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CHAPTER – I

1.1 ABOUT THE STUDY

Job is one of the important elements of people‟s life. Their living style and their social
lives depend on their jobs. Therefore, every organization must have a satisfied workforce.
Nowadays, the private sector plays a significant role in uplifting the economy of Pakistan.
They are not only providing good services but are also providing job opportunities to a large
group of people. Keeping in view the contribution of the private sector to society and the
significant role of job satisfaction to improve the employees‟ performance, the present study
aims to know the job satisfaction of employees and its relationship with the performance
level.

There is a general understanding that the overall productivity and success of an

organization depends on the effective and efficient performance of employees and that better
performance depends on the employees‟ job satisfaction. For that purpose, researchers have
identified various aspects of job satisfaction, its relative importance, and its relationship with
performance and productivity. Job satisfaction is the positive and negative feelings of an
employee towards his job or it is the amount of happiness connected with the job. Therefore,
job satisfaction is one of the most widely spread researched topics in the field of
organizational psychology. According to Locke, job satisfaction is the positive and enjoyable
feeling that results from the evaluation of one‟s job or job experience. It is observed from the
previous studies that when an employee is satisfied, he will perform at his level best to
achieve the organizational objectives. Highly satisfied employees are usually regular and
punctual, more productive, more committed, and more satisfied in their lives. For that
purpose, to boost the level of job satisfaction to improve performance, employees should be
given opportunities for advancement, i.e., pay scales, participation of the employees in
policy-making, and taking efforts to increase organizational commitment. Similarly, safety
and good relationships with supervisors and co-workers are the biggest satisfiers nature of the
job, way of supervision, job security, recognition, and advancement are important factors for
employees‟ organizational commitment. Likewise, participation of employees in pension,
profit-sharing plans, and job security is positively correlated with job satisfaction, whereas
many studies have recommended opportunity for professional development as the biggest
determinant of job satisfaction. Job satisfaction is one of the complex areas, consisting of
various kinds of feelings and conditions. As the environment becomes competitive and

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complex day by day, the importance of job satisfaction and its relationship with employees‟
performance also increases.

The aim of the present research is therefore to study the satisfaction and performance
level of three major professions, i.e., doctors, bankers, and university teachers of Peshawar.
Health, which is one of the essential industries of both public 11 and private sectors, greatly
contributes to the overall growth of the nation. As far as the job satisfaction of doctors is
concerned, Pakistan is facing various issues. Due to limited research in such an industry, the
present study is intended to explore the satisfaction and performance level of medical doctors
working in the private sector. The study conducted on doctors in Pakistan found that most of
the doctors working in teaching hospitals were dissatisfied due to factors, such as poor
working conditions, unsatisfactory salary packages, workload, etc. Similarly, the banking
sector also plays an important role in the financial and economic development of Pakistan. A
few years ago, only public banks were serving the people of the country, but now with the
wave of challenging, competitive market and globalization, private banks also entered in
Pakistani market. As the banking industry is one of the most demanding industries, the
employees working in banks are under constant pressure to meet the challenges of the
dynamic environment. Job satisfaction is the only way to motivate them towards high-level
performance. As far as university teachers are concerned, who are considered the backbone of
the country are also going through constant stress due to unclear political, economic, and
educational policies. In Pakistan, teachers are facing a lot of issues that are not properly
addressed due to which job dissatisfaction and poor performance result. Many studies
confirmed that higher job satisfaction can only lead to higher performance. Hence, managers,
human resource departments, or employers must develop strategies that provide a good
working environment to increase job satisfaction which in turn leads to the highest level of
performance and productivity. In human resource terms, employee satisfaction means
employees are contented with their work and position. To be contented, they likely enjoy
much of their work, they feel management is fair and cares about them, and they are
comfortable in their work environment - both with other staffers and with the resources they
have available to complete their jobs. It ties in closely with employee turnover since unhappy
staffers are more likely to seek positions elsewhere. It is expensive to replace employees, so
many HR departments have a goal of keeping employee satisfaction at a high level so
turnover stays low.

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Cotton textile industry is one of the well-organized, oldest and largest industries in
India in terms of value of its output and size of employment. It has made raid strides during
hundred years of its existence. At present the industry provides direct employment to more
than 12 lakhs workers. It also provides indirect employment to millions of people such as the
cotton growers, cotton processors and hand loom weavers who alone are estimated to be over
three Million besides innumerable cloth dealers and shop keepers. The industry contributes to
ever increasing measure to the central and state exchequer by way of taxes and duties. Thus,
this cotton textile industry plays a pivotal role in India‟s economy.

Textiles, being the single largest industry accounting for about 14 per cent to the total
industrial output and employing about 45 million people in 2017-18, are also the single
largest contributor to India‟s export earnings. Textiles, comprising garment, hand looms,
cotton, synthetic yarn, wool and woolen garments are exported to almost all the countries, the
major ones being European Economic Community member countries, USA, Canada, Japan,
Switzerland, Sweden and Australia.

Textile industry, which plays a major role in the national economy, depends much
upon the spinning mills for its existence, development and uninterrupted functioning, as the
main raw material of the farmer is supplied by the latter. Cotton industry is the earliest to be
established in India. However, the industry which enjoyed a place of pride in the national
industrial scene, till recently is now, in the grip of difficulties owing to several factors. Firstly,
low productivity and declining capacity utilization due to the old and absolute machinery,
lack of adequate maintenance and modernization and secondly, the at agitation in domestic
demand and reduction in exports with the converge of the synthetic and blended fabrics and
their widespread use.

The widespread sickness necessitated the establishment of national textile

corporation (NTC) and the expansion of the decentralized sector. The problems necessitated a
change in the structure of the mill industry. The prosperity of cotton textile industry is closely
linked to the prosperity of the economy as a whole and the future and the prosperity of the
workers engaged in textile industry is in turn linked with the future and prosperity of the
industry. Unfortunately, the victims of sickness of this industry have been the women workers
engaged in various kinds of activities. The women workers in the textile mills in south India
have been the worst suffers

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The world has open spun into the new millennium and along with, it has ushered a
new era of intense competition and ever changing value equations. The fact that organisation
has been transformed from a structured assembly line production orientation to a focus
a knowledge creation by each and every personnel of the organisation. In a
competitive global business scenario, no organisation will survive unless it is able to
match the duality and the cost of its competitors. Realities are focusing us to
concentrate more upon changing the attitude of employees, enabling them to take up
independent responsibilities and empowering to execute them by using their knowledge
and skills in latest technologies and thus motivating them to use their capabilities in their
respective areas of excellence.

Emerging business environment is forcing business houses to find new ways to

remain competitive. Organisations face an environment characterised by a number of
challenges and key issues that have increased the importance of Human Resource
Management considerations in business decision-making. These include increased level
of competition, human resources diversity, changing value systems and above all the rapid
technological advances.

Job satisfaction is one of the important factors which have drawn attention of
managers in the organisation as well as academicians. Various studies have been conducted
to find out the factors which determine job satisfaction and the way it influences
productivity in the organisation. Though there is no conclusive evidence that job
satisfaction affects productivity directly because productivity depends on so many
variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of
favourableness which an individual has about his job.

It is often said that “A happy employee is a productive employee.” Job satisfaction

is very important because most of the people spend a major portion of their life at their
working place. Moreover, job satisfaction has its impact on the general life of the employees
also, because a satisfied employee is a contented and happy human being. A highly satisfied
worker has better physical and mental well-being. Though it is debatable point as to
which one is the cause and which one is the effect, but there are correlated to each other.

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STEPS TO IMPROVE JOB SATISFACTION

The following measures may be adopted to have a higher level of job satisfaction among
employees:

1. Selection of right man for the right job.

2. Payment commensurate with the employee's credentials.

3. Conductive working environment.

4. Cordial superior-subordinate relationship.

5. Better inter-personal relationship.

6. Provision of suiChart promotion opportunities.

7. Creation of facilities for training.

8. Provision of suiChart incentives and social security benefits.

9. Job rotation where desirable.

10. Encouraging employees' participation in decision-making.

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1.2 INDUSTRY PROFILE

India‟s textiles sector is one of the oldest industries in the Indian economy, dating
back to several centuries. The industry is extremely varied, with hand-spun and hand-woven
textiles sectors at one end of the spectrum, with the capital-intensive sophisticated mills
sector at the other end. The fundamental strength of the textile industry in India is its strong
production base of a wide range of fibre/yarns from natural fibres like cotton, jute, silk and
wool, to synthetic/man-made fibres like polyester, viscose, nylon and acrylic.

The decentralised power looms/ hosiery and knitting sector form the largest
component of the textiles sector. The close linkage of textiles industry to agriculture (for raw
materials such as cotton) and the ancient culture and traditions of the country in terms of
textiles makes it unique in comparison to other industries in the country. India‟s textiles
industry has a capacity to produce a wide variety of products suiChart for different market
segments, both within India and across the world.

In order to attract private equity and employee more people, the government
introduced various schemes such as the Scheme for Integrated Textile Parks (SITP),
Technology Upgradation Fund Scheme (TUFS) and Mega Integrated Textile Region and
Apparel (MITRA) Park scheme.

Market size

The Indian textile and apparel industry is expected to grow at 10% CAGR from 2019-
20 to reach US$ 190 billion by 2025-26. India has a 4.6% share of the global trade in textiles
and apparel. Moreover, India is the world‟s 3rd largest exporter of Textiles and Apparel. India
ranks among the top five global exporters in several textile categories, with exports expected
to reach US$ 65 billion by FY 2026.

The textiles and apparel industry contributes 2.3% to the country‟s GDP, 13% to
industrial production and 12% to exports. The textile industry in India is predicted to double
its contribution to the GDP, rising from 2.3% to approximately 5% by the end of this decade.

The Manufacturing of Textiles Index for the month of August 2023 is 106.9 which has
shown a growth of 1.6 % as compared to August 2022.The Indian Technical Textile market
has a huge potential of a 10% growth rate, increased penetration level of 9-10% and is the 5th
largest technical textiles market in the world. India‟s sportech industry is estimated around
US$ 1.17 million in 2022-23.The Indian Medical Textiles market for drapes and gowns is

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around US$ 9.71 million in 2022 and is expected to grow at 15% to reach US$ 22.45 million
by 2027.

The Indian composites market is expected to reach an estimated value of US$ 1.9
billion by 2026 with a CAGR of 16.3% from 2021 to 2026 and the Indian consumption of
composite materials will touch 7,68,200 tonnes in 2027. India is the world‟s largest producer
of cotton. In the first advances, the agriculture ministry projected cotton output for 2023-24 at
31.6 million bales. According to the Cotton Association of India (CAI), the total availability
of cotton in the 2023-24 season has been pegged at 34.6 million bales, against 31.1 million
bales of domestic demand, including 28 million bales for mills, 1.5 million for small-scale
industries, and 1.6 million bales for non-mills. Cotton production in India is projected to
reach 7.2 million tonnes (~43 million bales of 170 kg each) by 2030, driven by increasing
demand from consumers. It is expected to surpass US$ 30 billion by 2027, with an estimated
4.6-4.9% share globally.

In 2022-23, the production of fibre in India stood at 2.15 million tonnes. While for
yarn, the production stood at 5,185 million kgs during the same period. Natural fibres are
regarded as the backbone of the Indian textile industry, which is expected to grow from US$
138 billion to US$ 195 billion by 2025. India‟s textile and apparel exports stood at US$ 20.01
billion in FY24 (April-October). Exports of textiles (RMG of all textiles, cotton
yarns/fabs./made-ups/handloom products, man-made yarns/fabs./made-ups, handicrafts excl.
handmade carpets, carpets and jute mfg. including floor coverings) stood at US$ 12.47 billion
in FY24 (April-November).

Exports for 247 technical textile items stood at Rs. 5,946 crore (US$ 715.48 million) between
April-June (2023-24).India‟s textiles industry has around 4.5 crore employed workers
including 35.22 lakh handloom workers across the country.

GOVERNMENT INITIATIVES :

The Indian government has come up with several export promotion policies for the textile
sector. It has also allowed 100% FDI in the sector under the automatic route.

Other initiatives taken by the Government of India are:

 Mr. PiyushGoyal also discussed the roadmap to achieve the target of US$ 250 billion
in textiles production and US$ 100 billion in exports by 2030.

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 In July 2023, 43 new implementing partners were empanelled under the SAMARTH
scheme and an additional target of training around 75,000 beneficiaries has been
allocated.

 1,83,844 beneficiaries trained across 1,880 centres under Samarth.

 In June 2023, the Government approved R&D projects worth US$ 7.4 million (Rs.
61.09 crore) in the textile sector.

 In February 2023, the union government approved 1,000 acres for setting up a textile
park in Lucknow.

 In February 2023, according to the Union Budget 2023-24, the total allocation for the
textile sector was Rs. 4,389.24 crore (US$ 536.4 million). Out of this, Rs. 900 crore
(US$ 109.99 million) is for Amended Technology Upgradation Fund Scheme
(ATUFS), Rs. 450 crore (US$ 54.99 million) for National Technical Textiles Mission,
and Rs. 60 crore (US$ 7.33 million) for Integrated Processing Development Scheme.

 In December 2022, a total of 44 R&D projects were started, and 23 of them were
successfully completed. 9777 people were trained in a variety of activities relating to
the silk industry.

 In December 2022, a total of US$ 75.74 million (Rs. 621.41 crore) in subsidies was
distributed in 3,159 cases under the Amended Technology Upgradation Fund Scheme,
with special campaigns held in significant clusters to settle backlog cases.

 In December 2022, a total of 73,919 people (SC: 18,194, ST: 8,877, and Women:
64,352) have received training, out of which 38,823 have received placement under
SAMARTH.

 The establishment of 7 (seven) PM Mega Integrated Textile Region and Apparel (PM
MITRA) Parks with a total investment of US$ 541.82 million (Rs. 4,445 crore) for the
years up to 2027–28 was approved by the government.

 In the academic year 2022–23, the opening of a new campus of the National Institute
of Fashion Technology (NIFT) in Daman. Moreover, new campus buildings are being
constructed in Bhopal and Srinagar.

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 Under the National Technical Textile Mission (NTTM), 74 research projects for
speciality fibre and technical textiles valued at US$ 28.27 million (Rs. 232 crore)
were approved. 31 new HSN codes have been developed in this space.

 In November 2022, Tamil Nadu Chief Minister Mr. M. K. Stalin announced the
establishment of a "Textile City" in Chennai as part of Tamil Nadu's strategy to
become a major participant in the global textile industry. Additionally, the state will
build a 1,500-acre textile park in the Virudhunagar district, for which SIPCOT will
buy land.

 In June 2022, Minister of Textiles, Commerce and Industry, Consumer Affairs &
Food and Public Distribution, Mr. PiyushGoyal, stated that the Indian government
wants to establish 75 textile hubs, similar to Tiruppur, which will greatly increase
employment opportunities while promoting the export of textile products and ensuring
the use of sustainable technology.

 In June 2022, Amazon India signed a MoU with the Manipur Handloom &
Handicrafts Development Corporation Limited (MHHDCL), a Government of
Manipur entity, to encourage the development of weavers and artisans throughout the
state.

 In June 2022, the Kerala government announced that it would provide free training to
1,975 candidates under the SAMARTH scheme of the textile industry.

 The Sustainable Textiles for Sustainable Development (SusTex) project by the United
Nations Climate Change entity enhances the employment and working circumstances
of textile artisans while promoting the sustainable production and use of
environmentally friendly textiles.

 In May 2022, Minister of Micro, Small and Medium Enterprises, Mr. Narayan Rane,
inaugurated the Center of Excellence for Khadi (CoEK) at NIFT, Delhi. In order to
produce innovative fabrics and apparel that will meet the needs of both dome‟tic and
foreign consumers, the CoEK will seek to introduce the newest designs and adopt
procedures that adhere to international standards.

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 In April 2022, Minister of Commerce and Industry, Consumer Affairs, Food and
Public Distribution and Textiles, Mr. PiyushGoyal, said that new Economic
Cooperation and Trade Agreements with Australia and the UAE would open infinite
opportunities for textiles and handloom. Indian textile exports to Australia and the
UAE would now face zero duties, and he expressed confidence that soon Europe,
Canada, the UK and GCC countries would also welcome Indian textile exports at zero
duty.
 In March 2022, the Tamil Nadu government included a Sustainable Cotton
Cultivation Mission in its agriculture budget by allocating US$ 1.86 million (Rs 15.32
crore) to enhance the yield of organic cotton
 In March 2022, the Ministry of Textiles, in collaboration with the Confederation of
Indian Industries (CII), organized a day-long International Conference on Technical
Textiles with the theme: Creating the Winning Leap in Technical Textiles.
 The Khadi and Village Industries Commission (KVIC) achieved turnover of Rs. 1.15
lakh crore (US$ 14.68 billion) in FY22, a growth of 20.54% YoY, and more than any
Indian FMCG company managed in FY22.
 The Government of India has earmarked a corpus of Rs. 1,000 crore (US$ 127.72
million) dedicated for research and development of the technical textiles sector.
 In March 2022, the Bihar government submitted a proposal to the Ministry of Textiles
to set up a mega hub under the PM Mitra Mega Textile Park.
 In March 2022, Tamil Nadu Chief Minister Mr. MK Stalin announced that the State
Industries Promotion Corporation of Tamil Nadu Ltd (SIPCOT) will set up a mega
textile park in the Virudhunagar district.
 For export of handloom products globally, the Handloom Export Promotion Council
(HEPC) is participating in various international fairs/events with handloom
exporters/weavers to sell their handloom products in the international markets under
NHDP.
 The Ministry of Textiles has also been implementing the Handloom Marketing
Assistance (HMA), a component of National Handloom Development Programme
(NHDP) all across India. HMA provides a marketing platform to the handloom
weave‟s/agencies to sell their products directly to the consumers and develop and
promote the marketing channel through organizing expos/events in domestic as well
as export markets.

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 In November 2021, Minister of Textiles, Commerce and Industry, Consumer Affairs

& Food and Public Distribution, Mr. PiyushGoyal, stated the desire to target a 3-5x
time increase in the export of technical textiles worth US$ 10 billion over the next
three years.
 The Indian government has notified uniform goods and services tax rate at 12% on
man-made fabrics (MMF), MMF yarns, MMF fabrics and apparel, which came into
effect from January 1, 2022.
 Minister of Textiles, Commerce and Industry, Consumer Affairs & Food and Public
Distribution, Mr. PiyushGoyal, announced a mega handloom cluster in Manipur and a
handloom and handicraft village at Moirang in Bishnupur. The mega cluster will be
set up at an estimated cost of Rs. 30 crore (US$ 4.03 million) under the National
Handloom Development Programme (NHDP).

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1.3 PROFILE OF THE COMPANY

BARANI TEXTILES was established in JULY 2005 as a partnership firm by 2

members. Mr. is the manager. It is a registered firm. Clothing is one of the major basic
necessities for every human being. This is one of the reasons as to away textile industry has
with stood the business cycles of booms and depressions.

Firm Name : BARANI TEXTILES

Address : Kovilpudur Tirupur Road, Punjai Puliampatti,

Erode (DT) – 638459.

Date of registration : July 2005

No of workers : 120

Working hours : shift basis

I – Shift 6.00am to 2.00pm

II – Shift 2.00pm to 10.00pm

III - Shift 10pm to 12am

Number of partners :2

Total capital : Rs.10, 00,000

LOCATION:

BARANI TEXTILES is located in Kovilpudur - Tirupur main road, Punjai

Puliampatti – 638459. About 30kms away from the city of Gobichettipalayam.

SHARE CAPITAL &SHAREHOLDING:

The paid-up share capital of the firm is Rs 10 lakhs as on that date. The company is
closely held firm partners 100% of the paid-up capital.

PRODUCTS:

Barani textiles has been manufacturing 100% cotton warp/hosiery cone yarn & yarn.

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MANAGEMENT:

BARANI TEXTILES is one of the boards of directors for the past 5 years in the firm.
He has taken the active participation in the management.

RAW MATERIAL AND MARKETING:

Cotton which is the raw material is easily available because purchasing arrangements
are available for mills.

EXPORT:

Barani textiles is engaged in the production of cotton yarn in various count. It

produces cotton yarn in counts of sales 2/60s, 2/80s & 2/100s carded and combed hosiery it
sells the products at margin export.

BACK GROUND DETAILS

The management by present level of 28500 spindles and now the present factory land
is about 51/2 acres which is in the very least of the Erode town out of this 51/2 acres about
have been used.

LOCATION POWER AND WATER:

The factory site is located 2 kilometers from go “Punjai Puliampatti” town on the
Erode Tirupur main road about 35 km from erode at the place called “Kovilpudur” water is
available in plenty, labour is comparatively cheaper and available in plenty.

MISSION

To achieve 100% customer satisfaction through timely delivery with zero defect
shipments. To bring in best technology, upgrading the machine health and skills sets of our
people.

VISION

To attain customer satisfaction by delivering nothing but the best, by means of

utilizing the highest quality of resources and world class systems.

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1.4 STATEMENT OF THE PROBLEM :

Organizations in the modern era want employees to be with them permanently. So

they are giving them lot of facilities. But employees have lot of demands to be met. In order
to analyze their demands this study is carried out to understand the job satisfaction levels
which in turn help company in achieving profits at a faster rate.

My study is concerned with studying the impact of employee satisfaction at the

organizational performance.

To what extent employees are satisfied with the organizational practices BARANI
TEXTILES. What are the various facilities and provisions provided by the organization that
motivate the employees and affect their performance level?

What are the positive points of the organization responsible for making the employees
satisfaction level and what is the impact of those points on organizational and individual
performance.

To recommend the changes in present organization practices to increase the

satisfaction level of employees and ultimately performance

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1.5 OBJECTIVES OF THE STUDY

 To study about the job satisfaction among the employees in the Company.
 To find out the satisfaction levels of employees in their existing working Environment
 To find out the factors which motivates the employees to perform more.
 To measure the satisfaction levels of employees in their physical working condition

1.6 SCOPE OF STUDY

The study aims to understand employee satisfaction in BARANI TEXTILES which

covers the various working schedule, remuneration, developing overtime allowance, work
freedom, job position, etc. The scope is to understand employee satisfaction. The study is
conducted at BARANI TEXTILES covering 120 employees and needs to collect data based
on the questionnaire prepared. The backbone of employee satisfaction is respect for workers
and the job they perform. And easy revenue for an employee to discuss problems with upper
management should be maintained and carefully monitored. The study was done to know the
employee satisfaction in BARANI TEXTILES. Employees are the backbone of every
organization so the organization should consider a lot the employees should be motivated and
satisfied. So that they can work more and hence to reach the organization is to its great.

1:7 LIMITATIONS OF THE STUDY

 The respondents were unable to respond due to personal bias.

 Some information cannot be accessed due to its confidential nature.
 The respondents are less interested in answering the questionnaire, as it is an
interruption to their regular work.
 Time was the main constraint.

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CHAPTER – II

REVIEW OFLITERATURE

Spector (1997) refers to job satisfaction in terms of how people feel about their jobs
and different aspects of their jobs. Ellickson and Logsdon (2002) support this view by
defining job satisfaction as the extent to which employees like their work. Schermerhorn
(1993) definesjob satisfaction as an affective or emotional response towards various aspects
of an employee‟s work. C.R. Reilly (1991) defines job satisfaction as the feeling that a
worker has about his job or a general attitude towards work or a job and it is influenced by
the perception of one‟s job. J.P. Wanous and E.E. Lawler (1972) refers to job satisfaction as
the sum of job facet satisfaction across all facets of a job. Abraham Maslow (1954) suggested
human need from a five-level hierarchy ranging from physiological needs, safety,
belongingness and love, esteem to selfactualization. Based on Maslow‟s theory,

job satisfaction has been approached by some researchers from the perspective of
need fulfillment. Job satisfaction and dissatisfaction not only depends on the nature of the
job, it also depends on the expectations what the job supply to an employee (Hussami, 2008).
Lower convenience costs, higher organizational and social and intrinsic reward will increase
job satisfaction (Mulinge and Mullier, 1998). Job satisfaction is complex phenomenon with
multi facets and influenced by the factors like salary, working environment, autonomy,
communication, and organizational commitment (Vidal, Valle and Aragón, 2007). Different
people interpret compensation differently. Compensation, reward, recognition, and wages are
terms used in different situations (Zobal, 1998). The compensation is defined by American
Association as “cash and non-cash remuneration provided by the employer for services
rendered”. Salary was found to be the prime factor for the motivation and job satisfaction of
salaried employees of the automobile industry in the results of the survey done by Kathawala
et al. (1990). The survey tried to assess the various job characteristics and the way the
employees ranked them as motivators and satisfiers. The results showed that compensation
was ranked as the number one job element for job satisfaction and increase in salary for
performance was ranked as the number one job element for motivation. Compensation is very
valuable tool for retention and turnover. It is also a motivator for an employee in commitment
with the organization which in result enhances attraction and retention (Zobal, 1998;
Moncarz et al., 2009; Chiu et al., 2002). It also works as communicator when it is given to

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employee against his services which shows how much an employee is valuable for its
organization (Zobal, 1998).

The mentoring is used for development-orientation (Scandura and Williams, 2004).

When a supervisor provides mentoring, the relationship affects the protégés skill
development and intentions to remain with the employer (McManus and Russell, 1997). On
the other hand non-supervisory mentor may increase mentee‟s confidence by providing
access to outside organization (Scanduraa and Williams, 2004). The immediate supervisor
support is very important in organizational change. Although the support of supervisor is not
very crucial in satisfaction but it has positive impact on satisfaction (Griffin, Patterson and
West, 2001). According to Chakrabarty, Oubre, and Brown (2008), “perhaps the finest way in
which supervisors can portray himself as a role model is to personally demonstrate proper
techniques so that employee could understand how job should be done.” J.D. Politis (2001)
has examined the roles played by leadership in the process of knowledge acquisition and a
survey was carried out on 227 persons who were engaged in knowledge acquisition activities
to examine the relationship between leadership styles and knowledge acquisition attributes.
The results showed that the leadership styles that involve human interaction and encourage
participative decision-making are related positively to the skills and essential knowledge
acquisition.

According to the study conducted by Friedlander and Margulies (1969), it was

discovered that management & friendly staff relationships contribute to the level of job
satisfaction. However, this result contradicts with view of Herzberg (1966) who supported the
view that supervision is irrelevant to the level of job satisfaction. Arnold and Feldman (1996),
promoted factors such as temperature, lighting, ventilation, hygiene, noise, working hours,
and resources as part of working conditions. The worker would rather desire working
conditions that will result in greater physical comfort and convenience. The absence of such
working conditions, amongst other things, can impact poorly on the worker‟s mental and
physical well-being (Baron and Greenberg, 2003). Arnold and Feldman (1996) shows that
factors such as temperature, lighting, ventilation, hygiene, noise, working hours, and
resources are all part of working conditions. Employees may feel that poor working
conditions will only provoke negative performance, since their jobs are mentally and
physically demandi

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Azadeh Rezvani, Artemis Chang, Anna Wiewiora, Neal M Ashkanasy, Peter J

Jordan, Roxanne Zolin International Journal of Project Management 34 (7), 1112-1122,
2016 The number of complex projects is increasing across many sectors and the associated
challenges are substantial. Using a field study we aim to understand how project managers'
emotional intelligence (EI) contributes to project success. We propose and test a model
linking EI to project success and examine the mediating effects of project managers' job
satisfaction and trust on this relationship. Based on data collected from 373 project managers
in the Australian defence industry, our results indicate that EI has a positive impact on project
success, job satisfaction, and trust. Moreover, we found evidence that job satisfaction and
trust mediate the relationship between EI and project success. Our findings suggest that top
management should be aware of the importance of project managers' job satisfaction and
trust, which can both serve to boost project success in complex project situations.

Szymon Dziuba ,Manuela Ingaldi, Marina Zhuravskaya

Job satisfaction has a big impact on how an employee performs his job.
Both elements have an impact on job safety and employee perception of it. A satisfied
employee devotes himself to work, performs orders better, cares for others and for
himself. He feels safe in the enterprise. The aim of the paper was to assess employ-
ees' job satisfaction and their work performance with use of simply survey. In order to
achieve this aim, a survey was conducted among employees of a chosen metallurgi-
cal enterprise who were asked to assess level of their job satisfaction. The employees
defined their job satisfaction by referring to 20 statements describing this satisfaction
and evaluating three factors that were used to compute the satisfaction index. The
survey allowed for indication the general level of employee satisfaction.

Keywords: job satisfaction, work

Maruti Sriram Ayyagari , Remya Lathabhavan Employee satisfaction is a factor in
motivation, retention and goal achievement in the place of work and commitment is a factor
that include no excess work load, treating employee with respect, provide recognition &
rewards, fringe benefits and positive management. The purpose of this topic is to study the
employee satisfaction and organizational commitment and to examine the satisfaction level of

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staff and its impact on Commitment. This is descriptive and empirical in nature and purposive
sampling technique is used. The study is based on primary data, which has been collected
through structural questionnaire , filled by member stake 50 respondents of has been selected
on random sampling basis percentage method is used for data analysis. According to findings
of this data the employee satisfaction effects commitment of management and staff. Factors
affecting employee satisfaction and commitment are rewards ,stress, leave, benefits and
compensation given to the staff by the management which are important to improve the
motivation level and employee satisfaction

Ehsan Namaziandost The aim of the present research was to study the effect of job
satisfaction on the performance of employees working in private sector organizations of
Peshawar, Pakistan. For that purpose, one hundred and eighty employees (N = 180) were
selected as a sample from private organizations of Peshawar. An equal number of employees,
i.e., (n = 60), were selected through random sampling method from three types of
organizations, viz., hospitals, banks, and universities. A Minnesota Satisfaction Questionnaire
(MSQ-short form) developed by Weiss et al. (1967) and a self-constructed Performance
Evaluation Form (PRF) were used as instruments for the study. Initially, the reliability
statistics of both the instruments was calculated to know the significance of the scales.
According to the findings of the study, the type of occupation has been shown significant
correlation with job satisfaction. Similarly, the positive relationship of job satisfaction with
performance of employees was also confirmed. Therefore, it is concluded from the study that
satisfied employees were better in performance as compared to dissatisfied employees, thus
contributing significant role in the uplifting of their organizations. As there are unstable
economic and political conditions of Peshawar, it is therefore necessary for every
organization to make their employees motivated and satisfied towards high performance by
adopting different techniques and methods.

Mrs Anju K J & Mr.Sona George Job satisfaction is one of the important factors
which have drawn attention of managers in the organization as well as academicians.
Various studies have been conducted to find out the factors which determine job
satisfaction and the way it influences productivity in the organization. Though there is
no conclusive evidence that job satisfaction affects productivity directly since
productivity depends on so many variables, it is still a prime concern for managers.

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Job satisfaction is the mental feeling of favorableness which an individual has about his job.
It is often said that “A happy employee is a productive employee.” Job satisfaction is
very important because most of the people spend a major portion of their life at their
working place. Moreover, job satisfaction has its impact on the general life of the
employees also, because a satisfied employee is a contented and happy human being. A
highly satisfied worker has better physical and mental well-being. The study tries to
evaluate how human resource factors affect the satisfaction level of employees in BPCL
– Kochi Refinery Limited. It assesses how far welfare and financial factors motivate the
employees in the company. The study also attempts to analyze the opinion of employees
towards the working life in the company.

Raja sambandam Job satisfaction refers to one's feelings towards one's job. If the
employees expectations are fulfilled (or) the employees get higher than what he / she feels
satisfied. If the job satisfaction increases organization commitment will increased. This
results in the higher productivity. The main objectives of this paper are to assess the job
satisfaction: to identify the effectiveness of job satisfaction and to find out the several factors
like personal and organizational factors influencing job satisfaction: to identify the
effectiveness of job satisfaction and to find out the several factors like personal and
organizational factors influencing job satisfaction of employees. In this study, 125 no's of
respondents have been taken as sample. Percentage analysis, weighted average, chi-square
have been incorporated for research analysis. The study helped in revealing the level of
satisfaction of employees with reference to the various factors provided in the organization.
This study clearly shows that employees under organization are more or less satisfied with
the job. The organization should consider on the salary, relationship of employees and
supervisors, grievance handling and give more opportunity for the new employees.

jitendra Kumar Singh, Dr.Mini Jain Happy workers are productive workers and
productive workers are likely to be happy. Employee job satisfaction is essential to face the end
dynamic and ever-increasing challenges of maintaining productivity of the organization by keepingtheir
workforce constantly engaged and motivated. Furthermore, environmental pressures, rising health costs
andvarious needs of the workforce also pose a challenge for the management. This could be overcome by
creating a workenvironment that mainttains employee job satisfaction as well as motivates people towards

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exceptional performance atthe workplace achieving work-life balance. This paper outlines the broad contours
of various variables responsible for employee satisfaction and various ways by which one can
maximize employee satisfaction.

Keywords: Deviance, Employee Performance, Satisfaction, turnover.

Mayank Singhal Job satisfaction & Employee Loyalty represents one of the most
key challenges faced by the managers today when it comes to managing their employees.
Employees are the most valuable resource for all organizations; the longer an employee
works for a company the more valuable it becomes. Many researches have been conducted in
various sectors to demonstrate the impact of Job satisfaction on employee loyalty. Employee
loyalty is all about employees being committed for the success of the organization with a
strong belief that working with that particular organization is their best option. The aim of the
study was to find the impact of job satisfaction on employee loyalty in case of academicians.
This study also finds out various factors underlying job satisfaction and employee loyalty. To
achieve the aim of the study questionnaire survey was used. The results show that there is no
impact of job satisfaction on employee loyalty in case of academicians.

Keywords: Job Satisfaction, Employee Loyalty, Attitude, Organizational Commitment,

Employee empowerment.

Muna Ahmed Alromaihi, Zain Abdulla Alshomaly, Dr. Shaju George,

In today‟s increasing competitive environment, organizations recognize the internal human

element as a fundamental source of improvement. On one hand, managers are concentrating
on employees‟ wellbeing, wants, needs, personal goals and desires, to understand the job
satisfaction. And on the other hand, managers take organizationaldecisions based on
the employees' performance.The purpose of this study is to identify the factors influencing
job satisfaction and thedeterminants of employee performance, and accordingly reviewing
the relationship between them. This study is an interpretivist research that focuses on
exploring the influence of jobsatisfaction on employee performance and vice, the influence of
employee performance on job satisfaction. The study also examines the nature of the
relationship between these two variables. The study reveals the dual direction of the
relationship that composes a cycle cause and effect relationship, so satisfaction leads to
performance and performance leads to satisfaction through number of mediating factors.

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Successful organizations are those who apply periodic satisfaction and performance
measurement tests to track the level of these important variables and set the corrective
actions.

Keywords: Satisfaction, Performance, Organizational behavior, Employee behaviour

Abdulwahab S. BinShmailan Successful organizations know that employee

satisfaction, performance and employee engagement are crucial. This research was conducted
to examine what contributes to a satisfied employee by examining a number of factors such
as job fit, good communication, appreciation and clear objectives. The study will also look at
the roles of the organization and individual in employee satisfaction. Job performance,
another key success factor for organizations, will also be examined. The link between
employee satisfaction and performance findings will be illuminated and related examples of
what can be done to improve both variables will be provided Finally, this study discusses
employee engagement which combines the above topics and much more including
definitions, organizational success and how to develop a successful employee engagement
program. This study will also provide compelling information that will help to understand the
advantages of having satisfied and high performing employees as well asusing the power of
employee engagement to be competitive and profitable. Key words: Employee satisfaction,
job performance, job satisfaction, employeeengagemen

Aida mehrad Job satisfaction assumed as a one of the main factor amongst academic
staff and placed as a basic inner feeling for them. Moreover, the purpose of present literature
review was to brilliant the role of job satisfaction at university; also, illustrated this inner
organizational feeling as a principle positive motivator amongst academic staff. Lack of
consideration to the presence of job satisfaction creates numerous difficulties at university,
low level of job satisfaction likewise emerges some insufficient behaviors and reactions
among academic staff. In other word, the existence of job satisfaction as basic human needs
can develop and support performance of academic staff and conduct their organizationa
behavior in the accurate way. In general, the current literature review focused on the key role
of job satisfaction at university and mentioned its effectiveness on performance, behavior,
and reactions of academic staff at educational system

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CHAPTER – III

3:1 RESEARCH METHODOLOGY:

Research methods are the techniques and tools by which you research a subject or a
topic. Research methodology involves the learning of various techniques to research and
acquiring knowledge to perform tests, experiments, surveys, and critical analysis. Research
methodology simply refers to the practical “how” of any given piece of research. It‟s about
how a researcher systematically designs a study to ensure valid and reliable results that
address the research aims and objectives.

RESEARCH INSTRUMENT:

A questionnaire was prepared to keep the objective in mind, the questions were
structured and directed to make the respondent understand them easily. The respondent has to
use a rating scale to answer some questions. The questionnaire includes open-ended and
closed-ended questions.

DESCRIPTIVE RESEARCH

Descriptive research design is called explanatory design. This describes the

demographic characteristics of employers who are attending training programs. Descriptive
studies are undertaken in many circumstances. When the researcher is interested in knowing
the characteristics of certain groups such as age, occupation, experience, etc., a descriptive
study is necessary. Hence the researcher has chosen the descriptive research method for the
study.

3.2 RESEARCH DESIGN:

The study was based on a survey method. The study aims to find the satisfaction
levels of employees

PERIOD OF STUDY:

This study on employee satisfaction was conducted during December 2023 March
2024.

SAMPLE SIZE:

The sample size of this study is 120 respondents

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3:2 SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from a given population.
The convenience sampling method was used in the selected.

QUESTIONNAIRE

In this study, the researcher has used a questionnaire consisting of eighteen choice-
based questions

GRAPHICAL REPRESENTATION OF DATA

Graphical representation tools such as bar graphs and pie charts have been used for the data
analysis

3:3 DATA COLLECTION METHOD :

PRIMARY DATA

In the study, primary data were collected through personnel interviews using a
questionnaire. The questionnaire was administered to hundred employees of BARANI
TEXTILES.

SECONDARY DATA

Secondary data for this study was collected.

1. Previously publishes records, statistics, research reports, and documents.

2. Periodicals and websites.

3.4.STATISTICAL TOOLS APPLIED

The data collected from the primary source were analyzed through statistical
measures as Simple Percentage, ANOVA , Coefficient of correlation , One sample test used.

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1. PERCENTAGE ANALYSIS

In this project Percentage method test was used. The percentage method is used to know the
accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula

Percentage of Respondent = No. of Respondent / Total No. of RespondentsX 100

From the above formula, we can get percentages of the data given by the respondents.

2. ANOVA

A statistical analysis tool that separates the total variability found within a data set into two
components: random and systematic factor. The ANOVA test is used to determine the impact
independent variables have on the dependent variable in a regression analysis After the ANOVA test is
performed, the analysis is able to perform further analysis on the systematic factors that are
statistically contributing to the data set‟s variability. All the above tools have been calculated using
PSPP.

3. CORRELATION COEFFICIENT

Correlation coefficient is a measuring the relationship or interdependence of two or

more variables. X and Y measure some character of a particular system. It is necessary to
measure their interdependence of X and Y. If the quantities (x & y) vary in such a way
that change in one variables x and y are correlated.

Correlation coefficient „ r „ is calculated through the following formula:

where,

x and y-values of variables

n-size of the sample

The value of correlation coefficient can be interpreted in the following manner:

• If „ r „ is equal to 1, then there is Positive correlation. A change in the value of one

variable will predict a change in the same direction in the second variable.
• If „ r „ is equal to -1, then there is Negative correlation. A change in the value of one
variable predicts a change in the opposite direction in the second variable.

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If „ r „ is equal to 0, then there is No correlation. A coefficient of zero indicated there is no

discernible relationship between fluctuations of the variables

4. ONE SAMPLE TEST

The One Sample t Test examines whether the mean of a population is statistically different
from a known or hypothesized value. The One Sample t Test is a parametric test. This test is
also known as: Single Sample t Test.

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CHAPTER – IV

4. DATA ANALYSIS AND INTERPRETATION

TABLE 4.1.1

AGE WISE CLASSIFICATION

S.NO Particulars No. Of Respondents Percentage

1 Up to-20 years 4 3

2 21-30 years 35 29

3 31-40 years 61 51

4 Above 40 years 20 17

Total 120 100

Source: Primary Data

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CHART 4.1.1

AGE WISE CLASSIFICATION

250

200

150 Percentage
No. Of Respondents
100 Particulars

50

0
1 2 3 4 5

INFERENCE

The above table shows that 51% of the respondents are 31-40 years , 29% of the
respondents are between 21-30 years, 17% of the respondents are above 40 years and 3% of
the respondents are up to-20 years.

TABLE 4.1.2

GENDER WISE CLASSIFICATION

S. No Particulars No. of Respondents Percentage

1 Male 82 68

2 Female 38 32

Total 120 100

Source: Primary Data

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CHART 4.1.2

GENDER WISE CLASSIFICATION

250

200

150 Percentage
No. of Respondents
100

50

0
Male Female Total

INFERENCE

From the table it is inferred that 68% of the respondents are Male and 32% of the
respondents are Female.

TABLE 4.1.3

MARITAL STATUS OF THE RESPONDENTS

S. NO Particulars No. of Respondents Percentage

1 Married 108 90

2 Un married 12 10

Total 120 100

Source: Primary Data

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CHART 4.1.3

MARITAL STATUS OF THE RESPONDENTS

250

200

150 Percentage
No. of Respondents
100

50

0
Married Un married Total

INFERENCE

From the table it is inferred that 90% of the respondents are Married and 10% of the
respondents are Unmarried.

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TABLE 4.1.4

EDUCATIONL QUALIFICATION OF THE RESPONDENTS

S. NO Particulars No. of Respondents Percentage

1 Below 10th 45 38

2 10th 40 33

3 12th 17 14

4 Diploma /ITI 13 11

5 Graduate 4 3

6 Post graduate 1 1

Total 120 100

Source: Primary Data

CHART 4.1.4

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

250

200

150

100 Percentage
No. of Respondents
50

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INFERENCE

The table reveals the educational qualification 38% of the respondents are below
10th, 33% of the respondents are 10thqualified, 14% of the respondents are 12th qualified,
11% of the respondents are Diploma/ITI holders, 3% of the respondents are Graduates and1%
of the respondent is Post Graduate.

TABLE 4.1.5

YEARS OF WORKING EXPERIENCE

S. NO Particulars No. of Respondents Percentage

1 Below 3 years 30 25

2 3-6 years 20 16

3 6-9 years 38 32

4 Above 9 years 32 27

Total 120 100

Source: Primary Data

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CHART 4.1.5

YEARS OF WORKING EXPERIENCE

250

200

150
Percentage
100 No. of Respondents

50

0
Below 3 3-6 6-9 Above 9 Total
years years years years

INFERENCE

From the table it is inferred that 32% of the respondents are having less 6-9 years of
working experience, 27% of the respondents are having above 9 years of working experience,
25% of the respondents are having less than 3years of working experience and 16% of the
respondents are having 3-6years of working experience in the company.

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TABLE 4.1.6

SALARY OF THE RESPONDENTS

S. NO Particulars No. of Respondents Percentage

1 Below 10000 40 33

2 Rs 10000-20000 69 58

3 Rs 20000-30000 10 8

4 Above 30000 1 1

Total 120 100

Source: Primary Data.

CHART 4.1.6

SALARY OF THE RESPONDENTS

250

200

150

100 Percentage
No. of Respondents
50

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INFERENCE

From the table it is that inferred 58% of the respondents are getting salary
betweenRs-10000-20000, 33% of the respondents are getting salary below Rs10000, 8 % of
the respondents are getting salary between Rs 20000-30000 and 1% of the respondentsis
getting salary above 30000.

TABLE 4.1.7

OPINION ABOUT WORKING IN THE ORGANIZATION

S. NO Particulars No. of Respondents Percentage

1 Great 7 6

2 Satisfied 95 79

3 Impassionate 4 3

4 Frustrated 12 10

5 Depressed 2 2

Total 120 100

Source: Primary Data

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CHART 4.1.7

OPINION ABOUT WORKING IN THE ORGANIZATION

250

200

150

100 Percentage
No. of Respondents
50

INFERENCE

The table reveals that 79% of the respondents are Satisfied towards working in the
organization,10% of the respondents are getting Frustrated towardsworking in the
organization, 6% of the respondents are having Great level of satisfaction towards working in
the organization, 3% of the respondents are getting Impassionate towards working in the
organization and2% of the respondents are getting Depressed towards working in the
organization.

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TABLE4.1.8

OPINION TOWARDS JOB

S. NO Particulars No. of Respondents Percentage

1 Challenge 15 13

2 Very Interesting 58 48

3 Enthusiastic 40 33

4 Repeating 3 3

5 Bored 4 3

Total 120 100

Source: Primary Data

CHART 4.1.8

OPINION TOWARDS JOB

250

200

150

100 Percentage
No. of Respondents
50

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INFERENCE

The table reveals that 48% of the respondents opines that their job is Very Interesting,
33% of the respondents opines that their job is Enthusiastic, 13% of the respondents opines
that their job is Challenging, 3% of the respondents opines that their job is Repeating and 3%
of the respondents opines that their job is bored.

TABLE 4.1.9

STREES IN JOB

S. NO Particulars No. of Respondents Percentage

1 Yes 37 31

2 No 83 69

Total 120 100

Source: Primary Data

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CHART 4.1.9

STREES IN JOB

250

200

150 Percentage
No. of Respondents
100

50

0
Yes No Total

INFERENCE

The above table shows that 69% of the respondents feel that they do not have stress in
their job and 31% of the respondents feels that they have stress in their job.

TABLE 4.1.10

SATISFACTION LEVEL TOWARDS SALARY

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 0 0

2 Satisfied 16 13

3 Neutral 21 18

4 Dissatisfied 78 65

5 Highly Dissatisfied 5 4

Total 120 100

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Source: Primary Data

CHART 4.1.10

SATISFACTION LEVEL TOWARDS SALARY

250

200

150

100
Percentage
50 No. of Respondents

INFERENCE

From the table it is inferred that 65% of the respondents are dissatisfied with their
salary, 18% of the respondents are neutral about their salary, 13% of the respondents are
satisfied with their salary and 4% of the respondents are highly dissatisfied with their salary.

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TABLE 4.1.11

SATISFACTION WITH THE TRAINING

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 0 0

2 Satisfied 97 81

3 Neutral 21 18

4 Dissatisfied 2 1

5 Highly Dissatisfied 0 0

Total `120 100

CHART 4.1.11

SATISFACTION WITH THE TRAINING

Percentage
100
90
80
70
60
50
40 Percentage
30
20
10
0
0 97 21 2 0 `120
Highly Satisfied
Satisfied NeutralDissatisfied
Highly Dissatisfied
Total

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INFERENCE

From the table it is inferred that 81% of the respondents are satisfied towards the
training, 18% of the respondents are neutral, 1% of the respondents are dissatisfied and none
of the respondents are highly satisfied and also highly dissatisfied.

TABLE 4.1.12

LEVEL OF OVERALL JOB SATISFACTION

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 21 18

2 Satisfied 78 65

3 Neutral 16 13

4 Dissatisfied 5 4

5 Highly Dissatisfied 0 0

Total 120 100

Source: Primary Data

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CHART 4.1.12

LEVEL OF OVERALL JOB SATISFACTION

250

200

150

100 Series3
Series2
50
Series1
0

INFERENCE

From the table it is inferred that 65% of the respondents are satisfied towards their
job, 18% of the respondents are highly satisfied,13% of respondents are neutral,and 4% of the
respondents are dissatisfied and none of the respondents are highly dissatisfied.

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TABLE 4.1.13

SATISFACTION LEVEL OF CONFLICTS RESOLVEDBY THE ORGANISATION

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 24 20

2 Satisfied 80 67

3 Neutral 16 13

4 Dissatisfied 0 0

5 Highly Dissatisfied 0 0

Total 120 100

Source: Primary Data

CHART 4.1.13

SATISFACTION LEVEL OF CONFLICTS RESOLVEDBY THE ORGANISATION

250

200

150

100 Series3
Series2
50
Series1
0

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INFERENCE

The table reveals that 67% of the respondents are satisfied with the conflicts resolved
by the company, 20% of the respondents are highly satisfied , 13 % of the respondents are
neutral and none of the respondents are dissatisfied and also highly dissatisfied.

TABLE 4.1.14

MANAGERS PROVIDE FREEDOM TO DO JOB EFFECTIVELY

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 0 0

2 Satisfied 43 36

3 Neutral 50 42

4 Dissatisfied 27 22

5 Highly Dissatisfied 0 0

Total 120 100

Source: Primary Data

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CHART 4.1.14

MANAGERS PROVIDE FREEDOM TO DO JOB EFFECTIVELY

250

200

150

100 Series2
50 Series1

INFERENCE

The above table shows that 42% of the respondents are neutral in freedom do their job
effectively at work place, 36% of respondents are satisfied, 22% of the respondents are
dissatisfied, none of therespondents are highly satisfied and also highly dissatisfied.

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TABLE 4.1.15

SATISFACTION LEVEL WITH PHYSICAL WORKING CONDITION

S. NO Particulars No. of Respondents Percentage

1 Highly Satisfied 0 0

2 Satisfied 50 42

3 Neutral 62 52

4 Dissatisfied 8 6

5 Highly Dissatisfied 0 0

Total 120 100

Source: Primary Data

CHART 4.1.15

SATISFACTION LEVEL WITH PHYSICAL WORKING CONDITION

250

200

150

100 Series2
50 Series1

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INFERENCE

From the table it is inferred that 52% of the respondents are neutral with their
physical working condition, 42% of the respondents are satisfied, 6% of the respondents are
dissatisfied and no respondents are highly satisfied and also highly dissatisfied with physical
working condition.

TABLE 4.1.16

ORGANIZATION PROVIDING JOB SECURITY

S. NO Particulars No. of Respondents Percentage

1 Yes 102 85

2 NO 18 15

Total 120 100

Source: Primary Data

CHART 4.1.16

ORGANIZATION PROVIDING JOB SECURITY

250

200

150 Percentage
No. of Respondents
100

50

0
Yes NO Total

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INFERENCE

From the table it is inferred that 85% of the respondents opines that their organization
is providing job security and 15% of the respondents opines that their organization is not
providing job security.

TABLE 4.1.17

OPINION ABOUT WORKLOAD IN ORGANISATION

S. NO Particulars No. of Respondents Percentage

1 Heavy 15 13

2 Normal 10 8

3 Low 95 79

Total 120 100

Source: Primary Data

CHART 4.1.17

OPINION ABOUT WORKLOAD IN ORGANISATION

250

200

150
Series2
Series1
100

50

0
Heavy Normal Low Total

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INFERENCE

From the data it is inferred that 79% of the respondents felt that their workload is low
in their organization, 13% of the respondents felt that their workload is heavy in their
organization, 8% of the respondents felt that their workload is normalin their organization.

TABLE 4.1.18

SUGGESTIONS OR IDEAS ALLOWED IN THE WORKER PLACE

S. NO Particulars No. of Respondents Percentage

1 Yes 49 41

2 No 71 59

Total 120 100

Source: Primary Data

CHART 4.1.18

SUGGESTIONS OR IDEAS ALLOWED IN THE WORKER PLACE

250

200

150 Series2
Series1
100

50

0
Yes No Total

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INFERENCE

The table reveals that 59% of the respondents opines that their suggestions or ideas
are not allowed in the work place, 41% of the respondents opines that their suggestions or
ideas are allowed in the work place.

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4.2 ONE WAY ANOVA

Null Hypothesis

There is no significance difference between work nature among age categories.

Alternative Hypothesis
There is a significance difference between the work nature among the age categories.

Descriptives
Are you satisfied with the work nature facilities provided by the textile.
Std. 95 % Confidence interval for Mean
N Mean Std. Deviation Error Lower Bound upper Bound Minimum Maximum

Very hard 14 3.00 1.11 .30 2.36 3.64 1.00 4.1.00

Hard 23 2.26 .96 .20 1.84 2.68 1.00 4.1.00

Easy 42 2.50 .86 .13 2.23 2.77 1.00 4.1.00

Vary easy 7 1.86 .90 .34 1.03 2.69 1.00 3.00

Total 86 2.47 .97 .10 2.26 2.67 1.00 4.1.00

Are you satisfied with the work nature facilities provided by the textile.
Sum of Squares df Mean Square F Sig.
Between Group 7.60 3 2.53 2.89 .040
Within Groups 71.79 82 .88
Total 79.40 85

INTERPRETATION

It is found that f-value (2.89) is less than Table value (2.920) at 5% level of significance. So
the null hypothesis is accepted and alternative hypothesis is rejected. It is found that there is
no significance difference between the work nature and age of the respondent.

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TABLE : 4.3

Cross tabulation for relationship between experience and Over all job satisfaction in the
organization

X Y XY

30 21 900 441 630

20 78 400 6084 1560

38 16 1444 256 608

32 5 1024 25 160

=3768 =6806 2958

r= 4(2958)-120*120

4(3768)-4(6806)

r= -0.8749

calculated value=-0.8749

INFERENCE

It is inferred that the correlation value r= -0.8749 is negative, therefore there is no significant
relationship with experience and over alljob satisfaction in the organization

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TABLE 4.4
CHI-SQUARE TEST-I

SALARY VS LEVEL OF SATISFACTION

Ho (Null Hypothesis): There is no relationship between the Salary and level of satisfaction.

(Alternative Hypothesis): There is relationship between salary and level of satisfaction.

TABLE 4.4OBSERVED NO. OF RESPONDENTS

Salary Highly Satisfied Neutral Dissatisfied Highly Total

Satisfied Dissatisfied

Below 0 5 11 23 1 40
10000

10000- 0 9 7 49 4 69

20000

20000- 0 1 3 6 0 10
30000

Above 0 1 0 0 0 1
30000

Total 0 16 21 78 5 120

INFERENCE

In chi-square 1 is Analyzing the significance between salary with their level of

satisfaction. Null hypothesis (Ho) is accepted. Hence it is concluded that there is no
relationship between salary with their salary satisfaction.

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CHAPTER – V

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS OF THE STUDY

 Half (51%) of the respondents belongs to the Age Group of 31-40 years.
 Most (68%) of the respondents are Male.
 Majority (90%) of the respondents are Married.
 38% of the respondents are below 10th as the Educational Qualification.
 One third (32%) of the respondents are having 6-9 years of Working Experience in the
organization.
 About more than half (58%) of the respondents are earning monthly income of Rs.
10000-20000.
 Majority (79%) of the respondents are satisfied towards working in the organization.
 Nearly half (48%)of the respondents opines that their job is very Interesting.
 Majority (69%) of the respondents feel that they do not have stress in their job.
 65% of the respondents are dissatisfied with their salary.
 From the table it is inferred that 81% of the respondents are satisfied towards the training,
18% of the respondents are neutral, 1% of the respondents are dissatisfied and none of the
respondents are highly satisfied and also highly dissatisfied.
 From the table it is inferred that 65% of the respondents are satisfied towards their job,
18% of the respondents are highly satisfied,13% of respondents are neutral,and 4% of the
respondents are dissatisfied and none of the respondents are highly dissatisfied.
 The table reveals that 67% of the respondents are satisfied with the conflicts resolved by
the company, 20% of the respondents are highly satisfied , 13 % of the respondents are
neutral and none of the respondents are dissatisfied and also highly dissatisfied.
 The above table shows that 42% of the respondents are neutral in freedom do their job
effectively at work place, 36% of respondents are satisfied, 22% of the respondents are
dissatisfied, none of therespondents are highly satisfied and also highly dissatisfied.

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 From the table it is inferred that 52% of the respondents are neutral with their physical
working condition, 42% of the respondents are satisfied, 6% of the respondents are
dissatisfied and no respondents are highly satisfied and also highly dissatisfied with
physical working condition.
 From the table it is inferred that 85% of the respondents opines that their organization is
providing job security and 15% of the respondents opines that their organization is not
providing job security.
 From the data it is inferred that 79% of the respondents felt that their workload is low in
their organization, 13% of the respondents felt that their workload is heavy in their
organization, 8% of the respondents felt that their workload is normalin their
organization.
 The table reveals that 59% of the respondents opines that their suggestions or ideas are
not allowed in the work place, 41% of the respondents opines that their suggestions or
ideas are allowed in the work place.
 It is found that f-value (2.89) is less than Table value (2.920) at 5% level of significance.
So the null hypothesis is accepted and alternative hypothesis is rejected. It is found that
there is no significance difference between the work nature and age of the respondent.
 It is referred that the correlation r = -0.8749 is negative, therefore there is no significant
relationship with experience and over all job satisfaction in the organization.
 In chi-square 1 is Analyzing the significance between salary with their level of
satisfaction. Null hypothesis (Ho) is accepted. Hence it is concluded that there is no
relationship between salary with their salary satisfaction.

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5.2 SUGGESTIONS

 The organization may provide better incentive system to encourage the employer.
 The company can provide better salary for the employers.
 The management may provide opportunity to improve and learn new job skills.
 The company may take adequate steps to find out timely welfare needs of the
employees.
 The management may listen the employee queries related to under their working
condition.
 The management may listen the employees suggestion or ideas in their work place.
 Organization may improve medical facilities regarding compensation for accident,
services and treatment.

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5.3 CONCLUSION

 From the study the researcher has found some of the significant aspects contributing
towards job satisfaction. The company employees have an appropriately good level of job
satisfaction.
 They are more satisfied with the relationship with co-workers and superiors, while a
lesser amount of satisfaction with regard to salary satisfactions and welfare measures
provided by the organization.
 To enhance the employee job satisfaction, The organization has tried its level best to
satisfy their employees welfare facilities. However further improvements and as per
suggestions will yield better results.

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BIBLIOGRAPHY

BOOK REFERRED

 P Subba Rao (2000), Personne/Humman Resource Management, Konark Publishers

Private limited
 C.B Mamoria(1993), personnal management (management of human resources) himalaya
publishing house, eleventh edition, new delhi
 Kothai C.R (1990), research methodology methods and techniques published by
wishwaprakasan

WEBSITES REFERRED

 http://www.managementhelp.org/prsn wll/job sfty.htm

 http://goliath.ecnext.com/coms2/gi 0199-4653936/Gender-differences-in-thejob.html
 http://www.ifla.org/IVifla61/61-kaye.htm

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APPENDIX

A STUDY ON EMPLOYEES JOB SATISFACTION WITH SPECIAL REFERENCE

TO BARANI TEXTILES, ERODE TAMILNADU

1.Name :

2. Age:

a) up to 20 yrs b) 21-30 years c) 31-40yrs d) above 40 years

3. Gender:

a) Male b) Female

4.. Marital status:

A) Married b) Unmarried

5. Educational Qualification:

a) Below 10thstd b) 10th c) 12th d) Diploma e)Graduate

f) Post Graduate

6. Years of experience:

a) Below 3 years b) 3-6 years c) 6-9 years d) Above 9 years

7. Salary (in Rs):

a) Below Rs 10000 b) Rs 10001-20000 c) Rs 20001- 30000 d) Above-30000

8. How do you feel while working in the organization?

a) Great b) Satisfied c) Impassionate d) Frustrated

e) Depressed

9. How do you feel about your job?

a) Challenge b) Very interesting c)Enthusiastic d) Repeating e) Bored

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10. Do you face any stress in your job?

a) Yes b) No

11. Satisfaction level towards salary

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

e) Highly Dissatisfied

12. What is your satisfaction with training?

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

13. Level of overall satisfaction with your job?

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

e)Highly Dissatisfied

14.Satisfaction level with the way in which conflict are resolved in your company

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

e) Highly Dissatisfied

15. The manager gives freedom you need to do your job effectively?

a) Strongly Agree b) Agree c) Neutral d) Disagree

e)Strongly Disagree

16. Satisfaction level with physical working condition:

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

17. Does your organization providing job security

a) Yes b) No

18. What is your opinion about workload in an organization?

a) Heavy b) Normal c) Low

19. Are you allowed to give suggestion or ideas at workplace?

a) Yes b) No

20.Suggestion if any:

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