Project on Study of Employees Job Satisfaction1

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Project on Study of Employees Job Satisfaction

INDUSTRY PROFILE

ABOUT GARMENT INDUSTRY:

INTRODUCTION:

As the business increases day by day to global standards, garment

industry also takes its boom in the world trade. Though there are certain limitations and

drawbacks in the business scenario, it is still trying to achieve a memorable growth in the

world trade.

From ancient days onwards, garments play an important role in each

and every ones life. Now the fashion technology is growing not only in towns and cities,

but also in small villages. People are now very much interested to wear new fashion

garments. Media also playing an important role in evaluating the garment industry all

over the world.

ABOUT GARMENT INDUSTRY DEVELOPMENT CORPORATION (GIDC):

To protect the rights of manufacturers and to create a beneficial

marketing facility for garments, THE GARMENT INDUSTRY DEVELOPMENT

CORPORATION came in to force. The GIDC is a non-profit organization established in

1984 in the city of New York by the garments workers union and the new York skirt and

sports wear association to strengthen the worlds garment industry.

For the past twenty years, GIDC has evolved in to multi-tiered

service organization providing marketing, buyer referrals, training and technical

assistance to the manufacturers and workers.GIDC acts as a link between designers &

labels and high quality producers and it has the following directors:

BRUCE RAYNOR -CHAIRMAN

STEVEN E-THOMAS-VICE CHAIRMAN

EDGAR ROMNEY -SECRETARY TREASURER ETC

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USE OF COMPUTERS IN GARMENT INDUSTRY:

CAD: Computer aided and designing (CAD) is industry specific design system usingcomputer as a tool. CAD is used to design anything from an aircraft to knitwear.

Originally CAD was used in designing high precision machinery. Slowly it is found its

way in other industries also. In 1970s, it made an entry in the garment industry. Most

companies in India and abroad have now integrated some form of CAD in to their design

and production process.

In fact, according to national garment association of US, of 228 garment

manufacturers:

65% use CAD to create color ways.

60% use CAD to create printed fabric design.

48% use CAD to create merchandising presentation.

41% use CAD to create knitwear design.

KNITTED FABRICS: Some systems specialize in knitwear production and final knitted

design can be viewed on screen with indication of all stitch formation.

PRINTED FABRICS: The process involves use of computers in design, development

and manipulation of motif. The motif can then be resized, recolored, rotated depending

on the designers goal.

SKETCH PAD SYSTEMS: These are graphic programmes that allow the designer to

use pen or stylus on electronic pad or tablet to create free hand images, which are then

stored in the computer.

TEXTURE MAPPING (OR) 3D DRAPING SOFTWARE: This technology allows

visualization of fabric on the body. Texture mapping is a process by which fabric can be

draped over a form in a realistic way.

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EMBROIDERY SYSTEMS: The designs used for embroidery can be incorporated on

the fabric for making garment. For this, special computerized embroidery machines are

used. Designers can create their embroidery designs on the computer or can work with

scanned images of existing designs.

INTERNET AND INFORMATION EXPLOSION: NATIONAL INSTITUTE OF

FASHION TECHNOLOGY (NIFT), Calcutta is linked to Internet with TCP/IP account

and the students have continuous access to the sites of the top designers, trend forecasting

agencies, fashion houses and fabric suppliers. This has helped both the institute and the

students immensely keeping them updated with the latest trends.

From the above information, it is clear that the computers play an important

role in the development of garment industry.

GARMENT INDUSTRY IN INDIA:

The garment industry occupies a unique place in our country. It accounts for

14% of the total industrial production and contributes nearly 20% of the total exports and

is the second largest employment generator after agriculture.

Garment industry is providing one of the basic needs of people and maintained

sustained growth for improving quality of life. Its vast potential for creation of

employment opportunities on the agricultural, industrial organized and rural and urban

areas, particularly for women.

Although the development of garment sector was earlier taking place in terms

of general policies. In recognition of its importance of this sector for the first time, a

separate policy statement was made in 1985 in regard to development of garment sector.

The textile policy of 2000 aims at achieving the target of garment and apparel exports of

US $ 50 billion by 2010 of which the share of garment will be US $ 25 billion. The main

market for Indian garments are USA, UAE, UK, GERMANY, FRANCE, ITALY,

RUSSIA, CANADA, BANGLADESH AND JAPAN.

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The main objective of the textile policy 2000 is to provide cloth of acceptable

quality at reasonable prices for the vast majority of population of the country and to

compete with confidence for an increasing share of the global market.

From the above it is clear that garment occupies a unique position in our

economy contributing to nearly a one third of the countrys earnings. The industry

includes manufacturers, suppliers, whole sellers and exporters of cotton textiles etc.

Today handloom and cotton textile exports in India is counted among the most important

sector.

The garment industry in India is widely named for its superb quality garments.

Total textile exports during April-march 1998-99 were rs 52720.78 crores. Readymade

garment exports comprises nearly 40% of the total exports.

CURRENT SCENERIO:

Developing countries with both textile and clothing capacity may be able to

prosper in the new competitive environment after the textile quota regime of quantitative

import restrictions under the multi-fiber arrangement (MFA) came in to an end on 1st

January 2005 under the world trade organization (WTO) agreement on textiles and

clothing.

As a result, the garment industry in developed countries will face huge

competition in both their exports and domestic markets. The elimination of quota

restriction will open the way for the most competitive developing countries to develop

stronger clusters of the garment industry which enable them to handle all stages of the

production chain from growing natural fibers to producing finished clothing.

The garment industry is undergoing a major reorientation towards non-

clothing applications of textiles known as technical textiles which are growing roughly at

twice rate textiles for clothing applications and now account for more than half of total

textile production. The processes involved in producing technical textile require

expensive equipments and skilled workers.

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As a result of various initiatives taken by the government, there has been

new investment of rs 50000 crore in the garment industry in the last five years. Nine

garment majors invested rs 2600 crores and plan to invest another rs 6400 crore. Further,

Indias cotton production increased by 57% over the last five years and three million

additional spindles. The industry expects investment of rs 1,40,000 crores in this sector in

the post MFA phase. A vision 2010 for garments formulated by the government after

interaction with the industry and exports promotion councils aims to increase Indias

share in the worlds garment from the current 4% to 8% by 2010 vision and plan to

increase Indian garment economy from the current US $ 37 billion to

$ 85 billion by 2010 and creation of 12 million new jobs in the garment sector.

There will be opportunities as well as challenges for the Indian garment

industry in the post MFA era. But India has natural advantages, which can be capitalized

on strong raw-material base cotton, man made fabrics, jute silk. Further, for the benefit of

exporters, there should be a state owned cargo-shipping mechanism. Several initiatives

have already been taken by the government to overcome some of these concerns

including rationalization.

Shri Kamal Nath, union minister of commerce and industry has said that

India will take up the issue of non-tariff barriers (NTBs) in the world trade organization

(WTO) Doha round of multi lateral trade negotiations, which are expected to gather

steam from march 2005 onwards.

On the eve of republic day, president DR.ABDUL KALAM said that, India

is presently exporting six billion US dollars worth of garments, where as with the WTO

regime in place, we can increase the production and export of garments to 18 to 20 billion

US dollars with in the next five years. This will enable generation of employment in

general and in rural areas in particular with the help of export of garments. We can add

more than 5 million direct jobs and 7 million indirect jobs in the garment sector.

Primarily in the cultivation of cotton, efforts are needed in cotton research, technology,

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generation, transfer of technology, modernization and upgrading of ginning and pressing

factories and growth in marketing strategy.

INDIAN GARMENT EXPORT INDUSTRY:

India is a major exporter of garments, fabrics and accessories for the global

fashion industry. Indian ethnic designs and materials are an important factor in the plans

of fashion houses and garment manufacturers all over the world. Those buttons on the

Levis you are wearing could well have been made in India.

The welcome decision of phasing out Multi Fiber Agreement (MFA) will end

the regime of quotas and other rules and regulations made by the Indian governments

helps us to create a competitive export garment industry all over the world.

For India, the clothing industry has performed quite well in exports. It has

been facing most of the quotas every year. As compared to rs 12 crores in 1970-71,

exports have reached rs 18000 crores by 1998. The major competitors in this segment of

the market are developed countries, Asian tigers like Korea, Taiwan, Hong Kong and

Singapore. Developing countries like Bangladesh and Mayan mar of china, of course.

In order to ensure quality of garment exports, the SSI restriction of the

garment exports, the SSI restriction of the garment industry should be removed. Present

equity participation of 24% by the foreign partners need to be enhanced and joint

ventures with majority shareholdings as well as technical collaborations should be

allowed. Labor laws need to be reorganized and the export procedures should be

liberalized.

LATEST TRENDS (NEWS) IN GARMENT AND TEXTILE SECTOR:

1. India recorded exports of $ 461 million in March 2005, against $ 351 million in

March 2004. The increase has continued from February, when textile exports

stood at $ 410 million. India has shown a 28% growth for the period January to

march 2005 as compared to the same period last year. While china remains the

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lead country in terms of textile imports to the US. Countries like Mexico and

Canada continue to loose out to India and china. Imports were threatening

thousands of US jobs. The us has the power to impose caps of 7.5% growth in

textile and clothing categories on china under an agreement that the way for

Chinas membership in WTO in 2001.

2. Ministry of finance has added 165 new textile products under Duty Drawback

Schedule. The new products included wool tops. Cotton yarn, acrylic yarn,

various blended fabrics, fishing nets etc. further, the existing entries in the

drawback schedule relating to garments have been expanded to create separate

entries of garments made up of (a) cotton

3. (b) Man made fiber blend

(c) MMF4. After the phasing out of quota regime under the Multi Fiber Act (MFA), India

can

5. Increase its textile sector becoming $ 100 billion industry by 2010. This willinclude exports of $ 50 billion. The proposed target would be achieved provided

reforms are initiated in textile sector and local manufacturers adopt measures to

improve their competitiveness. A 5-pronged strategy aiming to attract foreign

direct investment by making reforms in local market. Replacements of existing

indirect taxes with a single nation wide VAT. Liberalization of contract norms

for textile and garment units. Elimination of restrictions that cause poor

operational and organizational performance of manufacturers was suggested.6. The union minister shankar sinh vaghela said that the board for Industrial and

Financial Reconstruction (BIFR) had approved rehabilitation schemes for sick

NTC mills at the cost of rs. 3900 crores. Of the 66 mills, 65 mills have been

closed after implementing voluntary retirement scheme (VRS) to all employees.

The government has already constituted assets, sale committees comprising

representatives of central and state governments, operative agency, BIFR, NTC

and the concerned NTC subsidiary to effect sale of assets through open tender

system.

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7. Proposals for modernization of NTC mills have been made to the consultativecommittee members including formation of a committee of experts to improve

management of these mills. Even the present status of jute industry was under

the scanner of the consultative committee.8. The government had announced change from the value-based drawback rate

followed to a weight-based structure for textile exports that will discourage raw

material exports and also there is a scope for misusing the drawback claims by

boosting invoice value of exports.9. NCDEX launched its silk contract (raw silk and cotton) on Thursday, January

20, 2005. With this launch, the total number of products offered by NCDEX

goes up to 27. The launch of silk contract will offer the entire suite of fibers to

the entire value chain ranging from farmers to textile mills. Government of

India jointly with NCDEX has adopted a policy of encouraging future contracts

of silk. The ministry of textiles and the central silk board (CSB) had decided to

introduce Futures trading in mulberry cocoons and raw silk on NCDEX. Futures

trading on the NCDEX will provide an alternative trading avenue for farmers,

weavers and traders and help them to make a better price for their product and it

will also helps them to reduce risks associated with natural calamities.

From this, we can conclude that garment industry is still in developing

stage in India. The government is taking a lot of efforts to upgrade the garment industry

in India. Rules and regulations on small scale units should be liberalized and export

procedures on exports of garments is to be simplified and some grants to be given to

those farmers who are dependent on cotton and jute corps.

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COMPANY PROFILE

This firm was promoted by Late. Shri. Mohan das Kundanmal Mahataney, the

founder /promoter of associated apparels Pvt.Ltd, who were the makers of LIBERTY

shirts for the domestic market and also license makers of Maidem form, Jockey, Jantzen

and Tootal.

An illustrious son of an illustrious father, MR.Raju. M.Mahtaney is a commerce

graduate from Mumbai University, started his business career way back in 1968 by

joining his fathers business of ready-made garment exports. Later, he joined as a partner

in K.MOHAN in 1973. He became the managing partner in 1991, and since then his

contribution in terms of expertise has boosted the morale of the organization and thusgained to be recognized as a reputed manufacturer in exports of woven garments. In the

present context of business scenario, he has been traveling extensively to western

countries and further gained rich industrial experience especially in fabric and machine

etc. he was a member of the executive committee and also chairman of EDP of apparel

export promotion council. He also an active executive member in CIA &

INDO_AMERICAN chamber of commerce.

Ours is a garment manufacturing company fully equipped for exporting the

finished products. K.MOHAN & CO is situated 10 kms from the center of the beautiful

garden city of ban galore. We specialize in the manufacture of high quality of mens and

womens wear in the woven fabrics category. We predominantly cater to the American

market. K.Mohan among the oldest garment export houses in the country, established in

the year 1973.

K.Mohan & co is well equipped to meet any requirements of overseas clients.

In other words, we are proud to maintain that we are compliant to all standards set by our

clients. Our professional approach towards business makes us very easy to work with,

and fosters our business tie-ups and relationships, a very pleasing association. It has

locations at seven places in ban galore at Bannerghatta Road, Hulimavu, Begur,

Bommanahalli, Hong Sandra, Sing Sandra and Veer Sandra.

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K.Mohan & co has an impressive product range in the woven garments sector.

We are capable of manufacturing quality garments over a wide range of styles, size-

ranges and fabrics. Though we have produced a wider range in the past, we are now

focused on items such as mens and womens pants, shorts, shirts and blouses as well.

We are proud to be associated with-

The Gap Inc., Banana Republic, Polo Ralph Lauren, Nike, The Boom

Club, Lane Bryant, The Limited Group, Ralph Lauren, Polo Jeans, Kohls, Nill Blass,

Vetir, Decathlon, Shopko, Jones Apparel group and the like.

In every unit, we have a technical person viz., production manager in

charge of the unit associated by factory manager and production co-ordinators. The area

group HRD managers also take care of all the issues relating to the workers, includingHR activities, welfare, safety etc. where the number of employees exceed the limit

prescribed under the factories act. We have a safety officer too. Also we have a lady

medical officer visiting the units.

We have our own two in-house laundry units at Hulimavu and Sing Sandra

with modern machineries, which cater to all our wash requirements. To be candid, we

have all facilities to meet the contingencies. We have obtained the necessary consent for

both water and air in all our units.

Running a business with constraints in infrastructure facilities is a tough task,

meeting simultaneously the requirements of the buyers. In the present power crisis, we

are also running the generators in all our units, affecting the business profits to a large

extent availability of water, yet another concern. With all these constraints around, our

managing partner has been effectively managing the business. Labors, though available

in the areas, are not skilled. Hence we trained them in our training school and absorb

them with an amount of risk of their longevity.

It is a family partnership firm registered under the Indian partnership act, 1932.

Its corporate office is at begur road, bommanahalli hobli, Bangalore-560075.

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All raw materials is checked for quality and quantity and stored in a central

warehouse. Inventory handling is fully computerized.

The merchandising section and shipping department is well equipped with

instant communication systems like EDI. We are working on implementing ERP.

The CAD section is again fully equipped with the GGT ACCUMARK

REALEASE 7.62 PATTERN MAKING, GRADING AND MARKING SYSTEM.

We have automatic plotters (AP- 100) and pattern-cutting (MUTOH-1650) machines.

We have a fully integrated CAD/CAS/CAM section at one of our units. It is

equipped with state of the art automatic spreading (SYNCHRON 175) and cutting (GT-

7250) machinery from Gerber technology inc., of USA.

We possess a 20-head embroidery machine capable of 7-9 colors. Machine is of

Baruden make and stitching capacity is 20,00 25,00 stitches per hour.

The production floor is equipped with the latest machinery. Trained and

specialized personnel who have lot of experience in the garment production field man it.

We have technical experts who help implement the quality standards in our merchandise

(like AQL levels).

We use accredited testing labs for fabric package testing and garment testing. Our

employers are dedicated and work for the company untiringly, sinciourly honesty,

diligently, maintaining all the more a high standard of discipline which also contribute as

one of the reasons for the growth of the company to this stage.

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CHAPTER-1

INTRODUCTION:

JOB SATISFACTION:

Job satisfaction is one of the important factors which have drawn attention 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. DuBrins 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 a job. If

you like your job intensely, you will experience high job satisfaction. If dislike your job

intensely, you will experience job dissatisfaction.

DETERMINANTS OF JOB SATISFACTION :

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

mind that: all individuals do not derive the same degree of satisfaction though they

perform the same job in the same job environment and at the same time. Therefore, it

appears that besides the nature of job and job environment, there are individual variables

which affect job satisfaction thus all those factors which provide a fit among individual

variables, nature of job, and the situational variables determine the degree of job

satisfaction. Let us see what these factors are.

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INDIVIDUAL FACTORS:

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

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

level of education, age, and other factors.

1. Level of Education: Level of education of an individual is a factor which determines

the degree of job satisfaction. For example several studies have found negative

correlation between the level of education, particularly higher level of education, and job

satisfaction. The possible reason for this phenomenon may be that highly educated

persons have very high expectations from their jobs which remain unsatisfied. In their

case, Peters principle which suggests that every individual tries to reach his level of

incompetence, applies more quickly.

2. Age: individuals experience different degree of job satisfaction at different stages of

their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising

up to certain stage, and finally dips to a low degree. The possible reasons for this

phenomenon are like this. When an individual joins an organization. He may have some

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

assumptions make them more satisfied. However, when these assumptions fall short of

reality, job satisfaction goes down. It starts rising again as the people start to asses the

jobs in right perspective and correct their assumptions. At the last, particularly at the fag

end of the career, job satisfaction goes down because of fear of retirement and future

outcome.

3. Other Factors: besides the above two factors, there are other individual factors

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

life, he may not feel happy at the work place. Similarly other personal problems

associated with him may affect his level of job satisfaction.

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NATURE OF JOB:

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

level and job content.

1. Occupational level: Higher level jobs provide more satisfaction as compared to

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

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

professionals derive more satisfaction as compared to salaried people; factory workers

are least satisfied.

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

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

offers. A higher content of these factors provides higher satisfaction. For example, a

routine and repetitive job provides lesser satisfaction ; the degree of satisfaction

progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables:

Situational variables related to a job satisfaction lie in organizational context-

formal and informal. As we shall see in the next part of text, formal organization is

created by the management and informal organization emerges out of the interaction of

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

satisfaction are given below.

1. Working conditions: working conditions, particularly physical work environment,

like conditions of workplace and associated facilities for performing the job determine

job satisfaction. These work in two ways. First, these provide means for job

performance. Second, provision of these conditions affect the individuals perception

about the organization. If these factors are favorable, individuals experience higher level

of job satisfaction.

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

supervision; the degree of importance attached to individuals varies. In employee-

oriented supervision, there is more concern for people which is perceived favorably by

them and provides them more satisfaction. In job-oriented supervision, there is more

emphasis on the performance of the job and people become secondary. This situation

decreases job satisfaction.

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

and rewards determines the degree of job satisfaction. If the reward is perceived to be

based on the job performance and equitable, it offers higher satisfaction. If the reward is

perceived to be based on considerations other than the job performance, it affects job

satisfaction adversely.

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

in the context of job nature and work environment but they also attach importance to the

opportunities for promotion that these jobs offer. If the present job offers opportunity of

promotion in future, it provides more satisfaction. If the opportunity for such promotion

is lacking, it reduces satisfaction.

5. Work Group: Individuals work in group either created formally or they develop on

their own to seek emotional satisfaction at the workplace. To the extent, such groups are

cohesive; the degree of satisfaction is high. If the group satisfaction out of their

interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction:

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

of an individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental health.

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

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affects the individual psychologically which ultimately affects his physical health. For

example Lawler has pointed out that drug abuse, alcoholism, and mental and physical

health result from psychologically harmful jobs. Further, since a job is and important

part of life, job satisfaction influences general life satisfaction. The result is that there is

spillover effect which occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker.

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

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

and productivity; when job satisfaction increases, productivity increases; when job

satisfaction decreases, productivity decreases. The basic logic behind this is that a happy

worker will put more efforts for job performance. However, this may not be true in all

cases. For example, a worker having low expectations from his job may feel satisfied but

he may not put his efforts more vigorously because of his low expectations from the job.

Therefore, this view does not explain fully the complex relationship between job

satisfaction and productivity.

The another view: that is a satisfied worker is not necessarily a productive worker

explains the relationship between job satisfaction and productivity. Various research

studies also support this view. This relationship may be explained in terms of the

operation and organizational expectations from individuals for job performance.

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

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

performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic

reward stems from the job itself which may be in the form of growth potential,

challenging job, etc. the satisfaction on such a type of reward may help to increase

productivity. The extrinsic reward is subject to control by management such as salary,

bonus, etc. any increase in these factors does not help to increase productivity though

these factors increase job satisfaction.

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

has to operate under certain technological constraints and, therefore, he cannot go beyond

certain output. Further, this constraint affects the managements expectations from the

individual in the form of lower output. Thus, the work situation is pegged to minimally

acceptable level of performance.

However, it does not mean that the job satisfaction has no impact on productivity.

A satisfied worker may not necessarily lead to increased productivity but a dissatisfied

worker leads to lower productivity.

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

workplace either unexcused absence due to some avoidable reasons or long absence due

to some unavoidable reasons. It is the former type of absence which is a matter of

concern. This absence is due to lack satisfaction from the job which produces a lack of

will to work and alienate a worker from work as far as possible. Thus, Job satisfaction is

related to absenteeism.

Employee Turnover: Turnover of employees is the rate at which employees leave the

organization within a given period of time. As discussed earlier in this chapter under

defense mechanism, when an individual feels dissatisfaction in the organization, he tries

to overcome this through the various ways of defense mechanism. If he is not able to do

so, he opts to leave the organization. Thus, in general case, employee turnover is related

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

the other cause being better opportunity elsewhere. For example, in the present context,

the rate of turnover of computer software professionals is very high in India. However,

these professionals leave their organizations not simply because they are not satisfied but

because of the opportunities offered from other sources particularly from foreign

companies located abroad.

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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 job more interesting and challenging, improving

quality of work life, linking rewards with performance, and improving overall

organizational climate.

As part of a larger project whose goal was to create an employee-driven, survey-

improvement process six factors that influenced job satisfaction. When these six

factors were high, job satisfaction was high. When the six factors were low, job

satisfaction was low. These factors are similar to what we have found in other

organizations.

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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.

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Leadership.

Employees are more satisfied when their managers are good leaders. Thisincludes 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.

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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?"

Employees with higher job satisfaction:

Believe that the organization will be satisfying in the long run

Care about the quality of their work

Are more committed to the organization Have higher retention rates, and

Are more productive.

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Recognition. Individuals at all levels of the organization want to be recognized for their

achievements on the job. Their successes don't have to be monumental before they

deserve recognition, but your praise should be sincere. If you notice employees doing

something well, take the time to acknowledge their good work immediately. Publicly

thank them for handling a situation particularly well. Write them a kind note of praise. Or

give them a bonus, if appropriate. You may even want to establish a formal recognition

program, such as "employee of the month."

Advancement. Reward loyalty and performance with advancement. If you do not have

an open position to which to promote a valuable employee, consider giving him or her a

new title that reflects the level of work, he or she has achieved. When feasible, support

employees by allowing them to pursue further education, which will make them more

valuable to your practice and more fulfilled professionally.

Job satisfaction is good not only for employees but employers, too; it increases

productivity and decreases staff turnover.

An organization's policies, if unclear or unfair, can stand in the way of employee

satisfaction.

Employees need a reasonable amount of social interaction on the job.

Employees also need some degree of personal space, which diffuses tension and

improves working conditions.

To begin motivating employees, help them believe that their work is meaningful.

To help employees achieve on the job, provide them with ongoing feedback and

adequate challenge

When your employees do good work, recognize them for it immediately.

To increase an employee's sense of responsibility, do not simply give them more

work; give them freedom and authority as well.

You can help employees advance in their professional lives by promoting them,

when appropriate, or encouraging continuing education.

23
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STATEMENT OF THE PROBLEM

A STYDY ON EMPLOYEE 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,

Theyve increased their own job satisfaction as well.

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OBJECTIVES:

1. To know the satisfaction level towards the behaviors of peers and superiors.

2. To study the level of satisfaction towards his salary and also other benefits which

are provided by the company?

3. To study the ESI facilities and safety measures which are provided by the

company?

4. To suggest the company about the measures to be taken for more employee

satisfaction.

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RESEARCH DESIGN AND METHODOLOGY

The research design used for the study is the descriptive research design. In this design

structural information is used to gather information.

METHODOLOGY:

SAMPLING METHOD:

The two major methods are probability and non-probabilitysampling technique. The study requires probability method since the sample was chosen

or random. Hence the study was dealt with sample random tool, which is one of the most

popular method sampling.

SOURCES OF DATA:

PRIMARY DATA COLLECTION:

Primary data are those, which are collected afresh and for the first

time and thus happen to be original in character, questions and interviews methods were

accede to collect primary data by visiting the factory premises and various departments in

it. It was collected from the employees working in the factory. By using both the

questionnaire method and interview method. I would gather information from the

employees who was not willing or who did not have time for or who was shy about it.

SECONDARY DATA COLLECTION:

It is collected from the internal records of the company such as

library records, trade journals, various manuals of the company, various training

programs previously conducted and its responds etc; It is also conducted from the

officials of the pursued department in the factory. Secondary data provides a better view

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of the problem study many magazines, tools and other references were also mean

important in this study.

TOOLS FOR DATA COLLECTION:

SURVEY METHOD: The most widely used technique of gathering primary data is the

survey method. The sources interviewed personally at the place of work and also with

questionnaires. It is a direct and more flexible form of investigation involving face- to-

face communication and through recorded questionnaires filled in personally. The

information is qualitative, quantitative and accurate. The rate of refusal is low; it offers a

sense of participation to the respondents. It usually leads to broader range of data than

observation on experimentation methods. The data collected is tabulated and interpreted

to draw conclusion.

FIELD WORK: It is an important method of data collection. The questionnaire is used

for interviewing the respondents. Additional questions (Personal interviews) can be used

to secure more information. The respondents are interviewed in the factory.

SAMPLE DESIGN FOR THE STUDY:

SAMPLING METHOD: Stratified sampling method.

SAMPLE SIZE : 100(Consists of Production,

Finance, Human Resource,Systems, Marketing, Quality)

SAMPLE UNIT : Employees of K.MOHAN & CO (Exports) Pvt. Ltd

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DATA ANALYSIS AND INTERPRETATION

1. TABLE SHOWING PERSONALITY OF THE RESPONDENTS

TABLE: 1

S.NO. RESPONSE RESPONDENTS PERCENTAGE

1 Male 56 47

2 Female 64 53

Total 120 100

INFERENCE: From the above table, the analysis shows that, 46.7 % of the

respondents are male and the remaining 53.3 % are female. The total respondents are 120

members.

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GRAPH:1

From the above table the chart is as follows.

RESPONDENT GENDER

44

45

46

47

48

49

50

51

5253

54

Male Female

GENDERS

PERCENTAGES

PERCENTAGE

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2. EDUCATION OF THE EMPLOYEE

TABLE: 2

S.NO. QUALIFICATION NO.OF RESPONDENTS PERCENTAGES

1 Post graduate 12 10

2 Diploma/degree 26 22

3 SSLC/PUC/ITI 36 30

4 Less than SSLC 46 38

TOTAL 120 100

INFERENCE: The interpretation of the above table is,10% of the respondents are post

graduates,21.7 % are diploma/degree holders,30 % are belonged to SSLC/PUC/ITI,38.3

% are having their qualification as less than SSLC.

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GRAPH:2

The graph showing the different percentages of education of the employees.

EDUCATION OF THE

EMPLOYEES

05

1015202530

354045

Postg

radu

ate

Diplom

a/de

gree

SSLC/P

UC/IT

I

Lessth

anS

SLC

QUALIFICATION

PERCENT

AGE

Series1

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3. BELONGING CATEGORY

TABLE: 3

S.NO. CATEGORY NO. OF RESPONDENTS PERCENTAGES

1 Staff 28 23

2 Employee 92 77

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the category of human

resources i.e. staff and employees .This can be concluded as 23.3 % recorded as staff

members and remaining 76.6 % are recorded as employees in K MOHAN & CO

(EXPORTS) GARMENTS.

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GRAPH:3

The graph showing the category of employees.

EMPLOYEE CATEGORY

0

10

20

30

40

50

6070

80

90

Staff EmployeeCATEGORY

PERCENTAGES

PERCENTAGES

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4. BASIC SALARY OF THE EMPLOYEE

ABLE: 4

S.NO. BASIC SALARY NO OF RESPONDENTS PERCENTAGES

T

1 Below 5,000 82 68

2 5,000 to 15,000 16 13

3 15,000 to 30,000 18 15

4 Above 30,000 4 4

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the respondents basic

salary.63.3 % respondents getting below 5,000 as their basic salary, 13.3 are falling in

between 5,000 to 15,000, 15 % comes under 15,000 to 30,000 and the remaining 3.4 are

getting above 30,000 as their basic salaries. This can be concluded that most of the

spondents are getting below 5,000 as basic salary.re

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GRAPH:4

he graph showing the basic salaries of the employees.T

CHART SHOWING THEBASIC

SALARYOF THE RESPONDENTS

0

10

20

30

40

50

60

70

80

Below

5,000

5,000 to

15,000

15,000

to

30,000

Above

30,000

BASIC SALARIES

PERCENT

AGES

PERCENTAGES

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5. WORK EXPERIENCE OF THE EMPLOYEE IN THE ORGANISATION

ABLE: 5

.NO. ORK EXPERIENCE O.OF RESPONDENTS ERCENTAGES

T

S

W

N

P

1 elow one year 4 0B

2

2

2 ore than one year 2 7M

3

2

3 ore than three years 8 0M

4

4

4 ore than five years 6 3M

1

1

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the work experience of

the employees is recorded as 20 % belonging to below one year, 26.7 % belonging to

more than one year, only 13.3 % belonging to more than 5 years and finally 40 % ofmployees belonging to more than three years.e

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GRAPH: 5

he chart showing the work experience of the Employees in the organization.T

WORK EXPERIENCE IN THIS

ORGANISATION

0 20 40 60

Below one year

More than one

year

More than three

years

More than five

years

EXPERIE

NCE

PERCENTAGES

PERCENTAGES

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6.SATISFACTION TOWARDS PICK AND DROP FACILITY

ABLE: 6

S.NO. PICK & DROP NO.OF RESPONDENTS PERCENTAGE

T

1 Satisfied 52 43

2 Not satisfied 68 57

TOTAL 120 100

INFERENCE:The data provided in the above table shows that the opinion of Pick &

Drop facility provided in K MOHAN & CO(EXPORTS) GARMENTS. This can be

corded as 43.3% of employees are satisfied and remaining 56.7% are not satisfied.re

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GRAPH:6

he chart showing the satisfaction level on Pick and Drop facility.he chart showing the satisfaction level on Pick and Drop facility.TT

SATISFACTION TOWARDS PICK

& DROP

Satisfied

43%Not

satisfied

57%

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7.SATISFACTION LEVEL TOWARDS FREE CANTEEN

ABLE: 7

S.NO. FREE CANTEEN NO.OF RESPONDENTS ERCENTAGES

T

P

1 Satisfied 102 85

2 Not Satisfied 18 15

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the opinion on Free

Canteen facility provided in K MOHAN & CO(EXPORTS) GARMENTS. This can becorded as 85% of employees are satisfied and remaining 15% are not satisfied.re

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GRAPH:7

he chart showing the opinion on Free Canteen facility provided by the organization.T

SATISFACTION TOWARDS

FREE CANTEEN

Satisfied

85%

Not

Satisfied

15%

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8.SATISFACTION WITH PEERS AND SUPERIORS BEHAVIOURS:

ABLE: 8

S.NO. RIORS

BEHAVIOURS

NO OF RESPONDENTS PERCENTAGES

T

PEERS & SUPE

1 Satisfied 96 80


TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the coordination between

the Peers and Superiors in K MOHAN & CO(EXPORTS) GARMENTS. This can be

corded as 80% of employees are satisfied and remaining 20% are not satisfied.re

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GRAPH:8

he Graph showing the satisfaction level on Peers and Superiors in the organization.T

TOWARDS PEERS AND SUPERIORS

BEHAVIOURS

0

10

20

3040

50

60

70

80

90

Satisfied Not

Satisfied

SATISFACTION TOWARDS PEERS

& SUPERIORS BEHAVIOURS

PERCE

NTAGES

Series1

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9.THE TABLE SHOWING THE BONUS ALLOWANCES FROM THE

OMPANY

ABLE: 9

S.NO. BONUS NO OF RESPONDENTS ERCENTAGES

C

T

P

1 In six months 4 3

2 In a year 110 92

3 More than one year 2 2

4 No bonus 4 3

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the procedure of issuing

the bonus allowance in K MOHAN & CO(EXPORTS) GARMENTS. This can be

recorded as 3.3% of the employees getting their bonus once in six months, 91.7%

employees in a year, 1.7% getting in more than one year and 3.3% are not getting bonus

ver the study period.o

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GRAPH:9

he graph showing the issuing procedure of bonus allowances.T

BONUS ALLOWANCES FROM THE

COMPANY

In a year

92%

More than

one year

2%

No bonus

3%

In six

months

3%

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10.THE TABLE SHOWING THE REASON FOR GETTING OF BONUS.

ABLE 10

S.NO. BONUS BEEN ANNOUNCED NO OF RESPONDENTS PERCENTAGES

T :

1 loyee workingance

16 13On empperform

2 On companies profitability 104 78

TOTAL 120 001

INFERENCE:

The data provided in the above table shows that the reason for getting of

bonus in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 13.3%

of employees are getting bonus because of working performance and remaining 86.7%

epends on companies profitability.d

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GRAPH:10

he graph showing the reason for issuing of bonus in the company.T

010

203040

50

607080

90

PERCENT

AGES

Onemployeeworking

performance

Oncompaniesprofitability

ON DIFFERENT

VARIABLES

ON BONUS SCHEMES PROVIDED BYTHE COMPANY

Series1

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11.SATISFACTION TOWARD LOANS AND ADVANCES ISSUED BY THE

OMPANY

ABLE: 11

S.NO. LOANS & ADVANCES NO OF RESPONDENTS ERCENTAGES

C

T

P

1 es 8 0Y

4

4

2 o 5 9N

3

2

3 ot know 7 1N

3

3

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that the opinion on issuing of

loans and advances in K MOHAN & CO(EXPORTS) GARMENTS. This can be

recorded as 40% respondents were eligible for loans, 29.2% were not eligible for loans

nd remaining 30.8% respondents dont know about, that they were eligible or not.a

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GRAPH:11

he graph showing the eligibility for loans and advances.

1

he graph showing the eligibility for loans and advances.TT

0 10 20 30 40

PERCENTAGES

Yes

No

Not know

SATISFACTI

ONOF

LOANSA

ND

ADVANC

ES

SATISFACTION TOWARDS LOANSAND ADVANCES

Series1

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12.RESPONSE TOWARDS INCREMENTATION OF EMPLOYEES SALARIES

ABLE: 12

S.NO. SALARY IS NO.OF RESPONDENTS ERCENTAGES

T

P

1 Incrementing 106 88

2 Not Incrementing 14 12

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, there is any incrementing

in their salaries or not in K MOHAN & CO(EXPORTS) GARMENTS. This can be

recorded as 88.3% of employees had incrementing in their salaries and remaining 11.7%ad no any incrementing in their salaries.h

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GRAPH:12

he graph showing the respondents opinion on Incrementation of their salariesT

TOWARDS SALARY

INCREMENTATION

0102030405060708090

100

Increm

entin

g

NotIncr

emen

ting

RESPONSE

PERCENTAGES

Series1

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13.RESPONSE TOWARDS COMPANIES PROFITABILITY DURING LAST 5

EARS

ABLE: 13

S.NO. COMPANIES PROFITS NO OF RESPONDENTS ERCENTAGES

Y

T

P

1 Incrementing 98 82

2 Decrementing 22 18

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 81.7 % of the

respondents said that companies profitability is increasing from the last five years, and

e remaining 18.3 respondents says that it is decreasing..th

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GRAPH:13

aph showing the respondents opinion on companys profitability from the last 5ears.

The gry

TOWARDS COMPANIES

PROFITABILITY

0

10

20

30

40

50

60

70

80

90

Incrementing Decrementing

COMPANIES PROFITS FROM THE

RESPONDENTS THOUGHTS

PERC

ENTAGES

Series1

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14.REGARDING THE FOOD PROVIDED BY THE CANTEEN

ABLE: 14

S.NO. FOOD NO OF RESPONDENTS ERCENTAGES

T

P

1 ad 5 3B1

1

2 ot Bad 5 7N

4

3

3 ood 0 2G

5

44 ery Good 0V

1

8

TOTAL 120 100

INFERENCE:The data provided in the above table shows that, the food provided in the

canteen .12.2 % respondents feel that the food is bad.37.5% said that the food is not

bad,41.7% response is that the food is good, and the remaining 8.3 % says that the food

very good.is

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15.A TABLE SHOWING SATISFACTION LEVEL OF HIS JOB TIMINGS

ABLE: 15

S.NO. JOB TIMINGS NO OF RESPONDENTS ERCENTAGES

T

P

1 Satisfied 92 77


TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 76.6 % respondents feel

their job timings are satisfied and 23.3 % respondents are not satisfied with their job

mings.ti

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GRAPH:15

he graph showing the satisfaction towards job timings.T

SATISFACTION TOWARDS JOB

TIMINGS

Satisfied

77%

Not

Satisfied

23%

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GRAPH: 16

he graph showing the utilization of ESI facilities by the employees.T

REGARDING ESI FACILITIES

Yes42%

No58%

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17.RESPONSE TOWARD SAFETY MEASURES, WHICH ARE PROVIDED BY

HE COMPANY

ABLE: 17

S.NO. SAFETY MEASURES NO OF RESPONDENTS ERCENTAGES

T

T

P

1 Yes 110 92

2 No 10 8

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 91.7 % employees said

that the company is provided safety measures, and the remaining 8.3 % said that there is

o safety measures.n

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GRAPH:17

The graph showing the respondents opinion on safety measures.

RESPONSE TOWARDS SAFETY

MEASURES

01020

30405060708090

100

Yes No

RESPONDENTS

PERCENTAGES

PERCENTAGES

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18.RESPONSE OF EMPLOYEE TOWARDS HIS JOB APPROACH

ABLE: 18

S.NO. GOT JOB NO OF RESPONDENTS ERCENTAGES

T

P

1 Recommendation 28 23

2 Skill 92 77

TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 23.3 % respondents are

etting their jobs by recommendation, and the remaining 76.7 % depends on their skill.g

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GRAPH:18

Response towards his job approach.

TOWARDS HIS JOB APPROACH

Recommendation

Skill

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19.RESPONDENTS SATISFACTION LEVEL OF COMPANIES

FRASTRUCTURE

ABLE: 19

S.NO. COMPANIES INFRACTURE NO OF RESPONDENTS ERCENTAGES

IN

T

P

1 Satisfied 68 57


TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 56.7% respondents weresatisfied with the companys infrastructure, and the remaining 43.3 % respondents wereot satisfiedn

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GRAPH: 19

The graph showing the satisfaction towards companys infrastructure

0

10

20

30

40

50

60

PERCENTA

GES

Satisfied Not

Satisfied

RESPONDENTS VIEW

COMPANIES INFRASTRUCTURE

PERCENTAGES

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20.SATISFACTION OF EMPLOYEE TOWARDS HIS SALARY

ABLE: 20

S.NO. SALARY NO OF RESPONDENTS ERCENTAGES

T

P

1 Satisfied 78 65


TOTAL 120 100

INFERENCE:

The data provided in the above table shows that, 65 % respondents are

tisfied with their salary and the remaining 35 % were not satisfied with their salaries.sa

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GRAPH:20

he graph showing the satisfaction level of salariesT

0

1020

30

40

50

60

70

PERCENTA

GES

Satisfied Not

Satisfied

RESPONDENTS VIEW

RESPONDENTS SALARYSATISFACTION

PERCENTAGES

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21.TOWARDS JOB SATISFACTION

ABLE: 21

S.NO JOB SATISFACTION NO OF RESPONDENTS ERCENTAGES

T

P

1 p to 25 % 6 3U1

1

2 5%to50% 1 62

3

2

3 0%to75% 4 35

6

5

4 p to 100%U

9

8

TOTAL 120 100

INFERENCE:

ndents and finally 7.5 percentagef respondents are having job satisfaction up to 100 %.

The analysis of the above table shows that, 13.3 % respondents are having jobsatisfaction up to 25 %., 25.8 % respondents are being in between 25-50% jobsatisfaction., under 50-75% there is a 53.4 % of respoo

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GRAPH:21

he graph showing the satisfaction on their jobs in the organization.T

RESPONDENTS JOB SATISFACTION

CHART

0

10

20

30

40

50

60

Upto

25

%

25%

to50

%

50%

to75

%

U

pto

100

%

SATISFACTION

PERCENTAGES

NO OFRESPONDENTS

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FINDINGS

ing

are having less than SSLC as their educational qualifications.

ory than staff.

, a d

etting their basic as above 30,000.

f

reed that it is good and a few numbers response is towards poor.

w d o nd the

hifts were not having bus facility.

vided

and the remaining 8 % said that they were not satisfied.

1. Majority of the respondents are having the experience in between 1-3 years and

poor percentage of employees are having above 5 years experience in this

organization.

2. In my study, poor percentage of employees are of PG holders and the remain

majority people

3. Majority of the employees are female and most of the respondents belonging to

employee categ

4. Most of the employees are getting basic salaries below 5 000 n a minor part of

the employees g

5. Employee attitude is positive towards canteen facilities, large number o

employees is ag

6. Employee response is negative towards pick & drop facility, which is provided by

the company. Only one shift of employees are benefited ith pick & r p a

remaining two s

7. 92% of the respondents are satisfied with the safety measures which are pro

by the company

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SUGGESTIONS

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LIMITATIONS

LIMITATIONS OF THE STUDY:

1. Some of the information given by the respondents may not be accurate.

2. Time period to be the major limitation.

3. Due to lack of time, the study is confined only to the few employees.

4. The area of study is limited to K.MOHAN & CO (Exports) Pvt Ltd only.

5. The questions that we asked being personal, some of workmen hesitated to

answer some questions like their salary details and the relation with their

superiors.

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A STUDY ON EMPLOYEE JOB SATISFACTION TOWARDS K MOHAN &CO

(EXPORTS) GARMENTS, BLORE.

QUESTIONNAIRE

PART: A

1. Name of the Respondent:

2. Age:

3. Sex: (Male / Female)

4. Educational Qualification:

1. Post Graduate:

2. Diploma / Degree Holder:

3. SSLC / PUC / ITI:

4. Less than SSLC:

5. Belonging Category:

1. Staff ( )

2. Employee ( )

6. Department:

7. Basic Salary:[ ]

A)Below 5,000 B)5,000-15,000 C)15,000-30,000 D) Above 30,000

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PART: B

8.Since how long you are working in this Organization?

1.Below one year

2.More than one year

3.More than three years

4.More than five years

9.Is the company provided the following facilities to you like?

1. Pick and Drop (Y/N)

2. Free Canteen (Y/N)

3. Quarters (Y/N)

10.Are you satisfied with your pears & superiors behavior?

11.Is company allowing bonus

1.In six months

2.In a year

3.More than one year4.No bonus

12.Are bonus been announced

1.Based on employees working performance

2.Based on companies profitability

13.Are you satisfied with the loans and advances issued by the company?

14.Is the company incrementing salary for its workers?

15.What is companys profitability during last five years?

1.Increasing

2.Deceasing

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16.Are the food provided by the company is

a.Bad

b.Not bad

c.Good

d.Very Good

17.Are you satisfied with job timings (Y/ N)?

18.Is any ESI facility provided by the company (Y / N)?

19.Are you satisfied with the pick & drop facility provided by the company?

20.Is there any safety measures for the labour who are working with huge machineries (Y / N)

21.You got job by

a.By Recommendation

b.By skill

22.Reason for joining in this company?

23.Any Reason for quitting the company?

24.Are you satisfied with the company infrastructure?

25.Are you satisfied with your salary?

26.Your job satisfaction is up to

a.Up to 25%

b.25% to 50%

3.50% to 75%

4.Up to 100%

SIGNATURE

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Project on Study of Employees Job Satisfaction1

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