme. The Government of Karnataka came forward and
allotted 75,000 acres of degraded forest area and also gave the
support of technical expertise for development of a forestation in
different phases.

MPM took up a sugar Mill Project during 1983 and

completed within the record time with capacity of 2,500 TCD per
day with a view to use the bagasse for pulp making. This project
was a success and MPM became the only Mill to have an
integrated Sugar Mill in single location with common utilities.
Notwithstanding this, a number of projects towards modernization
of the Boilers, Retrofitting of Recovery Boiler, improving Turbine
House auxiliaries, Paper Machine fiber recovery system,
Computerized control of paper quality and bringing in economy in
the operation of the mill.
 Government of Karnataka holds 65% of the shareholding of
the Company, IDBI and other Financial Institutions hold 24% of
the shares and shareholding by the General Public is 11%. The
production capacity of MPM in units is as under:-

1. Writing, Printing, Packing and Cultural paper-30,000MT per

year
2. Newsprint - 75,000MT per year
3. Cane crushing - 2,500MT per day

The company is managed by eminent Board of Directors

consisting of IAS, IFS and other professionals. The Chairman &
Managing Director of the Company is assisted by a team of
professionals in various fields who have expertise in production,
finance, marketing etc., with a dedicated team force.

MAIN OBJECTIVES OF MPM:-

1. To meet social responsibility.

2. To provide employment opportunity to the people of that
area.
 3. To bring down the regional imbalance in paper production in
the state of Karnataka.
4. To meet the national and regional demand for paper and
paperboard.
5. To reduce the imports of newsprint from the foreign market.
6. To market the use of the bagasse, as input for paper making,
this is readily available from its own source.

GROWTH AND DEVELOPMENT OF MPM LIMITED:

 1937 – The first paper machine was installed with a capacity of

4000MT per year.
 1952 – The second paper machine was installed with capacity of
8000MT per year.

 1963 – The third paper machine was installed with a capacity of

18,000MT per year.

 1972 – Optimization programme was taken up to increase the

installed capacity to 24,000MT per year.

 1975 – Application was filed before the Central Government for

taking up installation of 4th machine for newsprint production.

 1981 – Trial production of newsprint started in 11-07-1981.

 1983-1984 – MPM Captive Forest Plantation programme on
30,000 hectares leased land started.

 1984 – MPM sugar factory started on 11-10-1984 with a

crushing capacity of 2500 MT cane per day.

 1995- Expansion of sugar mill 2500 TCD to 5000 TCD

 2000- Installed with 90 MT capacities of modern Boilers and 16

MT TG to the Mills to boost steam generation and increase the
self-generation of power. The Company has ventured to obtain
ISO 9001 certificate to boost its image in the trade of business
to meet the global competition.

 2004- ISO 14000 certificate (for pollution control)

PLANT LAYOUT:
Plant layout is done well by arrangement of different
machinery in different department like:
1. Raw material department
2. Chipper department
3. Chemical pulp mill {CPM-1, 2}
4. Cold soda refined pulp mill {CSRMP}
5. Stock preparation plant {SPP}
6. Paper machine-1, 2, 3, and 4
 Etc. These departments are arranged according to rules and
regulation of plant layout. In this paper mill, the layout followed is
arrangement for high output rate, better working condition and
better supervision up to possible extent.

• PRODUCT PROFILE
Paper is an essential element in every ones life. No individual
is of the opinion that paper is not essential in his life. There are
many different users of paper like it is used for printing, packing,
construction also in media entertainment.
MPM Limited is the manufacture of paper product mainly
cultural paper, news print. It is also the manufacturer of sugar

 NEWS PRINT:

News print is used for printing of news paper and the quality
used is inferior when compare to that of cultural papers. MPM was
the first company to produce news print paper technology wise,
way back in 1981. Paper machine 4 was established to produce
news print paper with an installed capacity of 80000 MT Per
year.90% of the sales of the news print are direct and it is only to
the registered news paper agency.

 CULTURAL PAPER:
 There are three paper machines installed for the production of
cultural papers with a total capacity of 100 tons per day with
respective individual capacity of 20,20,60 tons per day.
The following are the different types of cultural papers that are
produced in MPM:

TYPES USES
Cream wove Printing and writing papers like in books
Azurite Papers used in ledger book
Color printing Papers used for pomp lets, Tickets and bill book

Kraft paper Paper used in envelops, Book binding, Cartoon

boxes
Poster Papers used in invitation cover envelop cinema
posters.
Cover paper Textbook wrappers
Map litho Papers used for file covers, Folder papers
Cream wove paper is having more demand as it is used for writing
and printing

 SUGAR:

The crushing of sugar cane started in 1984. Earlier the

production of sugar was all through the year, now the production is
limited to only 6 months in a year in sugar cane season, which is
for august to January. The sugarcane is bought from surrounding
villages during the season. Sugar is sold only to the licensed
dealers and it is usually done through tenders. Sugar is sold to
Nandini-The milk union, Chocolate and sweet manufacturing unit
and also for domestic purposes.

The outer skin of sugarcane, after the extraction of juice

which is called as baggasse is used as raw material for the
production of cultural papers.

ORGANIZATIONAL STRUCTURE OF THE COMPANY:

The organizational structure of an enterprise would depend

upon its size, product manufactured and its functional divisions. In
public sector the Government plays significant role in determine
the organizational structure of the concern. The organizational
structure may be flexible. The company may change its structure
according to the needs and suitability.

In MPM Ltd., the boards of Directors were having the having

the major position in the company. The chairman is the cum-
manager director (CMD) of the company. He is help responsible
for formulation and implementing the policies procedures and rules
with the assistance of Board of Directors appointed by the
Government and various financial institutions. Different
functional department heads like Production, marketing Finance,
HRD and Administration etc also assists him.

The government appoints the General Manager (GM) of HRD

and administration. He always keeps contact with all other
functional department for routine administration. He also keeps
direct contact with CMD.

Each functional department heads are assisted by the assistant

manager. The director of production is in charge of some divisions
namely materials paper pulp sugar chemical etc. There is always
coordination between all functional departments through horizontal
communication.
  Organizational Structure of Mysore Paper Mill Limited

BOARD OF DIRECTORS

SHARE HOLDERS

CHAIRMAN / MANAGING DIRECTOR

Director G.Mngs Director Director GM

forest production marketing finance (HRD & A)

Sr.
AGM Project AGM [PB] AGM
Manager
(Maintenance) (Project) In charge (Finance)
(Marketing)

Managers Sr.Mgr [1A] Sr.Mgr [91cs]

Deputy Managers

Assistant managers
• HRD AND ADMINISTRATION DEPARTMENT

G.Mngr-HRDA

AGM-HRDP

JGM (HRM)

M-PR & Sr.Med.

Plantations Offr.MOS
SM-HRM

M-Pers M-Civil
M-Pers Sr. per (Offr. EST Town
DM-Per Officer
Sr.PLOTO

M-Sec & Vig

DM-Fire
 M-Welfare M-Indi M M-Town M
DM-Cant Rel sr Legal Administration TTC
Wel-Off IRO

The HRD and Administration Department of MPM are

located at Bhadravathi. The divisions are headed by a general
manager (HRD&A). The department consists of personnel, HRD,
welfare and a number of sections for example: training, public
relations. For convenience sake, the department is considered to
consist of two major department; personnel (mainly dealing with
non officers) and HRD and Administration (mainly dealing with
officers, except training and developing activities, which are
organized for both officers and non – officers. This department
reports to the manager personnel and HRD).

• Why do we need HRD:

Organization is a group of people and the people have high

potential resource. To optimize these resources and make
organization more effective it is necessary to have HRD System.

• Goals of HRM:

1. Development of individual capacity

2. Development of competence in relation to job being
performed
3. Developing inter personal relationship
4. Development of corporate approach
5. Development of overall organizational culture.

• Roles of HRD:

1. Human resource planning

2. Human resource accounting
3. Human resource allocation and role planning
4. Human resource training and development
5. Human resource maintenance

• Activities of HRD:

1. Budgeting and controlling the cost

2. Selection of learning process
3. Planning, designing conducting the training programme.
4. Training need identification, Assessment and Justification
5. Evolution of programme, the trainee and feedback record.

• HRD Philosophy:
 1. Organization provides necessary function and competitive
cost.
2. human resource has power which can be utilized for
organizational effectiveness through people-people and
people-machine interfaces

• Total strength of MPM:

EMPLOYEES 2750
OFFICERS 257
FOREST FIELD WORKS 504
CONTRA WORKERS 865
OTHERS 630

• Functions of HRD:

The following are the important HRD functions:

1. Effective manpower planning, recruitment, confirmation
grant of Increment, promotion, Transfer, Pay fixation,
Retirement in respect of employees.
2. Job descriptions and performance appraisal system in respect
of employees
 3. Automated maintenance of Seniority/ Service particulars of
employees (Human resource information system).

 VISION AND MISSION

• VISION:

1. Work towards the global leaders in managing and developing

paper in true way.
2. Integrating their involvement and strengthen the nations
paper sector by sharpening the competitiveness.

• MISSION

1. Collaborate with the industry, various continuing education

providers and distance learning technology providers to
develop and implement an industry-wide continuing
education strategy that will cost effectively provide the
needed knowledge and skill base at all levels of the
workforce and thereby significantly improve the financial
performance of the industry.
2. To establish diverse, in depth continuing education programs
tailored to meet explicit defined needs of paper industry for
enhanced management success. MPM will develop, and
enhance managerial, leadership, and soft skills of paper
industry.

• Executive (Corporate managers and staff)

• Management (Division executives and staff)
• Operations management(Mill managers and staff)
• Supervisory leadership (department and production
floor managers, Supervisors, engineers, and staff)
• Production and hourly workers and staff.
Chapter- 4
 RESEARCH METHODOLOGY

Research is a scientific and systematic search for pertinent

information on a specific topic. Any enquiry would prove to be a
failure. If it is not done with certain methodological way. The
validity of the study lies in methodology which includes
motivation for the study, Objectives& scope of the study, Universe
and sampling, tools of data collection, method of data collection,
processing method, source of information, report design, research
design, limitations of the study etc, the methodology intended to
adopt in the proposed study is as follows.

AIM OF THE STUDY.

The main aim of the study is to know about the various
factors that affect the “job satisfaction” in the manufacturing
industry and to measure the number of dismissals for the smooth
functioning of the organization.

MOTIVATION OF THE STUDY.

Researcher did his field work in company where he
observed the job satisfaction in that company which created
interest and my research guide also suggested to study more about
job satisfaction in different industries,
SCOPE OF THE STUDY.

The researcher has taken the topic a study on job

satisfaction. The study will be carried out in manufacturing
industry in Badravati. The researcher has decided to study the
factors involved in the job satisfaction, to what extent it is being
followed in the industries. This study also aims at finding out the
dis-satisfaction as a result of the job satisfaction. And to what
extent it is being implemented.
The scope of the study extends to verify and asses the job
satisfaction. Ways and means to create the job satisfaction,
Welfare facilities of the organization. & the Importance of the
organization.
OBJECTIVES

1. To study the demographic data of the respondents.

2. To know the importance of training.

3. To know the welfare facilities given to the employees.

4. To know the security given to the employees.

5. To know the different factors of job satisfaction.

HYPOTHESIS.

• The job satisfaction is very important in an organization.

• Job satisfaction improves the high production.

• Job satisfaction creates good relationship with organization.

• Job satisfaction can improve performance.

UNIVERSE OF THE STUDY.

Researcher decided to study the employee total population of

2750 in MPM limited.
The researcher indicates to take sample of 50 respondents in
MPM limited.
The researcher taken 50 respondents of whole company both
side of management and employees.
RESEARCH DESIGN.

The task of defining the research problem is the preparation of the

research of the design of the research project popularly known as
the ‘Research Design’
Decision regarding what, where, when, how much by what
means; concerning an inquiry constitutes a research design. Design
is the arrangement of condition for collection and analysis of data
in a manner that aims to combine relevance to the research purpose
with economy in procedure. It constitutes the blue print for the
collection, measurement and analysis of data. Descriptive design is
followed for the study. The aim of the descriptive research is to
describe events any situation to study the factor involves in the job
satisfaction to what extent it is being followed in the industries.

SAMPLE DESIGN

Sampling procedure is selection of a portion or same unit is

selected as the representative of universe or population that is
expected to have of similar characterizes of outline population. The
research has prepared a sampling frame out of which 50
respondents were chosen randomly by adopting sample random.
DATA COLLECTION.

The collection of data includes the primary data collection

and secondary data collection.

1. PRIMARY DATA COLLECTION

The primary data is collected through questionnaires

include 34 close ended questions with the 50 employees

2. SECONDARY DATA COLLECTION

The secondary data is collected through some book previous

record website.

INCLUSIVE CRITERIA

• The data collected is from employees who are the

respondents.

• Only employee’s data have been collected.

 • Data has been collected only concentrating on MPM
limited.

EXCLUSIVE CRITERIA

• Contract laborers are excluded from the study.

• Head of the department also excluded.

• Supervisory departments have been excluded.

LIMITATIONS

• Time constrain has limitation for the study, within

limited time having greater control over research
operations.

• Only 50 respondents were taken out of the study so it

may not give the complete view of total.

• Questioners method through it serves to greater extent

still it is not as efficient as interview method as for as
efficiency is considered.

• The cause reference are only restricted to MPM limited.

• Researcher faced a little difficulty to get the

information.
Chapter-5
1. Age of the respondents.

SERIAL AGE NO OF PERCENTAGE

NO RESPONDENTS

1 31-35 6 12

2 36-40 9 18

3 41-45 9 18

4 46-50 10 20

5 51-55 13 26

6 56-60 3 6

TOTAL 50 100
 Above table illustrates that 12% are under the age of 31-35,
the following 18% are under the group of 36-40, and also same
numbers of respondents are in the age group of 41-45, the age
group of 46-50 of respondents are 20%, then the majority of 26%
are under the age group of 51-55, only 6% of respondents age
group of 56-60.

This shows that most of the respondents are above 50 and

below 55 years in this company.
30
25 56-60

20 51-55
46-50
15
26 41-45
10 18 18 20 36-40

5 12 31-35
6
0

Age distribution of respondents.

2. Qualification of the respondents.

SERIAL QALIFICATION NO OF PERCENTAGE

NO RESPONDENTS
1 MBA 1 2
 2 MSW 3 6
3 B COM 5 10
4 BA 8 16
5 BE 8 16
6 DIPLOMA 7 14
7 MA 3 6
8 ITI 11 22
9 PUC 4 8
TOTAL 50 100

Above the table illustrates that majority of 22% of ITI

respondents, and 16% of respondents same two qualification of BA
and BE, 14% of respondents were done with their diploma, and
10% of respondents completed BCOM and 6% of respondents
done their post graduation of MSW, and MA, and the 8% of
respondents are completed PUC, and 2% of respondents finished
MBA.
This table shows that most of the respondents have
completed their ITI, and joined their company.
 25
PUC
20 BA
ITI
15 DIPLOMA
BCOM
22
10 BE
16 16
14 MA
5 10 MSW
8
6 6
2 MBA
0

Qualification of respondents.

3. Distribution according to the sex.

SERIA SEX NO OF PERCENTAGE

L RESPONDENTS
NO
1 MALE 41 82

2 FEMALE 9 18

TOTAL 50 100

The above table illustrates that majority of 82% respondents

are male, and the 18% of respondents are female.
 This shows that male employees are more than female
employees, because males are more in need of a job and more
responsible to their families.

18%

MALE
FEMALE

82%

Distribution of sex

4. Opinion of enjoying their work?

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1 ALWAYS 34 68
2 DEPENDS 15 30
3 SOME TIMES 01 02
NEVER 00 00
4
TOTAL 50 100
 The above table illustrates the 68% of respondents are
enjoying always, 30% of respondents are they depends, only 2% of
respondents are not satisfied on their work.
This shows that employees are getting freedom for their work
that is way they are enjoying their work.

70
60
50
SOME TIMES
40
68 DEPENDS
30 ALWAYS
20
30
10
2
0

Percentage of enjoying their work.

5. Organization supports in continuity of educational and
personal Growth.

SERIAL SATISFACTIO NO OF PERCENTAGE

NO N LEVEL RESPONDENTS
1 ALWAYS 16 32
2 DEPENDS 26 52
3 SOME TIMES 05 10
4 NEVER 03 06
TOTAL 50 100
 Above the table illustrates majority of 52% of respondents
are not completely satisfied on organization supports in education
and personal growth. Then 32% of respondents are fully satisfied
on their organization support education and personal growth. And
10% of respondent’s opinion is only some times, and 6% of
respondents are never satisfied.
This shows that in this company employees are dependent an
their organization.

60
50
NEVER
40
SOME TIMES
30
52 DEPENDS
20
32 ALWAYS
10
10 6
0

Education and personal growth.

6. Opportunities for employees career growth in the

organizations.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1 VERY GOOD 4 8
2 GOOD 33 66
3 NOT MUCH 12 24
4 NOT AT ALL 1 2
TOTAL 50 100
 The above table illustrates the most of respondents satisfied
of 66%, and 24% of respondents are not much satisfied. And 8% of
respondents are highly satisfied of their career growth. Only 2% of
respondents are never satisfied of their growth.
This shows that employees are getting career growth of this
company.

24 VERY GOOD
GOOD
66 NOT MUCH
NOT AT ALL
8

0 20 40 60 80

Career growth in organization.

7. Responsibility about their job.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1 VERY 16 32
INTRESTING
2 INTRESTING 34 68

3 CAN’T SAY 00 00

4 NOT AT ALL 00 00

TOTAL 50 100
 The above table illustrates the most of respondents of 68%
are intrusting, and the 32% of respondents very intrusting of their
responsibility.
This table shows that the employees are having the
responsibility about their job.

70
60
50 NOT AT ALL
40 CAN'T SAY
68
30 INTRESTING
20 32 VERY INTRESTING
10
0 0 0

Responsibility of job
8. Communication with managers and supervisors

SERIAL Communication NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 VERY GOOD 12 24

2 GOOD 35 70

3 CAN’T SAY 02 04
MAJOR
4 PROBLEMS 01 02

TOTAL 50 100
 The above table illustrates that majority of the respondents
are satisfied of communication with the managers and supervisors
of 60%, the 24% of respondents are highly satisfied, and 4% of
respondents not responded, and the 2% of employees are having
major problems.
This shows that in this organization having good
communication system.

80

60 MAJOR PROBLEM
CAN'T SAY
40
70 GOOD
20 VERY GOOD
24
0 4 2

Communication with managers and supervisors.

9. Useful on training and induction

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 YES 41 82

2 NO 9 18

TOTAL 50 100
 The above table interprets the majority of respondents of
82% are satisfied, and the 18% of respondents not satisfied of their
training and induction programmed.
This shows that training and induction will be very useful to
employees, and they are happy trained this facility.

90
80
70
60
50
NO
40 82
YES
30
20
10 18
0
Useful
YES on training and
NOinduction
10. Opinion about considering on interknitting on
programmes.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 YES 39 78

2 NO 11 22

TOTAL 50 100
 The above table interprets that majority of respondents
partially agree that getting employee opinion in organization of
78%, and 22% of respondents are not sure that their opinion is not
taking their opinion.
The table shows that company is taking opinion with
everybody for the dependent of the company.

NO
22%

YES
NO

YES
78%

Opinion about programmes.

11. Feeling about training.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1 HIGHLY
SATISFIED 11 22

2 SATISFIED 37 74
3 NOT
SATISFIED 2 4

TOTAL 50 100
 The above table shows that majority of respondents are
satisfied on their training was given their organization opinion of
74%, and the 74%, of respondents are only satisfied, and the 4% of
respondents are not satisfied.
This table shows that training is very important in
organization and it also shows the satisfaction with the
respondents.

4
22
HIGHLY SATIFIED
SATISFIED
NOT SATISFIDD
74

Feel about training given to the company.

12. Scope for learning?

SERIAL OPINION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 YES 40 80

2 NO 10 20

TOTAL 50 100
 The above table illustrates that majority of respondents
opinion of 80% they have scope for learn, the 20% of respondents
opinion is no scope for learn.
Researcher interprets by saying that most of the respondents
have learnt lot of things by this company.

YES
NO 20 NO

YES 80

0 20 40 60 80

Scope for learn

13. Guidance by your senior officers.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 YES 36 72

2 NO 14 28

TOTAL 50 100
 The table shows that 72% respondents are getting guide from
senior officer, and 28% of respondents opinion is that they are not
getting guide from senior officer.
Here, we can interpret by saying that senior officers who
were guiding the respondents are satisfied.

80
70
60
50
40 NO
72
30 YES
20
28
10
0
YES NO

Guidance by senior officer.

14. Is management supports the employees?

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1
YES 45 90
2
NO 5 10

TOTAL 50 100
 The above table shows that the majority of 90% of
respondents are satisfied. And the 10% of respondents not satisfied
of their management support.
This shows that the employees are getting enough support
from the management.

100

80

60
NO
90
40 YES

20
10
0
YES NO

.
Support from management to employees
15. Notes of stay in the company?

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 SALARY 25 50
WORK
2 ENVIRONMENT 19 38

3 COLLEAGUES 0 0

4 FACILITIES 6 12
 TOTAL 50 100

The above table interprets that majority of 50% of

respondents are satisfied on their salary. And the 38% of
respondents are satisfied of working environment. And the 12% of
respondents are satisfied of facilities.
This shows that more employees are working for their salary
and they are happy towards it.

50

40
FACILITIES
30 COLLEAGUES
50
20 WORKING ENVIRONMENT
38
SALARY
10
12
0 0

Opinion on employee stay in company.

16. Satisfaction of performance appraisal?

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 VERY GOOD 13 26

2 GOOD 25 50

3 SATISFACTION 12 24
NOT AT ALL
4 GOOD 0 0
 TOTAL 50 100

The above table illustrates that majority of people good

satisfied of 50%. And the 26% of respondents are very good
satisfied. And the 24% of respondents are only satisfied of
performance appraisal.
This shows that all employees having good performance
appraisal, but very few are satisfied fully.

0
24 26
VERY GOOD
GOOD
SATISFACTION
NOT AT ALL GOOD

50

Performance appraisal.
17. Support from supervisor:-

SERIA SATISFACTION NO OF PERCENTAGE

L LEVEL RESPONDENTS
NO

1 VERY GOOD 18 36

2 GOOD 29 58

3 CAN”T DESIDE 1 2
 TOTAL 50 100

The above table illustrates that majority of respondents of

58% of satisfied of support from supervisor. And the 34% of
respondents highly satisfied. And 2% did not respond.
This shows that the employees are getting good support from
the supervisors.

60

50

40 NOT AT ALL
CAN'T DECIDE
30 58
GOOD
20 36 VERY GOOD
10

0 2 4

Support from supervisor.

18. Satisfaction of benefits given by the organization.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 FULLY 24 48

2 PARTIALLY 25 50

3 CAN’T DESIDE 1 2
 4 NEVER 0 0

TOTAL 50 100

The above table illustrates that majority of 50% of

respondents are partially satisfied of their benefits. And 48% of
respondents fully satisfied. And 2% of respondents not decided.

By this we can interprets by saying that most of the

respondents are partially satisfied by the benefits given by the
organization.

48 50
50

40
FULLY
30 PARTIALLY

20 CAN'T DECIDE
NEVER
10
2 0
0
Satisfied about their benefits.
19. Satisfaction level of increasing income.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS

1 FULLY 25 50

2 PARTIALLY 22 44

3 CAN’T DESIDE 3 6
 4 NEVER 0 0

TOTAL 50 100

The above table interprets that majority of 50% of respondents are

highly satisfied changes at income. The 44% of respondents
partially satisfied. And the 6% of respondents not decided.
This shows that income is change in satisfied by the
employees.
6 0

FULLY
PARTIALLY
50
44
CAN'T DECIDE
NEVER

Satisfaction of changes in income.

20. Satisfied with fringe benefits

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
HIGHLY
1 SATISFIED 10 20

2 SATISFIED 36 72
 3 NOT AT ALL 4 8

TOTAL 50 100

The above table illustrates that majority of the respondents of

72% are satisfied of fringe benefits. And the 20% of respondents
are highly satisfied. And 8% of respondents not satisfied.

This shows that the fringe benefits are utilizing to employees.

80
70
60
50 NOT AT ALL
40 SATISFIED
72
30 HIGH SATISFIED

20
10 20
8
0 Satisfaction
of fringe benefits.
21. Support from management.

SERIAL SUPPORT NO OF PERCENTAGE

NO RESPONDENTS
1
YES 40 80
 2
NO 10 20

TOTAL 50 100

The above table interprets that majority of 80% of

respondents are getting support. And the 20% of respondents not
getting support.

This shows that all employees are getting good and enough
support from management.

NO 20
YES
NO

YES 80

Percentage
0 of20support40from management.
60 80
22. Satisfied of welfare facilities.

SERIAL.NO SATISFACTIO NO OF PERCENTAGE

N LEVEL RESPONDENTS
HIGHLY
1 SATISFIED 21 42
 2 SATISFIED 28 56

3 NOT AT ALL 1 2

TOTAL 50 100

The above table illustrates that majority of 56% respondents

satisfied of welfare facilities and 42% of respondents highly
satisfied. The 2% of respondents are not satisfied.

This shows that employees are getting good welfare facilities.

60

50

40 NOT AT ALL
30 56 SATISFIED
42 HI SATISFIED
20

10
2
0 Satisfaction of welfare facilities.
23. Family care.

SERIAL NO FAMILY NO OF
CARE RESPONDENTS PERCENTAGE

1 YES 43 86
 2 NO 7 14

TABLE 50 100

The above table shows that majority of respondents of 86%

are family taking care from company. 14% of respondents opinion
care not taken.

Here we can interpret by saying that company is not only

taking care of the respondents but also their families.

100

80

60
NO
86
40 YES

20
14
0
YES
Percentage of employeeNOfamily care.

24. Entertainment facilities.

SERIA ENTERTAINMEN NO OF PERCENTAGE

L T FACILITIES RESPONDENTS
NO
 1 YES 36 72

2 NO 14 28

TOTAL 50 100

The above table illustrates that majority of respondents of

72%, of opinion Yes. And 28% of respondents opinion No.

Here, we can interpret by saying that respondents are need of

entertainment or recreational facilities by the company.

28

YES
NO

72

Opinion of entertainment facilities.

25. Satisfaction on salary.

SERIAL SATISFACTIO NO OF PERCENTAGE

NO N LEVEL RESPONDENTS
 HIGHLY
1 SATISFIED 10 20

2 SATISFIED 39 78

3 NOT AT ALL 1 2

TOTAL 50 100

The above table illustrates that majority of respondents of

78% satisfied their salary. And the 20% of respondents highly
satisfied. And the 2% of respondents are not satisfied of their
salary.
This shows that the company providing good salary to the
employees and they are happy towards it.

80

60
NOT AT ALL

40 78 SATISFIED
HI SATISFIED
20
20
0 2

Percentage of satisfaction of salary.

26. Employee recommendation.
SERIA SATISFACTIO NO OF PERCENTAGE
L N LEVEL RESPONDENTS
NO

1 ALWAYS 15 30

2 SOME TIMES 28 56

3 CAN’T SAY 5 10

4 NEVER 2 4

TOTAL 50 100

The above table interprets that majority of 56% of

respondents said that only some times. The 30% of respondents
opinion of always. And the 10% of respondents can’t say and the
4% of respondents opinion never.
This shows that employees also recommends to the
supervisor about the importance in the company.
60
56
50

40 ALWAYS

30 SOME TIMES
30
CAN'T SAY
20
NEVER
10 10
4
0

Percentage of employee recommendation.

27. Work surroundings in organization.(noise, light,
temperature).
SERIAL SATISFACTION NO OF PORCENTAGE
NO LEVEL RESPONDENTS

1 VERY GOOD 6 12

2 SATISFACTORY 38 76
NOT AT ALL
3 GOOD 6 12

TOTAL 50 100

The above table illustrates that majority of 76% respondent’s

satisfied surroundings. And the 12% of respondents are highly
satisfied. And 12% of respondents not satisfied.
Here is shows that organization has good surroundings.

80
70
60
NOT AT ALL GOOD
50
SATISFACTORY
40 76
VERY GOOD
30
20
10
12 12
Satisfaction of work surroundings.
0
28. Employee safety.
SERIA SATISFACTION NO OF PERCENTAGE
L LEVEL RESPONDENTS
NO

1 VERY GOOD 11 22

2 SATISFACTORY 38 76

NOT AT ALL
3 GOOD 1 2

TOTAL 50 100

The above table shows that majority of respondents 76%

satisfied of safety. And the 22% of respondents very satisfied.
And the 2% of respondents not satisfied.
This shows that company gives enough safety to all the
employees.

80
70
60
50 NOT AT ALL GOOD
40 76 SATISFACTORY
30 VERY GOOD
20
10 22
0 2
Employee opinion of safety.

29. Opinion about work place.

SERIAL SATISFACTIO NO OF PERCENTAGE
NO N LEVEL RESPONDENTS

1 FULLY AGREE 16 32
PARTIALLY
2 AGREE 33 66

3 CAN’T DECIDE 1 2

4 DISAGREE 0 0

TOTAL 50 100

The above table shows that majority of 66% respondents are

partially agree clean and comfortable. And the 32% of respondents
fully agree. And 2% of respondents not decided.
Here it shows that employees are satisfied of their
environment which is clean and comfortable.

70
60
50 DISAGREE
40 CAN'T DECIDE
66
30 PARTIALLY AGREE
20 FULLY AGREE
32
10
2
0 0
Opinion of work place clean and comfortable.
30. Company insures to employee.
SERIA SATISFACTIO NO OF PERCENTAGE
L N LEVEL RESPONDENTS
NO

1 YES 50 100

2 NO 0 0

TOTAL 50 100

The above table illustrates that majority of 100% of all

respondents insured.

This shows that company given first preferences of insurance

to all the employees.

100

80

60
NO
40 YES

20

0
Percentage
YES of employee
NO insurance.
31. Employee satisfaction on medical care.

SERIAL SATISFACTION NO OF PERCENTAGE

NO LEVEL RESPONDENTS
1 HIGHLY 22 44
SATISFIED
2 SATISFIED 28 56
3 NOT AT ALL 0 0

TOTAL 50 100

The above table illustrates that majority of respondents of

56% satisfied of medical care. And the 44% of respondents highly
satisfied.
This shows that company given good medical facilities to all
the employees.

60
HI SATISFIED
40 56 SATISFIED
NOT AT ALL
20 44 0

Satisfaction of medical care

32. Employees satisfaction on their canteen facilities.

SERIA SATISFACTIO NO OF PERCENTAGE

L N RESPONDENTS
NO LEVEL
1 HIGHLY 15 30
SATISFIED
2 SATISFIED 34 68
3 NOT AT ALL 1 2

TOTAL 50 100

The above table illustrates that majority of 68% of

respondents satisfied of their canteen. And the 30% of respondents
highly satisfied. And the 2% of respondents not satisfied.

This shows that company providing good canteen facilities to

employees.

70 68

60
50
HI SATISFIED
40
30 SATISFIED
30
NOT AT ALL
20
10
2
0
Percentage of employee opinion of canteen facilities.
33. Satisfaction on working environment.

SERIA SATISFACTIO NO OF PERCENTAGE

L N RESPONDENTS
NO LEVEL
1 HIGHLY 5 10
SATISFIED
2 SATISFIED 40 80
3 NOT 5 10
SATISFIED

TOTAL 50 100

Above the table illustrates that majority of 80% respondents

are satisfied of their working environment, and 10% of respondents
are highly satisfied. Same as 10% of respondents not satisfied.

This shows that more respondents are satisfied of their

working environment.
80
70
60
50 not satisfied
40 satisfied
30 hi satisfied
20
10
0
Opinion of working environment.

Chapter- 6
 FINDINGS

 The study shows that majority of respondents are more than 45

age.
 The study shows that majority of respondents are in technical
field.
 The study shows that majority of employees are male.

 According to the respondents more of them enjoy their work.

 According to the respondents their career growth is good.

 According to the respondents they have good communication
with supervisor and managers.

 The study shows that the management considers the employee

opinion for improvements.

 The study shows that the company giving training to employees.

 According to the respondents they have good scope to learn in

their organization.

 The study shows that employees are getting guidelines from the
senior officer.

 The study shows that employees getting good support from the
management.

 According to the respondents most of them are happy with the

salary.

 The study shows that more respondents satisfied of their

performance appraisal.
 The study shows that more respondents are satisfied of their
fringe benefits.

 According to the employees they are satisfied of their safety.

 The study shows that all employees are insured.

 Most of the respondents are satisfied on medical facilities.

SUGGESTION

 Recruitment and selection should be practiced in core

professional way.

 Recognition of good work, opportunity for self

development and hygienic work environment.

 The management should effective communication skill

which is essential for effective leading and motivation of
people at work.
  Provide proper safety equipment and get alert them about
accident and safety.

 Employees should be appreciated timely to improve job

satisfaction.

 Management and workers must know each other.

CONCLUSION

Job satisfaction is very important in organization. Job

satisfaction is a combination of psychological and environmental
factors. The study brings that majority of employees opinion is
they satisfied of their job. The employees are positive feelings of
their work.
Factors controllable by the management such as security,
opportunity for advancement including appropriate policies for
promotional and transfers, working conditions etc must be
carefully observed and necessary steps must be taken to develop a
well satisfied group of employees.
 The job satisfaction wills Leeds the high production and
performance. The study shows that in MPM employees are happy
of their job and the company production also very high level.
 BIBLIOGRAPHY

• MR.P.SUBBA RAO – ‘PERSONNEL AND HUMAN

RESOURSE MANAGEMENT’. HIMALAYA
PUBLISHING HOUSE- 2007.

• L.M. PRASAD. – ‘HUMAN RESOURSE

MANAGEMENT’. SULTAN CHAND & SONS
PUBLISHING – 2006.
• C.B. MAMORIA, AND S.V. GANGER – ‘PERSONNEL
MANAGEMENT’. - HIMALAYA PUBLISHING
HOUSE- 2004.

WEBSITE:-
• www.google.com
• www.yahoo.com
 QUESTIONNAIRE

Personal Profile

1. Age :

2. Qualification :

3. Sex :
 4. Are you enjoying your work?

Always Depends Sometimes Never

5. Organization supports in continuity of educational and

personal Growth

Always Depends Can’t Say Never

6. Opportunities for your career growth in the organizations

Very good Good Not much Not at all

7. I find the responsibility of my job

Very interesting Interesting Can’t Say Not

at all 

8. Communication with managers and supervisors

Very good Good Can’t Say Major

Problems.

9. The training and Induction programmes given by the

company are useful?

Yes No
10. Whether employee’s opinion is taken in to consideration

while interknitting any programme?

Yes No

11. How did you feel about the training given to you when

taken for a job?

Highly satisfied Satisfied Not satisfied

12. Whether there is scope for learning in your company?

Yes No

13. Whether senior officers guide your in you

performance?

Yes No

14. Do you feel Management supports the employees?

Yes No

15. What notes you to stay in your company?

Salary  Working environment

Colleagues Facilities

16. My satisfaction on performance Appraisal

Very good Good  Satisfactory Not at all

good

17. I am satisfied with the benefits given by the

organization

Fully Partially Can’t Decide Never

18. I am Satisfied with the Chances at increasing my

income in the organization

Fully Partially Can’t Decide Never

19. Support from my supervisor

Very good Good Satisfactory Not at all

good

20. Are you satisfied with fringe benefits given to you by

the company?

Highly Satisfied Satisfied Not at all

21. Whether you are getting enough support from

management?
Yes No

22. Are you satisfied on your welfare facilities provided by

the company?

Highly Satisfied Satisfied Not at all.

23. Whether your family is taken care by your company?

Yes No

24. Whether a company should have entertainment

facilities for the employed?

Yes No

25. Are you satisfied on your salary?

Highly Satisfied Satisfied Not at all

26. My Supervisors accept my recommendations for

improvements

Always  Sometimes Can’t Say Never

27. Work surroundings in my organization (Noise, light,

temperature etc)

Very good Satisfactory Not at all Good

 28. Are you safety in the work place

Very good Satisfactory Not at all Good

29. Workplace is clean and comfortable

Fully Agree Partially Agree Can’t decide

Disagree

30. Is your company insures to you?

Yes No

31. Are you satisfied on your medical care?

Highly Satisfied Satisfied Not at all

32. Are you satisfies on your canteen facilities?

Highly Satisfied Satisfied Not at all

33. Are you satisfied on your working environment?

Highly Satisfied Satisfied Not at all