Description
Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction [1] and cognitive job satisfaction.
CHAPTER -I
INTRODUCTION DESIGN OF THE STUDY
The average executive or supervisor normally gets a fair amount of satisfaction from his work and even more if he is successful at it. But for many workers on the shop floor, there is little possibility of getting any recognition or job satisfaction at the work place. So the only thing that makes life worthwhile for them may be the foot ball field, base ball matches, some tasks in the home, drink, cards or some other such activity entirely away from the shop floor. JOB SATISFACTION Job satisfaction is the positive attitude that a person has for his job. Many research studies have been done on this area all over the world. The employees’ attitude toward his job simply means his feelings about job, boss, peers, perks, contesters, work place, work schedule, etc. A positive feeling about these leads to job satisfaction and negative feeling leads to job dissatisfaction. Job satisfaction is defined as an individual’s general attitude toward his or her job. This means that an employees’ assessment of how satisfied or dissatisfied he or
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she is with his or her job is a complex summation of a number of discrete job elements. FACTORS INFLUENCING JOB SATISFACTION Fitting the right man on the right job is the primary function of an organization for its success. Then only all the resources can be managed effectively. Without human efforts an organization cannot accomplish its objectives. Renis Likert rightly observes “All the activities of any enterprise initiated and determined by the persons, who make up that institution, plants, offices, computers, automated equipment and all else that make a modern firm uses, are unproductive except for human effort and direction of all the tasks of management, manager the human component, is the central and the most important task, because all else depends on how well it is done”.
The important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, etc., 1. Mentally Challenging work Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback how well they are doing. These characteristics make work mentally challenging. This is approached by two ways. (a) Designing Jobs :
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“Whatever level of job you are designing, it must be of interest and give satisfaction to the worker”
Variation
Multi skill
Targets
Employee s
Interest
Accountability Ownership
Prospects
The Job exist to fill roles. The jobs and their occupants both need regular modification and sometimes radical change, over course of time. (b) Defining performance : Arriving at a single measure of performance is difficult. To measure quality rather than quantity, include staff morale, customer satisfaction, inter team collaboration and specific project results as measures of performance. Hence the rule is “ENSURE that jobs offer a wide range of stimulation and variation”
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Including the factors above mentioned will help to make any post more appealing in the long term and motivate the job holder to perform more effectively.
2. Equitable rewards “Get the money right or every thing else could easily go wrong” Employees want pay systems and promotion policies that they perceive as being just, unambiguous and inline with their expectations. When pay is seen as fair based on job demands, individual skill level and community pay standards satisfaction is likely to result. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore are likely to experience satisfaction from their jobs. A pay package is not just about salary, though that is how most people tend to think of it. Other elements come in to play, not all of them directly cash related.
Flexi time Salary Paid holidays
Shares
Incentives Pay Packages
Car
Pensions Health care
Insurance
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3. Supportive working conditions Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Temperature, light noise and other environment factors should not be at either extreme.
4. Supportive colleagues People get more out of work than mere money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly therefore, having friendly and supportive co-workers leads to increased job satisfaction.
DETERMINANTS OF JOB SATISFACTION Psychological aspects of job satisfaction are first considered. Dispositional stands, situational factors and cognitive dissonance influence job satisfaction. Dispositional stands refer to certain tendencies that individuals show toward certain things. They may like something and dislike something. There may be no apparent reasons for such likes and dislikes. The situational factors of job satisfaction say that a person’s attitude to job influenced not by pre-disposition they have towards the job, but by the situations like
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peers, work environment etc.,. They are open with no prior dispositions. Attitude got formed from the work place encounters. cognitive dissonance is the mental anxiety a person undergoes when two sets of information or perceptions are contradictory. A new worker while contributing to his work, also has to participate in union activities. Cognitive dissonance arises here. Later the dissonance is resolved by balancing . If no such resolution is possible, satisfaction from job is affected. He becomes the troubled person and develops a dislike for job. There are different factors for job satisfaction. They are
? Job itself ? Rewards ? Challenge ? Variety ? Work group ? Work Status ? Opportunity for growth ? Fairness of competition ? Healthy working conditions ? Company status ? Management style.
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? Social relevance of work life ? Flexibility in enrichment ? Scope for participation in management ? The style of Leadership ? Dignity of job ? Market standing of the company ? The extent of transparency in communication.
VARIABLES OF JOB SATISFACTION According to Abraham A. Korman, there are two types of variables, which determine the job satisfaction of an individual. They are: I. II. Organizational variables, and Personal variables.
ORGANISATIONAL VARIABLES 1. Occupational Level: The higher the level of the job, the greater the satisfaction of the individual will be. This is because higher level jobs carry greater prestige and self-control. This relationship between occupational level and job satisfaction stems from social reference group theory in that our society values some jobs more than the
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others. Hence people in valued jobs will like them more than those who are in nonvalue jobs. The relationship may also stem from the need-fulfillment theory. People in higher level jobs find most of their needs more satisfied than when they are in lower level ones.
2. Job Content: Greater the variation in job content and the less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved will be. Since job content in terms of variety and nature of tasks called for is a function of occupational level, the theoretical arguments given above apply here also.
3. Considerate Leadership: People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership.
4. Pay and Promotional Opportunities: All other things beings equal these two variables are positively related to job satisfaction. An explanation for this finding lies in both the theories discussed above.
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5. Interaction in the Work Group: Here the question is; when is interaction in the work group a source of job satisfaction and when is it not? Interaction is most satisfying wheni. It results in the cognition that other person’s attitudes are similar to one’s own, since this permits the ready calculability of the other’s behavior and constitutes a validation of one’s self; ii. iii. It results in being accepted by others and It facilitates the achievement of goals.
PERSONAL VARIABLES For some people, it appears that most jobs will be dissatisfying irrespective of the organizational conditions involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc., are responsible for this difference.
1. Age: Most of the evidence on the relation between age and job satisfaction, holding such factors are occupational level constant, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and
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more prestigious jobs in the later years of his life. Finding his channels for advancement blocked, his satisfaction declines.
2 . Educational Level: With occupational level held constant, there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group, which the individual looks for guidance to evaluate his job rewards, will be.
3. Role Perception: Different individuals hold different perceptions about their roles, i.e., the kind of activities and behaviors they should engage themselves in to perform their jobs successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual the greater his satisfaction will be.
4. Sex: There is yet no consistent evidence as to whether women are more satisfied will their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally lower occupational aspirations of women.
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OUTCOMES OF JOB SATISFACATION To society as a whole as well as from an individual employees’ standpoint, job satisfaction in and out of itself is a desirable outcome. However, from a pragmatic managerial and organizational effectiveness perspective, it is important to know how, satisfaction relates to outcome variables.
SATISFACTION AND PRODUCTIVITY Satisfied workers are more productive than the less satisfied counterparts. This “satisfaction-performance controversy” has raged over the years. Although most people assume a positive relationship, the preponderance of research evidence indicates that there is no strong linkage between satisfaction and productivity. For example, a comprehensive meta-analysis of the research literature found only a 0.17 average of correlation between job satisfaction and productivity. Satisfied workers will not necessarily be the highest producers. There are many possible mediating variables, the most important of which seem to be rewards. If people receive rewards they feel are equitable, they will be satisfied and this is likely to result in greater performance effect. Also, recent research evidence indicates that satisfaction may not necessarily lead to individual performance improvement, but does lead to organizational-level improvement. Finally, there is still considerable debate whether satisfaction leads to performance or performance leads to satisfaction.
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SATISFACTION AND TURNOVER High employee job satisfaction result in low turnover. Unlike that between satisfaction and productivity, research has uncovered a moderate relationship between satisfaction and turnover. High job satisfactions will not, in and out of itself, keep turnover low, but it does seem to help. On the other hand, if there is considerable job dissatisfaction, there is likely to be high turnover. One group researchers found that for women of eighteen to twenty-five, satisfaction was an excellent predictor of whether or not they changed jobs. On the other hand, as job tenure (Length of time on the job) increased, there was less likelihood of their leaving. Tenure has also been found to listen the effects of dissatisfaction among male employees.
There are other factors, such as commitment to the organization, that play a role in this relationship between satisfaction and turnover. Some people cannot see themselves working anywhere else, so they remain regardless of how dissatisfied they feel. Another factor is the general economy. When things in the economy are going well and there is little unemployment, typically there will be an increase in turnover because will begin looking for better opportunities will other organizations. Even if they are satisfied, many people are willing to leave if the opportunities
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elsewhere promise to be better. On the other hand if jobs are tough to get, dissatisfied employees will stay where they are. On an overall basis, however, it is accurate to say that job satisfaction is important in employee turnover. Although absolutely no turnover is not necessarily beneficial to the organization, a low turnover rate is usually desirable because of training costs and the drawbacks of inexperience.
SATISFACTION AND ABSENTEEISM Research has pretty well demonstrated an inverse relationship between and absenteeism. When satisfaction is high, absenteeism tends to be low; when However, as with the other
satisfaction is low, absenteeism tends to be high.
relationships with satisfaction, there are moderating variables such as the degree to which people feel that their jobs are moderating variables such as the degree to which people feel that their jobs are important. For example, research among state
government employees has found that those who believed that their work was important had lower absenteeism than did those who did not feel this way. Additionally, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism, low job satisfaction is likely to bring about high absenteeism
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OTHER EFFECTS OF JOB SATISFACTION In addition to those noted above, there are a number of other effects brought about by high job satisfaction. Research reports that highly satisfied employees tend to have better mental and physical health, learn new job-related tasks more quickly, have fewer on-the-job accidents, and file fewer grievances. On the positive side it has also recently been found that satisfied employees are more likely to exhibit prosocial “citizenship” behaviors and activities such as helping coworkers, helping customers and being more cooperative.
From an overall standpoint, then, most organizational behavior researchers as well as practicing managers would argue that job satisfaction is important to an organization. Some critics have argued, however, that this is pure conjecture because there is so much we do not know about the positive effects of satisfaction. On the other hand, when job satisfaction is low, there seems to be negative effects on the organization that have been documented. So if only from the stand point of viewing job satisfaction as minimum requirement or point of departure, it is of value to the organization’s overall health and effectiveness and is deserving of study and application in the field of organizational behavior.
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AIMS OF JOB SATISFCTION 1. Economic aim 2. Humanistic aim 3. Theoretical aim
1. Economic aim:
The workers who are all satisfied more will be more
productive than dissatisfied workers. Because those who have fulfilled their needs in respect to their status may give full involvement and initiative -ness to work and this will definitely lead that organization towards the achievement of their goal in an effective way.
2. Humanistic aim: Humanistic aim of the job attitude research will make the work hours as pleasurable and as meaningful as possible.
3. Theoretical aim: This aim will increase the understanding power, knowledge and skills of employee to know the factors which are responsible for job satisfaction and will contribute to personality theory in particular and to psychological theory in general.
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RESEARCH METHODOLOGY
1. OBJECTIVES OF THE STUDY The study aims at seeking answers to the following questions: ? To identify the factors which are closely associated with job satisfaction. ? To study the level of job satisfaction of employees in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi ? To know the relationship between the employees and their superiors. ? To study the effects of job satisfaction and job dissatisfaction on individual and organizational effectiveness. ? To find out the factors which dissatisfy the employees. ? To suggest some practical solutions which could increase job satisfaction.
2. STATEMENT OF THE PROBLEM In the present study attempts to find out the level of job satisfaction among the employees in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. In addition, this study also searches to find out the factors for dissatisfaction and it gives suggestions for the improvement of job satisfaction among the employees in this organisation.
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3. PILOT STUDY The researcher made a visit to the The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi., and had a discussion with the Project Manager about the feasibility of conducting the study in the aspect of Job satisfaction at The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. It also helped the researcher in identifying the exact area(i.e.,) A study on Job satisfaction of employees.
4. PREPARATION OF THE QUESTIONNAIRE Several books on job satisfaction levels were referred, to enrich the researcher’s knowledge on the subject. Further detailed discussions were made with the internal research guide and other experts in the field. And also the researcher met senior faculties in the management institutions and then the questionnaire was prepared. The researcher used summates stales or (LIKERT scale) in this scale the respondents were asked to respond to each of the statement in terms of five degrees. At one extreme point there is strong agreement with the given statement and at the other end strong disagreement and between them lies intermediate points.
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It can be illustrated as : Statements Strongly agree Agree Neutral Disagree Strongly disagree Values 5 4 3 2 1
The LIKERT scale technique assigns a scale value to each of the five responses. The same thing is done in respect of each and every statement in the instrument. This way the instrument yields a total score for each statement, which would then measure the respondent’s favorableness or otherwise towards the given statement. The researcher found this LIKERT scaling relatively easy to counsel and considered more reliable, because under this questionnaire respondents can answer to each statement included in the instrument.
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In general, the following aspects are covered about the Job satisfaction. Including pay, promotion, interpersonal relationship, performance appraisal, training programme , welfare facilities, precautionary and safety measures, etc.,
5. PRE TESTS Model questionnaire was prepared for pre-testing before conducting the actual research study. The model questionnaires were distributed to the target group and data were collected and checked to realize the effectiveness of the questionnaire. Then the researcher found that some questions were irrelevant and vague, and some vital questions were left out. so the researcher weeded out irrelevant questions and added some important questions, to strengthen the questionnaire still better.
6. UNIVERSE AND SAMPLING The total number of employees are 320, in the The Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi, the researcher has taken the sample as 90. The researcher attempted for 100 respondents , and the questionnaire administered to 100 persons but responses got from 90 persons only.
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7. RESEARCH DESIGN Every research project has a specified framework for collecting the data and its description. This study aims at bringing out the satisfaction of job in which they employed. Undergone by the supervisory promotes in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi and especially probes to the
attitudinal change of the employees. Reactions denotes impressions, views, and opinion of the employees about the various facilities enjoyed by the employees.. So this is the complete descriptive type of study. This study spells out brief accounts of job satisfaction, out comes of job satisfaction need for job satisfaction and other effects of job satisfaction and their findings with quantitative results suggestions and conclusion.
8. DATA COLLECTION The researcher used primary data collected through questionnaire from the employees. The majority (90) of the respondents were informative and satisfactory. The questionnaire was administered in the form of positive statements accepting in view of employees perceptions. The acceptances were multiple choice statements. The statements were clear, easily understandable and simple. The questionnaire was focussed mainly on four aspects namely General
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management, Human relations skills, Salary classification, Satisfaction towards their salary, Opinion regarding welfare measures, Interpersonal relationship with co-workers, relationship with superiors, Satisfaction towards the precautionary measures Entertainment facility, Training programmes, Performance appraisal and overall satisfaction to their work environment.
9. DIFFICULTIES ENCOUNTERED BY THE RESEARCHER 1. Some of the respondents were very busy and were not available to answer the questionnaires and some of them are on leave. 2. Initially, the researcher planned to conduct the current study in a large scope. But due to time constraints, the questionnaire pattern was restricted to 34 questions and the scope of the study was narrowed down.
10. LIMITATION OF THE STUDY 1. Since data was collected through questionnaires there was a considerable rate of return of duly filled in questionnaire, bias due to no response is often indeterminate. 2. There was difficulty in knowledge whether willing respondents are truly representative.
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3. The scaling technique uses LIKERT scale, hence it is difficult to examine how much more or how much less favorable are respondents towards the topic. In this scaling respondents may answer according to what they feel rather than have they honestly feel.
11. CHAPTERIZATION This study has been divided into Five chapters.
? The First chapter deals with the introductory aspect of the study. In the
introductory part the researcher has given the term Job satisfaction, factors influencing the Job satisfaction and more about the Statement of the problem, Limitations of the study, Objectives of the study, tools applied in the study and concepts of the study.
? The Second chapter deals with the Profile of the organization. ? The Third chapter deals with the Review of literature. ? The Fourth chapter deals with Data analysis and the interpretations. ?
The Fifth chapter deals with the finding along the practical suggestion and recommendations for improvement and usefulness for the organization.
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CHAPTER -II
PROFILE OF THE ORGANISATION
The Government of Tamilnadu have established The Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi, one among the five new Co-operative spinning Mills during the VI five year plan. The Pudukkottai District is one of the most backward districts in Tamilnadu. The main object for the establishment of The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, is to provide employment opportunities to the Downtrodden people of 225 Adi-dravidas, 225 Sri-Lanka Repatriates and 74 persons in other categories and supplying cotton yarn to the Primary Weavers Co-operative Societies at the rate fixed by the Director of Handlooms and Textiles.
ORGANISATION OF THE MILLS : The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, is registered on 23rd September in the year 1981, and the date of starting is 18th of march 1982. Its spindle capacity is 25,080. It’s operation areas were in Tamil nadu and other states of India. It has started its commercial production on January 1 st in the year 1985.
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The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, main object is to produce cotton yearn and supply to Handloom weavers at the rate fixed by the Director of Handloom and textiles. Now the present spindle working after the down sizing is 12320. The organization is proposed to increase to 13200.
SHARE CAPITAL S. No. 1. 2. 3. Details Weavers Co-op. Societies “A” Class Co-op. Institutions “B” Class Government “D” Class Total No. of Members 159 2 1 162 Amount 6.50 3.00 513.12 522.62
LAND AND BUILDINGS Land measuring about 23.47 Acres was purchased. The total land value including development as on date is 3.07 lakhs. The total building gross value is Rs. 137.98 lakhs. PLANT AND MACHINERY The Mills has installed various types of gross value Rs.526.43 lakhs and other assets to the gross value of Rs.100.70.
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CASH CREDIT The Pudukkottai District Central Co-operative Bank Ltd., has provided cash credit loan accommodation to the mills from inception. Since the Mill have not worked from 14.03.1994 to 16.10.1998 due to stringent financial problem, the Banker has stopped the CCL operation with effect from 30.0601994 onwards. The mill have to pay a sum of Rs.154.97 lakhs as principal apart from interest dues. The Government of Tamilnadu has already settled the Cash credit loan amounts for the
13 non-functional co-operative Spinning mills to the concerned Co-operative Central Banks.
LABOUR STRENGTH The workers at present working in the Mills are furnished below S.No. 1. 2. 3. Category Srilanka Repatriates Adi-dravidas Staff Grand total Numbers 117 132 34 283
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PURCHASE OF COTTON The mills is purchasing cotton from c-op. institutions and from the Private traders at the rates fixed by the Cotton Purchase Committee constituted by the Director of Handlooms and Textiles periodically according to the market fluctuations. In this connection, the State at present the prevailing cotton market trend is not favorable to the mills while comparing for the last few years. But at present the cotton season and the quality and rate may be favourable to the mills and if they purchase adequate cotton for one-month requirement, the mill can able to earn cash profit. If the mill has been sanctioned Rs.100/- lakhs as working capital assistance from ICDP, the mills can purchase good quality cotton at reasonable prices. The proposed quantum of cotton purchase.
SALE OF YARN The Mills is selling the yarn not below the rates fixed by the Yarn Price fixation committee constituted by the Director of Handlooms and Textiles periodically according to the Yarn market fluctuations. Most of the yarn production has been sold only to the Co-optex through NHDC and Govt. Schemes. The Cooptex, Chennai has been collecting the total requirement of yarn from the Weavers Coperative societies in Tamilnadu and submitting to the Director of Handlooms and textiles. According to the requirement furnished by the Co-optex, the Director of
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Handlooms and textiles. Chennai has given allotment order for the supply of Hank Yarn to the Co-operative Spinning Mills based on the stock position to f the mills and production capacity.
YARN PRODUCTION The mill has started its commercial production during the year 1984. The machineries installed in the mills is also in average condition. There are 249 workers and 28 staff and 6 watchmen were employed in the mills. Due to lack of working capital, the mill has not able to run with 95% utilization even though machineries are available. Due to unfavourable market condition at present, the Free Dhothi scheme starts only during April. They have decided to go for the conversion of 3520 spindles and the balance spindles can be used for the Government Uniform Schemes so as to minimize the loss and to run the mills smoothly without any further loss upto March 2008 and from April 2008 onwards they aim to concentrate for the Free Dhothi Schemes so as to get the maximum benefits to the mills. Mills can be able to procure cotton by utilizing the share working capital loan availed from ICDP by which the mills can run with increased spindle capacity of further 1320 spindles.
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CHAPTER -III
REVIEW OF LITERATURE
A plenty of researchers have been conducted in the past regarding Job satisfaction. The exhaustive studies have unrolled the determinants of Job satisfaction among workers. A few of such studies are given below. RESEARCHER NAME OF THE STUDY DETERMINANTS OF JOB SATISFACTION 1.Stagner,Flebbe and wood(1952) Working on The Rail-Road; A Study of job Satisfaction (Personnel Psychology,1952,5,293-306). This is a study of 715 male unionized rail-road workers. 1. General working condition. 2. Union-management relation. 3. General quality of supervision 4. Grievance handling procedures.
2. Ross zander(1957)
and Need satisfaction and Employee Turnover (Personnel
For older group: 1. Security
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Psychology,1957,10,327-328). This is a study of skilled women in large company
2. Supervision. 3. Company prestige 4. Working hours.
3.
Durganand Job Satisfaction in Office and Manual Workers (Indian Journal of Social Work,1958,19,39-46)
1.Recogniton 2.Autonomy 3.Doing important work 4.Fair evaluation of work done 1. Job status 2. Type of work 3. Supervisory behavior 4. Work group
Sinha(1958)
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THEORIES OF JOB SATISFACTION
Matching men with the job is the prime function of a personnel manager. A major part of our life is spent in work. Since work is a social reality and social expectation to which man seems to confirm. This provides many facilities and
monetary benefits which are all essential to the individual; and also the work binds him to the society. The basic concept, which plays behind all these human activity, is “need”. “Need and Attitude” have been taken from animal psychology and social psychology respectively. Need is defined as “a condition marked by the feeling of lack or want of something or something requiring to perform some action.” This needs the key factor, which motivates human beings in all manners to work.
HERZBERG’S TWO FACTOR THEORY The term “job satisfaction” refers to an employees’ general attitude towards his job. Locke defines job satisfaction as a “pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. To the extent that a person’s job satisfies his dominant needs and is consistent with his expectations and values, the job will be satisfying. There are three major theories of job satisfaction,
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viz, 1. Herzberg’s Motivation-Hygiene Theory, 2. Need-Fulfillment Theory, and 3. Social Reference-Group Theory, Herzberg extended the work of Maslow and developed a specific content theory of work motivation. He conducted a widely reported motivational study on about 200 accountants and engineers employed by firms in and around Pittsburgh, Pennsylvania us. He used the critical incident
method of obtaining data for analysis. The professional subjects in the study were essentially asked two questions: (1) when did you feel particularly good about your job? What turned you on? and (2) When did you feel exceptionally bad about you job? What turned you off?
Responses obtained from this critical incident method were interesting and fairly consistent. Tabulating these reported good and bad feelings, Herzberg
concluded that job satisfiers are related to job content and that job dissatisfies are allied to job context. Herzberg labeled the satisfiers as motivators, and he called the dissatisfiers as hygiene factors. The term “hygiene” refers (as it does in the health field) to factors that are preventive Herzberg’s theory the hygiene factors are those that prevent dissatisfaction. Taken together, the motivators and the hygiene factors have become known as Herzberg’s two-factor theory of motivation.
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Under the Need-fulfillment theory it is believed that a person is satisfied if he gets what he wants and the more he wants something, or the more important it is to him, the more satisfied he is when he gets it and the more dissatisfied he is when he does not get it. The social reference-group theory is similar to the need-fulfillment theory except that it takes into account not the desires, needs and interests of the individual, but rather the point of view and opinions of the group to whom the individual looks for guidance. Such groups are defined as the “reference group” for the individual, in that they define the way in which he should look at the world and evaluate various phenomena in the environment including himself. It could be
predicted, according to this theory, that if a job meets the interests, desires and requirements of a person’s reference group, he will like it and if it does not, he will not like it.
In summary, the two theories tell us respectively that 1. Job satisfaction is a function of, or is positively related to, the degree to which one’s personal needs are fulfilled in the job situation; and
2. Job satisfaction is a function of, or is positively related to, the degree to which the characteristics of the job meet with the approval and the desires of the
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group to which the individual looks for guidance in evaluating the world and defining social reality.
RELATION TO MASLOW’S NEED HIERARCHY Herzberg’s theory is closely related to Maslow’s need hierarchy. The hygiene factors are preventive and environmental in nature and they are roughly equivalent to Maslow’s lower-level needs. These hygiene factors prevent dissatisfaction, and they serve as a takeoff point for motivation. By themselves, the hygiene factors do not motivate. Only the motivators motive employees on the job. They are roughly equivalent to Maslow’s higher-level needs. According to Herzberg’s theory an individual job with challenging content in order to be truly motivated.
DEFINITION OF THE TERM “JOB SATISFACTION” Locke gives a comprehensive definition of job satisfaction. According to him job satisfaction is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. Job satisfaction is a result of employees’ perception of how well their job provides those things, which are viewed as important. It is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude.
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There are three important dimensions of job satisfaction.
First, job
satisfaction is an emotional response to a job situation, as such, it cannot be seen; it can only be inferred. Secondly, job satisfaction is often determined by how well outcomes meet or exceed expectations. For example, if organizational participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitude towards the work, the boss, and coworkers dissatisfied. On the other hand, if they feel they are being treated very well and are being paid equitably they are likely to have a positive attitude toward the job, and they will have job satisfaction. Thirdly, job satisfaction represents several related attitudes. Smith, Kendall and Hulin have suggested that there are five job dimensions that represent the most important characteristics of a job about which people have effective responses. They are: I. The work itself: The extent to which the job provides the individual with interesting tasks, opportunities for learning, and the chance to accept responsibility. II. Pay: The amount of financial remuneration that is received and the degree to which this is viewed as equitable vis-à-vis that of others in the organization. III. Promotion opportunities: hierarchy. The chances for advancement in the
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IV.
Supervision:
The abilities of the supervisor to provide technical
assistance and behavioral support. V. Co-workers: The degree to which fellow workers are technically proficient and socially supportive.
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CHAPTER - IV
DATA ANALYSIS AND INTERPRETATION
TABLE : 4.1 Age-wise analysis of the respondents S. No. 1 2 3 4 Age group Below 30 years 31-40 years 41-50 years Above 50 years Total
Source: Primary data
No. of Respondents 4 49 29 8 90
Percentage 4.4 54.4 32.2 9.00 100
The above table shows the age-wise analysis of the respondents. It reveals that 54.4% of the employees are belongs to the age group of 31-40 years. 32.2 % of the respondents belong to the 41-50 years of age group. 9% of the respondents are above 50 years of age. Only 4% of the respondents are below 30 years. It clearly shows that younger generation are dominating the Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi and it leads to the better services and better development of the organization.
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CHART -4.1
AGE-WISE ANALYSIS OF THE RESPONDENTS
60
54.4
50
40
Percentage
32.2
30
20
10
9 4.4
0
Below 30 years
31-40 years Years
41-50 years
Above 50 years
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TABLE : 4.2 Sex-wise analysis of the respondents S. No. 1 2 Sex Male Female Total
Source: Primary data
No. of Respondents 70 20 90
Percentage 78 22 100
The above table shows the sex wise analysis of the respondents. It reveals that 78% of the employees are male and 22% of them were female. It clearly shows that Males are high in number in the Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi.
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CHART -4.2
SEX-WISE ANALYSIS OF THE RESPONDENTS
22%
78%
Male
Female
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TABLE : 4.3
Marital status of the respondents
S. No. Marital status 1 2 Married Unmarried Total
Source: Primary data
No. of Respondents 83 7 90
Percentage 92 8 100
The table no. 4.3 indicates the marital status of the respondents. Out of 90 respondents 92% of the employees were married and 8% of the employees were unmarried. It reveals that after getting the employment, majority of the respondents were get married.
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CHART - 4.3
MARITAL STATUS OF THE RESPONDENTS
Unmarried Marital status
8
Married
92
0
20
40
60
80
100
Percentage
41
TABLE : 4. 4
Educational qualification of the respondents
S. No. Educational qualification 1 2 3 Up to Higher Secondary Degree P.G. degree and above Total
Source: Primary data
No. of Respondents 15 42 33 90
Percentage 17 47 36 100
The above table indicates the educational qualification of the respondents. Out of 90 respondents 47% of them were degree holders and 36% of them were post graduate degree holders. Only 17% of them were qualified higher secondary level. The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi is the largest and mightiest spinning mills in Pudukkottai District. Such an organization is recruiting highly qualified persons.
42
CHART – 4.4
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
50 45 40 35 Percentage 30 25 20
47 36
15 10 5 0 Up to H.Sc
17
Degree Educational Qualification
P.G. degree and above
43
TABLE : 4.5
Analysis of previous work experience of respondents
S. No. Work experience 1 2 Yes No Total
Source: Primary data
No. of Respondents 34 56 90
Percentage 37.7 62.3 100.00
The above table shows the previous work experience of the respondents. Out of 90 respondents 62% of them have no work experience. Nearly 38% of the total respondents have the previous work experience. It shows that majority of the employees entering in to Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi with out any previous work experience. It may be due to the non-technical job (or) White collar job.
44
CHART-4.5
ANALYSIS OF PREVIOUS WORK EXPERIENCE OF RESPONDENTS
Yes 38%
No 62%
45
TABLE : 4.6 Analysis of job satisfaction with previous institution S. No. Satisfied with Institution 1 2 Previous Institution Current Institution Total
Source: Primary data
No. of Respondents 6 28 34
Percentage 18 82 100
The above table shows the analysis of job satisfaction with the current and previous institution. Regarding the job satisfaction, most of the employees i.e., nearly 82% of them are satisfied with current institution. Only 18 % of them were satisfied with previous institutions. It clearly shows that the majority of the respondents were satisfied with current institutions.
46
CHART- 4.6
ANALYSIS OF JOB SATISFACTION WITH PREVIOUS INSTITUTION
82
90 80 70 PERCENTAGE 60 50 40
18
30 20 10 0
Previous Institution
Current Institution
JOB SATISFACTION
47
TABLE : 4. 7 Reasons for shifting the job S. No. Reasons for shifting 1 2 3 4 5 Distance Salary Promotion Merit of the job Others Total
Source: Primary data
No. of Respondents 4 12 1 15 2 34
Percentage 11.7 35.2 2.9 44.4 5.8 100
The above table shows the reasons for shifting the job. Among 34 respondents, 44.4% of them were shifted due to the merit of the job, 35.2% of them due to better salary, 11.7% of them due to distance and rest of the respondents were due to other reasons. It clearly shows that the majority of the respondents were shifted due to the merit of the job.
48
CHART -4.7 REASONS FOR SHIFTING THE JOB
50 45 40 35.2 35 PERCENTAGE 30 25 20 15 10 5.8 5 0 Distance Salary Promotion REASON FOR SHIFTING Merit of the job Others 2.9 44.4
11.7
49
TABLE : 4.8 Work experience of the respondents in the current institution S. No. Work Experience 1 2 3 Below 5 years 5-10 years 11-15 years Total
Source: Primary data
No. of Respondents 26 23 41 90
Percentage 29 25.5 45.5 100
The above table reveals the period of work experience of the respondents in the current institution of Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. Nearly 46% of the respondents have 11-15 years of work experience. 29% of them have below 5 years of work experience. 25.5 % of the respondents have 5-10 years of work experience.
50
CHART- 4. 8
WORK EXPERIENCE OF THE RESPONDENTS IN THE CURRENT INSTITUTION
50 45 40 35 PERCENTAGE 30 25 20 15 10 5 0
45.5
29 25.5
Below 5 years
5-10 years
11-15 years
WORK EXPERIENCE
51
TABLE : 4.9 Salary wise analysis of the respondents at the time of joining S. No. Salary slab 1 2 3 4 5 6 Below 3000 3001-5000 5001-10,000 10,001-15,000 15,001-20,000 Above 20,00 Total
Source: Primary data
No. of Respondents 56 18 10 6 90
Percentage 62 20 11 7 100
The above table shows the salary wise classification of the respondents. The classification indicates that the majority of the respondents i.e., 62% of them come under the salary slab of below Rs.3000. similarly 20% of them come under the salary slab of Rs.3001-5000 and remaining employees of 11% and 7% come under Rs.5001-10,000 and Rs.10,001-15,000 respectively. Thus it is clearly reveals that the salary of the respondents at the time of joining is very low.
52
CHART- 4.9
SALARY WISE ANALYSIS OF THE RESPONDENTS AT THE TIME OF JOINING
70
62
60
Percentage
50 PERCENTAGE
40
30
20
20
11
10
7 0 0
0 Below 3000 3001-5000 5001-10,000 10,001-15,00015,001-20,000 Above 20,00
SALARY SLAB
53
TABLE : 4.10 Analysis on present salary of the respondents S. No. Salary slab 1 2 3 4 5 6 Below 3000 3001-5000 5001-10,000 10,001-15,000 15,001-20,000 Above 20,00 Total
Source: Primary data
No. of Respondents 0 2 21 50 15 2 90
Percentage 0 2 23 56 17 2 100
The above table reveals the present salary of the respondents. 56% of the employees are drawing the salary between 10,001 and 5,000. 23% of the employees are drawing in between 5001-10000. 17% of the respondents draw in between Rs.15,001 and 20,000. Only 2 % of them are drawing more than Rs. 20,000 salary. It clearly shows that salary of the respondents has been increased when compared to salary drawn at the time of joining.
54
CHART- 4.10
ANALYSIS ON PRESENT SALARY OF THE RESPONDENTS
60
56
50
Percentage
40 PERCENTAGE
30
23
20
17
10
0
0 Below 3000
2
3001-5000 5001-10,000 10,001-15,000 15,001-20,000
2
Above 20,00
SLARY SLAB
55
TABLE : 4.11 Respondents level of satisfaction with the salary
S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 18 57 15 90
Percentage 20 63 17 100
The above table shows the respondents level of satisfaction with the salary. 63% of the employees were satisfied with their salary, 20% of the respondents were more satisfied with their salary and only 17% of them dissatisfied with their salary. It obviously shows that most of the respondents were satisfied with their salary.
56
CHART- 4.11
RESPONDENTS LEVEL OF SATISFACTION WITH THE SALARY
70
63
60
50
PERCENTAGE
40
30
20
17
20
10
0
More satisfied
Satisfied
LEVEL OF SATISFACTION
Dissatisfied
57
TABLE : 4.12 Respondents level of satisfaction with Furniture, stationary & office automation in the organization S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 16 61 13 90
Percentage 18 68 14 100
The above table shows the respondents level of satisfaction with the furniture, stationary and office automation in the organization. Out of 90 respondents 18% of them more satisfied with the furniture, stationary and office automation, 68% of them were satisfied and 14% of them were dissatisfied with the furniture, stationary and office automation provided by the organization.
It clearly shows that the majority of the employees were satisfied with the furniture, stationary and office automation provided by the organization.
58
CHART- 4. 12
RESPONDENTS LEVEL OF SATISFACTION WITH FURNITURE, STATIONARY & OFFICE AUTOMATION IN THE ORGANISATION
14%
18%
68%
More satisfied
Satisfied
Dissatisfied
59
TABLE : 4.13 Respondents level of satisfaction on Recreation & Entertainment facility S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 17 46 27 90
Percentage 19 51 30 100
The above table shows the respondents level of satisfaction on recreation & entertainment facility. It reveals that most of the employees i.e., 70% of them were satisfied and 30% of them were dissatisfied with the recreation and entertainment facility provided by the Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi.
60
CHART- 4.13 LEVEL OF SATISFACTION OF RESPONDENTS ON RECREATION & ENTERTAINMENT FACILITY
LEVEL OF SATISFACTION
Dissatisfied
30
Percentage
Satisfied
51
More satisfied
19
0
10
20
30 PERCENTAGE
40
50
60
61
TABLE : 4.14 Employees’ opinion on beautification/ modernization of office in the present scenario S. No. Choice of indicators 1 2 3 4 Not important Moderately important Very important Extremely important Total
Source: Primary data
No. of Respondents 1 2 3 4 10 21 34 25 90
Rating value 10 42 102 100 254
Average rating =
Total rating value Total No. of respondents
=
254 90
= 2.82 = 3
In this table, the average rating of the respondents is 2.82. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have agreed that the beautification of the office in the present scenario is very important.
62
CHART- 4.14 EMPLOYEES’ OPINION ON BEAUTIFICATION/ MODERNIZATION OF OFFICE IN THE PRESENT SCENARIO
120
100
Rating value
80
RATING VALUE
60
102
40
100
20
42 10
0
Not important 1
Moderately important 2
Very important 3
Extremely important 4
CHOICE OF INDICATORS
63
TABLE :4. 15 Adequate safety and precautionary measures provided in the organization S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 15 33 22 16 4 90
Rating value 75 132 66 32 4 309
Average rating =
Total rating value Total No. of respondents
=
309 90
= 3.43 = 3
In this table, the average rating of the respondents is 3.43. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed about the adequate safety and precautionary measures provided in the organization.
64
CHART- 4.15
ADEQUATE SAFETY AND PRECAUTIONARY MEASURES PROVIDED IN THE ORGANISATION
140
132
120
Rating value
100
PERCENTAGE
80
75 66
60
40
32
20
0
4
Neutral Disagree Strongly disagree
Strongly Agree agree
CHOICE OF INDICATORS
65
TABLE : 4.16 Better welfare facilities leads to work even after working hours S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 9 24 25 20 12 90
Rating value 45 96 75 40 12 268
Average rating =
Total rating value Total No. of respondents
=
268 90
= 2.97 = 3
In this table, the average rating of the respondents is 2.97. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed to work even after working hours since the welfare facilities are good.
66
CHART- 4.16 BETTER WELFARE FACILITIES LEADS TO WORK EVEN AFTER THE WORKING HOURS
Strongly disagree
12
Rating value
CHOICE OF INDICATORS
40 Disagree
75
Neutral
96
Strongly agree Agree
45
0
20
40
60 PERCENTAGE
80
100
120
67
TABLE : 4.17 Analysis of Employees’ participation on training programmes S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 66 24 90
Percentage 73.3 26.7 100
The above table shows the employees’ participation on training programme. Out of 90 respondents 73% of them were attended the training programmes actively and remaining 27% of them were not attended any of the training programmes.
68
CHART- 4.17 ANALYSIS OF EMPLOYEES’ PARTICIPATION ON TRAINING PROGRAMMES
27%
73%
Yes
No
69
TABLE : 4.18 Respondents level of satisfaction on Training programmes attended. S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 22 33 11 90
Percentage 33.3 50.0 16.7 100
The above table shows the respondents level of satisfaction on training programmes they attended. Among 90 respondents 33.3 % of them were more satisfied with the training programmes. 50% of them were satisfied and remaining 16.7 % of them were dissatisfied with the training programmes provided by the organization.
70
CHART-4. 18 LEVEL OF SATISFACTION OF RESPONDENTS ON TRAINING PROGRAMMES ATTENDED
60
50 50
Percentage
40 PERCENTAGE 33.3 30
20
16.7
10
0 More satisfied Satisfied LEVEL OF SATISFACTION Dissatisfied
71
TABLE : 4.19 Respondents opinion regarding promotional possibilities S. No. Chances of promotion 1 2 3 More chances Normal chances Rare chances Total
Source: Primary data
No. of Respondents 16 54 20 90
Percentage 17.7 60 22.3 100
The above table shows the respondents opinion regarding promotional possibilities. Out of 90 respondents 60% of them said that they have normal chances for promotional possibilities. 22.3% of them said that they have rare chances for promotion. Only 17.7% of them agreed that they have more chances of promotion to the higher cadre in this organization.
72
CHART- 4.19 RESPONDENTS OPINION REGARDING PROMOTIONAL POSSIBILITIES
60 60
Percentage
50
40 PERCENTAGE
30 22.3 17.7 20
10
0 More chances Normal chances Rare chances
CHANCES FOR PROMOTION
73
TABLE : 4.20 Performance and hard work are appraised by the management S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 10 43 15 14 8 90
Rating value 50 172 45 28 8 303
Average rating =
Total rating value Total No. of respondents
=
303 90
= 3.36 = 3
In this table, the average rating of the respondents is 3.36. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed about the employees performance and hard working are appraised by the management.
74
CHART- 4.20 PERFORMANCE AND HARD WORK ARE APPRAISED BY THE MANAGEMENT
172
180 160 140
Rating value
PERCENTAGE
120 100 80 60 40 20 0
50
45 28 8
Strongly Agree agree
Neutral
Disagree
Strongly disagree
CHOICE OF INDICATORS
75
TABLE : 4.21 Employees’ opinion on opportunity for personal growth and development S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 71 19 90
Percentage 79 21 100
The above table shows the employees’ opinion on opportunity for personal growth and development. Among 90 respondents 79% of them have accepted that they have an opportunity for personal growth and development. 21% of them said that they are not having such opportunity for personal growth and development.
76
CHART- 4.21 EMPLOYEES’ OPINION ON OPPORTUNITY FOR PERSONAL GROWTH AND DEVELOPMENT
OPPORTUNITY FOR PERSONAL GROWTH
No
21
Percentage
Yes
79
0
10
20
30
40
50
60
70
80
90
PERCENTAGE
77
TABLE : 4.22 Respondents inter personal relationship with co-workers S. No. Relation ship 1 2 3 Friendly Neural Unfriendly Total
Source: Primary data
No. of Respondents 79 11 90
Percentage 88 12 100
The above table shows the respondents interpersonal relationship with coworkers. Among the 90 respondents 88% of them inter personal relationship with co-workers were friendly in nature. Only 12% of them agreed that they have a neutral opinion with the above statement. One significant point noticed that none of the employees were unfriendly with their co-workers.
78
CHART-4.22 RESPONDENTS INTER PERSONAL RELATIONSHIP WITH CO-WORKERS
100
90
88
Percentage
80
70
PERCENTAGE
60
50
40
30
20
12 0
10
0
Friendly
Neural INTER PERSONAL RELATIONSHIP
Unfriendly
79
TABLE : 4.23 Employees’ opinion on immediate supervisor’s attitude S. No. 1 2 3 4 Supervisors attitude Friendly Unfriendly Supportive Awkward Total
Source: Primary data
No. of Respondents 61 3 23 3 90
Percentage 68 3 26 3 100
The above table shows the employees’ opinion on immediate supervisors’ attitude. 68% of the total respondents agreed that their immediate supervisors’ attitude were friendly, 26% of them said their supervisors are supportive and 3% of them said that the supervisor’s attitude were awkward and unfriendly, Thus we may conclude that majority of the employees felt that their supervisors’ were friendly and supportive.
80
CHART- 4.23 EMPLOYEES’ OPINION ON IMMEDIATE SUPERVISORS’ ATTITUDE
68 70
Percentage
60
50 PERCENTAGE
40
30
26
20
10
3
3
0 Friendly Unfriendly Supportive Awkward
SUPERVISOR'S ATTITUDE
81
TABLE : 4.24 Role of management in solving the employee’s problem S. No. 1 2 3 4 5 Solving the problem Fast and infavour of employees Fast and infavour of management Confused Postponed Refused Total
Source: Primary data
No. of Respondents 25 18 18 24 5 90
Percentage 28 20 20 27 5 100
The above table shows the role of management in solving the employees problem. As per the research, out of 90 respondents 28% of the respondents opinion is the management is solving the employees problem fast and infavour of them. 27% of them said that management is postponing the employees problem. 20% of them said that the management is confused and another 20% of them said that employees’
problem are solved fast and infavour of management itself. 5% of the respondents said that the management is refused in solving the employees problem.
82
CHART- 4.24 ROLE OF MANAGEMENT IN SOLVING THE EMPLOYEES PROBLEM
30 28 27 25
20 20
20
15
10
5 5
0 Fast and infavour of employees Fast and infavour of management Confused Postponed Refused
SOLVING THE PROBLEMS
83
TABLE : 4.25 Employees’ consideration while facing the problem S. No. 1 2 3 4 Consideration Co-workers Department friends Immediate supervisor Management Total
Source: Primary data
No. of Respondents 36 40 10 4 90
Percentage 40 44.4 11.1 4.5 100
The above table shows employees’ consideration while facing a problem. Out of 90 respondents 44.4% of them are believing the department friends while facing the problem. 40% of the employees were believing their co-workers. Similarly 11.1 % of them believing their immediate supervisor and only 4.5 % of them were believing the management while facing the problems. Thus the respondents felt that the department friends and co-workers are equally important while facing the problem.
CHART- 4.25 EMPLOYEES’ CONSIDERATION WHILE FACING THE PROBLEM
84
50
45
40
Percentage
35
PERCENTAGE
30
25 44.4 20 40
15
10 11.1 4.5 0 Co-workers Department friends Immediate supervisor Management
5
CONSIDERATION
85
TABLE : 4.26 Employees’ opinion Pertaining to essential of Trade union S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 76 14 90
Percentage 84.4 15.6 100
The above table shows the employees’ opinion regarding the trade union is essential or not. As per the research conducted in the organisation, 84.4% of the respondents opinion are Trade union is necessary and essential. Remaining 15.6% of them gave consent that the trade unions are not essential. Thus it clearly indicates the employees felt that the Trade unions are essential for this organization.
86
CHART- 4.26 EMPLOYEES’ OPINION PERTAINING TO ESSENTIAL OF TRADE UNION
16%
84%
Yes
No
87
TABLE : 4.27
Employees’ opinion on Role and function of Trade union
S. No. Choice of indicators 1 2 3 4 Not important Moderately important Very important Extremely important Total
Source: Primary data
No. of Respondents 1 2 3 4 7 34 33 16 90
Rating value 7 68 99 64 238
Average rating =
Total rating value Total No. of respondents
=
238 90
= 2.64 = 3
In this table, the average rating of the respondents is 2.64. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have agreed that the role of trade union and its function is very important.
88
CHART-4. 27
EMPLOYEES’ OPINION ON ROLE AND FUNCTION OF TRADE UNION
Extremely important
64
CHOICE OF INDICATORS
Very important
99
Moderately important
68
Not important
7
0 20 40 60
PERCENTAGE
80
100
120
89
TABLE : 4.28 Respondents level of satisfaction on Wage revision and pay fixation
S. No. Level of satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 14 42 34 90
Percentage 15.5 46.7 37.8 100
The above table shows the level of satisfaction of respondents on wage revision and pay fixation. Out of 90 respondents 46.7 % of them were satisfied with the wage revision and pay fixation and 37.8% of them were dissatisfied. Only 15.5 % of the employees were satisfied more with the wage revision and pay fixation.
90
CHART- 4.28 RESPONDENTS LEVEL OF SATISFACTION ON WAGE REVISION AND PAY FIXATION
50
45
46.7
Percentage
40
37.8
35
PERCENTAGE
30
25
20
15
15.5
10
5
0
More satisfied
Satisfied
LEVEL OF SATISFACTION
Dissatisfied
91
TABLE : 4.29 Employees’ opinion on the “CONCEPT OF BONUS FOR ALL” S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 53 29 7 1 90
Rating value 265 116 21 2 404
Average rating =
Total rating value Total No. of respondents
=
404 90
= 4.48 = 5
In this table, the average rating of the respondents is 4.48. By rounding off the value it will be 5, which denotes as per the rating scale, the respondents have Strongly agreed the concept of bonus for all is needed.
92
CHART- 4.29 EMPLOYEES’ OPINION ON THE “CONCEPT OF BONUS FOR ALL”
300 265 250
200 PERCENTAGE
150 116 100
50 21 2 0 Strongly agree Agree Neutral Disagree 0 Strongly disagree
CHOICE OF INDICATORS
93
TABLE : 4.30 Employment in this organization increased the social status S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 47 33 4 4 2 90
Rating value 235 132 12 8 2 389
Average rating =
Total rating value Total No. of respondents
=
389 90
= 4.32 = 4
In this table, the average rating of the respondents is 4.32. By rounding off the value it will be 4, which denotes as per the rating scale, the respondents have Agreed that their social status has been increased only because of working in this mighty organization
94
CHART- 4.30
EMPLOYMENT IN THIS ORGANIZATION INCREASED THE SOCIAL STATUS
Strongly disagree
2
CHOICE OF INDICATORS
Disagree
8
Neutral
12
Agree
132
Strongly agree
235
0
50
100
150
200
250
PERCENTAGE
95
CHAPTER –V
FINDINGS AND CONCLUSIONS
? The age composition of the employees indicates most of the employees are younger generation and below 40 years of age. Younger may work faster it leads to better services to the customers. ? The sex analysis shows that the male employees are more in number when compared to female employees. However 22% of the total sample belongs to female category. ? Most of the employees nearly 91% of the total samples were getting married. Unmarried employees are very meager. ? Education wise analysis clearly indicates that the lower qualified persons are more in number (i.e., Below U.G. degree) than the higher qualified persons (i.e., Above UG Degree). ? Present designation wise analysis shows that the middle level employees are more in number than the higher level or lower level. ? Analysis on previous experience reveals that there is no impact on present work since it is purely non technical work. However, the experienced people also entered into this organization significantly.
96
? The experienced people have been satisfied with the current institution when compared to previous institution. ? Salary wise analysis reveals that there is lower salary at the time of joining and later it was increased and the most of the employees have been satisfied with the salary at present. ? Majority of the employees were either satisfied or more satisfied with the provision of furniture, stationery and office automation provided by the management. ? Most of the employees were either satisfied or more satisfied with the recreation & entertainment facilities provided by management. ? Survey reveals that the beautification of the office at present scenario is very important. ? Regarding the statement on precautionary and safety measures taken by the management is adequate. The analysis shows that the most of the employees were neither agreed nor disagreed. But they are neutral. ? Majority of the employees were neither agreed nor disagreed but they are neutral to work even after working hours when they have provided better welfare facilities provided by the management. ? Most of the employees were participated the training program and they were satisfied with the training programs.
97
? Sixty percent of the employees considering the possibilities of promotion to the higher cadre is normal chances only. ? The reward and recognition given by the management is normal. As per the opinion of the employees, they were neither agreed nor disagreed but they are neutral. ? Nearly 80% of the employees were well developed personally after getting the employment in this organization. ? Nearly 88% of the employees were friendly in nature regarding the interpersonal relationship with co-employees. Significant findings noticed that the none of the employee is unfriendly. ? Analysis on immediate supervisor’s attitude with employees reveals that majority of the supervisors attitude is either friendly or supportive to their subordinates. ? Role of management in solving the employees problem is not significant. ? The Department friends and co-workers were played equally important to solve the crisis when they are facing a problem. ? 84.4% of the employees were concerned about the trade union is essential. ? As per the research, the role of trade unions in the organizations is very important.
98
? 63% of the total employees were satisfied with wage revision and pay fixation. ? 85 % of the total employees were agreed the concept of bonus for all. ? 84% of the total employees were agreed the social status was increased after the employment in this organization.
99
SUGGESTIONS
? While recruiting the employees higher qualified persons should be given more importance than others. It helps to improve the better services to the Customers. ? Recruitment of high number of staff is necessary, since the daily wage labour may not at credit worthiness (or) faithfulness. ? Provision of precautionary and safety measures should be improved and adequately provided, and then only the employees may work freely without any fear. ? Reward and award by way of promotion, cash award should be given to the employees those who are working more and even after working hours. It will induce and creates to work hard among the employees. ? Induction and motivational training should be provided to all the employees and training center should be established at well surrounded place with good atmosphere. ? Possibilities of promotion to the higher cadre should be liberalized and skill oriented. It will reduce the dissatisfaction and frustration among the employees.
100
? Industrial relations should be improved and properly maintained, congenial environment should be created. Whenever the problem arises the management should solve the problem and should not postpone. It will create the good atmosphere and harmonious industrial relations; it leads to growth and development of the spinning mills.
? Management should create the good atmosphere and the awareness among the
employees to face the problem cordially and maintaining the smooth functions of the spinning mills.
101
CONCLUSION
The study entitled “Job satisfaction among the employees in The Pudukkottai District Co-operative Spinning Mills Ltd., conducted with the following major objectives: Aranthangi” was
1. To study the level of satisfaction among the employees in Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. 2. To find out the factors of which dissatisfy the employees.
With the help of Diagnostic Research Design and Stratified Random Sampling method. The researcher comes out with the following major findings;
1. Many of the employees are having job satisfaction in this organization.
102
2. Considering the welfare measures, many of the employees were satisfied, Although the corporation should concentrate more in the Employees grievance handling procedure in the budding stage which is directly proportionate with the entire Job satisfaction.
A. BIBLIOGRAPHY
?
“Methods in Social Research” by Goode & Hatt. Published by MC.Graw Hill- Publishers – New Delhi.
?
“Organisational Behaviour” by Fred Luthans, Seventh Edition- 1995. Published MC.Graw Hill –Publishers –New Delhi.
?
“Organisational Behaviour” by L.M.Prasad . Published by Sultan Chand & sons 1997.
?
“Personnel Management” by C.B. Mamoria, Twelth Edition-1997. Published by Himalayam Publishing House- Mumbai.
?
“Personnel Management and Industrial relations” by Prof.P.C.tripathi, Eleventh Edition-1996. Published by Sulthan chand & sons PublishersNew Delhi.
?
“Personnel Management and Industrial relations” by Davar
103
? ? ?
“Personnel Management by C.B.Memoria “Personnel Management and Industrial relations” by Dale Yoder. Dynamic Personnel Administration by M.N.Rudrabhasavaraj
A STUDY ON JOB SATISFACTION OF EMPLOYEES IN THE PUDUKKOTTAI DISTRICT CO-OPERATIVE SPINNING MILLS LTD., ARANTHANGI
QUESTIONNAIRE
PERSONAL DATA
1. Age
: ? 31- 41 Years ? 41-51 Years ? Above 50 years
? Below 30 Years 2. Sex ? Male ? Married : ? Female
3. Marital Status : ? Unmarried ? ITI/Diploma ? Graduates : ? Post graduates
4. Educational Qualification: ? School dropouts
5. Present designation and department 6. Previous work (or) job if any: ? Yes ? No
7. Are you satisfied with the conditions of job in ? Previous institution ? Current Institution 8. Please state the reason for shifting
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? Distance ? Salary ? Promotion ? Merit of the job 9.Years of Experience ? Below 5 Years ? 11 – 15 Years 10. Salary Details (Gross) ? Below Rs.5000 ? Above Rs.15000 11. Present Salary (Gross) ? Below Rs.5000 ? Above 15,000 12. How far you satisfied with your salary ? More Satisfied Work environment 13. Furniture, stationary and office automation provided by our Organization is ? More Satisfied ? More Satisfied ? Satisfied ? Satisfied ? Dissatisfied ? Dissatisfied ? Satisfied : ? Dissatisfied : ? Rs. 5001-10000 ? Rs.10001-15,000 : ? 5 – 10 Years ? Above 15 years : ? Rs. 5001-10000 ? Rs.10001-15,000
( At the time of joining in the organization)
14. Recreation and Entertainment facility provided is
15. Do you think that beautification of our office is important in the present Scenario? ? Not important ? Very important WELFARE MEASURES 16. Precautionary and safety measures taken by the management is adequate. ? Strongly agree (5) ? Disagree (2) ? Agree (4) ? Neutral (3) ? Strongly Disagree (1) ? Moderately important ? Extremely important
17. Welfare facilities are extremely taken care of and therefore, I work even
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after working hours. ? Strongly agree ? Disagree ? Yes ? No ? Satisfied ? Dissatisfied ? Rare chances ? Agree ? Strongly Disagree ? Neutral
18. Did you attend any Induction/ Motivation training?
If yes, how far you satisfied with the training programmes ? ? More Satisfied ? More Chances
19. Are there any possibilities of promotion to higher cadre? ? Normal Chances
20. Performance appraisal imparted in our organisation is well equipped. My performance is immediately recognised and recorded. ? Strongly agree ? Disagree ? Agree ? Strongly Disagree ? Neutral
21. Do you have any opportunity of personal growth and development? ? Yes GENERAL 22 . What do you feel about your interpersonal relationship with co- employees? ? Friendly ? Friendly ? Unfriendly ? Unfriendly ? Neutral ? Supportive ? Awkward ? No
23. What is the attitude of your immediate supervisor ?
24. What is the attitude of management in solving the employees problem : ? Fast and infavour of workers ? Fast and infavour of Management ? Confused ? Co-workers ? Immediate supervisor ? Yes ? No ? Postponed ? Refused
25. When you are facing a problem, whom you believe more and first ? ? Trade union ? Management
26. Do you think that the trade union is essential ?
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27. What is your opinion about Trade union’s role on the functions of the organisation? ? Not important ? Very important ? More Satisfied ? Moderately important ? Extremely important ? Satisfied ? Dissatisfied
28. What is your opinion about wage revision and pay fixation?
29. I really think that my employment in this organisation is to increase the social status ? Strongly agree ? Disagree ? Highly satisfied ? Highly Dissatisfied ? Agree ? Strongly Disagree ? Satisfied ? Dissatisfied ? Neutral
30. Level of Job satisfaction in this organization is
Thanks for your kind co-operation
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doc_965714806.pdf
Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction [1] and cognitive job satisfaction.
CHAPTER -I
INTRODUCTION DESIGN OF THE STUDY
The average executive or supervisor normally gets a fair amount of satisfaction from his work and even more if he is successful at it. But for many workers on the shop floor, there is little possibility of getting any recognition or job satisfaction at the work place. So the only thing that makes life worthwhile for them may be the foot ball field, base ball matches, some tasks in the home, drink, cards or some other such activity entirely away from the shop floor. JOB SATISFACTION Job satisfaction is the positive attitude that a person has for his job. Many research studies have been done on this area all over the world. The employees’ attitude toward his job simply means his feelings about job, boss, peers, perks, contesters, work place, work schedule, etc. A positive feeling about these leads to job satisfaction and negative feeling leads to job dissatisfaction. Job satisfaction is defined as an individual’s general attitude toward his or her job. This means that an employees’ assessment of how satisfied or dissatisfied he or
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she is with his or her job is a complex summation of a number of discrete job elements. FACTORS INFLUENCING JOB SATISFACTION Fitting the right man on the right job is the primary function of an organization for its success. Then only all the resources can be managed effectively. Without human efforts an organization cannot accomplish its objectives. Renis Likert rightly observes “All the activities of any enterprise initiated and determined by the persons, who make up that institution, plants, offices, computers, automated equipment and all else that make a modern firm uses, are unproductive except for human effort and direction of all the tasks of management, manager the human component, is the central and the most important task, because all else depends on how well it is done”.
The important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, etc., 1. Mentally Challenging work Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback how well they are doing. These characteristics make work mentally challenging. This is approached by two ways. (a) Designing Jobs :
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“Whatever level of job you are designing, it must be of interest and give satisfaction to the worker”
Variation
Multi skill
Targets
Employee s
Interest
Accountability Ownership
Prospects
The Job exist to fill roles. The jobs and their occupants both need regular modification and sometimes radical change, over course of time. (b) Defining performance : Arriving at a single measure of performance is difficult. To measure quality rather than quantity, include staff morale, customer satisfaction, inter team collaboration and specific project results as measures of performance. Hence the rule is “ENSURE that jobs offer a wide range of stimulation and variation”
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Including the factors above mentioned will help to make any post more appealing in the long term and motivate the job holder to perform more effectively.
2. Equitable rewards “Get the money right or every thing else could easily go wrong” Employees want pay systems and promotion policies that they perceive as being just, unambiguous and inline with their expectations. When pay is seen as fair based on job demands, individual skill level and community pay standards satisfaction is likely to result. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore are likely to experience satisfaction from their jobs. A pay package is not just about salary, though that is how most people tend to think of it. Other elements come in to play, not all of them directly cash related.
Flexi time Salary Paid holidays
Shares
Incentives Pay Packages
Car
Pensions Health care
Insurance
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3. Supportive working conditions Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Temperature, light noise and other environment factors should not be at either extreme.
4. Supportive colleagues People get more out of work than mere money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly therefore, having friendly and supportive co-workers leads to increased job satisfaction.
DETERMINANTS OF JOB SATISFACTION Psychological aspects of job satisfaction are first considered. Dispositional stands, situational factors and cognitive dissonance influence job satisfaction. Dispositional stands refer to certain tendencies that individuals show toward certain things. They may like something and dislike something. There may be no apparent reasons for such likes and dislikes. The situational factors of job satisfaction say that a person’s attitude to job influenced not by pre-disposition they have towards the job, but by the situations like
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peers, work environment etc.,. They are open with no prior dispositions. Attitude got formed from the work place encounters. cognitive dissonance is the mental anxiety a person undergoes when two sets of information or perceptions are contradictory. A new worker while contributing to his work, also has to participate in union activities. Cognitive dissonance arises here. Later the dissonance is resolved by balancing . If no such resolution is possible, satisfaction from job is affected. He becomes the troubled person and develops a dislike for job. There are different factors for job satisfaction. They are
? Job itself ? Rewards ? Challenge ? Variety ? Work group ? Work Status ? Opportunity for growth ? Fairness of competition ? Healthy working conditions ? Company status ? Management style.
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? Social relevance of work life ? Flexibility in enrichment ? Scope for participation in management ? The style of Leadership ? Dignity of job ? Market standing of the company ? The extent of transparency in communication.
VARIABLES OF JOB SATISFACTION According to Abraham A. Korman, there are two types of variables, which determine the job satisfaction of an individual. They are: I. II. Organizational variables, and Personal variables.
ORGANISATIONAL VARIABLES 1. Occupational Level: The higher the level of the job, the greater the satisfaction of the individual will be. This is because higher level jobs carry greater prestige and self-control. This relationship between occupational level and job satisfaction stems from social reference group theory in that our society values some jobs more than the
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others. Hence people in valued jobs will like them more than those who are in nonvalue jobs. The relationship may also stem from the need-fulfillment theory. People in higher level jobs find most of their needs more satisfied than when they are in lower level ones.
2. Job Content: Greater the variation in job content and the less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved will be. Since job content in terms of variety and nature of tasks called for is a function of occupational level, the theoretical arguments given above apply here also.
3. Considerate Leadership: People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership.
4. Pay and Promotional Opportunities: All other things beings equal these two variables are positively related to job satisfaction. An explanation for this finding lies in both the theories discussed above.
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5. Interaction in the Work Group: Here the question is; when is interaction in the work group a source of job satisfaction and when is it not? Interaction is most satisfying wheni. It results in the cognition that other person’s attitudes are similar to one’s own, since this permits the ready calculability of the other’s behavior and constitutes a validation of one’s self; ii. iii. It results in being accepted by others and It facilitates the achievement of goals.
PERSONAL VARIABLES For some people, it appears that most jobs will be dissatisfying irrespective of the organizational conditions involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc., are responsible for this difference.
1. Age: Most of the evidence on the relation between age and job satisfaction, holding such factors are occupational level constant, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and
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more prestigious jobs in the later years of his life. Finding his channels for advancement blocked, his satisfaction declines.
2 . Educational Level: With occupational level held constant, there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group, which the individual looks for guidance to evaluate his job rewards, will be.
3. Role Perception: Different individuals hold different perceptions about their roles, i.e., the kind of activities and behaviors they should engage themselves in to perform their jobs successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual the greater his satisfaction will be.
4. Sex: There is yet no consistent evidence as to whether women are more satisfied will their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally lower occupational aspirations of women.
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OUTCOMES OF JOB SATISFACATION To society as a whole as well as from an individual employees’ standpoint, job satisfaction in and out of itself is a desirable outcome. However, from a pragmatic managerial and organizational effectiveness perspective, it is important to know how, satisfaction relates to outcome variables.
SATISFACTION AND PRODUCTIVITY Satisfied workers are more productive than the less satisfied counterparts. This “satisfaction-performance controversy” has raged over the years. Although most people assume a positive relationship, the preponderance of research evidence indicates that there is no strong linkage between satisfaction and productivity. For example, a comprehensive meta-analysis of the research literature found only a 0.17 average of correlation between job satisfaction and productivity. Satisfied workers will not necessarily be the highest producers. There are many possible mediating variables, the most important of which seem to be rewards. If people receive rewards they feel are equitable, they will be satisfied and this is likely to result in greater performance effect. Also, recent research evidence indicates that satisfaction may not necessarily lead to individual performance improvement, but does lead to organizational-level improvement. Finally, there is still considerable debate whether satisfaction leads to performance or performance leads to satisfaction.
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SATISFACTION AND TURNOVER High employee job satisfaction result in low turnover. Unlike that between satisfaction and productivity, research has uncovered a moderate relationship between satisfaction and turnover. High job satisfactions will not, in and out of itself, keep turnover low, but it does seem to help. On the other hand, if there is considerable job dissatisfaction, there is likely to be high turnover. One group researchers found that for women of eighteen to twenty-five, satisfaction was an excellent predictor of whether or not they changed jobs. On the other hand, as job tenure (Length of time on the job) increased, there was less likelihood of their leaving. Tenure has also been found to listen the effects of dissatisfaction among male employees.
There are other factors, such as commitment to the organization, that play a role in this relationship between satisfaction and turnover. Some people cannot see themselves working anywhere else, so they remain regardless of how dissatisfied they feel. Another factor is the general economy. When things in the economy are going well and there is little unemployment, typically there will be an increase in turnover because will begin looking for better opportunities will other organizations. Even if they are satisfied, many people are willing to leave if the opportunities
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elsewhere promise to be better. On the other hand if jobs are tough to get, dissatisfied employees will stay where they are. On an overall basis, however, it is accurate to say that job satisfaction is important in employee turnover. Although absolutely no turnover is not necessarily beneficial to the organization, a low turnover rate is usually desirable because of training costs and the drawbacks of inexperience.
SATISFACTION AND ABSENTEEISM Research has pretty well demonstrated an inverse relationship between and absenteeism. When satisfaction is high, absenteeism tends to be low; when However, as with the other
satisfaction is low, absenteeism tends to be high.
relationships with satisfaction, there are moderating variables such as the degree to which people feel that their jobs are moderating variables such as the degree to which people feel that their jobs are important. For example, research among state
government employees has found that those who believed that their work was important had lower absenteeism than did those who did not feel this way. Additionally, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism, low job satisfaction is likely to bring about high absenteeism
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OTHER EFFECTS OF JOB SATISFACTION In addition to those noted above, there are a number of other effects brought about by high job satisfaction. Research reports that highly satisfied employees tend to have better mental and physical health, learn new job-related tasks more quickly, have fewer on-the-job accidents, and file fewer grievances. On the positive side it has also recently been found that satisfied employees are more likely to exhibit prosocial “citizenship” behaviors and activities such as helping coworkers, helping customers and being more cooperative.
From an overall standpoint, then, most organizational behavior researchers as well as practicing managers would argue that job satisfaction is important to an organization. Some critics have argued, however, that this is pure conjecture because there is so much we do not know about the positive effects of satisfaction. On the other hand, when job satisfaction is low, there seems to be negative effects on the organization that have been documented. So if only from the stand point of viewing job satisfaction as minimum requirement or point of departure, it is of value to the organization’s overall health and effectiveness and is deserving of study and application in the field of organizational behavior.
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AIMS OF JOB SATISFCTION 1. Economic aim 2. Humanistic aim 3. Theoretical aim
1. Economic aim:
The workers who are all satisfied more will be more
productive than dissatisfied workers. Because those who have fulfilled their needs in respect to their status may give full involvement and initiative -ness to work and this will definitely lead that organization towards the achievement of their goal in an effective way.
2. Humanistic aim: Humanistic aim of the job attitude research will make the work hours as pleasurable and as meaningful as possible.
3. Theoretical aim: This aim will increase the understanding power, knowledge and skills of employee to know the factors which are responsible for job satisfaction and will contribute to personality theory in particular and to psychological theory in general.
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RESEARCH METHODOLOGY
1. OBJECTIVES OF THE STUDY The study aims at seeking answers to the following questions: ? To identify the factors which are closely associated with job satisfaction. ? To study the level of job satisfaction of employees in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi ? To know the relationship between the employees and their superiors. ? To study the effects of job satisfaction and job dissatisfaction on individual and organizational effectiveness. ? To find out the factors which dissatisfy the employees. ? To suggest some practical solutions which could increase job satisfaction.
2. STATEMENT OF THE PROBLEM In the present study attempts to find out the level of job satisfaction among the employees in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. In addition, this study also searches to find out the factors for dissatisfaction and it gives suggestions for the improvement of job satisfaction among the employees in this organisation.
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3. PILOT STUDY The researcher made a visit to the The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi., and had a discussion with the Project Manager about the feasibility of conducting the study in the aspect of Job satisfaction at The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. It also helped the researcher in identifying the exact area(i.e.,) A study on Job satisfaction of employees.
4. PREPARATION OF THE QUESTIONNAIRE Several books on job satisfaction levels were referred, to enrich the researcher’s knowledge on the subject. Further detailed discussions were made with the internal research guide and other experts in the field. And also the researcher met senior faculties in the management institutions and then the questionnaire was prepared. The researcher used summates stales or (LIKERT scale) in this scale the respondents were asked to respond to each of the statement in terms of five degrees. At one extreme point there is strong agreement with the given statement and at the other end strong disagreement and between them lies intermediate points.
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It can be illustrated as : Statements Strongly agree Agree Neutral Disagree Strongly disagree Values 5 4 3 2 1
The LIKERT scale technique assigns a scale value to each of the five responses. The same thing is done in respect of each and every statement in the instrument. This way the instrument yields a total score for each statement, which would then measure the respondent’s favorableness or otherwise towards the given statement. The researcher found this LIKERT scaling relatively easy to counsel and considered more reliable, because under this questionnaire respondents can answer to each statement included in the instrument.
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In general, the following aspects are covered about the Job satisfaction. Including pay, promotion, interpersonal relationship, performance appraisal, training programme , welfare facilities, precautionary and safety measures, etc.,
5. PRE TESTS Model questionnaire was prepared for pre-testing before conducting the actual research study. The model questionnaires were distributed to the target group and data were collected and checked to realize the effectiveness of the questionnaire. Then the researcher found that some questions were irrelevant and vague, and some vital questions were left out. so the researcher weeded out irrelevant questions and added some important questions, to strengthen the questionnaire still better.
6. UNIVERSE AND SAMPLING The total number of employees are 320, in the The Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi, the researcher has taken the sample as 90. The researcher attempted for 100 respondents , and the questionnaire administered to 100 persons but responses got from 90 persons only.
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7. RESEARCH DESIGN Every research project has a specified framework for collecting the data and its description. This study aims at bringing out the satisfaction of job in which they employed. Undergone by the supervisory promotes in The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi and especially probes to the
attitudinal change of the employees. Reactions denotes impressions, views, and opinion of the employees about the various facilities enjoyed by the employees.. So this is the complete descriptive type of study. This study spells out brief accounts of job satisfaction, out comes of job satisfaction need for job satisfaction and other effects of job satisfaction and their findings with quantitative results suggestions and conclusion.
8. DATA COLLECTION The researcher used primary data collected through questionnaire from the employees. The majority (90) of the respondents were informative and satisfactory. The questionnaire was administered in the form of positive statements accepting in view of employees perceptions. The acceptances were multiple choice statements. The statements were clear, easily understandable and simple. The questionnaire was focussed mainly on four aspects namely General
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management, Human relations skills, Salary classification, Satisfaction towards their salary, Opinion regarding welfare measures, Interpersonal relationship with co-workers, relationship with superiors, Satisfaction towards the precautionary measures Entertainment facility, Training programmes, Performance appraisal and overall satisfaction to their work environment.
9. DIFFICULTIES ENCOUNTERED BY THE RESEARCHER 1. Some of the respondents were very busy and were not available to answer the questionnaires and some of them are on leave. 2. Initially, the researcher planned to conduct the current study in a large scope. But due to time constraints, the questionnaire pattern was restricted to 34 questions and the scope of the study was narrowed down.
10. LIMITATION OF THE STUDY 1. Since data was collected through questionnaires there was a considerable rate of return of duly filled in questionnaire, bias due to no response is often indeterminate. 2. There was difficulty in knowledge whether willing respondents are truly representative.
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3. The scaling technique uses LIKERT scale, hence it is difficult to examine how much more or how much less favorable are respondents towards the topic. In this scaling respondents may answer according to what they feel rather than have they honestly feel.
11. CHAPTERIZATION This study has been divided into Five chapters.
? The First chapter deals with the introductory aspect of the study. In the
introductory part the researcher has given the term Job satisfaction, factors influencing the Job satisfaction and more about the Statement of the problem, Limitations of the study, Objectives of the study, tools applied in the study and concepts of the study.
? The Second chapter deals with the Profile of the organization. ? The Third chapter deals with the Review of literature. ? The Fourth chapter deals with Data analysis and the interpretations. ?
The Fifth chapter deals with the finding along the practical suggestion and recommendations for improvement and usefulness for the organization.
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CHAPTER -II
PROFILE OF THE ORGANISATION
The Government of Tamilnadu have established The Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi, one among the five new Co-operative spinning Mills during the VI five year plan. The Pudukkottai District is one of the most backward districts in Tamilnadu. The main object for the establishment of The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, is to provide employment opportunities to the Downtrodden people of 225 Adi-dravidas, 225 Sri-Lanka Repatriates and 74 persons in other categories and supplying cotton yarn to the Primary Weavers Co-operative Societies at the rate fixed by the Director of Handlooms and Textiles.
ORGANISATION OF THE MILLS : The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, is registered on 23rd September in the year 1981, and the date of starting is 18th of march 1982. Its spindle capacity is 25,080. It’s operation areas were in Tamil nadu and other states of India. It has started its commercial production on January 1 st in the year 1985.
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The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi, main object is to produce cotton yearn and supply to Handloom weavers at the rate fixed by the Director of Handloom and textiles. Now the present spindle working after the down sizing is 12320. The organization is proposed to increase to 13200.
SHARE CAPITAL S. No. 1. 2. 3. Details Weavers Co-op. Societies “A” Class Co-op. Institutions “B” Class Government “D” Class Total No. of Members 159 2 1 162 Amount 6.50 3.00 513.12 522.62
LAND AND BUILDINGS Land measuring about 23.47 Acres was purchased. The total land value including development as on date is 3.07 lakhs. The total building gross value is Rs. 137.98 lakhs. PLANT AND MACHINERY The Mills has installed various types of gross value Rs.526.43 lakhs and other assets to the gross value of Rs.100.70.
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CASH CREDIT The Pudukkottai District Central Co-operative Bank Ltd., has provided cash credit loan accommodation to the mills from inception. Since the Mill have not worked from 14.03.1994 to 16.10.1998 due to stringent financial problem, the Banker has stopped the CCL operation with effect from 30.0601994 onwards. The mill have to pay a sum of Rs.154.97 lakhs as principal apart from interest dues. The Government of Tamilnadu has already settled the Cash credit loan amounts for the
13 non-functional co-operative Spinning mills to the concerned Co-operative Central Banks.
LABOUR STRENGTH The workers at present working in the Mills are furnished below S.No. 1. 2. 3. Category Srilanka Repatriates Adi-dravidas Staff Grand total Numbers 117 132 34 283
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PURCHASE OF COTTON The mills is purchasing cotton from c-op. institutions and from the Private traders at the rates fixed by the Cotton Purchase Committee constituted by the Director of Handlooms and Textiles periodically according to the market fluctuations. In this connection, the State at present the prevailing cotton market trend is not favorable to the mills while comparing for the last few years. But at present the cotton season and the quality and rate may be favourable to the mills and if they purchase adequate cotton for one-month requirement, the mill can able to earn cash profit. If the mill has been sanctioned Rs.100/- lakhs as working capital assistance from ICDP, the mills can purchase good quality cotton at reasonable prices. The proposed quantum of cotton purchase.
SALE OF YARN The Mills is selling the yarn not below the rates fixed by the Yarn Price fixation committee constituted by the Director of Handlooms and Textiles periodically according to the Yarn market fluctuations. Most of the yarn production has been sold only to the Co-optex through NHDC and Govt. Schemes. The Cooptex, Chennai has been collecting the total requirement of yarn from the Weavers Coperative societies in Tamilnadu and submitting to the Director of Handlooms and textiles. According to the requirement furnished by the Co-optex, the Director of
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Handlooms and textiles. Chennai has given allotment order for the supply of Hank Yarn to the Co-operative Spinning Mills based on the stock position to f the mills and production capacity.
YARN PRODUCTION The mill has started its commercial production during the year 1984. The machineries installed in the mills is also in average condition. There are 249 workers and 28 staff and 6 watchmen were employed in the mills. Due to lack of working capital, the mill has not able to run with 95% utilization even though machineries are available. Due to unfavourable market condition at present, the Free Dhothi scheme starts only during April. They have decided to go for the conversion of 3520 spindles and the balance spindles can be used for the Government Uniform Schemes so as to minimize the loss and to run the mills smoothly without any further loss upto March 2008 and from April 2008 onwards they aim to concentrate for the Free Dhothi Schemes so as to get the maximum benefits to the mills. Mills can be able to procure cotton by utilizing the share working capital loan availed from ICDP by which the mills can run with increased spindle capacity of further 1320 spindles.
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CHAPTER -III
REVIEW OF LITERATURE
A plenty of researchers have been conducted in the past regarding Job satisfaction. The exhaustive studies have unrolled the determinants of Job satisfaction among workers. A few of such studies are given below. RESEARCHER NAME OF THE STUDY DETERMINANTS OF JOB SATISFACTION 1.Stagner,Flebbe and wood(1952) Working on The Rail-Road; A Study of job Satisfaction (Personnel Psychology,1952,5,293-306). This is a study of 715 male unionized rail-road workers. 1. General working condition. 2. Union-management relation. 3. General quality of supervision 4. Grievance handling procedures.
2. Ross zander(1957)
and Need satisfaction and Employee Turnover (Personnel
For older group: 1. Security
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Psychology,1957,10,327-328). This is a study of skilled women in large company
2. Supervision. 3. Company prestige 4. Working hours.
3.
Durganand Job Satisfaction in Office and Manual Workers (Indian Journal of Social Work,1958,19,39-46)
1.Recogniton 2.Autonomy 3.Doing important work 4.Fair evaluation of work done 1. Job status 2. Type of work 3. Supervisory behavior 4. Work group
Sinha(1958)
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THEORIES OF JOB SATISFACTION
Matching men with the job is the prime function of a personnel manager. A major part of our life is spent in work. Since work is a social reality and social expectation to which man seems to confirm. This provides many facilities and
monetary benefits which are all essential to the individual; and also the work binds him to the society. The basic concept, which plays behind all these human activity, is “need”. “Need and Attitude” have been taken from animal psychology and social psychology respectively. Need is defined as “a condition marked by the feeling of lack or want of something or something requiring to perform some action.” This needs the key factor, which motivates human beings in all manners to work.
HERZBERG’S TWO FACTOR THEORY The term “job satisfaction” refers to an employees’ general attitude towards his job. Locke defines job satisfaction as a “pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. To the extent that a person’s job satisfies his dominant needs and is consistent with his expectations and values, the job will be satisfying. There are three major theories of job satisfaction,
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viz, 1. Herzberg’s Motivation-Hygiene Theory, 2. Need-Fulfillment Theory, and 3. Social Reference-Group Theory, Herzberg extended the work of Maslow and developed a specific content theory of work motivation. He conducted a widely reported motivational study on about 200 accountants and engineers employed by firms in and around Pittsburgh, Pennsylvania us. He used the critical incident
method of obtaining data for analysis. The professional subjects in the study were essentially asked two questions: (1) when did you feel particularly good about your job? What turned you on? and (2) When did you feel exceptionally bad about you job? What turned you off?
Responses obtained from this critical incident method were interesting and fairly consistent. Tabulating these reported good and bad feelings, Herzberg
concluded that job satisfiers are related to job content and that job dissatisfies are allied to job context. Herzberg labeled the satisfiers as motivators, and he called the dissatisfiers as hygiene factors. The term “hygiene” refers (as it does in the health field) to factors that are preventive Herzberg’s theory the hygiene factors are those that prevent dissatisfaction. Taken together, the motivators and the hygiene factors have become known as Herzberg’s two-factor theory of motivation.
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Under the Need-fulfillment theory it is believed that a person is satisfied if he gets what he wants and the more he wants something, or the more important it is to him, the more satisfied he is when he gets it and the more dissatisfied he is when he does not get it. The social reference-group theory is similar to the need-fulfillment theory except that it takes into account not the desires, needs and interests of the individual, but rather the point of view and opinions of the group to whom the individual looks for guidance. Such groups are defined as the “reference group” for the individual, in that they define the way in which he should look at the world and evaluate various phenomena in the environment including himself. It could be
predicted, according to this theory, that if a job meets the interests, desires and requirements of a person’s reference group, he will like it and if it does not, he will not like it.
In summary, the two theories tell us respectively that 1. Job satisfaction is a function of, or is positively related to, the degree to which one’s personal needs are fulfilled in the job situation; and
2. Job satisfaction is a function of, or is positively related to, the degree to which the characteristics of the job meet with the approval and the desires of the
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group to which the individual looks for guidance in evaluating the world and defining social reality.
RELATION TO MASLOW’S NEED HIERARCHY Herzberg’s theory is closely related to Maslow’s need hierarchy. The hygiene factors are preventive and environmental in nature and they are roughly equivalent to Maslow’s lower-level needs. These hygiene factors prevent dissatisfaction, and they serve as a takeoff point for motivation. By themselves, the hygiene factors do not motivate. Only the motivators motive employees on the job. They are roughly equivalent to Maslow’s higher-level needs. According to Herzberg’s theory an individual job with challenging content in order to be truly motivated.
DEFINITION OF THE TERM “JOB SATISFACTION” Locke gives a comprehensive definition of job satisfaction. According to him job satisfaction is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. Job satisfaction is a result of employees’ perception of how well their job provides those things, which are viewed as important. It is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude.
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There are three important dimensions of job satisfaction.
First, job
satisfaction is an emotional response to a job situation, as such, it cannot be seen; it can only be inferred. Secondly, job satisfaction is often determined by how well outcomes meet or exceed expectations. For example, if organizational participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitude towards the work, the boss, and coworkers dissatisfied. On the other hand, if they feel they are being treated very well and are being paid equitably they are likely to have a positive attitude toward the job, and they will have job satisfaction. Thirdly, job satisfaction represents several related attitudes. Smith, Kendall and Hulin have suggested that there are five job dimensions that represent the most important characteristics of a job about which people have effective responses. They are: I. The work itself: The extent to which the job provides the individual with interesting tasks, opportunities for learning, and the chance to accept responsibility. II. Pay: The amount of financial remuneration that is received and the degree to which this is viewed as equitable vis-à-vis that of others in the organization. III. Promotion opportunities: hierarchy. The chances for advancement in the
34
IV.
Supervision:
The abilities of the supervisor to provide technical
assistance and behavioral support. V. Co-workers: The degree to which fellow workers are technically proficient and socially supportive.
35
CHAPTER - IV
DATA ANALYSIS AND INTERPRETATION
TABLE : 4.1 Age-wise analysis of the respondents S. No. 1 2 3 4 Age group Below 30 years 31-40 years 41-50 years Above 50 years Total
Source: Primary data
No. of Respondents 4 49 29 8 90
Percentage 4.4 54.4 32.2 9.00 100
The above table shows the age-wise analysis of the respondents. It reveals that 54.4% of the employees are belongs to the age group of 31-40 years. 32.2 % of the respondents belong to the 41-50 years of age group. 9% of the respondents are above 50 years of age. Only 4% of the respondents are below 30 years. It clearly shows that younger generation are dominating the Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi and it leads to the better services and better development of the organization.
36
CHART -4.1
AGE-WISE ANALYSIS OF THE RESPONDENTS
60
54.4
50
40
Percentage
32.2
30
20
10
9 4.4
0
Below 30 years
31-40 years Years
41-50 years
Above 50 years
37
TABLE : 4.2 Sex-wise analysis of the respondents S. No. 1 2 Sex Male Female Total
Source: Primary data
No. of Respondents 70 20 90
Percentage 78 22 100
The above table shows the sex wise analysis of the respondents. It reveals that 78% of the employees are male and 22% of them were female. It clearly shows that Males are high in number in the Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi.
38
CHART -4.2
SEX-WISE ANALYSIS OF THE RESPONDENTS
22%
78%
Male
Female
39
TABLE : 4.3
Marital status of the respondents
S. No. Marital status 1 2 Married Unmarried Total
Source: Primary data
No. of Respondents 83 7 90
Percentage 92 8 100
The table no. 4.3 indicates the marital status of the respondents. Out of 90 respondents 92% of the employees were married and 8% of the employees were unmarried. It reveals that after getting the employment, majority of the respondents were get married.
40
CHART - 4.3
MARITAL STATUS OF THE RESPONDENTS
Unmarried Marital status
8
Married
92
0
20
40
60
80
100
Percentage
41
TABLE : 4. 4
Educational qualification of the respondents
S. No. Educational qualification 1 2 3 Up to Higher Secondary Degree P.G. degree and above Total
Source: Primary data
No. of Respondents 15 42 33 90
Percentage 17 47 36 100
The above table indicates the educational qualification of the respondents. Out of 90 respondents 47% of them were degree holders and 36% of them were post graduate degree holders. Only 17% of them were qualified higher secondary level. The Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi is the largest and mightiest spinning mills in Pudukkottai District. Such an organization is recruiting highly qualified persons.
42
CHART – 4.4
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
50 45 40 35 Percentage 30 25 20
47 36
15 10 5 0 Up to H.Sc
17
Degree Educational Qualification
P.G. degree and above
43
TABLE : 4.5
Analysis of previous work experience of respondents
S. No. Work experience 1 2 Yes No Total
Source: Primary data
No. of Respondents 34 56 90
Percentage 37.7 62.3 100.00
The above table shows the previous work experience of the respondents. Out of 90 respondents 62% of them have no work experience. Nearly 38% of the total respondents have the previous work experience. It shows that majority of the employees entering in to Pudukkottai District Cooperative Spinning Mills Ltd., Aranthangi with out any previous work experience. It may be due to the non-technical job (or) White collar job.
44
CHART-4.5
ANALYSIS OF PREVIOUS WORK EXPERIENCE OF RESPONDENTS
Yes 38%
No 62%
45
TABLE : 4.6 Analysis of job satisfaction with previous institution S. No. Satisfied with Institution 1 2 Previous Institution Current Institution Total
Source: Primary data
No. of Respondents 6 28 34
Percentage 18 82 100
The above table shows the analysis of job satisfaction with the current and previous institution. Regarding the job satisfaction, most of the employees i.e., nearly 82% of them are satisfied with current institution. Only 18 % of them were satisfied with previous institutions. It clearly shows that the majority of the respondents were satisfied with current institutions.
46
CHART- 4.6
ANALYSIS OF JOB SATISFACTION WITH PREVIOUS INSTITUTION
82
90 80 70 PERCENTAGE 60 50 40
18
30 20 10 0
Previous Institution
Current Institution
JOB SATISFACTION
47
TABLE : 4. 7 Reasons for shifting the job S. No. Reasons for shifting 1 2 3 4 5 Distance Salary Promotion Merit of the job Others Total
Source: Primary data
No. of Respondents 4 12 1 15 2 34
Percentage 11.7 35.2 2.9 44.4 5.8 100
The above table shows the reasons for shifting the job. Among 34 respondents, 44.4% of them were shifted due to the merit of the job, 35.2% of them due to better salary, 11.7% of them due to distance and rest of the respondents were due to other reasons. It clearly shows that the majority of the respondents were shifted due to the merit of the job.
48
CHART -4.7 REASONS FOR SHIFTING THE JOB
50 45 40 35.2 35 PERCENTAGE 30 25 20 15 10 5.8 5 0 Distance Salary Promotion REASON FOR SHIFTING Merit of the job Others 2.9 44.4
11.7
49
TABLE : 4.8 Work experience of the respondents in the current institution S. No. Work Experience 1 2 3 Below 5 years 5-10 years 11-15 years Total
Source: Primary data
No. of Respondents 26 23 41 90
Percentage 29 25.5 45.5 100
The above table reveals the period of work experience of the respondents in the current institution of Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. Nearly 46% of the respondents have 11-15 years of work experience. 29% of them have below 5 years of work experience. 25.5 % of the respondents have 5-10 years of work experience.
50
CHART- 4. 8
WORK EXPERIENCE OF THE RESPONDENTS IN THE CURRENT INSTITUTION
50 45 40 35 PERCENTAGE 30 25 20 15 10 5 0
45.5
29 25.5
Below 5 years
5-10 years
11-15 years
WORK EXPERIENCE
51
TABLE : 4.9 Salary wise analysis of the respondents at the time of joining S. No. Salary slab 1 2 3 4 5 6 Below 3000 3001-5000 5001-10,000 10,001-15,000 15,001-20,000 Above 20,00 Total
Source: Primary data
No. of Respondents 56 18 10 6 90
Percentage 62 20 11 7 100
The above table shows the salary wise classification of the respondents. The classification indicates that the majority of the respondents i.e., 62% of them come under the salary slab of below Rs.3000. similarly 20% of them come under the salary slab of Rs.3001-5000 and remaining employees of 11% and 7% come under Rs.5001-10,000 and Rs.10,001-15,000 respectively. Thus it is clearly reveals that the salary of the respondents at the time of joining is very low.
52
CHART- 4.9
SALARY WISE ANALYSIS OF THE RESPONDENTS AT THE TIME OF JOINING
70
62
60
Percentage
50 PERCENTAGE
40
30
20
20
11
10
7 0 0
0 Below 3000 3001-5000 5001-10,000 10,001-15,00015,001-20,000 Above 20,00
SALARY SLAB
53
TABLE : 4.10 Analysis on present salary of the respondents S. No. Salary slab 1 2 3 4 5 6 Below 3000 3001-5000 5001-10,000 10,001-15,000 15,001-20,000 Above 20,00 Total
Source: Primary data
No. of Respondents 0 2 21 50 15 2 90
Percentage 0 2 23 56 17 2 100
The above table reveals the present salary of the respondents. 56% of the employees are drawing the salary between 10,001 and 5,000. 23% of the employees are drawing in between 5001-10000. 17% of the respondents draw in between Rs.15,001 and 20,000. Only 2 % of them are drawing more than Rs. 20,000 salary. It clearly shows that salary of the respondents has been increased when compared to salary drawn at the time of joining.
54
CHART- 4.10
ANALYSIS ON PRESENT SALARY OF THE RESPONDENTS
60
56
50
Percentage
40 PERCENTAGE
30
23
20
17
10
0
0 Below 3000
2
3001-5000 5001-10,000 10,001-15,000 15,001-20,000
2
Above 20,00
SLARY SLAB
55
TABLE : 4.11 Respondents level of satisfaction with the salary
S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 18 57 15 90
Percentage 20 63 17 100
The above table shows the respondents level of satisfaction with the salary. 63% of the employees were satisfied with their salary, 20% of the respondents were more satisfied with their salary and only 17% of them dissatisfied with their salary. It obviously shows that most of the respondents were satisfied with their salary.
56
CHART- 4.11
RESPONDENTS LEVEL OF SATISFACTION WITH THE SALARY
70
63
60
50
PERCENTAGE
40
30
20
17
20
10
0
More satisfied
Satisfied
LEVEL OF SATISFACTION
Dissatisfied
57
TABLE : 4.12 Respondents level of satisfaction with Furniture, stationary & office automation in the organization S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 16 61 13 90
Percentage 18 68 14 100
The above table shows the respondents level of satisfaction with the furniture, stationary and office automation in the organization. Out of 90 respondents 18% of them more satisfied with the furniture, stationary and office automation, 68% of them were satisfied and 14% of them were dissatisfied with the furniture, stationary and office automation provided by the organization.
It clearly shows that the majority of the employees were satisfied with the furniture, stationary and office automation provided by the organization.
58
CHART- 4. 12
RESPONDENTS LEVEL OF SATISFACTION WITH FURNITURE, STATIONARY & OFFICE AUTOMATION IN THE ORGANISATION
14%
18%
68%
More satisfied
Satisfied
Dissatisfied
59
TABLE : 4.13 Respondents level of satisfaction on Recreation & Entertainment facility S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 17 46 27 90
Percentage 19 51 30 100
The above table shows the respondents level of satisfaction on recreation & entertainment facility. It reveals that most of the employees i.e., 70% of them were satisfied and 30% of them were dissatisfied with the recreation and entertainment facility provided by the Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi.
60
CHART- 4.13 LEVEL OF SATISFACTION OF RESPONDENTS ON RECREATION & ENTERTAINMENT FACILITY
LEVEL OF SATISFACTION
Dissatisfied
30
Percentage
Satisfied
51
More satisfied
19
0
10
20
30 PERCENTAGE
40
50
60
61
TABLE : 4.14 Employees’ opinion on beautification/ modernization of office in the present scenario S. No. Choice of indicators 1 2 3 4 Not important Moderately important Very important Extremely important Total
Source: Primary data
No. of Respondents 1 2 3 4 10 21 34 25 90
Rating value 10 42 102 100 254
Average rating =
Total rating value Total No. of respondents
=
254 90
= 2.82 = 3
In this table, the average rating of the respondents is 2.82. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have agreed that the beautification of the office in the present scenario is very important.
62
CHART- 4.14 EMPLOYEES’ OPINION ON BEAUTIFICATION/ MODERNIZATION OF OFFICE IN THE PRESENT SCENARIO
120
100
Rating value
80
RATING VALUE
60
102
40
100
20
42 10
0
Not important 1
Moderately important 2
Very important 3
Extremely important 4
CHOICE OF INDICATORS
63
TABLE :4. 15 Adequate safety and precautionary measures provided in the organization S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 15 33 22 16 4 90
Rating value 75 132 66 32 4 309
Average rating =
Total rating value Total No. of respondents
=
309 90
= 3.43 = 3
In this table, the average rating of the respondents is 3.43. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed about the adequate safety and precautionary measures provided in the organization.
64
CHART- 4.15
ADEQUATE SAFETY AND PRECAUTIONARY MEASURES PROVIDED IN THE ORGANISATION
140
132
120
Rating value
100
PERCENTAGE
80
75 66
60
40
32
20
0
4
Neutral Disagree Strongly disagree
Strongly Agree agree
CHOICE OF INDICATORS
65
TABLE : 4.16 Better welfare facilities leads to work even after working hours S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 9 24 25 20 12 90
Rating value 45 96 75 40 12 268
Average rating =
Total rating value Total No. of respondents
=
268 90
= 2.97 = 3
In this table, the average rating of the respondents is 2.97. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed to work even after working hours since the welfare facilities are good.
66
CHART- 4.16 BETTER WELFARE FACILITIES LEADS TO WORK EVEN AFTER THE WORKING HOURS
Strongly disagree
12
Rating value
CHOICE OF INDICATORS
40 Disagree
75
Neutral
96
Strongly agree Agree
45
0
20
40
60 PERCENTAGE
80
100
120
67
TABLE : 4.17 Analysis of Employees’ participation on training programmes S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 66 24 90
Percentage 73.3 26.7 100
The above table shows the employees’ participation on training programme. Out of 90 respondents 73% of them were attended the training programmes actively and remaining 27% of them were not attended any of the training programmes.
68
CHART- 4.17 ANALYSIS OF EMPLOYEES’ PARTICIPATION ON TRAINING PROGRAMMES
27%
73%
Yes
No
69
TABLE : 4.18 Respondents level of satisfaction on Training programmes attended. S. No. Level of Satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 22 33 11 90
Percentage 33.3 50.0 16.7 100
The above table shows the respondents level of satisfaction on training programmes they attended. Among 90 respondents 33.3 % of them were more satisfied with the training programmes. 50% of them were satisfied and remaining 16.7 % of them were dissatisfied with the training programmes provided by the organization.
70
CHART-4. 18 LEVEL OF SATISFACTION OF RESPONDENTS ON TRAINING PROGRAMMES ATTENDED
60
50 50
Percentage
40 PERCENTAGE 33.3 30
20
16.7
10
0 More satisfied Satisfied LEVEL OF SATISFACTION Dissatisfied
71
TABLE : 4.19 Respondents opinion regarding promotional possibilities S. No. Chances of promotion 1 2 3 More chances Normal chances Rare chances Total
Source: Primary data
No. of Respondents 16 54 20 90
Percentage 17.7 60 22.3 100
The above table shows the respondents opinion regarding promotional possibilities. Out of 90 respondents 60% of them said that they have normal chances for promotional possibilities. 22.3% of them said that they have rare chances for promotion. Only 17.7% of them agreed that they have more chances of promotion to the higher cadre in this organization.
72
CHART- 4.19 RESPONDENTS OPINION REGARDING PROMOTIONAL POSSIBILITIES
60 60
Percentage
50
40 PERCENTAGE
30 22.3 17.7 20
10
0 More chances Normal chances Rare chances
CHANCES FOR PROMOTION
73
TABLE : 4.20 Performance and hard work are appraised by the management S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 10 43 15 14 8 90
Rating value 50 172 45 28 8 303
Average rating =
Total rating value Total No. of respondents
=
303 90
= 3.36 = 3
In this table, the average rating of the respondents is 3.36. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have neutral opinion i.e., neither they have agreed nor disagreed about the employees performance and hard working are appraised by the management.
74
CHART- 4.20 PERFORMANCE AND HARD WORK ARE APPRAISED BY THE MANAGEMENT
172
180 160 140
Rating value
PERCENTAGE
120 100 80 60 40 20 0
50
45 28 8
Strongly Agree agree
Neutral
Disagree
Strongly disagree
CHOICE OF INDICATORS
75
TABLE : 4.21 Employees’ opinion on opportunity for personal growth and development S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 71 19 90
Percentage 79 21 100
The above table shows the employees’ opinion on opportunity for personal growth and development. Among 90 respondents 79% of them have accepted that they have an opportunity for personal growth and development. 21% of them said that they are not having such opportunity for personal growth and development.
76
CHART- 4.21 EMPLOYEES’ OPINION ON OPPORTUNITY FOR PERSONAL GROWTH AND DEVELOPMENT
OPPORTUNITY FOR PERSONAL GROWTH
No
21
Percentage
Yes
79
0
10
20
30
40
50
60
70
80
90
PERCENTAGE
77
TABLE : 4.22 Respondents inter personal relationship with co-workers S. No. Relation ship 1 2 3 Friendly Neural Unfriendly Total
Source: Primary data
No. of Respondents 79 11 90
Percentage 88 12 100
The above table shows the respondents interpersonal relationship with coworkers. Among the 90 respondents 88% of them inter personal relationship with co-workers were friendly in nature. Only 12% of them agreed that they have a neutral opinion with the above statement. One significant point noticed that none of the employees were unfriendly with their co-workers.
78
CHART-4.22 RESPONDENTS INTER PERSONAL RELATIONSHIP WITH CO-WORKERS
100
90
88
Percentage
80
70
PERCENTAGE
60
50
40
30
20
12 0
10
0
Friendly
Neural INTER PERSONAL RELATIONSHIP
Unfriendly
79
TABLE : 4.23 Employees’ opinion on immediate supervisor’s attitude S. No. 1 2 3 4 Supervisors attitude Friendly Unfriendly Supportive Awkward Total
Source: Primary data
No. of Respondents 61 3 23 3 90
Percentage 68 3 26 3 100
The above table shows the employees’ opinion on immediate supervisors’ attitude. 68% of the total respondents agreed that their immediate supervisors’ attitude were friendly, 26% of them said their supervisors are supportive and 3% of them said that the supervisor’s attitude were awkward and unfriendly, Thus we may conclude that majority of the employees felt that their supervisors’ were friendly and supportive.
80
CHART- 4.23 EMPLOYEES’ OPINION ON IMMEDIATE SUPERVISORS’ ATTITUDE
68 70
Percentage
60
50 PERCENTAGE
40
30
26
20
10
3
3
0 Friendly Unfriendly Supportive Awkward
SUPERVISOR'S ATTITUDE
81
TABLE : 4.24 Role of management in solving the employee’s problem S. No. 1 2 3 4 5 Solving the problem Fast and infavour of employees Fast and infavour of management Confused Postponed Refused Total
Source: Primary data
No. of Respondents 25 18 18 24 5 90
Percentage 28 20 20 27 5 100
The above table shows the role of management in solving the employees problem. As per the research, out of 90 respondents 28% of the respondents opinion is the management is solving the employees problem fast and infavour of them. 27% of them said that management is postponing the employees problem. 20% of them said that the management is confused and another 20% of them said that employees’
problem are solved fast and infavour of management itself. 5% of the respondents said that the management is refused in solving the employees problem.
82
CHART- 4.24 ROLE OF MANAGEMENT IN SOLVING THE EMPLOYEES PROBLEM
30 28 27 25
20 20
20
15
10
5 5
0 Fast and infavour of employees Fast and infavour of management Confused Postponed Refused
SOLVING THE PROBLEMS
83
TABLE : 4.25 Employees’ consideration while facing the problem S. No. 1 2 3 4 Consideration Co-workers Department friends Immediate supervisor Management Total
Source: Primary data
No. of Respondents 36 40 10 4 90
Percentage 40 44.4 11.1 4.5 100
The above table shows employees’ consideration while facing a problem. Out of 90 respondents 44.4% of them are believing the department friends while facing the problem. 40% of the employees were believing their co-workers. Similarly 11.1 % of them believing their immediate supervisor and only 4.5 % of them were believing the management while facing the problems. Thus the respondents felt that the department friends and co-workers are equally important while facing the problem.
CHART- 4.25 EMPLOYEES’ CONSIDERATION WHILE FACING THE PROBLEM
84
50
45
40
Percentage
35
PERCENTAGE
30
25 44.4 20 40
15
10 11.1 4.5 0 Co-workers Department friends Immediate supervisor Management
5
CONSIDERATION
85
TABLE : 4.26 Employees’ opinion Pertaining to essential of Trade union S. No. Particulars 1 2 Yes No Total
Source: Primary data
No. of Respondents 76 14 90
Percentage 84.4 15.6 100
The above table shows the employees’ opinion regarding the trade union is essential or not. As per the research conducted in the organisation, 84.4% of the respondents opinion are Trade union is necessary and essential. Remaining 15.6% of them gave consent that the trade unions are not essential. Thus it clearly indicates the employees felt that the Trade unions are essential for this organization.
86
CHART- 4.26 EMPLOYEES’ OPINION PERTAINING TO ESSENTIAL OF TRADE UNION
16%
84%
Yes
No
87
TABLE : 4.27
Employees’ opinion on Role and function of Trade union
S. No. Choice of indicators 1 2 3 4 Not important Moderately important Very important Extremely important Total
Source: Primary data
No. of Respondents 1 2 3 4 7 34 33 16 90
Rating value 7 68 99 64 238
Average rating =
Total rating value Total No. of respondents
=
238 90
= 2.64 = 3
In this table, the average rating of the respondents is 2.64. By rounding off the value it will be 3, which denotes as per the rating scale, the respondents have agreed that the role of trade union and its function is very important.
88
CHART-4. 27
EMPLOYEES’ OPINION ON ROLE AND FUNCTION OF TRADE UNION
Extremely important
64
CHOICE OF INDICATORS
Very important
99
Moderately important
68
Not important
7
0 20 40 60
PERCENTAGE
80
100
120
89
TABLE : 4.28 Respondents level of satisfaction on Wage revision and pay fixation
S. No. Level of satisfaction 1 2 3 More satisfied Satisfied Dissatisfied Total
Source: Primary data
No. of Respondents 14 42 34 90
Percentage 15.5 46.7 37.8 100
The above table shows the level of satisfaction of respondents on wage revision and pay fixation. Out of 90 respondents 46.7 % of them were satisfied with the wage revision and pay fixation and 37.8% of them were dissatisfied. Only 15.5 % of the employees were satisfied more with the wage revision and pay fixation.
90
CHART- 4.28 RESPONDENTS LEVEL OF SATISFACTION ON WAGE REVISION AND PAY FIXATION
50
45
46.7
Percentage
40
37.8
35
PERCENTAGE
30
25
20
15
15.5
10
5
0
More satisfied
Satisfied
LEVEL OF SATISFACTION
Dissatisfied
91
TABLE : 4.29 Employees’ opinion on the “CONCEPT OF BONUS FOR ALL” S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 53 29 7 1 90
Rating value 265 116 21 2 404
Average rating =
Total rating value Total No. of respondents
=
404 90
= 4.48 = 5
In this table, the average rating of the respondents is 4.48. By rounding off the value it will be 5, which denotes as per the rating scale, the respondents have Strongly agreed the concept of bonus for all is needed.
92
CHART- 4.29 EMPLOYEES’ OPINION ON THE “CONCEPT OF BONUS FOR ALL”
300 265 250
200 PERCENTAGE
150 116 100
50 21 2 0 Strongly agree Agree Neutral Disagree 0 Strongly disagree
CHOICE OF INDICATORS
93
TABLE : 4.30 Employment in this organization increased the social status S. No. Choice of indicators 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total
Source: Primary data
No. of Respondents 5 4 3 2 1 47 33 4 4 2 90
Rating value 235 132 12 8 2 389
Average rating =
Total rating value Total No. of respondents
=
389 90
= 4.32 = 4
In this table, the average rating of the respondents is 4.32. By rounding off the value it will be 4, which denotes as per the rating scale, the respondents have Agreed that their social status has been increased only because of working in this mighty organization
94
CHART- 4.30
EMPLOYMENT IN THIS ORGANIZATION INCREASED THE SOCIAL STATUS
Strongly disagree
2
CHOICE OF INDICATORS
Disagree
8
Neutral
12
Agree
132
Strongly agree
235
0
50
100
150
200
250
PERCENTAGE
95
CHAPTER –V
FINDINGS AND CONCLUSIONS
? The age composition of the employees indicates most of the employees are younger generation and below 40 years of age. Younger may work faster it leads to better services to the customers. ? The sex analysis shows that the male employees are more in number when compared to female employees. However 22% of the total sample belongs to female category. ? Most of the employees nearly 91% of the total samples were getting married. Unmarried employees are very meager. ? Education wise analysis clearly indicates that the lower qualified persons are more in number (i.e., Below U.G. degree) than the higher qualified persons (i.e., Above UG Degree). ? Present designation wise analysis shows that the middle level employees are more in number than the higher level or lower level. ? Analysis on previous experience reveals that there is no impact on present work since it is purely non technical work. However, the experienced people also entered into this organization significantly.
96
? The experienced people have been satisfied with the current institution when compared to previous institution. ? Salary wise analysis reveals that there is lower salary at the time of joining and later it was increased and the most of the employees have been satisfied with the salary at present. ? Majority of the employees were either satisfied or more satisfied with the provision of furniture, stationery and office automation provided by the management. ? Most of the employees were either satisfied or more satisfied with the recreation & entertainment facilities provided by management. ? Survey reveals that the beautification of the office at present scenario is very important. ? Regarding the statement on precautionary and safety measures taken by the management is adequate. The analysis shows that the most of the employees were neither agreed nor disagreed. But they are neutral. ? Majority of the employees were neither agreed nor disagreed but they are neutral to work even after working hours when they have provided better welfare facilities provided by the management. ? Most of the employees were participated the training program and they were satisfied with the training programs.
97
? Sixty percent of the employees considering the possibilities of promotion to the higher cadre is normal chances only. ? The reward and recognition given by the management is normal. As per the opinion of the employees, they were neither agreed nor disagreed but they are neutral. ? Nearly 80% of the employees were well developed personally after getting the employment in this organization. ? Nearly 88% of the employees were friendly in nature regarding the interpersonal relationship with co-employees. Significant findings noticed that the none of the employee is unfriendly. ? Analysis on immediate supervisor’s attitude with employees reveals that majority of the supervisors attitude is either friendly or supportive to their subordinates. ? Role of management in solving the employees problem is not significant. ? The Department friends and co-workers were played equally important to solve the crisis when they are facing a problem. ? 84.4% of the employees were concerned about the trade union is essential. ? As per the research, the role of trade unions in the organizations is very important.
98
? 63% of the total employees were satisfied with wage revision and pay fixation. ? 85 % of the total employees were agreed the concept of bonus for all. ? 84% of the total employees were agreed the social status was increased after the employment in this organization.
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SUGGESTIONS
? While recruiting the employees higher qualified persons should be given more importance than others. It helps to improve the better services to the Customers. ? Recruitment of high number of staff is necessary, since the daily wage labour may not at credit worthiness (or) faithfulness. ? Provision of precautionary and safety measures should be improved and adequately provided, and then only the employees may work freely without any fear. ? Reward and award by way of promotion, cash award should be given to the employees those who are working more and even after working hours. It will induce and creates to work hard among the employees. ? Induction and motivational training should be provided to all the employees and training center should be established at well surrounded place with good atmosphere. ? Possibilities of promotion to the higher cadre should be liberalized and skill oriented. It will reduce the dissatisfaction and frustration among the employees.
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? Industrial relations should be improved and properly maintained, congenial environment should be created. Whenever the problem arises the management should solve the problem and should not postpone. It will create the good atmosphere and harmonious industrial relations; it leads to growth and development of the spinning mills.
? Management should create the good atmosphere and the awareness among the
employees to face the problem cordially and maintaining the smooth functions of the spinning mills.
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CONCLUSION
The study entitled “Job satisfaction among the employees in The Pudukkottai District Co-operative Spinning Mills Ltd., conducted with the following major objectives: Aranthangi” was
1. To study the level of satisfaction among the employees in Pudukkottai District Co-operative Spinning Mills Ltd., Aranthangi. 2. To find out the factors of which dissatisfy the employees.
With the help of Diagnostic Research Design and Stratified Random Sampling method. The researcher comes out with the following major findings;
1. Many of the employees are having job satisfaction in this organization.
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2. Considering the welfare measures, many of the employees were satisfied, Although the corporation should concentrate more in the Employees grievance handling procedure in the budding stage which is directly proportionate with the entire Job satisfaction.
A. BIBLIOGRAPHY
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“Methods in Social Research” by Goode & Hatt. Published by MC.Graw Hill- Publishers – New Delhi.
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“Organisational Behaviour” by Fred Luthans, Seventh Edition- 1995. Published MC.Graw Hill –Publishers –New Delhi.
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“Organisational Behaviour” by L.M.Prasad . Published by Sultan Chand & sons 1997.
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“Personnel Management” by C.B. Mamoria, Twelth Edition-1997. Published by Himalayam Publishing House- Mumbai.
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“Personnel Management and Industrial relations” by Prof.P.C.tripathi, Eleventh Edition-1996. Published by Sulthan chand & sons PublishersNew Delhi.
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“Personnel Management and Industrial relations” by Davar
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? ? ?
“Personnel Management by C.B.Memoria “Personnel Management and Industrial relations” by Dale Yoder. Dynamic Personnel Administration by M.N.Rudrabhasavaraj
A STUDY ON JOB SATISFACTION OF EMPLOYEES IN THE PUDUKKOTTAI DISTRICT CO-OPERATIVE SPINNING MILLS LTD., ARANTHANGI
QUESTIONNAIRE
PERSONAL DATA
1. Age
: ? 31- 41 Years ? 41-51 Years ? Above 50 years
? Below 30 Years 2. Sex ? Male ? Married : ? Female
3. Marital Status : ? Unmarried ? ITI/Diploma ? Graduates : ? Post graduates
4. Educational Qualification: ? School dropouts
5. Present designation and department 6. Previous work (or) job if any: ? Yes ? No
7. Are you satisfied with the conditions of job in ? Previous institution ? Current Institution 8. Please state the reason for shifting
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? Distance ? Salary ? Promotion ? Merit of the job 9.Years of Experience ? Below 5 Years ? 11 – 15 Years 10. Salary Details (Gross) ? Below Rs.5000 ? Above Rs.15000 11. Present Salary (Gross) ? Below Rs.5000 ? Above 15,000 12. How far you satisfied with your salary ? More Satisfied Work environment 13. Furniture, stationary and office automation provided by our Organization is ? More Satisfied ? More Satisfied ? Satisfied ? Satisfied ? Dissatisfied ? Dissatisfied ? Satisfied : ? Dissatisfied : ? Rs. 5001-10000 ? Rs.10001-15,000 : ? 5 – 10 Years ? Above 15 years : ? Rs. 5001-10000 ? Rs.10001-15,000
( At the time of joining in the organization)
14. Recreation and Entertainment facility provided is
15. Do you think that beautification of our office is important in the present Scenario? ? Not important ? Very important WELFARE MEASURES 16. Precautionary and safety measures taken by the management is adequate. ? Strongly agree (5) ? Disagree (2) ? Agree (4) ? Neutral (3) ? Strongly Disagree (1) ? Moderately important ? Extremely important
17. Welfare facilities are extremely taken care of and therefore, I work even
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after working hours. ? Strongly agree ? Disagree ? Yes ? No ? Satisfied ? Dissatisfied ? Rare chances ? Agree ? Strongly Disagree ? Neutral
18. Did you attend any Induction/ Motivation training?
If yes, how far you satisfied with the training programmes ? ? More Satisfied ? More Chances
19. Are there any possibilities of promotion to higher cadre? ? Normal Chances
20. Performance appraisal imparted in our organisation is well equipped. My performance is immediately recognised and recorded. ? Strongly agree ? Disagree ? Agree ? Strongly Disagree ? Neutral
21. Do you have any opportunity of personal growth and development? ? Yes GENERAL 22 . What do you feel about your interpersonal relationship with co- employees? ? Friendly ? Friendly ? Unfriendly ? Unfriendly ? Neutral ? Supportive ? Awkward ? No
23. What is the attitude of your immediate supervisor ?
24. What is the attitude of management in solving the employees problem : ? Fast and infavour of workers ? Fast and infavour of Management ? Confused ? Co-workers ? Immediate supervisor ? Yes ? No ? Postponed ? Refused
25. When you are facing a problem, whom you believe more and first ? ? Trade union ? Management
26. Do you think that the trade union is essential ?
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27. What is your opinion about Trade union’s role on the functions of the organisation? ? Not important ? Very important ? More Satisfied ? Moderately important ? Extremely important ? Satisfied ? Dissatisfied
28. What is your opinion about wage revision and pay fixation?
29. I really think that my employment in this organisation is to increase the social status ? Strongly agree ? Disagree ? Highly satisfied ? Highly Dissatisfied ? Agree ? Strongly Disagree ? Satisfied ? Dissatisfied ? Neutral
30. Level of Job satisfaction in this organization is
Thanks for your kind co-operation
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