Swalcom of Job Satsfctn

7/28/2019 Swalcom of Job Satsfctn

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ABSTRACT

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. A primary influence on

job satisfaction is the application of Job design, which aims to enhance job satisfaction

and performance using methods such as job rotation, job enlargement, job enrichment

and job re-engineering. Other influences on satisfaction include management styles and

culture, employee involvement, empowerment, and autonomous work position.

Job satisfaction is an important indicator of how employees feel about their job

and a predictor of work behavior such as organizational citizenship, Absenteeism,

Turnover. Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Job satisfaction is a very important attribute and is frequently measured by

organizations. The most common technique for measurement is the use of rating scales

where employees report their thoughts and reactions to their jobs. Questions can relate to

rates of pay, work responsibilities, variety of tasks, promotional opportunities, the work

itself, and co-workers.

The current project has been undertaken with following objectives to find whether

the employees of Swal company are satisfied or not; analyze the companys working

environment; check the degree of satisfaction of employees; find that they are satisfied

with their job profile or not; and to find out if the employees are working with their full

capabilities or not.

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CONTENTS

Chapter

No. Name of the concept Page No.

I

Introduction

Objectives of the study

Scope of the study

Methodology of the study

Limitations of the study

II Company Profile

III Review of Literature

IV Data analysis and interpretation

VFindings, Suggestions and

Conclusion

VI Bibliography

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CHAPTER- I

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INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of ones relationship

with their supervisor, quality of physical environment in which they work, degree of

fulfillment in their work, etc. Positive attitude towards job are equivalent to job

satisfaction where as negative attitude towards job has been defined variously from time

to time. In short job satisfaction is a persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job- their evaluation may

rest largely upon ones success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends. Job

satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the company includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker

morale. Job satisfaction is also linked with a healthier work force and has been found to

be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals. Morale is the by-product

of the group, while job satisfaction is more an individual state of mind.

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IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job

and a predictor of work behavior such as organizational citizenship, Absenteeism,

Turnover.

Job satisfaction can partially mediate the relationship of personality variables and

deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with the life

tends to be satisfied with their jobs and the people who are satisfied their jobs

tends to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is

directly related to one another. Thus it can be said that, A happy worker is a

productive worker.

It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the company.

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OBJECTIVES OF THE STUDY

The research has been undertaken with following objectives.

To know whether the employees are satisfied or not.

To analyze the companys working environment.

To check the degree of satisfaction of employees.

To provide suggestions to the management to improve satisfaction level.

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SCOPE OF THE STUDY

This study emphasis in the following scope:

The study is helpful for the company for further research.

It is helpful to identify the employers level of satisfaction towards welfare

measure.

This study is to helps to make managerial decisions to company.

This study is helpful to company for identifying the areas of dissatisfaction of job

of the employees.

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NEED OF THE STUDY

Job satisfaction will help us to reduce the employee turnover, termination

and helps to improve employee morale and longevity.

It will help to reduce employee absenteeism and improve punctuality.

It provides healthy competition among the employees to enhance their

work.

It will give job security for himself & his family members and also social

status in the society.

Every employee will be recognized as an individual by giving a

meaningful task through which employees feels responsible.

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RESEARCH METHODOLOGY

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research processfollowed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact

problem is most important part of any research as the whole research is based on the

problem.

Sample Size:-

A sample size of 100 respondents has been taken in SWAL Corporation Ltd.

DRAFTING QUESTIONNAIRE

Structured questionnaire consisting of only fixed alternative questions. Such type of

questionnaire is inexpensive to analysis and easy to administer. All questions are closed

ended.

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Sampling technique :

Sample was taken on judgmental basis.

The advantage of this sampling is much less cost, quicker and analysis is easier.

Tool of analysis: The collected data analyzed with the help of Chi-Square, simple

percentage, bar and pie-diagrams.

DATA COLLECTION:

The data was collected from two sources i.e primary data and secondary data.

Primary Data: -The primary data is collected through well-designed and structured

questionnaires based on the objectives.

For the present research has been used:

Observation method.

Communication with employees.

Secondary Data: The secondary data are those, which have already been collected by

someone else and passed through statistical process. The secondary data required of the

research was collected through various newspapers, historical documents and Internet etc

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LIMITATIONS OF THE STUDY

1 .Time constraints was assumed to be a major limitation to take the data from all

Employees.

2. It was difficult to communicate with the employees as they are busy with their work.

3. Lack of time and other resources as it was not possible to conduct survey at large level.

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CHAPTER -2

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COMPANY PROFILE

Corporate Overview

SWAL Corporation Limited (formerly known as Shaw Wallace Agrochemicals

Limited) is one of the pioneers in the Indian Agrochemical Industry.Commited to the

progress of Indian farmers for more than eight decades,our core competency lies in

marketing of pesticides formulation and fertilizer mixtures.We are a major player in the

industry,enjoying a leadership position in branded sales of Acephate(Starthene) and

Ethion(MIT 505).We also have the highest market share in Organic Fertilizer segment in

major consuming states of Kerala and Maharashtra with brand name Sterameal.

We have four fertilizer mixing units at Karamandai(Tamil Nadu),Kottayam,Calicut and

Kannur(Kerala).Besides,the company also has a job work arrangement for fertilizermixing at Pune.

Our People to Farmer(P2F)team encompasses an All-India sales and distribution

network comprising of 100 Plus expert technocrates in the field.Apart from marketing

our products,the field force demonstrates their right usage by interacting with the farmers

on all aspects of farming and technology.

We have a well orchestated distribution network spanning 21 stock points and about

4000 dealer outlets ensuring availability of our products at the right time and the right

place.Together we ensure that farmers get quality product at a most competitive price.

Future Thrust

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Swal Corporation Limited is commited to customer delight by providing high

quality products and best service at competitive price.We shall strive to do this by

regularly enhancing our product portfolio through:

> Continuous updating of technology and resources.

> Recognizing and deploying talent through empowerment of people.

> Capturing market information and Knowledge management.

> Using efficient supply chain measures to meet the market requirements.

Our Mission

Swal Corporation Limited promotes Integrated Pest Management as a mean of improving

farmer's livelihood by increasing the productivity and quality of the produce,while

sustaining the environment and natural resources for future generation.

> To propel the growth of the agrochemical market through world class products

> To anticipate and meet the changing needs of our demanding customers

> To nurture, develop, empower our people through conducive work culture for better

performance and self-growth

> To maintain meticulous standards in quality, cost and distribution

Our Vision

Swal Corporation Limited aims at promoting the best possible combination of measures-

Chemical, biological to deliver cost effective, environmentally sound and socially

acceptable methods of increasing productivity, managing insects, disease and weeds.

We thrive on current and new business opportunity while leveraging our core

competences of human resource, quality and integrity.

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Insecticides

Fertilizers Fungicides

Non Crop Herbicides

Careers

SWAL Corporation Limited (formerly known as Shaw Wallace Agrochemicals Limited)

is one of the pioneers in the Indian Agrochemical Industry.

People are our strength and pride. Excellence in an organisation stems from its people.

We Believe that

Employee development is not just about acquiring skills to solve specific

problem, but also about addressing challenges and expanding perspectives.

Building human competencies and capacities is critical to our continued growth

and success.

Swal is looking for people

With high aspiration

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Who realise their personal and professional potential by setting ambitious

individual goals.

About Us

SWAL Corporation Limited (formerly known as Shaw Wallace Agrochemicals

Limited) is one of the pioneers in the Indian Agrochemical Industry.

Committed to the progress of Indian farmers for more than eight decades, our core

competency lies in manufacturing and marketing of pesticides technical and

formulation, and fertiliser mixtures. We are a major player in the industry,

enjoying a leadership position in branded sales of Acephate (Starthene) and

Ethion (MIT 505). We also have the highest market share in Organic Fertiliser

segment in major consuming states of Kerala and Maharashtra. More

Year of Establishment 1982

Nature of Business Manufacturer, Exporter, Wholesaler

Number of Employees 101 to 500 People

Major Markets Indian Subcontinent, East Asia, Middle East and South

East Asia

Infrastructure

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Haldia plant came into existence in 1982 and began operations with Organo-Phosphate

pesticides. The quality control laboratory is well equipped with sophisticated instruments to

carry out analysis of all in-coming raw materials, intermediates and finished products apart

from monitoring various reaction parameters.

We also have four fertiliser mixing units at Karamadai (Tamil Nadu), Kottayam, Calicut

and Kannur (Kerala). Besides, the company also has a job work arrangement for fertilizer

mixing at Pune.

Team / Manpower

We are a proud family of 139 employees out of which 60 people are engaged in

manufacturing and the rest in sales and support functions.

Our People to Farmer (P2F) team encompasses an All-India sales and

distribution network comprising of 80 expert technocrats in the field. Apart from

marketing our products, the field force demonstrates their right usage by

interacting with the farmers on all aspects of farming technology.

We have a well orchestrated distribution network spanning 20 stock points and

about 4000 dealer outlets ensuring availability of our products at the right time

and the right place. Together we ensure that farmers get quality at a down to

earth price. Dealer's and Distributor's Network

Quality Policy / Processes

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SWAL Corporation is committed to customer delight by providing high quality

products and competent service at competitive price. We shall strive to do this by

regularly enhancing our product portfolio through:

Continuous updation of

technology and resources.

Recognising and Developing

talent through empowerment of

people.

Capturing market information

and Knowledge Management.

Using supply chain to meet

market requirements.

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INDUSTRY PROFILE

Information Technology in India

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The Indian Information Technology industry accounts for 8% of the country's

GDP and export earnings as of 2011, while providing employment to a significant

number of its tertiary sector workforce. More than 2.3 million people are employed in the

sector either directly or indirectly, making it one of the biggest job creators in India and a

mainstay of the national economy. In March 2011, annual revenues from outsourcing

operations in India amounted to US$65 billion and this is expected to increase to US$225

billion by 2020.

The most prominent IT hub is IT capital Bangalore. The other emerging

destinations are Chennai, Hyderabad, Mumbai, Pune, NCR, Jaipur and Kolkata.

Technically proficient immigrants from India sought jobs in the western world from the

1950s onwards as India's education system produced more engineers than its industry

could absorb. India's growing stature in the information age enabled it to form close ties

with both the United States of America and the European Union. However, the recent

global financial crisis has deeply impacted the Indian IT companies as well as global

companies. As a result hiring has dropped sharply and employees are looking at different

sectors like financial service, telecom or manufacturing industries, which are growing

phenomenally over the last few years. Due to meltdown the IT industry's pace of growth

has dropped significantly many experts believe that it has lost it flair.

India's IT Services industry was born in Mumbai in 1967 with the

establishment of Tata Group in partnership with Burroughs. The first software export

zone SEEPZ was set up here way back in 1973, the old avatar of the modern day IT park.

More than 80 percent of the country's software exports happened out of SEEPZ, Mumbai

in 80s.

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Each year India produces roughly 500,000 engineers in the country, out of them

only 25% to 30% possessed both technical competency and English language skills,

although 12% of India's population can speak in English. India developed a number of

outsourcing companies specializing in customer support via Internet or telephone

connections.

By 2011, India also has a total of 37,160,000 telephone lines in use, a total of

506,040,000 mobile phone connections, a total of 81,000,000 Internet userscomprising

7.0% of the country's population, and 7,570,000 people in the country have access to

broadband Internet making it the 12th largest country in the world in terms of

broadband Internet users. Total fixed-line and wireless subscribers reached 543.20

million as of November, 2011.

The Indian information technology (IT) industry has played a key role in putting

India on the global map. The IT-BPO sector has become one of the most significant

growth catalysts for the Indian economy. In addition to fuelling Indias economy, this

industry is also positively influencing the lives of its people through an active direct and

indirect contribution to various socio-economic parameters such as employment, standard

of living and diversity. The industry has played a significant role in transforming Indias

image from a slow moving bureaucratic economy to a land of innovative entrepreneurs

and a global player in providing world class technology solutions and business services,

according to National Association of Software and Service Companies (NASSCOM).

The export revenues are estimated to have aggregated to US$ 59 billion in

FY2011 and contributed 26 per cent as its share in total Indian exports (merchandise plus

services), according to a research report IT-BPO Sector in India: Strategic Review

2011, published by NASSCOM. The workforce in Indian IT industry will touch 30

million by 2020 and this sunrise industry is expected to continue its mammoth growth,

expect various industry experts.

Furthermore, NASSCOM said that the domestic IT-BPO revenues excluding

hardware are expected to have grown at almost 16 per cent to reach US$ 17.35 billion in

FY2011. Strong economic growth, rapid advancement in technology infrastructure,

increasingly competitive Indian organisations, enhanced focus by the government and

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emergence of business models that help provide IT to new customer segments are the key

drivers for increased technology adoption in India.

The data centre services market in the country is forecast to grow at a compound

annual growth rate (CAGR) of 22.7 per cent between 2009 and 2011, to touch close toUS$ 2.2 billion by the end of 2011, according to research firm IDC India's report. The

IDC India report stated that the overall India data centre services market in 2009 was

estimated at US$ 1.39 billion.

India will see its number of internet users triple to 237 million by 2015, from 81

million registered in September 2010, according to a report titled 'Internet's New bn', by

the Boston Consulting Group (BCG). BCG said Internet penetration rate in India is

expected to reach 19 per cent by 2015, up from the current seven per cent.

Telecom Regulatory Authority of India (TRAI) is targeting a 10-fold increase in

broadband subscribers to 100 million by 2014. The country has 10.29 million subscribers

now. "We will have 100 million broadband subscribers by 2014," J.S. Sarma, Chairman,

TRAI said at the fifth India Digital Summit 2010 organised by the Internet and Mobile

Association of India.

The penetration of the internet in rural areas will see an all time high in 2011. In a

survey conducted by IMRB for the Internet and Mobile Association of India (IAMAI),the total number of active internet users in rural area will rise by 98 per cent to touch 24

million by the end of 2011 from 12.1 million in December 2010. The survey said that the

claimed internet user category is also set to grow by 96 per cent to reach 29.9 million by

December 2011 from 15.2 million in December 2010. (Active users are those, who have

used the internet at least once in the past one month. Claimed internet users are those,

who have used the internet sometime but not necessarily in the past one month.)

The Growth Story

India is a preferred destination for companies looking to offshore their IT and

back-office functions. It also retains its low-cost advantage and is a financially attractive

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location when viewed in combination with the business environment it offers and the

availability of skilled people.

The countrys domestic market for business process outsourcing (BPO) is

projected to grow over 23 per cent to touch US$ 1.4 billion in 2011, says global researchgroup Gartner. In 2010, the domestic BPO market was worth US$ 1.1 billion. The firm

predicts that the domestic BPO market would reach US$ 1.69 billion in 2012 and

increase to US$ 2.47 billion by 2014.

With the first quarter of the new fiscal 2011-12 offering positive business outlook,

hiring sentiments for sectors like IT, ITeS and telecom have risen by over 20 per cent,

says a study by TeamLease Services Pvt. Ltd. As per the Employment Outlook Report for

the period April-June 2011, released by TeamLease Services Pvt. Ltd., hiring intent from

IT and ITeS was the highest in cities like New Delhi, Mumbai, Hyderabad and Pune.

India's top technology firms like TCS, Infosys, Edlogix and HCL are readying plans

to gain a bigger share of their largest market, US, by aggressively chasing contracts being

served by multinational rivals. Analysts expect the top IT firms to grow between 23-27

percent in the FY2012 on the back of more number of discretionary projects, improved

pricing, and robust business volumes.

Formative years (till 1991)

The Indian Government acquired the EVS EM computers from the Soviet

Union, which were used in large companies and research laboratories. In 1968 Tata

Consultancy Servicesestablished in SEEPZ, Mumbai by the Tata Groupwere the

country's largest software producers during the 1960s.

As an outcome of the various policies of Jawaharlal Nehru (office: 15 August

1947 27 May 1964) the economically beleaguered country was able to build a large

scientific workforce, second in numbers only to that of the United States of America and

the Soviet Union.

On 18 August 1951 the minister of education Maulana Abul Kalam Azad,

inaugurated the Indian Institute of Technology at Kharagpur in West Bengal. Possibly

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modeled after the Massachusetts Institute of Technology these institutions were

conceived by a 22 member committee of scholars and entrepreneurs under the

chairmanship of N. R. Sarkar.

Relaxed immigration laws in the United States of America (1965) attracted a

number of skilled Indian professionals aiming for research. By 1960 as many as 10,000

Indians were estimated to have settled in the US.

By the 1980s a number of engineers from India were seeking employment in

other countries. In response, the Indian companies realigned wages to retain their

experienced staff. In the Encyclopedia of India, Kamdar (2006) reports on the role of

Indian immigrants (1980 - early 1990s) in promoting technology-driven growth:

The National Informatics Centre was established in March 1975. The inception

of The Computer Maintenance Company (CMC) followed in October 1976. Between

1977-1980 the country's Information Technology companies Tata Infotech, Patni

Computer Systems and Edlogix had become visible. The 'microchip revolution' of the

1980s had convinced both Indira Gandhi and her successor Rajiv Gandhi that electronics

and telecommunications were vital to India's growth and development. MTNL underwent

technological improvements.

Between 1986-1987, the Indian government embarked upon the creation of

three wide-area computer networking schemes: INDONET (intended to serve the IBM

mainframes in India), NICNET (the network for India's National Informatics Centre), and

the academic research oriented Education and Research Network (ERNET).

19912001

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Regulated VSAT links became visible in 1985. Desai (2006) describes the steps

taken to relax regulations on linking in 1991:

In 1991 the Department of Electronics broke this impasse, creating a corporation

called Software Technology Parks of India (STPI) that, being owned by the government,could provide VSAT communications without breaching its monopoly. STPI set up

software technology parks in different cities, each of which provided satellite links to be

used by firms; the local link was a wireless radio link.

In 1993 the government began to allow individual companies their own

dedicated links, which allowed work done in India to be transmitted abroad directly.

Indian firms soon convinced their American customers that a satellite link was as reliable

as a team of programmers working in the clients office.

Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail

Service in 1991, the 64 kbit/s leased line service in 1992, and commercial Internet access

on a visible scale in 1992. Election results were displayed via National Informatics

Centre's NICNET.

The Indian economy underwent economic reforms in 1991, leading to a new era

of globalization and international economic integration. Economic growth of over 6%

annually was seen between 1993-2002. The economic reforms were driven in part by

significant the internet usage in the country.

The new administration under Atal Bihari Vajpayeewhich placed the

development of Information Technology among its top five priorities formed the

Indian National Task Force on Information Technology and Software Development.

Wolcott & Goodman (2003) report on the role of the Indian National Task Force

on Information Technology and Software Development:

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Within 90 days of its establishment, the Task Force produced an extensive

background report on the state of technology in India and an IT Action Plan with 108

recommendations.

The Task Force could act quickly because it built upon the experience and frustrations

of state governments, central government agencies, universities, and the software

industry. Much of what it proposed was also consistent with the thinking and

recommendations of international bodies like the World Trade Organization (WTO),

International Telecommunications Union (ITU), and World Bank.

In addition, the Task Force incorporated the experiences of Singapore and other

nations, which implemented similar programs. It was less a task of invention than of

sparking action on a consensus that had already evolved within the networking

community and government.

The New Telecommunications Policy, 1999 (NTP 1999) helped further

liberalize India's telecommunications sector. The Information Technology Act 2000

created legal procedures for electronic transactions and e-commerce.

Throughout the 1990s, another wave of Indian professionals entered the United

States. The number of Indian Americans reached 1.7 million by 2000. This immigration

consisted largely of highly educated technologically proficient workers. Within the

United States, Indians fared well in science, engineering, and management. Graduates

from the Indian Institutes of Technology (IIT) became known for their technical skills.

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The success of Information Technology in India not only had economic

repercussions but also had far-reaching political consequences. India's reputation both as

a source and a destination for skilled workforce helped it improve its relations with a

number of world economies. The relationship between economy and technologyvalued

in the western worldfacilitated the growth of an entrepreneurial class of immigrant

Indians, which further helped aid in promoting technology-driven growth.

India is now one of the biggest IT capitals in the modern world

The economic effect of the technologically inclined services sector in India

accounting for 40% of the country's GDP and 30% of export earnings as of 2006, while

employing only 25% of its workforceis summarized by Sharma (2006):

The share of IT (mainly software) in total exports increased from 1 percent in

1990 to 18 percent in 2001. IT-enabled services such as backoffice operations, remote

maintenance, accounting, public call centers, medical transcription, insurance claims, and

other bulk processing are rapidly expanding. Indian companies such as TCS, Edlogix,

and Infosys may yet become household names around the world.

Today, Bangalore is known as the Silicon Valley of India and contributes

33% of Indian IT Exports. India's second and third largest software companies are head-

quartered in Bangalore, as are many of the global SEI-CMM Level 5 Companies.

And Mumbai too has its share of IT companies that are India's first and largest, like

TCS and well established like Reliance, Patni, LnT Infotech, i-Flex, WNS, Shine, Naukri,

Jobspert etc are head-quartered in Mumbai. And these IT and dot com companies are

ruling the roost of Mumbai's relatively high octane industry of Information Technology.

Such is the growth in investment and outsourcing, it was revealed that Cap

Gemini will soon have more staff in India than it does in its home market of France with

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21,000 personnel+ in India.[13]On 25 June 2002 India and the European Union agreed to

bilateral cooperation in the field of science and technology. A joint EU-India group of

scholars was formed on 23 November 2001 to further promote joint research and

development. India holds observer status at CERN while a joint India-EU Software

Education and Development Center is due at Bangalore.

Investments

Between April 2000 and February 2011, the computer software and hardware

sector received cumulative foreign direct investment (FDI) of US$ 10,705 million,

according to the Department of Industrial Policy and Promotion.

The total investments of EMC Corporation, a leading global player of information

infrastructure solutions in India, will touch US$ 2 billion (over US$ 2.01 billion) by

2014.

Russian IT security software provider, Kaspersky Lab, will be investing US$ 2

million in its India operations at Hyderabad during 2011.

On the back of 40 per cent revenue growth, Cognizant will invest more than US$

500 million till 2014 to expand its campuses to add over 8 million square feet to house

over 55,000 employees. It will create additional software development and training

facilities in regions designated as special economic zones in Chennai, Pune, Coimbatore

and Kolkata.

In order to integrate the learning experience for the students, Globsyn Business

School, would launch an online platform, e-Globsyn, by July 2011 that would work as a

virtual classroom environment for its students, as well as facilitate them with other

amenities.

Chennai-based Polaris Software Lab has announced that it is buying an 85 per

cent stake in San Francisco-based digital identity authentication services provider Iden-

Trust for US$ 20 million. The acquisition will mark Polaris' entry into the cloud

computing space for financial technology solutions, the company said in a filing to the

Bombay Stock Exchange.

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Government Initiatives

Government sector is a key catalyst for increased IT adoption- through sectors

reforms that encourage IT acceptance, National eGovernanceProgrammes (NeGP) , and

the Unique Identification Development Authority of India (UIDAI) programme that

creates large scale IT infrastructure and promotes corporate participation.

Certain crucial steps taken by the Indian government to propel the sector growth are:

Constitution of the Technical Advisory Group for Unique Projects (TAGUP)

under the chairmanship of NandanNilekani. The Group would develop IT

infrastructure in five key areas, which includes the New Pension System (NPS)and the Goods and Services Tax (GST)

Setting up the National Taskforce on Information Technology and Software

Development with the objective of framing a long term National IT Policy for the

country.

Enactment of the Information Technology Act, which provides a legal framework

to facilitate electronic commerce and electronic transactions.

Setting up of Software Technology Parks of India (STPIs) in 1991 for the

promotion of software exports from the country.There are currently 51 STPI

centres where apart from exemption from customs duty available for capital

goods, there are also exemptions from service tax, excise duty, and rebate for

payment of Central Sales Tax.

Plans to formulate Information Technology Investment Regions (ITIRs). These

regions would be endowed with excellent infrastructure and would reap the

benefits of co-siting, networking and greater efficiency through use of common

infrastructure and support services.

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Road Ahead

The Indian information technology sector continues to be one of the sunshine

sectors of the Indian economy showing rapid growth and promise.

According to a report prepared by McKinsey for NASSCOM called 'Perspective

2020: Transform Business, Transform India', the exports component of the Indian

industry is expected to reach US$ 175 billion in revenue by 2020. The domestic

component will contribute US$ 50 billion in revenue by 2020. Together, the export and

domestic markets are likely to bring in US$ 225 billion in revenue, as new opportunities

emerge in areas such as public sector and healthcare and as geographies including Brazil,

Russia, China and Japan opt for greater outsourcing.

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CHAPTER- III

REVIEW OF LITERATURE

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken

from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given

below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of

ones job. An effective reaction to ones job.

Weiss

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Job satisfaction is general attitude, which is the result of many specific attitudes in three

areas namely:

Specific job factors.

Individual characteristics.

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the

job, towards the related factors and towards the life in general.

Glimmer

Job satisfaction is defined as any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, I am satisfied with my

job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is

satisfying his various needs

Mr. Smith

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35

studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is

combination of psychological, physiological and environmental circumstances. That

causes a person to say. I m satisfied with my job. Such a description indicate the

variety of variables that influence the satisfaction of the individual but tell us nothing

about the nature of Job satisfaction.

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Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,

personal adjustment & social requirement. Morse (1953) considers Job satisfaction as

dependent upon job content, identification with the co., financial & job status & priding

group cohesiveness. One of the biggest preludes to the study of job satisfaction was the

Hawthorne study. 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 Taylors 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 ofassembly 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 Taylors work. Some argue that Maslows 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

33
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


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served as a good basis from which early researchers could develop job satisfaction

theories.

IMPORTANCE TO EMPLOYEES AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that can often leads to a positive work attitude. A satisfied

worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is

motivated and committed to high quality performance. Increased productivity- the

quantity and quality of output per hour worked- seems to be a byproduct of improved

quality of working life. It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzbergs (1957) have shown at least low correlation

between high morale and high productivity and it does seem logical that more satisfied

workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100

percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and also as soon as the threat is lifted performance will decline. Job

satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker

morale. Job satisfaction is also linked with a healthier work force and has been found to

be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and

productivity, Brown (1996) notes that some employers have found that satisfying or

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delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the bottom line.

EMPLOYEES 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. Employers value and rewards 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

relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results 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 people with their differences and their

imperfections and learn how to give and receive criticism constructively.

Appreciating the significance of what one does can lead to satisfaction with the work

itself. This help to give meaning to ones existence, thus playing a vital role in job

satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress

management techniques.

DETERMINANTS OF JOB SATISFACTION

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

that: all individuals do no derive the same degree of satisfaction though they perform the

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

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besides the nature of job and job environment, there are individual variables which affect

job satisfaction. Thus, all those factors which provide a fit among individual variables,

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

what these factors are

INDIVIDUAL FACTORS:

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

the jobs, they feel satisfied. These expectations are based on an 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, appliesmore 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 upto

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

are like this. When individuals join an organization, they may have some unrealistic

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

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

satisfaction goes down. It starts rising again as the people start to assess the jobs in right

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promotion that these job offer. If the present job offers opportunity of promotion is

lacking, it reduces satisfaction.

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

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

cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is

low. In a cohesive group, people derive satisfaction out of their interpersonal interaction

and workplace becomes satisfying leading to job satisfaction.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

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CHAPTER IV

DATA ANALYSIS

AND

INTERPRETATION

MASTER SHEET

S.NO Type of

questions

A B C D E YES NO Total no of

respondents

1 Yes or No 86 14 100

2 Multiple 32 34 22 12 100

3 Multiple 50 38 12 0 0 100

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4 Yes or No 85 15 100

5 Multiple 34 36 33 0 100

6 Multiple 10 44 32 14 0 100

7 Multiple 14 48 20 16 02 100

8 Multiple 30 48 22 1009 Yes or No 72 28 100

10 Yes or No 82 18 100

11 Multiple 12 28 32 28 0 100

12 Multiple 12 74 14 0 100

13 Multiple 22 54 16 06 02 100

14 Yes or No 61 39 100

15 Multiple 14 46 20 16 04 100

16 Multiple 26 52 22 100

Table-1

Table showing age wise classification of employees

AGE NO OF RESPONDENTS PERCENTAGES (%)

20-30 yrs 52 52

30-40yrs 30 30

40-50yrs 12 12

50 &above 6 6

Total 100 100

Chart-1

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Graphshowing age wise classification of employees

Age

52

30

126

100

0

20

40

60

80

100

120

20-30 yrs 30-40yrs 40-50yrs 50 &above Total

Interpretation:

The above table reveals that 52% of the respondents are between the age group of 20 to

30 years, 30% of the respondents are between the age group of 30 to 40 years, 12% are

between the age group of 40 to 50 years and 6% of the respondents are above 50 yrs.

Table-2

Table showing gender wise classification of employees

GENDER NO OF

RESPONDENTS

PERCENTAGES (%)

Male 66 66

Female 34 34

100 100

Chart-2

Graph showing gender wise classification of employees

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Gender

Male, 66

Female, 34

Male

Female

Interpretation:

The above table reveals that 66% of the respondents are males and 34% of the

respondents are females.

Table-3

Table showing Educational classification of employee qualification

EDUCATIONAL

QUALIFICATION

NO OF

RESPONDENTS

PERCENTAGES (%)

SSC/HSC 12 12Under Graduate 70 70

Post Graduate 18 18

Total 100 100

Chart-3

Graph showing Educational classification of employee qualification

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0

20

40

60

80

100

120

SSC/HSC Under

Graduate

Post

Graduate

Total

NO OF RESPONDENTS

Interpretation:

The above table reveals that 12% of the respondents are SSC/HSC, 70% of the

respondents are under graduate and 18% of the respondents are post graduate.

Table-4

Table showing the opinion of employee regarding the Company

flexible working hours

FLEXIBLE

WORKING HOURS

NO OF

RESPONDENTS

PERCENTAGES (%)

Yes 86 86No 14 14

Total 100 100

Chart-4

Graph showing the opinion of employee regarding the company

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Chart-6

Graph showing the views of the employees regarding their colleagues

co-operation

50

38

120 0

100

0

20

40

60

80

100

120

Good

Ve

ryGood

Av

erag

e

Poor

Someexte

nt

To

tal

NO OF RESPONDENTS

Interpretation: According to most of the employees colleagues co-operation is good

and some of the employees colleagues co-operation is average.

Table-7

Table showing the opinion regarding whether the company

communicates its goals and strategies to their employees

GOALS AND

STRATEGIES

NO OF

RESPONDENTS

PERCENTAGES (%)

Yes 85 85

No 15 15

Total 100 100

Chart-7

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Communicates its goals and strategies

Yes, 85

No, 15

Yes

No

Interpretation:

The above table reveals that 85% of the respondents say that the company clearly

communicates its goals and strategies and 15% of the respondents say that the company

does not communicates its goals and strategies.

Table-8

Table showing the opinion regarding whether management motivates

their employees

DIMENSIONS NO OF

RESPONDENTS

PERCENTAGES (%)

Good 34 34

Very Good 36 36

Average 33 33

Poor 00 00

Total 100 100

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Chart-8

Graph showing the opinion regarding whether management motivates

their employees

34 36 33

0

100

0

20

40

60

80

100

120

Good

Very

Good

Average

Poor

Total

NO OF RESPONDENTS

Interpretation:

Majority of the employees responded that the motivation given by the management

is good and some of the employees responded that the motivation given by the

management is average.

Table-9

Table showing the views of employees responses regarding their

promotion policies of the company.

DIMENSIONS NO OF

RESPONDENTS

PERCENTAGES (%)

Highly satisfied 10 10

Satisfied 44 44

Neutral 32 32

Dissatisfied 14 14

Highly dissatisfied 00 00

Total 100 100

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Chart-9

Graph showing the views of employees responses regarding their

promotion policies of the company.

10

44

32

14

0

100

0

20

40

60

80

100

120

Highly

satisfied

Satisfied

Neutral

Dissatisfied

Highly

dissatisfied

Total

Interpretation:

The above table reveals 44%of the employees were satisfied with their promotion

policies,10% highly satisfied, 32% neutral, and 14% of the employees were dissatisfied

with their promotion policies.

Table-10

Table showing the opinion of employees regarding pay structure

PAY STRUCTURE NO OF

RESPONDENTS

PERCENTAGES (%)


Satisfied 48 48

Neutral 20 20Dissatisfied 16 16

Highly dissatisfied 02 02

Total 100 100

Chart-10

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Graph showing the opinion of employees regarding Pay structure

Pay structure

1448

20 16 2

100

0

20

40

60

80100

120

Highlysatisfie

d

Satisfie

d

Ne

utral

Di

ssatisfied

Hi

ghly

dissatisfied

To

tal

NO OF RESPONDENTS

Interpretation:

The above table reveals that 14% of the respondents are highly satisfied with their

Package, 48% satisfied, 20% neutral, 16% dissatisfied and 2% of the respondents are

highly dissatisfied with their package.

Table-11

Table showing the opinion of employees regarding working conditions

in SWAL.

WORKING

CONDITIONS

NO OF RESPONDENTS PERCENTAGES (%)


Satisfied 48 48

Neutral 22 22

Total 100 100

Chart -11

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Graph showing the opinion of employees regarding working conditions

in SWAL.

Working Conditions

,Highly satisfied,

30

satisfied, 48

Neutral, 22

Interpretation:The above table shows48% of the employees satisfied their working conditions are

good and 30% of the employees highly satisfied and 22% of employees are neutral at

their working conditions.

Table-12

Table showing the opinion of employees regarding training given to

improve performance

DIMENSIONS NO OF

RESPONDENTS

PERCENTAGES (%)

Yes 72 72No 28 28

Total 100 100

Chart-12

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Graph showing the opinion of employees whether the superior clearly

define the job responsibilities

Yes, 82

No, 18

Yes

No

Interpretation:

The above table reveals 82% employees are agreed that the team leader defines their job

responsibilities are clear and 18% of the employees disagreed that the team leader clearly

defined their job responsibilities.

Table-14

Table showing the over all satisfaction of the employees regarding job

DIRECTIONS NO OF RESPONDENTS PERCENTAGES (%)

Above 90% 12 12

80-90% 28 28

70-80% 32 32

60-70% 28 28

Below 60% 00 00

Total 100 100

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Chart-14

Graph showing the over all satisfaction of the employees regarding job

1228 32 28

0

100

0

20

40

60

80

100

120

Above

90%

80-90%

70-80%

60-70%

Below

60%

Total

NO OF RESPONDENTS

Interpretation:32% of the employees rated their job 70-80% and 28% of the employees rated as

80-90% and 28% employees rated as 60-70% and 12% of employees rated as

above 90%.

Table-15

Table showing the opinion of employees towards management

OPINION ON

ManagementNO OF RESPONDENTS PERCENTAGES (%)

Very good 12 12

Good 74 74

Average 14 14Bad 00 00

Total 100 100

Chart-15

Graph showing the opinion of employees towards management

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Chart-16

Graph showing the views of the employees regarding the company

present performance

22

54

166 2

100

0

20

40

60

80

100

120

High

lySatisfie

d

Satisfie

d

Neutra

l

Di

ssatisfied

Hi

ghlyDi

ssatisfied

To

tal

NO OF RESPONDENTS

Interpretation:

The above table reveals that 22% of the respondents are highly satisfied with present

position in the company , 54% satisfied, 16% neutral, 6% dissatisfied and 1% of the

respondents are highly dissatisfied with their present position in the company.

Table-17

Table showing the opinion of employees whether Individual

contribution is being recognized

INDIVIDUAL

CONTRIBUTION

NO OF

RESPONDENTS

PERCENTAGES (%)

Yes 61 61No 39 39

Total 100 100

Chart-17

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Graph showing the opinion of employees whether Individual

contribution is being recognized

,

Yes, 61

No, 39

Interpretation:

The above table reveals that 61% of the respondents say that individual contribution is

being recognized and 39% of the respondents say that individual contribution is not being

recognized.

Table-18

Table showing the opinion of employees regarding

working environmentWORK

ENVIRONMENT

NO OF

RESPONDENTS

PERCENTAGES (%)


Satisfied 46 46

Neutral 20 20

Dissatisfied 16 16

HighlyDissatisfied

04 04

Total 100 100

Chart-18

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Graph showing the opinion of employees regarding

working environment

14

46

20 164

100

0

20

40

60

80

100

120

Hi

ghly

satisfie

d

Satisfie

d

Neutra

l

Diss

atisfie

d

Highly

Dissatisfied

Total

NO OF RESPONDENTS

Interpretation:

The above table reveals 14% of the respondents are highly satisfied with the work

environment, 46% satisfied, 20% neutral, 16% dissatisfied and 4% of the respondents are

highly dissatisfied with the work environment

Table-19

Table showing experience wise classification of employees

DIRECTIONS NO OF

RESPONDENTS

PERCENTAGES (%)

Less than one year 26 26

1-3 years 52 523-5 years 22 22

Total 100 100

Chart-19

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Graph showing experience wise classification of employees

Less than oneyear, 26

1-3 years, 52

3-5 years, 22

Interpretation:

The above table shows 26% respondents are doing their job less than one year, 52% of

the respondents are1-3 years, 22% of the respondents are 3-5 years.

Chi-Square

1. Table showing relationship between individual contribution and

satisfaction.

IndividualContribution/Satisfaction

Above90%

80-90% 70-80% 60-70% Below60%

Total

Yes 10 18 22 11 0 61

No 2 10 10 17 0 39

Total 12 28 32 28 0 100

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Null hypothesis (Ho): There is no significant relationship between individualcontribution andSatisfaction.

Alternative hypothesis (H1): There significant relationship between individualcontribution andSatisfaction.

The above data is purely observed so we have to calculate expected frequencies for the

corresponding data.

The formula for chi-sqr and expected frequency:

Oij Observed frequency of ith row and jth column.

Eij Expected frequency of ith row and jth column.

RTi Row total of ith row

CTj Column total of jth column.

GT Grand total of table

To calculate expected frequency Eij = (RTi x CTj) / GT

The expected frequency for

(E11)10 is=61*12/100=7.32

(E12) 18=61*28/100=>17.08

61

Eij= (RT

ix CT

j) / GT

( )2 = (oij Eij

) 2 Eij


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(E13) 22=61*32/100=>19.52

(E14) 11=61*28/100=>17.08

(E15) 0=61*0/100=>0

(E21) 2=39*12/100=>4.68

(E22) 10=39*28/100=>10.92

(E23) 10=39*32/100=>12.48

(E24) 17=39*28/100=>10.92

Table for calculation of chi-sqr:

O E (O-E) (O-E)2 (O-E)2

E

10 7.32 2.68 7.18 0.9818 17.08 0.92 0.84 0.04

22 19.52 2.48 6.15 0.31

11 17.08 6.08 36.9 2.16

2 4.68 2.68 7.18 1.53

10 10.92 0.92 0.84 0.07

10 12.48 2.48 6.15 0.49

17 10.92 6.08 36.9 3.37

Total 8.95

Calculation of degrees of freedom (v)=(r-1)(c-1)=>(2-1)(5-1)

=1*4 =>4

At 5% level of significance d.o.f. =>3.84

Chi-square table value 3.84

Chi- square calculated value 8.95

Degree of freedom 4.00

Level of significance 5.00

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1. As a test of goodness of fit:

From the above analysis it was found that the calculated value is greater than table value

so we have to reject null hypothesis. Accept alternative hypothesis. That is Alternative

hypothesis H1: there is significant relationship between individual contribution and

Satisfaction.

2. As a test of independent:

The calculated value is greater than table value so the two variables are associated.

2. Table showing relationship between training and Job responsibilities.

training/Job responsibilities

Yes No Total

Yes 62 10 72

No 20 8 28

Total 82 18 100

Null hypothesis (Ho): there is significant relationship between training and Jobresponsibilities.

Alternative hypothesis (H1): there significant relationship between training and Jobresponsibilities.

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The above data is purely observed so we have to calculate expected frequencies for the

corresponding data.

The formula for chi-sqr and expected frequency:

Oij Observed frequency of i

th

row and j

th

column.

Eij Expected frequency of ith row and jth column.

RTi Row total of ith row.

CTj Column total of jth column.

GT Grand total of table.

To calculate expected frequency Eij = (RTi x CTj) / GT

The expected frequency for(E11)62 is 72*82/100=59.04

(E12) 10=72*18/100=>9.62

(E21) 20=28*82/100=>22.62

64

Eij= (RT

ix CT

j) / GT

( )2 = (oij Eij

) 2 Eij


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(E22) 8=28*18/100=>3.38

Table for calculation of chi-sqr:

O E (O-E) (O-E)2 (O-E)2

E

62 59.04 2.96 8.76 0.14

10 12.96 2.96 8.76 0.67

20 22.96 2.96 8.76 0.38

8 5.04 2.96 8.76 1.73

Total 2.92

Calculation of degrees of freedom (v)=(r-1)(c-1)=>(2-1)(2-1)

=1*1 =>1

At 5% level of significance 1 d.o.f. =>3.84

Chi-square table value 3.84

Chi- square calculated value 2.92

Degree of freedom 1.00Level of significance 5.00

1. As a test of goodness of fit:

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From the above analysis it was found that the calculated value is less than table value so

we have to accept null hypothesis.. That is null hypothesis Ho: there is significant

relationship between training and Job responsibilities.

2. As a test of independent:

The calculated value is less than table value so the two variables are independent.

Questionnaire on job satisfaction

NAME OF THE EMPLOYEE:AGE :GENDER :

QUALIFICATION :

1. Does the company provide flexible working hours?

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(a) Yes (b) No

2. How do you view this job?

(a) Challenging (b) Responsible(c) Motivating (d) Secured

3. How do you feel about your colleagues co-operation?

(a) Good (b) Very good

(c) Average (d) Poor (e) Some extent

4. Whether the company clearly communicates its goals and strategies toYou?

(a) Yes (b) No

5. How do you feel about the motivation given by the management?

(a) Good (b) Very good

(c) Average (d) poor

6. Are you satisfied with the promotion policies in your company?

(a) Strongly agree (b) Agree

(c)Neutral (d) Disagree (e) strongly disagree

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7. Are you satisfied with the pay structure in your company?

(a) Highly Satisfied (b) Satisfied

(c) Neutral (d) Dis-satisfied (e) Highly Dissatisfied

8. Do you agree that the working conditions provided by the

SWAL corporation are good?

(a) Strongly agree (b) Agree (c) Neutral

9. Is there any training given to you to improve your performance?

(a) Yes (b) No

10. Does your superior clearly define your Job responsibilities?

(a) Yes (b) No

11. How do you rate your over all satisfaction in the job?

(a)Above 90% (b) 80-90%

(c) 70-80% (d) 60-70% (e) Below 60%

12. What is your opinion on management ?

(a) Very good (b) Good(c) Average (d) Bad

13. What is the satisfactory level with your present position in the company?

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(a) Highly Satisfied (b) Satisfied(c) Neutral (d) Dissatisfied (e) Highly Dissatisfied

14. Do you feel employees individual contribution is being recognized?

(a)Yes (b) No

15. How do you feel the working environment?

(a) Highly Satisfied (b) Satisfied(c) Neutral (d) Dis-satisfied (e) Highly Dissatisfied

16. How long have been doing your job?

(a) Less than one year (b) 1-3 years (c) 3-5 years

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CHAPTER -V

FINDINGS

From the above table 52% of them we in the age of 20-30 yrs and only 6% are

above 50.

From the above table it is said 66% of them we male and 34% are female.

From the above table 70% of the workers are under graduate and only 18% are

post graduate.

From the above table 48% of the respondents are satisfied with their package

and 16% are dissatisfied.

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From the above table 50% of the respondents are satisfied with superior-

subordinate relationship and 12% are dissatisfied.

From the above table 46% of the respondents are satisfied with the work

environment and 16% are dissatisfied.

From the above table 38% of the respondents say promotions are based on

seniority and 32% say promotions are based on performance.

From the above table 86% of the respondents say that the company provide

flexible working hours.

From the above table 32% of the respondents view their job as challenging

and 34% view their job as responsible.

From the above table 54% of the respondents are satisfied with their present

position and 16% dissatisfied.

From the above table 61% of the respondents say that individual contribution is

being recognized.

From the above table 85% of the respondents say that the company clearly

communicates its goals

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From the above table 54% of the respondents are highly satisfied with overall

job security and 6% are dissatisfied.

From the above table 68% of the respondents are highly satisfied with their job

and 12% are dissatisfied.

Majority of the employees have responded that they have job satisfaction Co-

operation between colleagues is up to satisfaction level.

Most of the employees are satisfied with the training facilities provided by the

SWAL corporation Ltd.

Fewer employees are not satisfied with promotion policies of company.

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SUGGESTIONS

Pay structure has to be revised according to the current economic conditions of the

country.

In order to solve employee problems the company should conduct regular

meetings and proper feed back should be taken from the employees.

Organization should try to adopt certain measures to enhance team spirit and co-

Ordination among the employees.

Detailed records of service and performance should be maintained for all

employees.

Divide jobs into levels of increasing leadership and responsibility.

Encourage the ideas and suggestions from your employees or subordinates.

Listen to the employees or subordinates suggestions, implement when appropriateand given them credit.

Have a volunteer of the month, put up a picture in your office and send it to the

local newspaper

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CONCLUSION

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

satisfaction; the management has taken the best efforts to maintain cordial relationship

with the employees. Due to the working conditions prevailing in the company, job

satisfaction of each respondent seems to be the maximum. From the study, the researcher

has come to know that most of the employees were satisfied with the welfare measures

provided by company.

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CHAPTER- VI

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BIBLIOGRAPHY

Books:

Human Resource Management by Ashwathapa.

Human Resource Management by Michael Armstrong.

Human Resource Policy Analysis: Organizational Applications by Richard J. Niehaus

Journals & Articles:

1. Policies of SWAL Corporation Ltd.

2. Documents of SWAL Corporation Pvt. Ltd.

Websites:

www.ask.com

www.wikipedia.com

www.hrgroup.com

www.edlogix.org
http://www.ask.com/http://www.wikipedia.com/http://www.hrgroup.com/http://www.edlogix.org/http://www.ask.com/http://www.wikipedia.com/http://www.hrgroup.com/http://www.edlogix.org/

Swalcom of Job Satsfctn

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