CHAPTER 1 INTRODUCTION

1.1

Introduction Employee Satisfaction is a key attribute of the engaged employee who embodies a high

degree of motivation and sense of inspiration, personal involvement and supportiveness. Organizational Culture is another significant driver of employee engagement and includes management designing jobs well, providing support and setting goals for employees. It is an individuals general attitude towards the job. Job requires interaction with co-workers, bosses, and organizational rules and policies, meeting performance standards with working condition. This means an employees assessment of how Satisfied or Dissatisfied he or she is with his or her job. Employees satisfaction is one of the important factors, which has drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors, which determine employees satisfaction and the way it influences productivity in the organization. Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. EFFECT OF EMPLOYEE SATISFACTION : Employee satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and mental health The degree of employees satisfaction affects an individuals Physical and mental health. Since employees satisfaction is a type of mental feeling its favorableness or un favorableness affects the individual psychologically, which ultimately affects their physical health. Productivity: There are two views about the relational between employees satisfaction and productivity.
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A happy worker is a productive worker. A happy worker is not necessarily a productive worker. The first view establishes a direct cause effect relationship between employees satisfaction

and productivity, when employees satisfaction increases productivity also increases. The basic logic behind is that happy workers will put more effort for employees satisfaction. Absenteeism: Absenteeism refers to the frequency of absence of employees from the work place either unexecuted due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, employee satisfaction is related to absenteeism. Employees turnover: Turnover of employees is the rate at which employees leave the organization with in a period of time. Individual feel dissatisfaction in the organization they try to overcome this, through the various way of defense mechanism. If they cannot able to do so they cannot be able to do so they can opt to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. IMPORTANCE OF EMPLOYEE SATISFACTION: Employees satisfaction has some relation with the mental health of the people It has some degree of positive correlation with physical health of an individual. It spreads good will about the organization. Individuals cannot leave the organization. Employees satisfaction reduces absenteeisms and turnover and accidents. Employees satisfaction increase workers morale, productivity, etc.

THEORIES OF JOB SATISFACTION: Need Fulfillment Theory According to this theory a person is satisfied when he gets from his job what he wants. The more he wants something or the more important it is to him. The more satisfied he is when he received it. In other words,job satisfaction will very directly with extend to which those needs of an individual which can be satisfied are actually satisfied. Equity theory This theory states that an employees job satisfaction depends upon his perceived equity as determine by his input output balancing comparison with the input balance of other. Every individual comprise is reward with those of a reference group. If he feels his reward or equitable in comparison with other doing similar works him feels satisfied. Two factor theory Frederick Hertzberg and his colleagues develop two factor theories. According to his theory satisfaction and dissatisfaction are interdependent of each other and exists on a separate continuum one set of factor know as hygienic factor act as dissatisfaction. Discrepancy theory According to his theory job satisfaction depends upon what a persons actually receives from his job and what he expects to receive when the reward actually receive and lesser than the expected reward it causes dissatisfaction. Equity discrepancy theory This is the combination of equity discrepancy theories. Lawler as adopted the difference approach of discrepancy theory rather than the ratio approaches of equity theory. From the equity theory the concept of comparison has been selected to serve as an intervening variable. Social reference group theory According to his theory job satisfaction occurs when the job meets the interest, desires and requirements of persons reference group. In other words job satisfaction is the function of the degree to which the job meets the approval of the group. To which the individual looks for guidance in evaluation the world and define the social reality.

EMPLOYEE SATISFACTION MEASUREMENT Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. If the performance (company services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in. Ways of maintaining Employee Satisfaction: To measure employee satisfaction, many companies will have mandatory surveys or faceto-face meetings with employees to gain information. Both of these tactics have pros and cons, and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in teambuilding retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Employee Morale: Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread
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problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. Welfare and Amenities Measures: If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. Relationship between Management and Employees: The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. IMPORTANCE: Importance of employee satisfaction for organization Enhance employee retention. Increase productivity. Increase customer satisfaction Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and/or services due to more competent, energized employees.

Importance of employee satisfaction for employee Employ will believe that the organization will be satisfying in the long run They will care about the quality of their work. They will create and deliver superior value to the customer. They are more committed to the organization. Their works are more productive. Factors influences to Employee Satisfaction Organization development factors

Brand of organization in business field and comparison with leading competitor. Missions and Vision of organization. Potential development of organization. Policies of compensation and benefits factors

Wage and salary Benefits Rewards and penalties Promotions and career development factors

Opportunities for promotion. Training program participated or will do. Capacity of career development Work task factors

Quantity of task Difficult level of task Relationship with supervisor factors

Level of coaching Level of assignment for employee Treatment to employee etc.

Working conditions and environment factors

Tools and equipment working methods Working environment 1.2 INDUSTRY PROFILE Service industry: The tertiary sector of economy (also known as the service sector or service industry) is one of the three economic sectors, the other being the secondary sector (manufacturing) and the primary sector (agriculture, mining, and fishing). The tertiary sector of economy involves the provision of service to business as well as final consumers Service may involve the transport, distribution and sale of goods from producer to consumer. The service sector are also includes the supply of service like entertainment and cleaning service. Principals characteristic of a service industry is people to people interaction. As per kotler & Armstrong a service is an activity or benefit that one party can offer another that is essentially intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product Country economics tend to program from agriculture to industry to services. The service industry is seen to be more opaque to international competition compared to manufacturing. Nations which undergoes faster economic development have greater labor costs than those countries lagging behind in the economic development road. This resultant shrinking of manufacturing in more developed economics, forces those nation to adopt service as a leading employment source. The service industry forms a backbone of social and economic development of a region. It has emerged as the largest and faster- growing sectors in the world economy, making higher contribution to the global output and employment. Its growth rate been higher than that of agriculture and manufacturing sector. It is a large and most dynamic part
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of the Indian economy both in terms of employment potential and contributions to national income. It covers a wide range of activities, such as trading, transportation and communication, financial, real estate and business service, as well as community, social and personal service. In India, service sector as a whole, contributed as much as 68.6 per cent of the overall average growth in gross domestic product (GDP) between the year 2002-03 and 2006-07 The era of economic liberalization has ushered in a rapid change in the service industry. As a result, over years. India is witnessing a transition from agriculture based economy to a knowledge-based economy. The knowledge economy creates, disseminated and used knowledge to enhance its growth and development. The most important services in the Indian economy have been health and education. They are one of the largest and most challenging sectors and hold a key to the countrys overall progress. As strong and well-defined health care sector helps to build a healthy and productive workforce as well as stabilize population. The ministry of health and family welfare, presentation and control of major communicable diseases as well as promotion of traditional and indigenous system of medicines. One of the major functional pillars of the economy is information technology (IT) and IT- enabled service (IT) industry. The department of information technology has been making continuous efforts to make India a front-runner in the age of information revolution. It continuous to be a dominating sector in the overall growth of the Indian industry. A large number of Indian software companies have acquired international quality certification. Several policies have also been framed on the key issues of it infrastructure, electronic governance as well as IT education Another major and upcoming service industry has been media and entertainment. It is basically an intellectual property-driven sector with small to large players spread throughout the country. It covers film, music, radio, broadcast, television and live entertainment. The ministry of information and broadcasting is responsible for formulation and administration of the rules, regulation and laws relating to media industry.
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Besides, retailing has been one of the fastest growing service sectors both in terms of turnover and employment. Many national and global players have been investing in the retail segment and are making all efforts to further expand the sector. However, to supplement the achievement and meet the shortfalls in all the sub- sectors of the service industry, travel and tourism sector has to develop in a sustainable manner. Being one of the largest industries in terms of gross revenue and foreign exchange earnings, it stimulates growth and expansion in other economic sector like agriculture, horticulture, poultry, handicrafts, transportation, construction, etc. as well as gives momentum to growth of service exports. It is a major contributor to the national integration process of the country as well as preserver of natural and cultural environments. Service industry or service sector includes portions of a countrys economy like tourism, banking, social service and education. Persons working in the service sector collaborate to do work effectively. End product of service industry is advice (consultancy service), experience (movies), attention (hospitality industry like hotels and restaurants), discussion (interactive TV or Radio programs) and customer satisfaction and timeliness (transport). Port Ports are an important form of infrastructure in Indian economy. They play a vital role in facilitating international trade and commerce by providing an interface between the ocean transport and land based transport India had an extensive of 7517km (excluding Andaman & Nicobar Island) spreading over 13 states and union territories. It has a well established port infrastructure covering 12 major ports and minor or non-major ports. These major ports come under the purview of the central government, while non-major ports come under the jurisdiction of the respective state government. In India, the concerned authority is the Department of shipping, in the ministry of shipping. Road transport & highways, which has been entrusted with the responsibility of formulating and implementing policies and programs on port sector
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The 12 major ports in India, serves as the gateways to Indias international trade by sea handling over 90% of foreign trade. They are spread equality on east coast and west coast of India. The 12 major ports are: Kolkata port (including dock complex at Haldia ) Para dip port Visakhapatnam port Chennai port Ennore port Toticorin port Cochin port New Mangalore port Marmagoa port Jawaharlal Nehru port Mumbai port Kandla port

All the major port are administrated by the port trust governed by the provision of major port trust act 1963 which are autonomous bodies except the newly ennore port which is seen by ennore port limited registered under companies act 1956. Thus Indian ports are indispensible in the development of countrys maritime trade and economy, owing to Indias current share in global merchandise trade at around 0.80% they are not only considered as trade gateways, but also integral components of the global logistics and transportation chain.

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1.3 COMPANY PROFILE

Chennai Port, the third oldest port among the 12 major ports, is an emerging hub port in the East Coast of India. This gateway port for all cargo has completed 128 years of glorious service to the nations maritime trade. Maritime trade started way back in 1639 on the sea shore Chennai. It was an open road -stead and exposed sandy coast till 1815. The initial piers were built in 1861, but the storms of 1868 and 1872 made them inoperative. So an artificial harbour was built and the operations were started in 1881.The cargo operations were carried out on the northern pier, located on the northeastern side of Fort St. George in Chennai. In the first couple of years the port registered traffic of 3 lakh tonnes of cargo handling 600 ships. Being an artificial harbour, the port was vulnerable to the cyclones, accretion of sand inside the basin due to underwater currents, which reduced the draft. Sir Francis Spring a visionary skillfully drew a long-term plan to charter the course of the port in a scientific manner, overcoming both man-made and natural challenges. The shifting of the entrance of the port from eastern side to the North Eastern side protected the port to a large extent from the natural vulnerabilities. By the end of 1920 the port was equipped with a dock consisting of four berths in the West Quays, one each in the East & South Quay along with the transit sheds, warehouses and a marshalling yard to facilitate the transfer of cargo from land to sea and vice versa. Additional berths were added with a berth at South Quay and another between WQ2 & WQ3 in the forties. Indias Independence saw the port gathering development, momentum. The topography of the Port changed in 1964 when the Jawahar dock with capacity to berth 6 vessels to handle Dry Bulk cargoes such as Coal, Iron ore, Fertilizer and non hazardous liquid cargoes was carved out on the southern side. In tune with the international maritime developments, the port developed the Outer Harbour, named Bharathi Dock for handling Petroleum in 1972 and for mechanized handling of Iron Ore in 1974. The Iron ore terminal is equipped with Mechanized ore handling plant, one of the three
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such facility in the country, with a capacity of handling 8 million tonnes. The Chennai ports share of Iron ore export from India is 12%. The dedicated facility for oil led to the development of oil refinery in the hinterland. This oil terminal is capable of handling Suezmax vessels. In 1983, the port heralded the countrys first dedicated container terminal facility commissioned by the then prime minister Smt.Indira Gandhi on 18th December 1983. The Port privatized this terminal and is operated by Chennai Container Terminal Private Limited. Having the capability of handling fourth generation vessels, the terminal is ranked in the top 100 container ports in the world. Witnessing a phenomenal growth in container handling year after year the port is added with the Second Container Terminal with a capacity to handle 1.5 M TEUs to meet the demand. To cater to the latest generation of vessels and to exploit the steep increase in containerized cargo the port is planning to welcome the future with a Mega Container Terminal, capable of handling 5 Million TEUs expected to be operational from 2013. The Chennai port is one among the major ports having Terminal Shunting Yard and running their own Railway operations inside the harbour on the East Coast. The port is having railway lines running up to 68 kms and handles 25% of the total volume of the cargo, 4360 rakes (239412 wagons) during 2009-10. The port with three Docks, 24 berths and draft ranging from 12m to 16.5m has become a hub port for Containers, Cars and Project Cargo in the East Coast. The port has handled an all time high of 61.06 Million tonnes of cargo registering an increase of 6.2% over previous year. An increase of 10.14% in handling of cars from 273917 Units in the year 2009-10 when compared with 248697 Units in the year 2008-09 and an increase of 6.39% in handling of containers from 1143373 TEUs in the year 2008-09 to 1216438 TEUs in the year 2009-10. The long term plan for Chennai Port envisages that the Port will mainly handle 4Cs i.e. Containers, Cars, Cruise and Clean Cargo.

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CHAPTER 2 NEED, OBJECTIVES AND SCOPE OF THE STUDY

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2.1 NEED FOR THE STUDY Job satisfaction is the favorableness and unfavorable ness with which the employees view their work job satisfaction may be considered as a dimension of moral and could also be a source of satisfaction. Attitudes and predisposition that makes the individuals to behave in a particular way. Job satisfaction on the country is the end feeling, which may influence subsequent behaviors. Management needs information on employees job satisfaction in order to make sound decision both in prevailing and solving employees problem. The survey discusses the types of benefit of the surveys in that they give management an indication of general level of satisfaction in a company. Survey also indicates specific area of satisfaction or dissatisfaction of particular group of employees. This feeling all focused on which department is particularly affected. Another benefit is the valuable communication brought by a job satisfaction survey. Communication flows in all direction as people plan the surveys and discuss it result. Upward communication are especially fruitfully, when employees are encouraged to comment about what is one their minds instead of merely question about topics important to management. 2.2 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: To study job satisfaction among employees in Chennai Port Trust, Chennai.

SECONDARY OBJECTIVE: To analyze whether the personal factors affect the job satisfaction To ascertain whether the economic factors increase the job satisfaction To find out whether the working environment increase the job Satisfaction To examine whether the promotion policy affect the job satisfaction To find out whether the employer and employees relationship affect the job satisfaction

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2.3 SCOPE OF THE STUDY The study to job satisfaction among employees in Chennai port trust. The study also analysis the various aspects which lead to job satisfaction and its impact on performance of employees. The study also suggests various measures to improve the level of job satisfaction. Overall both firm and the employee will be mutually benefited with study, and it will be useful for me to analyze the employees attitude towards the job. The organization can also be benefited with this study.

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CHAPTER 3 LITERATURE REVIEW

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3.1 REVIEW OF LITERATURE

Job satisfaction:

The subject selected for the study is Job Satisfaction among factory and office employees. Job satisfaction can identified as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say. I am satisfied with my job. He may stay on job because of the necessity of making a living although his work brings no satisfying rewards except the means of lively hood. Satisfaction generally increases with age. But that need not be always true. There have been several hundred studies of job of work satisfaction and it is not possible to do more here than review some of their main conclusion and draw attention to some their limitations. The most interesting findings in the area of job satisfaction are those which indicate the degree to which people do adjust to the job conditions and to opportunities which are available to them. Each of the occupation shows quite different pattern of satisfaction resources. There appear to be tendency for the individual to react

positively to his work situation and to emphasis the favorable aspect of it. Job satisfaction does not mean self satisfaction. It varies from one man to another. Job satisfaction has a relation to job expectancy. This job status and social status go hand in hand. When an employee says he is satisfied with his job, he normally means he can put up with it, for want of something better job satisfaction is indicated. When workers indicated are determined to executed the efficiency when they think collectively in terms of WE, rather than I react spontaneously to discipline and cooperation and are cheerful and enthusiastic about their job. A standard of wages must be settled and the future provided for the satisfaction of both employer and employee. The nature of human relationship in Industry is divided to a great extent by the conduct of those in authority success in business depend on unity in the workers group when a man has become enthusiastic about his job he will do his best work. Enthusiasm derives from interest in job breeds devotion to it and these together create job satisfaction.

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Definition: What does the term Satisfaction imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on a product. Job satisfaction is the mental feeling of favorableness which an individual has about his job. According to Blum and Naylor (1968), Job satisfaction is a general attitude which is the result of many specific attitudes in three areas, that is specific job factors, individual characteristics and group relationships out side the job. Similar to this idea, Gilmer defined that Job satisfaction or dissatisfaction is the result of various attitudes the persons holds his job and life in general. Concept of the job satisfaction: The concept of the job satisfaction has been understood in two ways, in a narrow sense it refers to satisfaction with specific factors in job, security, relationship, co-workers, working hours, working conditions and benefits, in a comprehensive sense, it refer to generalized attitude towards job as a whole in term of specific attitude way, it has been understood and used, it is tourism that there is no single factor that may contribute to the job satisfaction or dissatisfaction through the attitude may either satisfaction or dissatisfaction. JOB RELATIONSHIP: Employee dissatisfaction can manifest in many smaller ways before it reaches what seems to be its final extreme expression. Some of the common causes of employee dissatisfaction are given below: Poor organization: Work organization is a network of relationship among persons who perform work and other activity that are expected because they held certain position. It may be distorted (i) the political system, which relates to internal struggles over the distribution and regulations of power, (ii) status structures which produces rivalries and conflict between members over rights and privileged.

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Ineffective management: The management dreamed by Taylor Scientific management, the management of the future consist of the applications of all three elements the last, begin left almost out of sight. While the close hearty cooperation of the management with the workmen becomes the most prominent and a good by plum is kept always in sight. The ineffectiveness of the management may lead to dissatisfaction. The personalities of higher management are either rise or restrict output employees dislike in consistency unnecessary regulations. Working environment:

The environment must be broken down into its principal elements including ventilation, temperature, humidity, light and noise. These conditions as a whole make up the physical milieu of the work.

Unfriendly association: Teamwork is advanced when employees can work together in harmony. Some consideration might also be given to external relationships such as family problem, recreational facilities and educational provision. Cause of dissatisfaction varies from urgent, serious and fundamental conditions to usual trivial and superficial matters. They are neither common to all industry nor same for all in the company. The development of job satisfaction has two aspects general and particular.

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LITERATURE SURVEY

Gandharva and Joshi studied job satisfaction, job and work involvement among their industrial employees. The sample consisted randomly selected 165 public sector employees and 121 private sector employees of various levels. The product moment correlation was used to test the data. The study revealed that employees, age, job experience and monthly income were significantly associated with their job involvement and work involvement. Dhillon and Paramjeet (1993) made a study on job satisfaction related to personal variables. The aim of the study was to find out the relationship of personal variables such as age, educational qualification and organizational level with job satisfaction. Samples of 176 male police personal were the subjects and answered Bray Field and Rothes job satisfaction scale. Analysis revealed a significant positive but moderate correlation between job satisfaction, education and organizational level. Satava and David Richard (1995) claim that properly matching an employees personality type to job requirements leads to increased job satisfaction, higher productivity, and lower employee turnover. Employee turnover is exceptionally high in public accounting, with only two percent of public accountants ever becoming partners. Recent studies indicate that both technical skills and personality appear to be important aspects of success in public accounting. Consequently, the main purpose of this study is to examine personality traits as they relate to job satisfaction, job commitment, turnover intent, and promotion within the public accounting profession. The study finds no relationship between major personality type and job satisfaction, turnover intent, and promotion. It has been found that only marginal relationship existed between personality type and job commitment. Among personality types, no significant relationship has been found between personality and job hierarchy or job specialty. Aswathappa (2003), opines that the job satisfaction of employees can be judged through the system of wage payment. Different organization adapts different type of wage payment system. Along with wages and salaries they are paying incentives, perquisites and non-monetary benefits.

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According to him he explained 3 theories of remuneration: A. Reinforcement theory, B. Equity theory, C. Agency theory. Rao (2005), reveal his study that job satisfaction refer to person feelings of satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction, happiness or self-contentment but the satisfaction of the job. According to him, there are 4 types of theories: 1. Need fulfillment, 2. Equity theory, 3. Two factor theory, 4. Discrepancy theory. Jain, Jabeen et. al. (2007), in their study job satisfaction as related to organizational climate and occupational stress: A case study of Indian Oil concluded that there is no significant difference between managers and engineers in terms of their job satisfaction and both the groups appeared almost equally satisfied with their jobs. When the managers and engineers were compared on organizational climate, it was found that both the groups differed significantly. Gupta and Joshi (2008), concluded in their study that job satisfaction is an important

technique used to motivate the employees to work harder. It had often said that, A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE. Job satisfaction is very important because most of the people spend a major of their life at their work place. Velnampy (2008), in his study Job attitude and employees performance of public sector organizations in jaffna District, Sri Lanka concluded that job satisfaction does have impact on future performance through the job involvement, but higher performance also makes people feel more satisfied and committed. It is a cycle of event that is clearly in keeping with the development perspective. Attitudes such as satisfaction and involvement are important to the employees to have high levels of performance. Brown, Forde, et. al. (2008), in their study Changes in HRM and job satisfaction, 1998-2004: evidence from the workplace employment relations survey examined that their significant increases in satisfaction with the sense of achievement from work between 1998 and 2004; a number of other measures of job quality are found to have increased over this period as well. It also finds a decline in the incidence of many formal human resource management practices.

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Wood (1999) and Guest (2002) has stressed that a competent, committed and highly involved work force is the one required for best implementation of business strategy.

Cooke (2000) has included efficiency and effectiveness as ingredients of performance apart from competitiveness and productivity. S(he) further argued that training is the tool to develop knowledge and skills as means of increasing individuals performance (efficiency and effectiveness). Guest (2002) has argued that the Impact of HRM on performance depends upon worker s response to HRM practices, so the impact will move in direction of the perception of HRM practices by the employee. . Singh (2004), whose observations are more relevant in our cultural context, argues that compensation is a behavior aligning mechanism of employees with business strategy of the firm. Wright et al (2003) have argued that an employee will exert discretionary effort if proper performance management system is in place and is supported by compensation system linked with the performance management system. Job definition is combination of job description and job specification. It clearly outlines duties, responsibilities, working conditions and expected skills of an individual performing that job (Qureshi M Tahir, 2006). Ichniowski (1995) while observing productivity of steel workers have found that complementary HR practice System effects workers performance. Majority of previous research has verified significant relationship between HR practices and Employee Outcomes (Sels, 2006) MICHAEL DIEHL(2012), Based on research regarding the role of attitudinal ambivalence in the validity of attitudes in predicting behavior, he propose job ambivalence as a promising concept for job satisfaction research. In particular, he argues that job ambivalence (i.e.,coexistence of positive and negative evaluations of one's job) may moderate the relationshipbetween job satisfaction and job performance.

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CHAPTER 4 RESEARCH METHODOLOGY

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4.RESEARCH METHODOLOGY

1. RESEARCH Research in common parlance refers to a search of knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact research is an art of scientific investigation. Research is an academic activity and as such the term should be used in a technical sense. RESEARCH DEFINITION Research is process in which the researcher wishes to find out the end result for a given problem and thus the solutions help in future action. According to Redman and mory research is defined as a systemized effort to gain new knowledge. According to Clifford woody research comprises defining and redefining problems, formatting hypothesis or suggested solutions; colleting organizing and evaluating data; making deductions and reaching conclusions; and at carefully testing the conclusions to determine whether thy fit the formulating hypothesis. Slesinger and M. Stephenson in encyclopedia of social science define research as manipulating of things, concepts or symbols for the purpose of generalizing to extent, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. Research is, thus an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment. The systematic approach concerning generalization and the formulation of a theory is also research. As such the term research refers to the systematic method consisting of enunciating the problem, formulating hypothesis, collecting the facts or data or data, analyzing the facts and reaching conclusion. Certain conclusion either in generalization for some theoretical formulation.
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2. OBJECTIVES OF RESEARCH: To gain familiarity with a phenomenon or to achieve new insights into it (studies with this object in view are termed as exploratory of formulative research studies) 1. To portray accurately the characteristics of a particular individual situation or a group (studies with this object in view are known as descriptive research studies) 2. To determine the frequency with which something occurs or with

which it is associated with something else (studies with the object in view are known as diagnostic studies) 3. To test hypothesis of a casual relationship between variables (such known as hypothesis testing research studies) 3. RESEARCH METHODOLOGY: Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods techniques but also methodology. Researchers also need to understand the assumption underlying various techniques and procedures will be applicable to certain problems and others will not. All this means that it is necessary for the researcher to design his methodology for his problem as the same may differ from problem to problem. From what has been stated above, we can say that research methodology has many dimensions and research methods do constitute a part of research methodology. Thus, when we talk of research methodology we not only talk of the research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using the particular method or technique and why we are not using others so that research results method or technique and why we are not using others so that research results are capable of being evaluated by the researcher himself or by others. studies are

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Research approach: Survey was conducted to get information using a questionnaire. Research instrument: The researcher used the questionnaire as the research instrument. The questionnaire is structured one and was constructed so as to represent the needs of the company. Contact method: The respondents were personally contacted at the office. Sample size: 100 samples were used for the purpose of study these samples were drawn from chennai. Sample procedure: Simple random sampling was used for advantage of time limit. Simple random sampling: This is the simplest and most popular technique of sampling. In each unit of the population has equal chance of being included in the sample. Survey Area: Chennai. Period of study: The survey aspect of the project took 1 month for the completion.

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4. RESEARCH DESIGN: Research design is the specification of method and procedures for acquiring the information needed to structure or to solve problems.

Research design is defined as: A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure In fact, the research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data.

Type of research design: In this discriptive research design is used. Descriptive research: Descriptive studies, as their name implies, are designed to describe something. For example, the characterists of users of a given product; the degree to which product use varies with income, age, sex, or other characterists, or the number who saw a specific television commercial.

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CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

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5.1 PERCENTAGE METHOD TABLE NO-5.1.1 TABLE SHOWING REASON FOR RESPONDENTS TO JOIN AT CHENNAI PORT SI. NO. 1. 2. 3. PARTICULARS Initial Employment Reasonable Salary Job Security TOTAL RESPONDENTS 25 20 55 100 PERCENTAGE 25 20 55 100

TABLE NO-5.1.1 CHART SHOWING REASON FOR RESPONDENTS TO JOIN AT CHENNAI PORT TRUST

25% 55%

20%

Initial Employment Reasonable Salary Job Security

INFERENCE: The above table clearly shows that majority of 55% of the employees has joined the organization because of job security in organization. 25% of the employees has joined the organization of initial employment in organization. 20% of the employees has joined because of reasonable salary in organization.

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TABLE NO-5.1.2 TABLE SHOWING RESPONDENTS IMPROVEMENT TOWARDS PRODUCTIVITY AT CHENNAI PORT TRUST SI.NO. 1. 2. 3. PARTICULARS Always Sometimes Not at all TOTAL RESPONDENTS 31 41 28 100 PERCENTAGE 31 41 28 100

TABLE NO-5.1.2 CHART SHOWING RESPONDENTS IMPROVEMENT TOWARDS PRODUCTIVITY AT CHENNAI PORT TRUST

28%

31%

Always Sometimes Not at all

41%

INFERENCE: The above table shows that the majority of 41% of respondents are sometimes improvement of their job. 31% of respondents are always improvement of their job. 28% of respondents are not at all improvement of their job.

31

TABLE NO-5.1.3 TABLE SHOWING OPINION ABOUT CHENNAI PORT TRUST IN RECEIVINGSALARY IN COMPARISON TO OTHER ORGANIZATION SI.NO. 1. 2. 3. 4. 5. PARTICULARS Very High High Fair Low Very Low TOTAL RESPONDENTS 8 21 60 8 3 100 PERCENTAGE 8 21 60 8 3 100

TABLE NO-5.1.3 CHART SHOWING OPINION ABOUT CHENNAI PORT TRUST IN RECEIVING SALARY COMPARISON TO OTHER ORGANIZATION

3% 8% 8% 21%
Very High High Fair Low Very Low

60%

INFERENCE: The above table reveals that majority of 60% of the respondents is receiving normal salary in their organization. 21% of respondents is receiving high salary to compare the other organization,8% of respondents is receiving very high salary in their organization,8% of respondents is receiving low salary to compare other organization and only 3% of respondents is receiving very low salary in their organization.

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TABLE NO-5.1.4 TABLE SHOWING BASIC PROMOTION THAT IS GIVEN IN CHENNAI PORT TRUST SI.NO. 1. 2. 3. PARTICULARS Seniority Merit Seniority cum merit TOTAL RESPONDENTS 87 2 11 100 PERCENTAGE 87 2 11 100

TABLE NO-5.1.4 CHART SHOWING BASIC PROMOTION THAT IS GIVEN IN CHENNAI PORT TRUST

2%

11%
Seniority Merit Seniority cum merit

87%

INFERENCE: The above table shows that majority of the respondents in seniority 78% basic promotion given in their organization, 10% are senior cum merit basis promotion given in their organization and only 2% of respondents are merit basis given promotion in their organization.

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TABLE NO-5.1.5 TABLE SHOWING LEVEL OF WORK GIVEN IN CHENNAI PORT TRUST SI.NO. 1. 2. 3. 4. 5. PARTICULARS Too much Much Moderate Little Too little TOTAL RESPONDENTS 6 25 68 1 0 100 PERCENTAGE 6 25 68 1 0 100

TABLE NO-5.1.5 CHART SHOWING LEVEL OF WORK GIVEN IN CHENNAI PORT TRUST

1%

0% 6%
Too much Much Moderate Little Too little

25% 68%

INFERENCE: The above table shows 68% of respondents feel their level of work is moderate in their organization, 25% of respondents working little much, 6% of respondents have too much in their organization, 1% of respondents has little work in their organization.

34

TABLE NO-5.1.6 TABLE SHOWING FEELING TOWARDS FREEDOM OF THE JOB AT CHENNAI PORT TRUST SI.NO. 1. 2. 3. PARTICULARS Full freedom Moderate No freedom TOTAL RESPONDENTS 25 67 8 100 PERCENTAGE 25 67 8 100

TABLE NO-5.1.6 CHART SHOWING TOWARDS FREEDOM OF THE JOB AT CHENNAI PORT TRUST

8% 25%
Full freedom Moderate No freedom

67%

INFERENCE: The above table shows 67% of respondents have feel moderate freedom in their organization, 25% of respondents have feel full freedom in their organization, and 8% of respondents feels have no freedom in their organization.

35

TABLE NO-5.1.7 TABLE SHOWING LEVEL OF MOTIVATION BY THEIR SUPERVISOR IN CHENNAI PORT TRUST SI.NO. 1. 2. 3. 4. PARTICULARS Highly motivated Motivated De-motivated Highly de-motivated TOTAL RESPONDENTS 7 85 4 4 100 PERCENTAGE 7 85 4 4 100

TABLE NO-5.1.7 CHART SHOWING LEVEL OF MOTIVATION BY THEIR SUPERVISOR IN CHENNAI PORT TRUST

4% 4% 7%
Highly motivated Motivated De-motivating Highly de-motivating

85%

INFERENCE: The above table reveals that obviously majority of 85% of the respondents feel motivated by their supervisor in their organization, 7% of respondents feel highly motivated by their supervisor, 4% of respondents are feels de-motivated by their supervisor and 4% of respondents feel highly de-motivated by their supervisor in their organization.

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TABLE NO-5.1.8 TABLE SHOWING INCENTIVE SCHEMES AT CHENNAI PORT TRUST SI.NO. 1. 2. 3. PARTICULARS Finance Non-finance Both TOTAL RESPONDENTS 52 13 35 100 PERCENTAGE 52 13 35 100

TABLE NO-5.1.8 CHART SHOWING INCENTIVE SCHEMES AT CHENNAI PORT TRUST

35% 52% 13%

Finance Non-finance Both

INFERENCE: The above table shows that majority of 52% of the respondents has finance kind of incentive schemes are getting, 13% of respondents get non-finance kind of incentive schemes, and 35% of respondents get both type of incentive schemes.

37

TABLE NO-5.1.9 TABLE SHOWING EMPLOYEES ENCOURAGEMENT AT CHENNAI PORT TRUST SI.NO. 1. 2. PARTICULARS Yes No Total RESPONDENTS 80 20 100 PERCENTAGE 80 20 100

TABLE NO-5.1.9 CHART SHOWING EMPLOYEES ENCOURAGEMENT AT CHENNAI PORT TRUST

20%
Yes No

80%

INFERENCE : The table reveal that obviously majority of 80% of respondent have said yes for the emplyees encouragement and 17% of respondents have said no for the employee encouragement in the job.

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TABLE NO -5.1.10 TABLE SHOWING EMPLOYEES SUGGESTION AT CHENNAI PORT TRUST SI.NO. 1. 2. PARTICULARS Yes No TOTAL 100 RESPONDENTS 72 28 PERCENTAGE 72 28 100

TABLE NO -5.1.10 CHART SHOWING EMPLOYEES SUGGESTION AT CHENNAI PORT TRUST

28% 72%

YES NO

INFERENCE : The table obviously reveal that majority of 72% of respondents has said yes for the employees suggestion in their organization and 28% of respondents have said no for the employees suggestion in their organization.

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TABLE NO 5.1.11 TABLE SHOWING SATISFACTION OF CURRENT WORKING HOURS AT CHENNAI PORT TRUST SI.NO. 1. 2. PARTICULARS Yes No TOTAL RESPONDENTS 97 3 100 PERCENTAGE 97 3 100

TABLE NO 5.1.11CHART SHOWING SATISFACTION OF CURRENT WORKING HOURS AT CHENNAI PORT TRUST

3%

YES NO

97%

INFERENCE : The table obviously reveals that majority of 97% of respondents have said yes for satisfaction of their current working hours and 3%of respondents have said no for dissatisfaction of their current working hours.

40

TABLE NO -5.1.12 TABLE SHOWING EMPLOYEES SATISFACTION WITH THEIR BASIC PAY AND RATE OF HRA SI.NO 1. 2. 3. 4. PARTICULARS Highly satisfied Satisfied Dissatisfied Highly dissatisfied TOTAL RESPONDENTS 32 43 25 0 100 PERCENTAGE 32 43 25 0 100

TABLE NO -5.1.12 CHART SHOWING EMPLOYEES SATISFACTION WITH THEIR BASIC PAY AND RATE OF HRA

Chart Title
Highly satisfied Satisfied Dissatisfied 0% 25% Highly dissatisfied

32%

43%

INFERENCE : The table obviously reveals that majority of 43% of respondents have feel satisfied with their basicpay and rate of hra, 32% of respodents have feel satisfified with their basic pay, 25% of respondents have feel dissatisfied with their basic pay in their organization.

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TABLE NO -5.1.13 TABLE SHOWING EMPLOYEES FEEDBACK OF THEIR WORK IN CHENNAI PORT TRUST SI.NO. 1. 2. 3. PARTICULARS Yes No Do Not Know TOTAL RESPONDENTS 26 40 34 100 PERCENTAGE 26 40 34 100

TABLE NO -5.1.13 CHART SHOWING EMPLOYEES FEEDBACK OF THEIR WORK IN CHENNAI PORT TRUST

34%

26%

YES NO DO NOT KNOW

40%

INFERENCE : The table obviously reveals that majority of 40% of respondents gave no of negative feed back of their job, 34% of respondents said do not know and 26% of respondents have said yes for feedback about their work.

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TABLE NO 5.1.14 TABLE SHOWING EMPLOYEE RELATIONSHIP WITH SUPERIOR AT CHENNAI PORT TRUST. Sl. No. 1. 2. 3. 4. 5. Particulars Excellent Very Good Fair Bad Poor TOTAL Respondents 10 39 45 3 3 100 Percentage 10 39 45 3 3 100

CHART NO 5.1.14 CHART SHOWING EMPLOYEE RELATIONSHIP WITH SUPERIOR AT CHENNAI PORT TRUST. Excellent Very Good Bad Fair Poor

3% 3% 10%

45% 39%

INFERENCE: From the above table it reveals that majority of 45% of respondents feel normal with the relationship with the superior. While 39% respondents feel Very Good relationship with their superior and 10% of respondents have said Excellen relationship with superior. 3% of respondents have said Bad relationship with the superior. 3% of the respondents have said Poor relationship with the superior

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TABLE NO 5.1.15 TABLE SHOWING EMPLOYEE RELATIONSHIP WITH COLLEAGUES AT CHENNAI PORT TRUST. Sl. No. 1. 2. 3. 4. 5. Particulars Excellent Very Good Fair Bad Poor TOTAL Respondents 17 45 35 1 2 100 Percentage 17 45 35 1 2 100

CHART NO 5.1.15 CHART SHOWING EMPLOYEE RELATIONSHIP WITH COLLEAGUES AT CHENNAI PORT TRUST.
Fair Excellent Very Good
1%2% 17% 35% 45%

Poor

Bad

INFERENCE: From the above table it reveals that majority of 45% of respondents feel Very Good with the relationship with the Colleagues. While 35% respondents feel Fair and 17% of respondents feel Excellent with the relationship with Colleagues.2% of respondents feel Poorrelationship with the Colleagues. 1% of the respondents feel Bad relationship with the Colleagues.

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TABLE NO-5.1.16 TABLE SHOWING RESPONDENTS INCREMENT SYSTEM CURRENTLY FOLLOWED AT CHENNAI PORT TRUST SI.NO. 1. 2. 3. 4. 5. PARTICULARS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL RESPONDENTS 40 42 18 0 0 100 PERCENTAGE 40 42 18 0 0 100

TABLE NO-5.1.16 CHART SHOWING RESPONDENTS INCREMENT SYSTEM CURRENTLY FOLLOWED AT CHENNAI PORT TRUST

0% 0% 18% 40% 42%

INFERENCE: The above table it reveals that 42% of respondents have feel satisfied with the increment in their organization, 40% of respondents feel highly satisfied with the increment system currently followed, 18% of respondents have feel neutral with their currently increment system followed by their organization.

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CHAPTER -6 SUMMARY AND CONCLUSION

46

6.1 FINDINGS 1. 55% of the employees has joined the organization because of job security in organization. 25% of the employees has joined the organization of initial employment in organization. 20% of the employees has joined because of reasonable salary in organization. 2. 41% of respondents are sometimes improvement of their job. 31% of respondents are always improvement of their job. 28% of respondents are not at all improvement of their job. 3. 60% of the respondents is receiving normal salary in their organization. 21% of respondents is receiving high salary to compare the other organization,8% of respondents is receiving very high salary in their organization,8% of respondents is receiving low salary to compare other organization and only 3% of respondents is receiving very low salary in their organization. 4. 68% of respondents feel their level of work is moderate in their organization, 25% of respondents working little much, 6% of respondents have too much in their organization, 1% of respondents has little work in their organization. 5. 45% of respondents feel Very Good with the relationship with the Colleagues. While 35% respondents feel Fair and 17% of respondents feel Excellent with the relationship with Colleagues.2% of respondents feel Poorrelationship with the Colleagues. 1% of the respondents feel Bad relationship with the Colleagues. 6. 67% of respondents have feel moderate freedom in their organization, 25% of respondents have feel full freedom in their organization, and 8% of respondents feels have no freedom in their organization. 7. 85% of the respondents feel motivated by their supervisor in their organization, 7% of respondents feel highly motivated by their supervisor, 4% of respondents are feels de-motivated by their supervisor and 4% of respondents feel highly de-motivated by their supervisor in their organization 8. 52% of the respondents has finance kind of incentive schemes are getting, 13% of respondents get non-finance kind of incentive schemes, and 35% of respondents get both type of incentive schemes.
47

9. 80% of respondent have said yes for the emplyees encouragement and 17% of respondents have said no for the employee encouragement in the job. 10. 72% of respondents has said yes for the employees suggestion in their organization and 28% of respondents have said no for the employees suggestion in their organization. 11. 97% of respondents have said yes for satisfaction of their current working hours and 3%of respondents have said no for dissatisfaction of their current working hours. 12. 43% of respondents have feel satisfied with their basicpay and rate of hra, 32% of respodents have feel satisfified with their basic pay, 25% of respondents have feel dissatisfied with their basic pay in their organization. 13. 40% of respondents gave no of negative feed back of their job, 34% of respondents said do not know and 26% of respondents have said yes for feedback about their work. 14. 45% of respondents feel normal with the relationship with the superior. While 39% respondents feel Very Good relationship with their superior and 10% of respondents have said Excellen relationship with superior. 3% of respondents have said Bad relationship with the superior. 3% of the respondents have said Poor relationship with the superior 15. 45% of respondents feel Very Good with the relationship with the Colleagues. While 35% respondents feel Fair and 17% of respondents feel Excellent with the relationship with Colleagues.2% of respondents feel Poorrelationship with the Colleagues. 1% of the respondents feel Bad relationship with the Colleagues. 16. 42% of respondents have feel satisfied with the increment in their organization, 40% of respondents feel highly satisfied with the increment system currently followed, 18% of respondents have feel neutral with their currently increment system followed by their organization.

48

6.2 SUGGESTIONS

From the above analysis and findings the researcher gave the following suggestions to CHENNAI PORT TRUST to improve the job satisfaction level to their employees. The organization should: The management should encourage individuals and reward their personal contribution and achievements; routinely it lead to job satisfaction. Employees anticipate lucrative salary when compare to other organization and hence handsome salary should be given to improve higher job satisfaction level. Promotion should be given based on performance and individual efforts which result in higher productivity and higher job satisfaction of employees. According to the survey most of the employees prefer financial incentives rather than other and hence it should be given higher priority. Employee satisfactions are paramount factor in any organization and it is recommended that personal commitment and efforts should be recognized effectively. Maintenance of rest room and canteen should be given more importance in need to have better and healthy environment and hence it should be kept spick and span. Build a flexible working environment that provides greater scope to improve their knowledge and meet higher goals to face challenges ahead.

49

6.3 CONCLUSION

It is an enthralling opportunity to take up A STUDY ON JOB SATISFACTION OF EMPLOYEES IN CHENNAI PORT TRUST and also going through the process of survey. The finding presented is based on the present situation and further improvement will be possible by considering suggestions. Job satisfaction plays significant role in the organization.Top level should take concern steps to improve the level of job satisfaction. These steps may in the form of improving the cordial human relation, improving quality of work life, linking reward with performance, and improving overall organization climate. Good human relation in the present age demand recognition of the dignity of human life, on and off the job, supported by preparation of workers and design of jobs to achieve the best available fit of work to the abilities and aspirations of each individual worker.

50

BIBLIOGRAPHY

51

BIBLIOGRAPHY Dr. SubbaRao, Essential of Human Resource Management and industrial relations. Philip Sadler,Human Resource Development,Kogan Page India Private Ltd. C.R. Kothari, Research Methodology, WishvaPrakashan, New Delhi. Stephen R. Covey, The 7th Habits of highly effective people ,2004 edition. Becker B & Huselid M (1998). High Performance Work Systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management. 16: 53-101. Collins C, Ericksen J, Allen M (2005). Human Resource Management Practices and firm performance in small business. Pp 10 Cornell University/gevity Institute. Cooke F L (2000). Human Resource Strategy to improve Organizational Performance: A reoute for british firms. Working Paper No 9 EWERC, Manchester School of Management. Datta K, Guthrie J, Wright P (2003). HRM and Firm productivity: Does industry matter. Presented in National Academy of Management Meetings, WA. Guest D (2002). Human Resource Management, Corporate Performance and Employee wellbeing: Building the worker into HRM. The Journal of Industrial Relations 44:3 335358 Huselid M (1995). The Impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management journal 38: 3 635-670 Ichniowski C, Shaw K, Prennushi G (1995). The effects of Human Resource Management Practices on Productivity. National Bureau of Economic Research Working Paper no 5333. Industrial Analysis report published by Pakistans telecom authority and its website www.pta.gov.pk. Singh K (2004). Impact of HR practices on perceived firm performance in India. Asia pacific Journal of Human Resources 42:3 301-317 Wood S (1999). Human Resource Management and Performance. International Journal of Management Reviews 1: 4 367-413

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APPENDICES

53

APPENDICES

Personal Data: 1. Name (Optional) : 2. Designation & Grade 3. Department & Section Subject Data: 4. What made you to join this organization? Intial employment in the organization Reasonable Salary Better Environment Job Security Interest in the present job Nearer to your place [ ] [ ] [ ] [ ] [ ] [ ] : :

5. Are your suggestions to improve the productivity considered by the Organization? Always Not at all [ [ ] ] Sometimes [ ]

6. How do you feel about the salary you get when compared with similarly qualified employees in other organizations? Very High [ Fair [ ] ] ] High [ Low [ ] ]

Very Low [

54

7. On what basis promotions are given in your organization? Seniority [ ] ] Merit [ ]

Seniority cum Merit [

8. The level of work your are given to do? Too much [ Moderate [ Too little [ ] ] ] Much [ Little [ ] ]

9. The amount of freedom you feel in your job? Full freedom [ No freedom [ ] ] To some extent [ ]

10. How do you rate level of motivation provide by your supervisor? Highly motivating De-motivating [ [ ] ] Motivating [ ] ]

Highly De-motivating [

11. What kind of an incentive scheme you would prefer over your current one? Financial Both [ [ ] ] Non-Financial [ ]

12. Does the superior encourage employees what they do a good job Yes [ ] No [ ]

13. My superior takes times to listen to me and give fair suggestion? Yes [ ] No [ ]

55

14. EX- Excellent

VG- Very Good

Questions

Facilities

EX

VG

FAIR

BAD

POOR

How is your relationship with your Superior(s)? How is your relationship with your Colleagues? 15. How is your relationship with your superior?

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

56